mm Brampton Arts Council"
Presentation to the i City of Brampton Budget Committee 2013 W/ Brampton Arts Council mr^ Presentation Index Brampton Arts Council'
Part I: Introduction Part II: Brampton Arts Council Operation Summary - 2012 Accomplishments Part III: Operating Plan 2013 - 2013 The Year Ahead: Planned Activities Part IV: Financial Reports and 2013 Budget The Brampton Arts Council Brampton Arts Council' Importance of the Arts An October 2010 survey prepared by Phoenix Strategic Perspectives for the Department of Canadian Heritage stated:
• "Arts experiences are a valuable way of bringing together people from different languages and cultural traditions." (95%) • "Live theatre companies, musicians, artists, festivals, and other cultural activities in a community make it a better place to live." (94%) • "Artists need more opportunities to bring work to the public."(90%)
Further, the survey found that "60% of the responders are personally involved in at least one artistic activity." 3 ^;^T The Brampton Arts Council Brampton Arts Council' To fulfill our mandate, the Brampton Arts Council carries out activities in the following categories:
•Education/Development
•Networking Opportunities
•Communications
•Promotion & Advocacy
We follow the City's Policy of the Arts which states that the Brampton Arts Council is mandated to foster the arts in Brampton. We act as the liaison between the City and the arts community. •mufll Board of Governors >
Executive Committee: Finance Public Strategic President Nom inating Com m ittee Planning Vice President Com m ittee Relations Com m ittee Treasurer Com m ittee Secretary Past President Executive Director
Executive Assistant Com m unity Developm ent Liaison Com m unications Outreach Assistant Technical Communications Support Adm inistrative Assistant , Receptionist
Com m unity Comm unity Program s 8e __ Corporate Arts Support Relations Services Liaison S: Fundraising
Citisens' Awards -c Selection Committee Com m unity Art In The Open 1" Cultural Activity Outreach Corporate Donor \_ Sponsorship Program s Program _J Community Village Com m unity Email News Arts Project Councillors' Golf Winter Festival Funding Flash Tourn-arrt ent CC-A.P) Peel School Board Mana»gem ent Arts Liaison Committee J
A.C. Visioning Sessions Newsletter Com rn unity ArtsTalk Development Endowm ent Funds Program Art in Jazz Festival
Public Art Task Force Publications Grant Management Heritage, Arts ^HACE Oowntown Creative 1 -c Culture 6s Economy Steering Entertainm ent Committees Awards (HACE™) fE.D.O. Business Attraction" Program s Acres of Glass and Retention Advisory Committee (BARAC) Farmers' Market Expansion Schm oozefest Technical Steering Committee Managem ent Mayor's f^IIFA (International Indian "> Luncheon for the Film Academy) Awards — After Business Arts Buzz Events Steering Networking L Committee _^ Event J-
Last Updated May 2012
5 ML, PART II: 2012 ACCOMPLISHMENTS **5^#^" Heritage, Arts, Culture &Entertainment Program Brampton Arts Council" Heritage, Arts, Culture & Entertainment (HACE™) Creating new economic development opportunities through entrepreneurship, business expansion & retention. • Developed by the Brampton Arts Council, with consultation from each HACE™ sector and the Economic Development Office, the HACE™ Program was launched in 1999. In 2010, the Brampton Arts Council "presented the City with the opportunity to use the brand name in the planning and economic development of Downtown Brampton." (Brampton Creative Economy Plan 2011-2016, Dec 7, 2010). • The City has embraced this initiative and a HACE™ Roundtable has been constructed with The City and the BAC, along with representatives from community stakeholders and various city departments. • The first Creative Economy Summit in February, 2012 was a tremendous success. The second Summit will be held April 23, 2013. • The Brampton Arts Council has continued with the original components of its HACE™ program. PART II: 2012 ACCOMPLISHMENTS Heritage, Arts, Culture & Entertainment Program Brampton Arts Council' Art In The Open : Original works make an authentic social and cultural experience
Art In The Open was the first stage of the HACE™ Program. At the invitation of the City's Economic Development Office, the Brampton Arts Council joined the City's Farmers' Market in 2000. Art In The Open provides the opportunity for our artisans to sell their original hand-made products. We continue to use the space on Garden Square, working with the EDO and other various city departments all summer and during special events such as UFA, Art of Jazz, Classic Cars and Brampton Day. f PART II: 2012 ACCOMPLISHMENTS % ^4 Brampton Arts councn Heritage, Arts, Culture & Entertainment Program
Arts Incubator : A small visual art business mentoring & training centre A second component of HACE™ was the Arts Incubator.
The Brampton Arts Council initiated the establishment of Beaux-Arts Brampton situated in a unit of the formerly known Art Block, now known as the Heritage Block.
The pilot project has become a successful cooperative with 80+ members. The Brampton Arts Council still leases the unit to them and provides small annual project grants.
8 A third component of HACE™ is the Entrepreneurship Workshops for the arts. These have been offered annually at no cost to Brampton residents. They include topics for all art disciplines. Yannick Bisson, Robert Bateman, Amy Sky, Marc Jordan, Evelyn Hart, Murray McLaughlin, Suzie McNeil, Ian Thomas, Rik Emmett, Dini Petty, Ted & Marion Outerbridge and Cindy Church are just a few of our past presenters, along with professionals - experts in their fields. We thank the City for its sponsorship of this weekend. Mk PART II: 2012 ACCOMPLISHMENTS Brampton Arts Council Adjudication Program The Adjudication Process Program was developed to provide opportunities for non profit, incorporated performing groups to market and hone their craft. A collaborative marketing brochure was produced and 36,200 were distributed throughout the City, along with a full page ad in the Guardian to promote the season. Professional adjudicators have been hired. The program culminates into a public awards gala, the BRAVO! Awards. Next year, the BRAVO! Awards will be held on June 7, 2013, at the Rose Theatre. These unique awards are a celebration of the relative strengths of the performances in a non-competitive format. 10 PART II: 2012 ACCOMPLISHMENTS Sk Community Arts Program Brampton Arts Council' With funds dedicated to the Community Arts Project Funding (CAP), the Brampton Arts Council is able to assist its arts groups with small, special projects not otherwise covered through their operating/capital budgets. The main source of funding to CAP is the donations we receive from the Councillors' Annual Charity Golf Tournament for the Arts. The Hosts of the 2012 tournament were Councillors Sandra Hames, Paul Palleschi & John Sprovieri. This year, City Council approved an additional $30,000.00, which was added to the program. 11 Sk PART II: 2012 ACCOMPLISHMENTS Brampton Arts Council Mayor's Luncheon for the Arts Our annual signature event is the Mayor's Luncheon for the Arts. It was started 25 years ago by former Mayor Whillans and has been sponsored by Mayors throughout the years. From the beginning of Mayor Fennell's tenure, this luncheon has become a "theme" event, starting with the "Renaissance" (pictured here). 2012's theme was "Surf's Up - The Beach Party!" It is at this event that we present the Brampton Arts Council's Arts Person of the Year Award; Leon Bacardi Award; Harry Dale Literary Grant for Aspiring Writers. It gives the Arts Council the opportunity to thank sponsors and is considered our biggest Public Relations event. 12 PART II: 2012 ACCOMPLISHMENTS •Hrk Schmoozefest II Brampton Arts Council A new networking opportunity was started in 2011, the Schmoozefest. This event also assists in honing marketing skills. Members are given a set time frame to talk and promote their art, art group or art business. Many of the participants expressed surprise in learning about what each other is involved in, creating a bonding exercise and cultivating an appreciation for each other's craft. Schmoozefest ///will be held on April 18,2013. 13 PART II: 2012 ACCOMPLISHMENTS The Rose Theatre Atrium was sponsored by the Rose Theatre. ^jfe^JM Our members, both group and individuals, who have established businesses in the arts, took this opportunity to network, educate and promote - their businesses. It is always a very popular and successful event. We are hosting it again this year on March 5th from 4:00 - 6:30 pm, in the Rose Theatre Atrium. 14 PART II: 2012 ACCOMPLISHMENTS ML Brampton Arts Council Literary Brampton Arts Council Endowment Fund: A Harry Dale Legacy Through the Brampton and Area Community Foundation, the Brampton Arts Council Literary Endowment Fund: A Harry Dale Legacy was established from the Brampton Arts Council™ sales of "Acres of Glass." Harry Dale Along with a grant, mentoring Literary Grant for sessions throughout the year are Aspiring Writers given by Dale O'Hara. We are grateful to the City and Dale for these opportunities. The fourth recipient of the Literary Grant for Aspiring Writers was awarded to Daniel Fischer, pictured above left. 15 ,*\Mf^ PART II: 2012 ACCOMPLISHMENTS Brampton Arts council Leon Bacardi A ward of Exceiience THE In memory of former BAC LEON Vice President, Leon Bacardi, ARGAMASILLA the Brampton Arts Council BACARDI AWARD OF established the "Leon Bacardi EXCELLENCE Award of Excellence". The award is presented annually to a youth under 18, who has shown outstanding achievement in any arts discipline. The award has been presented to Wesley Payne (2010), Jendayi Dyer (2011), Brampton Arts Council' and Atileo Tedoldi (2012). DEADLINE: March 3rd, 2011 16 sMk PART II: 2012 ACCOMPLISHMENTS s^r-,^ Brampton Arts Council Awards and Recognition Brampton Arts Council / Royal Bank Artistic Achievement Awards . • 26 years ago, we started the Brampton ArtsCouncil Artistic Achievement Awards. • In 2012, bursaries and plaques Artistic were again presented to 19 high Achievement Award school graduates, to encourage Presented to our "future" artists in their arts BRANbON AU studies. • Recognition was given through the Heart Lake Sec, School local newspaper and newsletters • Annual Brampton Arts Council 2012 memberships were given. Sponsored ROYAL BANK • This program has been sponsored 1 of by CANADA by the Royal Bank Financial Group for 16 of the 26 years. 