Community Arts Investment Program (CAIP)

GENERAL INFORMATION

The Community Arts Investment Program (CAIP) provides guidelines and criteria for The Corporation of the City of London to:

 provide operating financial assistance to not -for-profit organizations or individuals within the London arts community;  encourage public awareness and appreciation of the arts;  increase access to quality local arts programming; and,  enhance London’s desirability as a community.

Category #1

This category applies to an incorporated, not-for-profit arts organization with a board of directors representing community interests and with operating revenues in excess of $1,000,000 and with an operating season of no less than five months in duration.

Category #1 will not include: museums, Museum London, cultural organizations, and organizations not located within the City of London. However, these types of organizations, if they meet the program criteria, may continue to seek operational financial assistance from other existing City programs.

The grant applied for must not be intended or used for capital purposes including, but not restricted to, the purchase of land, equipment, fixtures or physical facilities. An application for assistance under the Community Arts Investment Program does not preclude an organization from applying for capital assistance under the City of London’s Capital Grants Program.

Administrative Review and Approval Process

On or before October 15th of each year, the applicant will submit a grant application for the next calendar year to The City of London’s Culture Office an administrative review team of the City will review the application and provide a report, based upon the information provided in a grant application, recommending a grant amount to City Council as part of the 2015 budget process.

Guidelines . The applicant is eligible for a grant of up to 15% of its operating revenues, exclusive of City grant revenues as reported in its audited financial statements for the most recent completed fiscal year, up to a maximum of $500,000 per annum based on available funding through the current year’s budget process.

. The grant applied for must not be intended or used for capital purposes including, but not restricted to, the purchase of land, equipment, fixtures or physical facilities. An application for assistance under the Community Arts Investment Program does not preclude an organization from applying for capital assistance under the City of London’s Capital Grants Program.

. If an applicant’s accumulated deficit represents more than 10% of its total revenue, as verified by the applicant’s last audited financial statement, the applicant will be required to outline the cause of the deficit and propose a realistic plan to reduce it, in order to maintain grant eligibility.

. To maintain grant eligibility, grant recipients will be required to set up an endowment fund and an operating reserve which, together, shall be increased by any operating surplus in excess of the opening deficit if applicable.

. To maintain grant eligibility, a grant recipient must demonstrate the ability to maintain or enhance its programming and community outreach endeavours.

. A grant will not normally be awarded to an applicant materially in arrears in payment of its accounts with The Corporation of the City of London at the time that City Council reviews the grant application.

YEAR 2015 Page 1 . A grant will not normally be awarded to an applicant which budgets on a deficit basis and/or successively operates on a deficit basis.

. A subsequent grant may be reduced by an amount equal to the differential between costs and income in the event that an applicant operates on a deficit basis for the preceding grant period.

. The grant applied for must be intended and used to further the applicant’s non-profit activities and must not, either directly or indirectly, be intended or used to further a profit venture.

. The applicant must demonstrate the added value to be provided to the community as a result of its activities.

. The successful applicant will acknowledge City support in its promotional materials in a manner acceptable to the City’s Corporate Communications Division.

. These guidelines shall be reviewed at least once every three years.

Standard Payment Schedules

Payment of the current year’s grant is subject to approval by City Council through its annual budget process. Payment of grant monies will commence in March of the calendar year for which the grant applies.

Organizations receiving funding from The Corporation of the City of London must acknowledge City support in its promotional materials in a manner acceptable to the City’s Corporate Communications Division.

YEAR 2015 Page 2 Progress Reports

Successful applicants shall be required to provide the Investment and Economic Prosperity Standing Committee (IEPC) of City Council with a written annual report of its programs and financial updates including the provision of financial statements and complete year forecasts.