17 ~mS^ PART III: Operating Plan 2013 Brampton Arts Council" > Increase participation in Community Outreach activities/initiatives. > Provide services and strive to achieve accomplishments outlined in the 2012 Strategic Plan. > Partner in the EDO Business Attraction and Retention Advisory Committee (BARAC). > Chair the Public Art Task Force. > Continue working on the HACE Downtown Creative Economy Roundtable and sub-committees, aiding in Brampton's transformation into a world cultural destination. This includes planning the HACE Summit scheduled for April 23, 2013. > Conduct two competitions for youth artists and youth authors, with the winners' work to be entered in the Sister Cities International 25th Annual Young Artists Showcase in Miami Beach. WjSk PART III: Operating Plan 2013 Brampton Arts Council' > Participate in further forums/meetings with the City or stakeholders as needed. > Coordinate with "like" stakeholders, collaborating with one another to get the maximum outreach and not duplicate services. > Facilitate a Culture Days Calendar > Monitor activities of City's art funding recipients through defined terms of reference and report results annually to the City. > Partner with Community Services in bringing a Choir Ontario event to Brampton. > Conduct our educational and entrepreneurship programs as avenues for groups to hone their skills. I.e. Adjudication Program and HACE™ Business of the Arts Workshops. 19 -4p*- part III: Operating Plan 2013 Brampton Arts Council" > Continue the dialogue on the adaptive re-use of heritage buildings for arts and culture purposes, including current and future facility/functional requirements. > Act as liaison between the arts community, the City and the public. > Host a forth Board of Trade After Business Event to create an opportunity to network with arts and business communities. > Participate in the Annual Art of Jazz Festival Committee and Indie Arts Fest > Continue the Art in the Open during the Farmers' Market. > Offer again, the Leon Argamasilla-Bacardi Award for Excellence; Arts Person of the Year Award; Harry Dale Literary Grant for Aspiring Writers and the Schools' Artistic Achievement Awards. > Host Schmoozefest III - a third members' networking event to create an opportunity for promoting and marketing their art, art group, or art business. mmML PART IV: Proposed 2013 Budget Brampton ArtsCouncil" ($000's) Estimated EXPENSES 2012 Budget Year End 2013 Budget Salaries & Benefits 290,020 301,420 310,628 Office Expenses 51,500 45,000 56,650 Rent & Utilities 5,566 5,554 5,609 Marketing 5,305 2,936 3,024 Audit 7,725 7,790 8,111 Insurance 4,243 3,778 3,891 Strategic Planning 5,000 5,218 O Capital Tech. 5,515 3,094 1,500 Contingency Reserve O O O Brampton Concert Band 64,381 64,381 66,312 APP/BRAVO Awards 21,070 21,070 21,702 Arts Group Funding 30,000 30,000 30,000 Total Expences 490,325 490,241 507,427 REVENUE City of Brampton: Base Operating Grant 357,178 357,178 369,813 * Brampton Concert Band Grant 64,381 64,381 66,312 * APP/BRAVO Awards Program 21 ,070 21,070 21,702 * Arts Group Funding 30,000 30,000 30,000 A Ontario Arts Council 1 ,246 1,479 2,000 Fundraising 4,028 3,420 3,000 Membership 5,620 6,454 7,000 Art In The Open 2,243 2,244 2,600 Misc. Income 4,559 4,015 5,000 Total Revenue 490,325 490,241 507,427 Total City Funding $487,827 21 C\J C\J £ re C&2-2) Appendix I ^#4TM Brampton Arts Council STRATEGIC PLAN Executive Summary October 2012 MESSAGES Message from the President We solicited John A. Marshall Planning and Management to again facilitate our 2012 Strategic Planning Session to develop the Brampton Arts Council's Strategic Plan for the next four years. A review ofthe accomplishments ofthe past four years plus the input ofartists/stakeholders/public at the forums has been taken into consideration for this document. Iwish to thank Mr. Marshall, the Board and stafffor their dedication and professionalism. c^U^cOVr^ff^ Licia Vreugde Message from the Executive Director We are confident that this 2012 Strategic Plan will assist in achieving a greater creative growth and economy in Brampton. Our HACE program has been adopted by the City of Brampton....changes are occurring. The Brampton Arts Council exists to promote the arts community and enhance the cultural industries within the city. Your support and comments are appreciated. (I^XA^Ul) g^J^a^bi) Mamie Richards Brampton Arts Council Strategic Plan 2012 - Executive Summary PART1 BACKGROUND The City of Brampton Brampton, Canada's Flower City, with a 2011 population of 523,911 is the 9* largest City in Canada and the fastest growing. The City has a successful, well-diversified economy and is home to more than 8,000 businesses. Brampton celebrates its diverse population that represents people from more than 175 distinct ethnic backgrounds who speak more than 70 different languages. Offering more than 6,000 acres of parkland, Brampton takes pride in being known as the Flower City of Canada. Brampton has been designated as an International Safe Community by the World Health Organization. In recent years Brampton has grown into a modern community that has never forgotten its roots. The Downtown core where history mingles with a modem infrastructure exemplifies the distinctive nature ofone of Canada's fastest growing cities and reflects proudly upon those individuals who helped to establish its heritage. While the population expands, eventually to over 700,000, so too does the City's commitment to quality of life and the arts. The spectacular Rose Theatre anchors Brampton's performing arts scene. Outstanding community arts and culture programs are offered by the Brampton Arts Council and its many member groups, the City of Brampton and the Brampton Library. There are a number of key corporate initiatives and events that affect and support Brampton's directions for arts and culture including: • The Downtown Brampton's Creative Economy: HACE Plan 2011 - 2016 was approved in mid-2011 to capitalize on the connections between place, cultural industries, cultural resources and the local- regional creative economy. • The City establishing a new Arts &Culture Division which will have had a significant impact on the level and quality ofarts and culture activities delivered by the City. • Strategic arts and culture initiatives, include the revised Public Art Policy, and soon to be launched Culture Directory and Mapping website The City had adopted the concept of a "creative economy" as a means of enhancing economic development over the longer-term. This trend is fairly wide-spread - across North America and in parts of Europe. The idea is to capitalize on the connections between place, cultural industries, cultural resources and the local-regional creative economy. The creative economy is driven by ideas, innovation, knowledge, collaboration and creativity and includes all sectors of the economy. This concept brings together community, government and private sector partners to create attractive environments and enhance community characteristics and quality of life. It also can be powerful in building a sense of place and community by encouraging creative and cultural expression. History ofthe Brampton ArtsCouncil The Brampton Arts Council was originally formed as "The Performing Arts Council" in 1978 and represented 12 Performing Arts Organizations in Brampton. Its mandate was to foster and promote the arts by providing a unified voice for the arts in Brampton. In 1982, The Performing Arts Council expanded to include all art disciplines and officially changed its name to the Brampton Arts Council, representing the Performing, Creative, Visual, Literary and Media Arts in the Brampton Arts Council Strategic Plan 2012 - Executive Summary City of Brampton. It became a non-profit (1984), charitable (1989) organization. The City of Brampton formally mandated the Brampton Arts Council as the "mandated community organization" through its Policy ofthe Arts in 1983 and 1989, and began providing core-funding grants tosupport theArts Council. Programs, Activities and Initiatives of the Brampton Arts Council To fulfill our mandate, the Brampton Arts Council carries out activities in thefollowing categories: • Education/Development • Networking Opportunities • Communications • Promotion &Advocacy Programs and Activities: • Heritage, Arts, Culture and Entertainment (HACE™): • Art In The Open • Arts Incubator • Businessofthe Arts Workshops • HACE™ Mini Series Workshops • Mayor's Luncheon for theArts - Networking, Thank you tosponsors, Arts Person oftheYear • Brampton Arts Council Literary Endowment Fund: AHarry Dale Legacy • Community Development Program - Adjudication Process development, marketing and recognition through the BRAVO Awards • Awards &Recognition: • Brampton Arts Council - Royal Bank Artistic Achievement Awards • Brampton Arts Council Arts Person oftheYear Award • Harry Dale Literary Grant for Aspiring Writers • Leon Bacardi Youth Award of Excellence • BRAVO! Awards • Submissions for the Citizens Arts Acclaim Awards • Corporate Support ofthe Arts Awards • Community Arts Program - Source offunding for members' special projects Advocacy. Partnership & Community Involvement: HACE Downtown Creative Economy Steering Committees HACE Creative Economy Summit EDO Business Attraction and Retention Advisory Committee (BARAC) Public Art Task Force Farmers' Market Expansion Steering Committee City ofBrampton Citizens Awards Councillors' Charity Golf Tournament for theArts Peel District School Board Community Arts Liaison Art in Jazz Festival UFA (International Indian Film Academy) Awards Buzz Events Steering Committee A.C. Visioning Sessions Winter Wonderland Participant Community Village Participant Brampton Indie Arts Fest Brampton Arts Council Strategic Plan 2012 - Executive Summary • Community outreach booths (i.e. Arts Alive Conference &Trade Show, Community Village, Girl Guides Outreach, Winter Wonderiand, Greenway Retirement Events, SWB Sports &Leisure Show, University ofToronto Experience Fair, etc). Past Advocacy. Partnership & Community Involvement: • A.C.T. Planning Committee • Bramalea City Centre's Young AtArt Contest • Communities In Bloom &City Winter Lights Program • Cultural Planning Committee • Downtown Christmas activities - caroling, judging sponsorship • Downtown And Queen Street Corridor Advisory Committee • Downtown Task Force • Graphic Novel ofthe Arts • One Book, One Brampton Partner • Parks, Culture &Recreation Master Plan • Public Art Mural Steering Committee • Shoppers World Arts Festival • Studios of Brampton • Tourism Roundtable Discussions Membership & Outreach: • Liaison: BAC acts as a champion for art issues to various levels of government and on committees throughout the city, which gives usthe opportunity to promote the arts. • Community Outreach: BAC Board and staff are available to act as resources or mentors in art business skills - for example, assistance or direction in filling out grant applications, how to become incorporated, how to prepare by-laws/constitutions and a variety of other issues. This service is extended to all Brampton residence in the art &culture sector. • Referrals: BAC receives requests daily for individuals &groups to perform, teach, facilitate workshop, advise, etc. Rental Reduction: BAC member groups qualify for a reduced City theatre rentals. Funding: BAC, as a charitable organization, acts as the "flow through organization" for funding to groups. Sponsorships: allocates sponsorships, when funding is available through The Community Arts Project, for example. Administrative Services: such as photocopying, printing and postage meter usage are available at reasonable rates. Meeting Space: Board Room is available to our group members free ofcharge. Information Centre: BAC maintains a library of information on arts-related groups and activities. Information on funding and reference materials isavailable. Publicity & Promotion: • BAC Arts Guide: This pamphlet announces all group members' events from September to the end of June. Adirectory ofall group members is listed for information. A BAC Summer Art Guide is produced to highlight our groups' summer activities. This is distributed city wide i.e. recreation centres, theatres, libraries, welcome wagon, newdevelopments, etc.. Brampton Arts Council Strategic Plan 2012 - Executive Summary • BAC ArtsTalk Newsletter This is a quarterly newsletter distributed with current BAC and members' activities. (Ads can be placed in our quarterly newsletter atrates beginning at$25) • BAC Newsflash: This weekly e-newsletter is sent to all members, sponsors, politicians, etc. to keep them current on new events listings, audition calls, postings in the arts &culture sections, workshops, • BAC Web Site: Features Calendar of Events, newsletters and links. We provide links to all of our member groups' web sites as well, as part of this service; we ask that there also be a reciprocal link to the BAC Site. • Networking opportunities: BAC creates and facilitates opportunities for our members to network amongst fellow members as well as and community atlarge (i.e., Schmoozefest I&II, Brampton Board of Trade After Business Event, Annual General Meeting, HACE™ Events, Art in the Open, etc.). • HACE™ Directory: Community wide directory, categorizing the arts in the Heritage, Arts, Culture and Entertainment Sectors. • Members' flyers are distributed in our quarterly newsletter and are available to the public in our office display area. Organizational Structure The governance and staff organizational structure ofthe Brampton Arts Council isset out in Figure 1. The City of Brampton Policy on the Arts The process of developing an Arts Policy took two years with expertise sought from the Brampton Arts Council (BAC), other municipalities and legal counsel. The policy was adopted by BAC in August, 1983. In 1988, The BAC began a review process to update the Policy on the Arts. The revised Policy on the Arts was adopted by BAC in February, 1989 and serves as a guide for the preservation and promotion ofthe arts in Brampton. This document clearly sets out the mandate ofthe BAC to be, on behalf ofCity Council, the representative of the arts and culture community in Brampton and to be responsible for the implementation of the Policy on the Arts. It is recognized that the BAC will receive financial and other assistance from the City, but will be responsible for some fund-raising tosupport the arts. Brampton Arts Council Strategic Plan 2012 - Executive Summary FIGURE 1 BRAMPTON ARTS COUNCIL ORGANIZATION STRUCTURE Board of Governors Executive Committee: Finance Public Strategic President Nominating Committee Planning Vice President Committee Relations Committee Treasurer Committee Secretary Past President Executive Director Executive Assistant Community DevelopmentLiaison Communications Outreach Assistant Technical Communications Support Administrative Assistant . Receptionist „ Community Community Programs & Corporate Arts Support Relations Services Liaison 6\ Fundraising Citizens' Awards Selection Commttee Community Art In The Open Cultural Activity Outreach Corporate Donor Sponsorship Programs Program -I Community Village Community Email News Arts Project Councillors' Golf Winter Festival Funding Flash Tournament H (C.A.P) Peel School Beard Management -C Arts Uatson Committee A.C. Visioning Sessions Newsletter Community ArtsTalk Development Endowment Funds — Program -c Art in Jazz Festival (A.P.P.) Pubt«c Art Task Force Publications Heritage, Arts Grant Management HACE Downtown Creative Culture & Economy Steering Entertainment Committees Awards (HACEj) E.O.O. Business Attraction Programs Acres of Glass and Retention Advisory Cornm.ttce (BARAQ Schmoozefest Farmers' Market Expanson) Technical tcering Committee Management Mayor's UFA(international Indun^ Luncheon for the Film Academy) Awards After Business I Arts Bu« Events Steering Networking Committee . Event Last Updated May 2012 Brampton Arts Council Strategic Plan 2012 - Executive Summary PART 2 THE PROCESS OF PREPARING THE 2012 BRAMPTON ARTS COUNCIL STRATEGIC PLAN The purpose of the 2012 BAC Strategic Planning exercise was for the Brampton Arts Council (BAC) Board of Directors and key City senior staff to review the 2008 BAC Strategic Plan and the current situation; and produce an updated 2012 BAC Strategic Plan. Strategic Planning is a process by means ofwhich sets out strategies for an organization to achieve its objectives over a number ofyears. These strategies aregoverned by the mandate oftheorganization and, if successfully executed, will result in theorganization effectively carrying out its mission and ultimately the vision ithas for the broader community thatitserves. Thetime frame for the BAC Strategic Plan isfour years. The2012 BAC Strategic Plan process was comprised ofthe following four steps: Step 1: Preparing to Plan The BAC Board of Directors made the decision to proceed with an update to the 2008 Strategic Plan in March 2012 and scheduled the May 5 workshop. Step 2: Background Information and the SWOT Analysis The following documents and information were compiled in orderto provide the workshop participants with a clearand comprehensive overview ofthe current situation: • The 2008 Strategic Plan Executive Summary • Current Programs, Activities and Initiatives ofthe Brampton Arts Council • Brampton Arts Council Organizational Structure • The Summary Report of the External Arts and Culture Stakeholder Focus Group Session held by the City of Brampton on Wednesday November 3,2011 • TheatreGroup Minutes • The2012 SWOT Analysis: Strengths, Weaknesses, Opportunities, Threats • Review ofObjectives and Strategies in the 2008 Strategic Plan • Vision and Mission Statements • City of Brampton Policy on the Arts This background information enabled the participants to focus on the various issues that needed addressing as partofthe BAC Strategic Planning Workshop. Step 3:The Strategic Planning Workshop The strategic planning workshop consisted of four sessions. The outcome of these sessions provided the basisfor drafting the 2012 BAC Strategic Plan. Thefour sessionswere organized to achieve thefollowing: 1) Discuss theSWOT analysis: confirm and enhance theanalysis, and identify anyadditional issues Brampton Arts Council Strategic Plan 2012 - Executive Summary 2) Review the objectives from the 2008 Strategic Plan, confirm or delete existing objectives, draft modified/ new objectives andassign priorities 3) Draft detailed strategies related to the confirmed/ modified/ newobjectives and assign responsibilities 4) Confirm, amend or redraft the vision and mission statements Step 4: Drafting, Approving and Presenting the Final Plan ADraft Strategic Plan was produced based onthe Workshop results and was presented to the BAC Board ofDirectors for review and formal approval. The final stepwasthe printing and presentation ofthe2012 BAC Strategic Plan. Brampton Arts Council Strategic Plan 2012 - Executive Summary 10 PART 3 THE BRAMPTON ARTS COUNCIL STRATEGIC PUN: SUMMARY Our Vision Avision statement sets out broadly and concisely what an organization envisions as the ideal result of its efforts andthose ofits partner organizations. The vision ofthe Brampton Arts Council is that the arts is an important component ofthe City's economy with all Bramptonians having the opportunity to participate in a vibrant arts and cultural community that is recognized for itsexcellence and diversity. Mission Statement A mission statement sets out concisely what its role is in achieving its vision. The previous mission statement was reviewed and only minor wording changeswere made. The revised mission statementis as follows: The mission of the Brampton Arts Council is to promote, support and advocate for the arts iin the City through: • Establishing effective partnerships and liaisons with the City of Brampton, other levels ofgovernment, public agencies andthe private sector; • Encouraging partnerships among ourmembers; • Facilitating funding; • Enabling member groups to acquire theadministrative tools necessaryfor sustainability; • Recognizing exceilence inthe arts; and • Engagement in HA CE™ Creative Economy Strategy Motto Thefollowing is the motto ofthe Brampton Arts Council: Supporting theartssince 1978 Objectives and Strategies After having reviewed the SWOT analysis, the Board set about drafting specific objectives related to 15 functions or issues that were addressed in the analysis. The objectives are specific "end states" that need to be achieved ifthe BAC is to be effective in carrying out its mission and achieving its vision. For each objective, the Board set out detailed strategies or actions thatare to be continued or initiated in the four year time frame of the Plan. In order to ensure accountability, those responsible for each strategy are assigned. Most ofthe strategies are ongoing activities or initiatives ofthe BAC. This detailed information is set out inthe full version ofthe Strategic Plan. The key strategies are summarized in the following section. 