Year 2015 CAIP Proposal Submission

Please submit your organization’s electronically completed application via email to [email protected] and send the hard-copy, including attachments, to the address below by 4:30 p.m. October 15, 2014. Community Arts Investment Program - Category #1 City of London Culture Office CAO’s Office, 11th Floor 300 Dufferin Ave. PO Box 5035 London, ON N6A 4L9 Attention Robin Armistead

YEAR 2015 Page 3 CONTACT INFORMATION YEAR 2015 Name(s) Telephone no(s) E-mail(s) ORGANIZATION Date of incorporation Corporation registration # Not-for-profit corporation registration # CITY OF LONDON ELIGIBILITY SUMMARY Gross revenue Less: amount of city grant(s) Less: capital revenues, if any Operating revenue Eligibility calculation: Operating revenue X 15% Amount of funding request

2013/2014 Surplus(deficit) Accumulated surplus(deficit) Accumulated surplus(deficit) as % of total revenue SUBSCRIPTIONS & ATTENDANCE % of ticket sales from subscriptions How subscriptions are encouraged Attendance breakdown and summary - planned vs. actual Projected attendance ADMINISTRATION # permanent (FT & PT) paid staff Functions performed by paid staff # volunteers Functions performed by volunteers How do you encourage volunteerism?

SERVICE & ACTIVITY Brief description of caliber of programming a) List venue location(s) b) Description of lease(s) terms c) Accessibility # Local talent and how employed Total expenditures within City of London 2013/2014 Identify & describe any activities duplicating those of other organizations COMMUNITY Describe community outreach efforts to increase participation Innovation efforts Instructional, educational and/or inclusionary activities directed to: a) Seniors b) Ethnic groups c) Service clubs d) Students/children e) Adults Describe benefits derived by

YEAR 2015 Page 4 each group above MARKETING Describe collaboration(s) with other City of London non-profit organizations Provincial, national and international recognition your organization has garnered for the City of London Describe participation in other community initiatives by representatives of your organization Describe marketing efforts and expenditures for the 2014/2015 season Describe extent of participation in the City’s www.Londonarts.ca web portal

YEAR 2015 Page 5 FINANCIAL MANAGEMENT & RESPONSIBILITY Did you report an accumulated deficit?1 Did you report a deficit or a surplus in the 2013/2014 fiscal year? Describe the actions taken and their results If you reported a deficit for the 2013/2014 fiscal year, describe the actions taken and planned to ensure timely recovery and any results to date Did you budget a deficit or surplus for 2013/2014? Based on fiscal year-to-date revenues, do you project a surplus for 2013/2014? STRATEGIC PLANNING, CHALLENGES & EVALUATION How are the organization’s activity & service objectives measured?; indicators of success; identify the stakeholders who receive them Has your organization created a long term (5 year) service plan? Has your organization created a long term (5 year) financial plan? Renewal dates, % increases of union contracts Identify key challenges and opportunities last year and how they were addressed by the organization REVENUE INITIATIVES Describe the initiatives undertaken in generating revenues and their success Describe the organization’s efforts and success obtaining corporate sponsorships Describe efforts and success obtaining funding from all levels of government Describe fundraising initiatives and results

Report on the measurement of the allocation of the City of London’s CAIP Category #1 funding as a percentage of gross revenue for 2013/2014 ATTACHMENTS (YEAR CHECK () 2014) List of Current Board of Directors, including experience and qualifications List of Executive Officers Copy of board resolution approving this application 2013/2014 Check () Most recent audited financial statements Surplus(deficit) for period Opening & ending accumulated surplus(deficit) balance2 Surplus(deficit) as % of total revenue Description of in-kind revenues and valuation Budget vs. actual analysis by project Copy of brochure of offerings Endowment fund analysis: contributions, year received, current balance

1 If an applicant’s accumulated deficit represents more than 10% of its total revenue, as verified by the applicant’s last audited financial statement, the applicant will be required to outline the cause of the deficit and propose a realistic plan to reduce it in order to maintain grant eligibility 2 To maintain grant eligibility, grant recipients will be required to set up an endowment fund and an operating reserve which, together, shall be increased by any operating surplus in excess of the opening deficit, as applicable

YEAR 2015 Page 6 Current year’s contributions to and withdrawals from the endowment fund Balances held with other government programs Relevant commentary 2014/2015 Check () Budget analysis, including significant changes Projected surplus(deficit) Surplus(deficit) as % of projected total revenue Opening & ending accumulated surplus/deficit balance Relevant commentary Copy of new brochure, or List with anticipated dates Copy of long term (5 year) service plan Copy of long term (5 year) financial plan

YEAR 2015 Page 7