1. Mandate and Basic Vaiues • The vision and mission statements were reviewed and revised • The City ofBrampton Policy on the Arts will be comprehensively reviewed in conjunction with the City of Brampton Brampton Arts Council Strategic Plan 2012 - Executive Summary 11 • As partofthe arts policy review, better define theformal relationship between the BAC and its members, including membership requirements. • ABAC Values Statement isto be drafted; and approved bythe BAC Board • ACodeof Conduct for the BAC Board and its members is to be drafted and approved bythe BAC Board and individual member groups • Develop messaging related to the important impacts and benefits ofthe arts; and communicate it through theBAC Web Site, electronic communication and print media 2. Budgeting and Finance • Effective participation in City Budget process with City Finance staff and presentation to City Budget Committee • Executive Director is engaged by Community Services to review the departmental budget concerning arts and culture facilities. • Continue to retain and addsubstantial andsustainable sponsorships for the arts • Effectively administer grant programs and continue to pursue grants that are in line with our initiatives and strategic direction 3. Organization: Leadership and Administration • The BAC Board maintains an organizational and reporting structure that provides the necessary competencies and decision-making for the BAC to carry out its mandate in an effective manner including: • Succession planning • Annual review ofstaff complement and compensation • Review, update and expand existing policies and standard operating procedures as required to address issues and situations thatthe BAC is required to handle • Draft, approve, communicate and implement standard operating procedures for handling complaints involving theBAC orits member groups 4. Office Space. Facilities and Resources • Continue ongoing communication with City of Brampton Buildings &Property Management Department with respect to additional space requirements (preference for a Downtown location suchas Alderlea) 5. Marketing • Develop acomprehensive marketing strategy in conjunction with City of Brampton Economic Development and Communications Department. Including: • Involvement in City's comprehensive marketing strategy e.g. Business Attraction and Retention Advisory Committee (BARAC) • Leveraging marketing opportunities with partners e.g. City Community Services and Economic Development and Communications Departments Brampton Arts Council Strategic Plan 2012 - Executive Summary 12 Analyse demographics related to the arts as part ofCity's comprehensive marketing strategy • Continue to implement the HACE™ Program • Stratify marketing and communication in order tobetter target community segments • Continue toexpand the useofsocial media and other technology tocommunicate with BAC members andthe Brampton community 6. Support for Arts Groups • Continue tocarry outactivities that assist member groups to befinancially sustainable, such as identifying grantopportunities • Continue to provide administrative advice and mentoring as required to BAC members • Continue to administer "flow-through" funding ofdonations to member groups • Continue to administer the Community Arts Program funding for member group special projects • Continue to counsel member groups with respect to the value oftheir products, and continue current activity with respectto HACE™ workshops and ongoing mentoring • Continue to provide marketing support to member groups bysuch means as: BAC Arts Guide BAC ArtsTalk Newsletter BAC Newsflash BAC Web Site Networking opportunities suchas Schmoozefest I&II, Brampton Board ofTrade After Business Event, Annual General Meeting, HACE™ Events, Bravo! Awards, Art in the Open • Distributing members' flyers in ourquarterly newsletter • Continue to participate on the Public Arts TaskForce 7. Event Planning and Management/ External Events • BAC staff continue participate effectively in all major City eventsthat provide the opportunity to foster and promote the arts • Continue to execute well-planned and financed BAC events • Obtain license to use the Event Pro planning tool from the City in orderto enhance event planning and execution 8. Best Practices • Continue best practices at the current level in programs suchas HACE™, Community Development Program, Event Planning, and Community Arts Program • Increase advocacy for arts facilities with the City ofBrampton and the private sector • Communicate arts best practices to BAC member groups • Provide recognition and awards related to best practices Brampton Arts Council Strategic Plan 2012 - Executive Summary 13 9. Relationship with Key Stakeholders • Continue frequent informal meetings with City senior staff andArts and Culture Division thathave increased recently; and develop protocols / processes for communication with the City • The Executive Director continues to be engaged in major City initiatives thathaveartsand culture implications • The Executive Director continues to be a member ofthe Downtown Brampton Creative Economy Roundtable • The BAC contacts post-secondary educational institutions having artsprograms toidentify common areas of interest 10. Relationship and Networking with Arts and Cultural Groups • The BAC Executive Director and Board members meet periodically with members orgroups of members, as required, to address issues and receive feedback on activities and programs. • Communicate to BAC members the process ofhaving the BAC Executive Director set up meetings to allow BAC members orgroups of members to discuss issues and provide feedback tothe BAC and keystakeholders. 11. Relationship with the Broader Brampton Community • The BAC actively engages the many diverse cultural communities in Brampton and increase the membership ofmulticultural groups in the BAC through: • Communication through ethnic media • Establishing contacts with multi-cultural groups to make them aware of services provided by the BAC • Distributing BAC Arts Guides and other materials atarts and community events • Contact the Peel District School Board and the Dufferin Peel Catholic Separate School Board to build on the City's leverage and pursue opportunities for establishing relationships such as liaison meetings with Board staff 12. Arts and Culture Facilities and Space • Meet with City Staff during the City's Capital Budget process to discuss the arts needs with the new facilities being built in Brampton and retrofitted buildings, and to provide suggestions related to Arts-related repair and replacement projects in existing facilities • The Executive Director is engaged in the feasibility study and functional requirements phases of City recreation facility projects • Meet with City Economic Development staff and the Brampton Downtown Development Corporation to scope an Artscape project aspart of the Downtown Brampton's Creative Economy: HACE™ Plan (the Heritage Theatre block has potential to accommodate an ArtScape initiative) • The Executive Director is engaged in the process of determining the adaptive reuse and functional requirements related to the redevelopment of City-owned Heritage buildings such asAlderlea Brampton Arts Council Strategic Plan 2012 - Executive Summary 14 nm^ • Explore the potential use of school facilities with Board staff and the principals of individual schools. • In conjunction with the City's reorganized Arts &Culture Division: • Clarify the expectations of Member Groups with respect to the use of City facilities, particularly theatres • Establish and communicate clear requirements and responsibilities for Member Groups related tothecareofCity facilities thatthey rent • Ensure that member groups understand clearly the criteria in place for renting the Rose Theatre and other facilities and how thebooking process works 13. Key Partnerships • Continue to have coordinated community outreach with the City ofBrampton and the Brampton Library 14. Competing interests • In conjunction with the City's reorganized Arts &Culture Division clarify theCity's programming role versus private sector in areas such as dance. (Core Services Review). 15. Arts/Culture/Theatre Issues • The Executive Director is consulted by City staff, as required, with respect to anyissuesrelated to the City's theatres and other artsfacilities; and assistswith the resolution ofanydisputes. Brampton Arts Council Strategic Plan 2012 - Executive Summary 15 PART 4 IMPLEMENTATION - ACHIEVING THE VISION Board and Staff Activities Successfully implementation of the Strategic Plan requires that the BAC Board of Directors, the Executive Director and staff systematically carry out the strategies of the Plan. The agendas of Board meetings should be structured to report on initiatives that are undertaken pursuant to the Strategic Plan. Annual work programs and staff priorities should be based onthe Strategic Plan. In this way, the objectives ofthe Plan and ultimately thevision and mission ofthe Brampton Arts Council will be realized. Finances and Budgeting Expenditures ofthe BAC, as set out in the Annual Budget, have a significant impact on the ability ofthe BAC to carry out its mandate. The Strategic Plan should be diligently consulted in the process of formulating thevarious initiatives that are included in each year's budget. The BAC should also beengaged in a review of the draft Current and Capital Budgets of the City of Brampton in order to promote the interests of the arts. Monitoring In order for the BAC Board to effectively implement the Strategic Plan, the Executive Director should periodically report tothe Board on the progress made on the various strategies. Brampton Arts Council Strategic Plan 2012 - Executive Summary J\tL Appendix II m^Z Upcoming BAC Events for 2013 Brampton Arts Council' February 7, 7-9 pm —"So You Want to Go For a Grant?" HACE™ Mini-Series Workshop at the Brampton Golf Club. Find out more here: http://www.artsbrampton.ca/haceMS.asp March 5, 4:30-6:30pm —Brampton Board of Trade "After Business" Hosted & sponsored by the Brampton Arts Council at the Rose Theatre. A fantastic opportunity to find out what the services and products the BAC and members of the arts community have to offer to the rest of Brampton's business community. March 26, 7 pm —AGM (Annual General Meeting). Hear Brampton Arts Council's accomplishments for last year and what's planned for this year. Registration starts at 7 p.m. Meeting begins promptly at 7:30pm. 2 Wellington Street W, City Hall Council Chambers, 4th Floor. Free parking in City Hall garage. April 18, 5-7 pm —Schmoozefest III. A fun night for group and individual members to network, share plans and inspire ideas. Contact the BAC office for more information or to register. Brampton Golf Club. Join us after for refreshments and entertainment. April 23 —Brampton Creative Economy Summit. A City of Brampton event but in partnership with BAC and other community groups to plan, inspire and network various industry, education and community members. June 7, 8 pm —Bravo! Awards. BAC celebrates and honours those involved in the Adjudication Process Program at the Rose Theatre. This gala evening is a unique celebration of the relative strengths of performances in a non-competitive format. Tickets S10. June 18 - Councillors' Annual Charity Golf Tournament for the Arts. Support the arts at this local fund raiser. Registration begins at 11 am for a 12 p.m. shotgun at the Caledon Golf & Country Club. Contact the BAC for registration and sponsorship opportunities. June 22 to October 12, 7 am - 1 pm - Art in the Open. Part of the Farmers' Market located downtown (Main & Queen St). Artists, artisans and crafters sell their one-of-a-kind wares in Garden Square. FREE public attendance every Saturday, www.artsbrampton.ca/aito.asp September 17, 11 am - 2 pm - Mayor's Luncheon for the Arts. Join us at Rose Theatre for Brampton's favourite luncheon! We will announce the "Arts Person of the Year" and give recognition to our corporate sponsors and "Friends of the Arts". There is limited seating so call to book your tickets now! Nov 7 -10 - HACE™ Business of the Arts Workshops. Entrepreneurship workshops are offered FREE TO BRAMPTONIANS INVOLVED IN THE ARTS SECTOR. This is a tremendous opportunity to tap into a wealth of knowledge from people 'in the know' and network with other artists at the Brampton GolfClub. www.artsbrampton.ca/workshops.asp TBA. Brampton Global Jazz and Blues Festival. A City of Brampton event put on with partnership of Art of Jazz, Brampton Arts Council and other community groups. International, national and local artists in the jazz and blues genres perform in this festival, paired with workshops, films and discussions. Avww.artofjazz.org TBA. Brampton Indie Arts Festival. A City of Brampton event but in partnership with the Brampton Arts Council, Peel District School Board, Brampton Arts Council and other community groups. BIAF gives local, young performers venue and opportunity for performing and exhibiting their arts. info(o)artsbrampton.ca (905) 874-2919 www.artsbrampton.ca Brampton Concert Band 1. Final Report For 2012 Core Funding 2. Audited Financial Statements 2011 3. Strategic Plan 4. Application for Core Funding 2013 *^To The City Of Brampton Concert Band 55A Queen Street East Brampton, Ontario L6W 2A8 www. bramptonconcertband.com ^cert &* November 27, 2012 Ms. Marnie Richards Executive Director Brampton Arts Council 24A Alexander Street Brampton, Ontario L6V 1H6 Dear Marnie, Please find attached a copy of our final report in regards to our core funding grant from the City of Brampton as of November 27, 2012. Should you require any further information, please do not hesitate to contact me. Irmsworth President, The City of Brampton Concert Band Attachment Celebrating Music in Brampton since 1884 Member Brampton Board Of Trade j£2£T© City of Brampton Concert Band Inc. FINAL FUNDING REPORT November 27, 2012 '•cert *** INTRODUCTION: As of November 27, 2012, the City of Brampton Concert Band, Inc. is closing out its eleventh month of the current fiscal year. The following report is based on the strategic directions and core goals set out in the Strategic Plan submitted with the Funding Application. CORE ARTISTICACTIVITIES: Some of the core artistic goals include ongoing excellence in music performance and creative programming and concerts and establishing a youth band. This year, a significant component of our organization's volunteer JQ^t9k ^sources was invested in launching the Brampton Youth Concert Band LJjfc A (BYCB). This was the key strategic initiative undertaken by our organization in 2012. The band hired Susan Barber Kahro as music BRAMPTON director for the youth band. Susan is a respected and highly successful YOUTH CONCERT music director, in particular as it relates to youth ensembles. The first BAND rehearsal was held in September. The launch of the youth band has been successful with a growing membership of musicians. The organization is pleased to have the Brampton Youth Concert Band's inaugural performance at the December 8, 2012 Christmas at the Rose concert in conjunction with the Brampton Concert Band, a short three months after its launch. We are pleased with the results of this endeavor to date and look forward to further growth in the band and in its performance opportunities and successes. The organization continues to be highly active including performances at various City functions. A particular highlight this year was performing at the official opening ceremonies of the Mount Pleasant Village library and community centre in June 2012. The former Canadian Pacific Railway station has after many years finally found a new permanent location and use. Noteworthy is that the Brampton Concert Band performed at the opening of the station when initially constructed in 1902, over one hundred years ago. This reflects on and speaks to the role of our organization in significant events in our City's history and the continuous service we have provided to our community. We are proud to be a part of such events and to be a mainstay in our community's life and link to the past for this City. The band Brampton Concert Band Final Funding Report-November 2012 Page 2 performed at other City events including The Mayor's New Years Levee, Remembrance Day, Carabram, Farmer's Market and the inaugural Brampton Christmas Market. The Jazz Mechanics continued their expanded range of performances with concerts at the Beaches Jazz Festival and the Rex Jazz Bar. The Concert Band's Rose Theatre 2011/2012 concert series concluded with "Heroes and Villains" in February 2012. In addition to a range of challenging concert band performances, the evening included several customized arrangements for our organization that featured local artists -including local youth singers, and the involvement of two Peel school choirs. The concert was a significant success and marked a new milestone for our organization in terms of bringing together a range of guests, new music, tailored arrangements, under one theme to provide an entertaining evening for the audience. These efforts were recognized as our organization received two awards this year at the Bravo Awards ceremony. The first was for Best Concert Series: Large Ensemble and the other was an award for excellence in the musical arrangements prepared by one of our members for a number of recent concerts including one composition featuring a performance ofElvis Presley music with guest Terry Chisholm. The Concert Band launched its 2012/2013 Rose Theatre Concert Series with "A Nighton The Town ". The program was well received and once again demonstrated flexibility and range of the organization in performing a wide variety of musical styles. The programming of the continued in the ambitious manner from previous concerts in terms of range and number of guests, complexity of music, use of custom arrangements to emphasize the concert theme and use of theatrical elements and audience participation to provide for an entertaining event. The adjudicator presented noted a continued progress in the maturity of the organization from a musical perspective and emphasized two particular selections where the band clearly moved into new areas of musical performance not expressed before. This manner of acknowledgement underscores our organization's ability to successfully take on new musical challenges. Among our busy concert schedule the band hosted a travelling music ensemble: The Rocky Mountain Concert Band, from Calgary Alberta in July. They performed a concert at the Farmer's Market and were provided with a small reception to meet members of our organization. The group was thankful for our efforts, pleased to be able to perform in Brampton and extended an invitation to our group to visit them in Calgary in the future. We look forward to opportunities to host other music organizations, proud to represent Brampton and be positive ambassadors ofthe City. AUDIENCE DEVELOPMENT: Under the strategic plan, audience development is seen as an important goal. In particular, the band wishes to see an increase in live audiences at the formal Rose Theatre concert series, build a stronger relationship with the Rose Theatre, continue to strengthen Brampton Concert Band Final Funding Report-November 2012 Page 3 educational andcommunity outreach activities andbetter determine the preferred types of audience enrichment activities. Some ofthese efforts are longer-term in nature. The launch of the BYCB clearly provides opportunities to extend our reach into new areas in the community and reach a broader segment of the population. The BYCB will take part in Rose Theatre Concerts and thus boost audiences there. It also increases the overallmembership base and more individualsto promotethe organizationas a whole. The organization continues with steps taken previously to allow for better marketing of the band. This includes advanced planning of concerts, marketing of Gage Park concerts, active updates to our website and Facebook pages. We also continue with efforts to have our "free" summer audiences become ticket buyers and supporters of our organization. This includes active promotion of our Rose Concert series throughout our summer events. We also continued with our "Sneak Peak" themed concert as one of our performances at the Gage ParkThursday Night Concert Series. In 2012, the band acquired a new display system to promote our organization. We use this tool at our Rose Theatre concerts and outside marketing events to convey band- related information (history, vision, and other background information) and advise of upcoming events and activities. The display was used at the Farmers Market in September to promote the launch of the Brampton Youth Concert Band and the organization in general. Feedback was very positive and the organization was able to reach out to different and new segments of the public. We plan to continue with marketing efforts at the Farmer's Market. Marketing is an ongoing task and involves longer-term objectives. We feel these initial changes we have made are important and positive but the organization will look at strengthening its marketing efforts as part ofits work plan for 2013. FINANCIAL: The base funding support by the City has allowed our organization to pursue opportunities in the artistic areas of the organization. It has enabled us to retain an additional music director and launch the BYCB. One of the future longer-term initiatives would be to expand upon this stable strong public sector support by securing private sector sponsorship and potentially other income streams. One goal of our marketing efforts to build our audiences is to increase revenues in that regard. Increased financial resources would enable us to undertake a variety of initiatives, however would also allow us to achieve our objective to retain a part-time band manager that would assist in the day-to-day operations of the organization. Applying for grants continues to be a funding source to support acquisitions and projects. The Band successfully received a grant request to the Brampton Area Community Foundation for new ties to replace the dated style that is part of the current uniform. The band also successfully obtained funding under the Brampton Arts Council Community Brampton Concert Band Final Funding Report-November 2012 Page 4 ArtsProjectfunding for a Portable Display Centre. This professional styledisplay allows us to present the organization's brands and convey information related to band history, vision, objectives and current activities in a readily adaptable format by way use of computer linked to monitor. This display helps bolster marketing efforts of the organization. The support provided through the City core funding provides for a stable operating base for the organization. In exchange for this support, our commitment to continue to serve the citizens of Brampton as the official musical arts community organization is indeed a privilege. ORGANIZATIONAL STRENGTH: The organization continues to move forward in achieving its longer-term goals. Changes made to concert planning in 2011 continue as a core element of our functions in 2012. This allows us to continue with the programming of more complex concerts in particular at the Rose Theatre. The advance planning initiated in 2010/2011 will help serve ongoing marketing efforts as the band seeks to expand efforts in that area in the future. The band continues to see a stable membership base that is enthusiastic and committed to achieving the artistic goals of the organization. We see a steady interest and influx of new musicians, that understand the objectives of our group and seek out the challenges and positive organizational atmosphere that we offer. Members continue to be appreciative of the range of music programmed for concerts. The Jazz Mechanics under the direction of Andrew Jones continue into new areas under his leadership. The Youth Band initiative has seen a successful launch and its members are enthusiastic. A number of members of the Brampton Concert Band take additional time out of their regular schedules to provide mentorship and encouragement to the young musicians in the BYCB. This type of interaction realizes one of the objectives of establishing this youth band and provides invaluable assistance in the growth ofyoung musicians. Further actions to support the strengthening of the organization will be identified and implemented by the 2013 Board ofDirectors. SUMMARY: The key initiative of 2012, being the launch of the Brampton Youth Concert Band has been an important success in our organization's goals. The 2013 Board of Directors will set out a new set of objectives for the coming year. These will likely entail, solidifying the initial success of the BYCB and moving forward with new and expanded opportunities in that regard, strengthening marketing efforts and moving forward with challenging projects such as a new professional recording of concert band music. MNR THE CITY OF BRAMPTON CONCERT BAND INCORPORATED FINANCIAL STATEMENTS DECEMBER 31, 2011 ACCOUNTING > CONSULTING > TAX 75 COURTNEYPARK DRIVE WEST, UNIT 1, MISSISSAUGA, ON L5W 0E3 GLOBALindependent ALLIANCE pirms OF IN CANADA.Mm / I P:n 416.613.3100A« c r11 SInn F:r 416.613.3101/lirciOOini .«„«,•.,mnp.ca MNR INDEPENDENT AUDITORS' REPORT To the Members THE CITY OF BRAMPTON CONCERT BAND INCORPORATED We have audited the accompanying financial statements of The City of Brampton Concert Band Incorporated, which consist of the statement of financial position as at December 31, 2011, and the statement of operations and changes in net assets and cash flow statement for the year then ended, and a summary of significant accounting policies and other explanatory information. Management's Responsibility for the Financial Statements Management is responsible for the preparation and fair presentation of these financial statements in accordance with Canadian generally accepted accounting principles and for such internal control as management determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. Auditor's Responsibility Our responsibility is to express an opinion on these financial statements based on our audit. We conducted our audit in accordance with Canadian Auditing Standards. Those standards require that we comply with ethical requirements and plan and perform the audit to obtain reasonable assurance about whether the financial statements are free from material misstatement. An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial statements. The procedures selected depend on the auditor's judgment, including the assessment of the risks of material misstatement of the financial statements, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the entity's preparation and fair presentation of the financial statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity's internal control. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates made by management, as well as evaluating the overall presentation of the financial statements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion. 1 Praxityl. ACCOUNTING > CONSULTING > TAX MEMBER •' 75 COURTNEYPARK DRIVE WEST, UNIT 1, MISSISSAUGA, ON L5W 0E3 GLOBAL ALLIANCE OF INDEPENDENT FIRMS P: 416.613.3100 F: 416.613.3101 mnp.ca MNR Opinion In our opinion, the financial statements present fairly, in all material respects, the financial position of The City of Brampton Concert Band Incorporated as at December 31, 2011, and its financial performance and its cash flows for the year then ended in accordance with Canadian generally accepted accounting principles. As required by the Corporations Act (Ontario), we report that these principles have been applied on a basis consistent with that of the preceding year. MiOPuf Chartered Accountants, Licensed Public Accountants Mississauga, Ontario November 22, 2012 2 ACCOUNTING > CONSULTING > TAX member"'' 75 COURTNEYPARK DRIVE WEST, UNIT 1, MISSISSAUGA, ON L5W 0E3 njDE^SjADLELNT'VCiRMs ""ioiT/ P: 416.613.3100 F: 416.613.3101 mnp.ca THE CITY OF BRAMPTON CONCERT BAND INCORPORATED STATEMENT OF FINANCIAL POSITION DECEMBER 31, 2011 Notes 2011 2010 ASSETS Current: Cash $ 74,455 $ 32,940 Accounts receivable 3,202 4,857 Harmonized sales tax receivable 9,189 7,077 Inventory 6,035 6,035 Prepaid expenses U27 679 $ 94.708 $ 51.588 LIABILITIES Current Accounts payable and accruals $ 5,713 $ 7,288 NET ASSETS Unrestricted net assets 88.995 44.300 $ 94.708 $ 51.588 Approved: Director Director See Accompanying Notes to Financial Statements MNP THE CITY OF BRAMPTON CONCERT BAND INCORPORATED STATEMENT OF OPERATIONS AND CHANGES IN NET ASSETS YEAR ENDED DECEMBER 31,2011 2011 2010 Revenues: City of Brampton grants 1 62,506 $ 60,685 Concerts 17,458 11,141 Donations 34,034 13,080 Membership fees 1,400 1,240 Special grants 961 3,598 Merchandise 221 606 Investment income 92 .. 116.672 90.350 Expenditures: Conductors and players 24,806 25,063 Concerts 19,157 10,751 Office and general 10,569 10,438 Professional fees 3,300 3,600 Purchase ofassets (note 1) 9,300 5,498 Insurance 2,234 2,214 Travel 961 7,010 Repairs and maintenance 1,336 450 Merchandise 272 1,667 Band trips 35 193 Interest and bank charges 7 173 Recording fees _ 871 71,977 67.928 Excess ofrevenues over expenditures 44,695 22,422 Net assets, beginning ofyear 44.300 21.878 Net assets, end ofyear 5 88.995 $ 44.300 See Accompanying Notes to Financial Statements MNP THE CITY OF BRAMPTON CONCERT BAND INCORPORATED STATEMENT OF CASH FLOWS YEAR ENDED DECEMBER 31, 2011 2011 2010 Cash flow was provided from (applied to): Operating activities: Cash received from revenue sources $ 116,214 $ 82,193 Cash paid to suppliers (74.699^ (68.083^ Increase in cash 41,515 14,110 Cash, beginning ofyear 32.940 18.830 Cash, end ofyear $ 74.455 $ 32.940 See Accompanying Notes to Financial Statements MNP THE CITY OF BRAMPTON CONCERT BAND INCORPORATED NOTES TO AUDITED FINANCIAL STATEMENTS DECEMBER 31,2011 1. Summary of significant accounting policies General operations The City of BramptonConcert Band Incorporated ("the Band") was incorporated without share capital under the Ontario Corporations Act as a not-for-profit Band and as such is exempt from income tax under the Income Tax Act. The purpose of the Band is to: • establish, operate, maintain, equip and direct one or more community musical groups in the City of Brampton, including a concert band and a jazz band, as well as other performing groups compatible with these objectives; • provide for the holding of public and private concerts and educational events both within the City ofBrampton and elsewhere; and • provide for the continuance and future well-being of such performance for the benefit ofthe citizens ofthe City ofBrampton and surrounding areas. The Band is primarily funded by the City of Brampton through grants administered by the Brampton Arts Council. Accounting framework These financial statements have been prepared using Canadian generally accepted accounting principles (GAAP). Basis ofaccounting The Band follows the deferral method of accounting. Revenue recognition Restricted contributions are recognized as revenue in the year in which the related expenses are incurred. Unrestricted contributions are recognized as revenue when receivable if the amount can be reasonably estimated and collection is reasonable assured. Membership fees are recognized as revenue based upon the fiscal year and fees received for the following year are recorded as deferred revenue. Concert revenue is recognized in the year that the concert was performed. Revenue from merchandise sales is recognized at the time the customer picks up the merchandise. MNP Page 2 The City ofBramptonConcert Band Incorporated Notes to Financial Statements December 31,2011 1. Summary of significant accounting policies (cont'd.) Inventory Inventory is valued at the lower of cost and net realizable value. Cost of CDs is comprised of the costs to purchase the rights to record the music and the actual costs to record. Cost is determined on a weighted average basis. During the year, inventory of $Nil (2010 - $2,670) was expensed to the accounts. Contributed services The City of Brampton contributes the use of a permanent establishment and volunteers contribute their time to assist the Band in carrying out its community service activities. Contributed services are not recognized in the financial statements because of the difficulty in determining their value. Financial instruments Cash, accounts receivable, harmonized sales tax receivable and accounts payable and accruals are classified as held-for-trading and are measured at their fair values. The recorded amounts of these financial instruments approximate their fair values because of the short period to receipt or payment of cash. Capital assets Per the Canadian Institute of Chartered Accountants ("OCA") Handbook Section 4430, Capital Assets Held by Not-for-profit Organizations, the Band has not recorded any capital assets. During the year, the following amounts that otherwise would have been capitalized have been expensed. 2011 2010 Concert Band Music $ 6,165 $ 2,162 Jazz Mechanics Music 528 Equipment 2.607 3.336 $ 9.300 $ 5.498 Management represents that the Band currently owns capital assets with an estimated cost base of $360,300 (2010 - $351,000) that are not reflected in the balance sheet. MNP Page 3 The City of Brampton Concert Band Incorporated Notes to Financial Statements December 31, 2011 1. Summary ofsignificant accounting policies (cont'd.) Capital disclosures The Band's policy with respect to managing its capital is as follows: • The Band's objectives when managing capital are to safeguard its ability to continue as a going concern and to fulfil its mandate. The Band has determined that it should maintain a certain level of working capital that, in the Board of Directors' view, would be required by the Band to discharge all of its obligations in the event that the Band were to cease operations. Use ofestimates The preparation of financial statements in conformity with generally accepted accounting principles requires management to make estimates and assumptions that affect the reported amounts of assets and liabilities at the date of the financial statements and revenues and expenses for the period reported. Actual results could differ from those estimates. Accounting changes New accounting policies Business combinations, consolidated financial statements and non-controlling interests In January 2009, the CICA issued Handbook Sections 1582, Business Combinations (Section 1582), 1601, Consolidated Financial Statements (Section 1601) and 1602, Non- controlling Interests (Section 1602). Section 1582 replaces CICA Handbook Section 1581, Business Combinations, and establishes standards for the accounting for business combinations that is equivalent to the business combination accounting standard under International Financial Reporting Standards. Section 1582 is applicable prospectively to business combinations for which the acquisition date is on or after the beginning of the first annual reporting period beginning on or after January 1, 2011, with early adoption permitted. Section 1601 together with Section 1602 replaces CICA Handbook Section 1600, Consolidated Financial Statements. Section 1601 established standards for the preparation of consolidated financial statements. Section 1602 establishes standards for accounting for a non-controlling interest in a subsidiary in consolidated financial statements subsequent to a business combination. Sections 1601 and 1602 are applicable for interim and annual consolidated financial statements relating to fiscal years beginning on or after January 1, 2011, with early adoption permitted. An entity must adopt Section 1582, 1601 or 1602 at the same time. The adoption of this section did not have a material impact on the financial statements. MNP Page 4 The City ofBrampton Concert Band Incorporated Notes to Financial Statements December 31,2011 1. Summary of significant accounting policies (cont'd.) Accounting changes (cont'd.) Future accountingpolicies The Band is required to provide disclosure regarding when an entity has not applied a new source of generally accepted accounting principles ("GAAP") that has been issued during the reporting period, but is not yet effective. Financial reporting framework In 2006, the Canadian Accounting Standards Board (AcSB) published a new strategic plan that will significantly affect financial reporting requirements for Canadian entities. The AcSB strategic plan outlines the convergence of Canadian GAAP with International Financial Reporting Standards (IFRS). At the same time, Canadian Accounting Standards for Private Enterprises (ASPE) have been developed and are available for non- publicly-listed entities as an alternative to the IFRS framework. In March 2011, the AcSB issued an alternative framework to IFRS for not-for-profit organizations that is based on ASPE and referred to as Canadian accounting standards for not-for-profit organizations. The Band has a choice between adoption of IFRS or adoption of accounting standards for not-for-profit organizations. The date of the changeover for not-for-profit organizations with calendar year ends is set for interim and annual financial statements relating to fiscal years beginning on or after January 1, 2012 which will be the Band's year ending December 31, 2012. The transition date for the Band of January 1, 2011 will require the restatement for comparative purposes of amounts reported by the Band for the year ending December 31, 2011. The Band has begun assessing the adoption of a new financial reporting framework. Specific changes resulting from the implementation of a new financial reporting framework have not been determined at this time. 2. Commitments The Band has entered into equipment lease rentals. The minimum lease payments, based on the lease agreement are as follows: 2012 $ 1,350 2013 1,350 2014 1,350 2015 1,350 2016 169 3. Financial instruments - risk management Unless otherwise indicated, it is management's opinion that the Band is not exposed to significant interest rate, currency or credit risks arising from its financial instruments. MNP City of Brampton Concert Band Strategic Plan 2011-2014 CITY OF BRAMPTON CONCERT BAND STRATEGIC PLAN 2011-2014 City of Brampton Concert Band Strategic Plan 2011-2014 PART1 INTRODUCTION & OVERVIEW The City of Brampton Concert Band, founded in 1884 as the Brampton Mechanic's Band is one of the longest continuously operating community bands in Ontario, if not Canada. The Concert Band celebrated its 125th Anniversary with a Gala Concert in 2009. Community bands provided local entertainment in an era with few or only emerging electronic forms of communication and music. They also provided musical services to important civic functions, adding musical poignancy to significant events in a local community's life. Community bands strengthened a community by providing an organisation about which a community could be proud, helping provide a sense of identity and allowed an outlet for music, which was an important deflection from the regularity of everyday life. Whyis concert band music important? Whyare we still relevant? The City of Brampton Concert Band currently takes the form of two primary groups, a Concert Band and a Jazz Big Band (The Jazz Mechanics). The musicians that form the two groups also have the ability to form a variety of smaller groups in an organic manner as the need may arise. Concert Band and Jazz music and performance are readily accessible art forms from an amateur musician standpoint, often having been learned through school music programs at young ages. The Brampton Concert Band offers the potential for people of various age groups to continue with this learned art form as a creative past time. Civic functions continue as an important element in our activities, the Concert Band acting as the official civic band of the City of Brampton. We perform at Remembrance Day, civic parades, Citizen Award ceremonies, Mayor's Levee and other various official openings and events as the need arises. We maintain a long-standing tradition of summer concerts in the park, which are free of charge to the citizens of Brampton, and anyone that wishes to attend. This is part of our community-service function, which is at the core of the traditional purposes of community concert bands. Our annual concert series allows us an outlet to present new music and commissioned works, to support the development of Canadian music and composers. Because of our varied functions we have maintained a broad repertoire and have acquired an extensive musical library. This enables us to be flexible to perform suitable music for any given concert or event. Thus our spectrum of musical choices extends from classical concert band music and arrangements to contemporary works. Though still community-based, we have toured to other communities, both nationally and internationally in the past few years to establish a presence outside of the local community. City of Brampton Concert Band Strategic Plan 2011-2014 The Jazz Mechanics have also recently embarked on a new era. In 2010, our original musical director stepped down to pursue other opportunities. The Mechanics were fortunate to find a new music director that understands the history and unique qualities of the band, but is also willing to add his own distinctive influence to the organisation. He has brought a renewed energy and direction to the band. The Mechanics are seeking to increase their performance opportunities including the potential to undertake combined concerts with the Concert Band. MISSION/VISION To be an organisation that offers a community-based outlet for the concert and jazz band art form for dedicated musicians seeking an environment to pursue excellence in their past-time of music. The organisation shall offer a welcoming environment that challenges its members to grow musically, pursues excellence in the performance of concert band and jazz music, and seeks to positively serve and represent the City locally, nationally and abroad. CORE VALUES Quality We have high standards for the presentation of our art form, the conduct of our members, the way we represent ourselves as leaders, members and as an organisation to others. Community We are Brampton's official civicConcert Band and leading Jazz Ensemble. Challenging We challenge ourselves as the leadership and the membership to grow as musicians. Canadian We support indigenous composers and arts so that Canadian concert and jazz band music is sustained. Progressive We look to new ways to propagate our music, foster new talent, support new music. Connected We are linked to our community, to Ontario and internationally. We represent ourselves abroad, so we can bring attention to Brampton and hopefully in future bring world music to this City. PRINCIPAL ACTIVITIES Provide concert band music for civic events Present a regular concert series Provide open air concerts free of charge to the citizens of Brampton Provide educational and outreach programs Support young people in music Commission new works for the Concert Band from Canadian composers City of Brampton Concert Band Strategic Plan 2011-2014 Produce CD recordings and DVD's Undertake national and international tours OUR ARTISTIC AND PROGRAMMATIC FRAMEWORK The filters in our selection of music, programming themes, selection for commissions and works and guest artists generally go through the following simple questions: -does it support local or Canadian artists? It is important to further wind band and jazz music to foster young musicians. It is important to support those that choose the difficult path of making a career out of performance music, composition and arranging. On the broader scale, their success means we will be successful and remain viable. If we want to be rooted in our local community and foster a better sense of place, then we should support local artists where we can. -does it support youth? Whether or not youth choose concert or jazz music performance as a life-long career, they can always retain it as a life-long passion. Thus we are there to support them, show that there is an option for music performance outside of school, challenge them to grow in their musicianship and foster volunteerism and sense of community. -does it support the community? Brampton is our base, so our work should be focussed on supporting the community and bringing recognition to Brampton. We should strive to be something Brampton is proud of. Do we offer an outlet, does our work have a relationship to the arts and general community in Brampton, do we act as an ambassador of Brampton when we play outside of the City. -does it fulfill our civic functions in a deserving respectful manner? We take our civic duties seriously. We play music that befits the event. We act and behave in a manner that reflects the nature of the function. -is it challenging to its members? Just because this is a community organization and a past time for most, does not mean that we cannot better ourselves in the course of participating in the music. Thus, to have music that pushes the boundaries of the members and their abilities is important. To continually learn is healthy, for the organization and the individual. Italso ensures that a general sense of excellence and application is maintained amongst the members and wards off complacency and stagnation. -is it entertaining for the audience? We are not a purely academic organization seeking a niche and catering to a narrow band of tastes, or performing solely for the sake and advancement of the City of Brampton Concert Band Strategic Plan 2011-2014 musicians, conductor or composer. Ifwe wish to have a broader relevance, general acceptance among the community than we have to look beyond ourselves. We strive to make our performances meaningful for them as well. -does it broaden musical horizons -both that ofthe musician and the audience? It is important to demonstrate the breadth and scope of the art form to new and experienced audiences and musicians alike. We live in a world where much music is produced by marketers and honed to a formula. While popular music has its place, there is also excellent music that does not fit into a "box" and can show a new world to members and audiences. This also means providing our members with opportunities to hear other groups and organizations and participate in the broader band and jazz community. -does it represent excellence in the art form? It is important that we perform well and respect the intentions of the composer/arranger for their work. We also should foster excellence when selecting music to perform or to commission, to not diminish the art form but elevate it -to show its potential. STRATEGIC DIRECTIONS 2011-2014 External focus/Creative Energy 1. Continue to present exciting programs that result in Bravo Awards • Carry on from the success ofthe 125th Anniversary Gala Concert • Develop new ideas that add excitement to the music • Add creative elements to the programming to draw people in 2. Continue our commissioning and guest artist programs • Establish a 2 year planning cycle to be able to retain artists we want 3. Maintain our commitment to serious music • Establish advisory programming group • Research and find interesting repertoire 4. Institute a Junior Youth Band program • Initiate a pilot summer program for youth band for 20-25 young people 5. Maintain broader presence of organisation and activating goal of representing the City by touring nationally/internationally • Continue to seek opportunities for an upcoming tour, evaluating and planning on a viable tour option within next two years City of Brampton Concert Band Strategic Plan 2011-2014 External Focus/Positioning Brampton Concert Band in broader community 6. Build more partnerships to achieve BCB goals • Cultivate and secure corporate sponsorships for Youth Band • Strengthen relationship with the Rose Theatre to increase audience for Concert Series • Find community volunteers to help us develop the 'free' summer audience into Concert Series ticket buyers 7. Enhance BCB's image and impact in the community • Develop a 'branding' and marketing strategy • Engage a marketing specialist to assist BCB to undertake an audience development project • Expand Internet presence, especially to reach youth Internal focus/Capacity Building 8. Generate increased financial resources to support BCB's expanded vision • Increase emphasis on private-sector fundraising (individual and corporate) • Maintain ongoing support from City and foundations such as Trillium • Increase audience numbers for Concert Series 9. Create a strategic and sustainable organisation • Continue recruitment strategies to maintain good coverage of all instruments/areas of band • Ensure all band members understand and respect BCB's working values to maintain continuity of players • Ensure ongoing program of Board animation and renewal PART 2 The City of Brampton Concert Band stands at a significant point in its long history. The Board of Directors recognised the unique position of the organisation in the arts community of Canada. There are very few organisations that have survived for 125 years. Therewas a desire to build on the outstanding success ofthe 125th Anniversary Gala Concert to continue to produce significant artistic programs for the City of Brampton. As such, we have identified the priority of developing a Strategic Plan for the next 3 years. The need for a Strategic Plan Several factors have come together to make this plan both necessary and opportune at this time. • Radical changes in the external environment o Rapid growth of Brampton o Changing audience demographics o Increasing cultural diversity City of Brampton Concert Band Strategic Plan 2011-2014 • The challenge as well as opportunities of new technologies • The need to clarify and strengthen BCB's brand and market position • The desire to increase private sector support and expand partnerships • An organisational self assessment that revealed some significant gaps in internal capacity • The requirement for succession planning in the key leadership positions of Board Chair and Artistic Director • The need to align all internal and external stakeholders around strategic directions The Process The BCB received funding from the Brampton Arts Council to engage Jane Marsland, Principal Associate of Arts Action Research to facilitate a series of planning sessions over a 12-month period to embed an ongoing comprehensive planning process in the organisation. This process was lead by a core planning group comprised of several members of the Board of Directors and the BCB Musical Director SELF-ASSESSMENT A first step in developing the strategic plan was to undertake a knowledge-based self assessment to allow the core group to apply their knowledge of the organisation to assess BCB on a broad range of indicators of the key characteristics, internal operating capacities and organisational behaviours. The outcome of the self-assessment revealed a healthy organisation that is in a good financial position with working capital, clarity in its vision/mission/values, and is artistically sound. The major organisational areas that required attention were the infrastructure, and in particular, the need for additional human resources. The other two areas that require concrete plans and action are audience development and revenue development, both earned and contributed. CURRENT REALITY What is working/What's successful: BCB has been very successful over the past two years in its abilityto recruit and retain good players in all areas of the band. The core of the BCB is getting better and bigger. All areas of the band are covered including the percussion. The initial steps that were undertaken in the last several years to seek continual improvement in our musical programming and to better broadcast our successes has resulted in the abilityto attract high-quality and dedicated musicians. The goals and expectations of the organisation are well understood and there is a high-level of "buy-in" from the members. There is a positive environment generated amongst the membership. The local media has been very supportive of the BCB. The local papers have covered all the concerts as well as providing preview pieces about upcoming concerts. The BCB has a very sound financial position. City of Brampton Concert Band Strategic Plan 2011-2014 THE VIEW AHEAD Key results by 2014: Paid part-time administrator in place Average audience for Concert Series 600-700/show (currently 300/show) A structured marketing plan in place Restructured Board of Directors - 4 members from broader Brampton community selected for their specific expertise, e.g. marketing Undertaken a further international tour GOALS AND OBJECTIVES GOAL #1 ENHANCE CORE ARTISTIC ACTIVITIES: Objective: Establish a Youth Band by May 2011 • Re-engage Youth Band committee to develop and set up summer pilot project • Establish recruitment strategy and plan GOAL #2 AUDIENCE DEVELOPMENT Objective: Increase live audiences for BCB's Concert Series by 2012 • build stronger relationship with Rose Theatre • continue to strengthen educational and community outreach activities • determine preferred types of audience enrichment activities Objective: Establish a formal marketing committee • ability to take advantage of community marketing outlets • investigate potential of newsletter GOAL #3 - INCREASE REVENUES: Objective: Generate increased financial resources to support Brampton Concert Band's human resource needs • significantly increased emphasis on private-sector fundraising (individual and corporate • maintain ongoing strong support from public funding agencies • develop new income streams GOAL #4 - STRENGTHEN THE ORGANIZATION Objective: Create a strategic and sustainable organization model City of Brampton Concert Band Strategic Plan 2011-2014 recruit part-time staff person to support operations ongoing board development program for animation and renewal upgrade internal systems, e.g. strategic, artistic, business and succession planning ANNUAL ACTION PLANS 2011-2014 The Brampton Concert Band is currently in the process of developing an action plan that contains specific short-, mid- and long-term objectives with the aim to achieve the Strategic goals and objectives outlined in this plan. The organisation intends to complete this action plan within the first quarter of 2011 <&2Z°+ The City Of Brampton Concert Band 55A Queen Street East Brampton, Ontario L6W 2A8 www.bramptonconcertband.com c°w^^ November 27, 2012 Ms. Mamie Richards Executive Director Brampton Arts Council 24A Alexander Street Brampton, Ontario L6V1H6 Dear Mamie, On behalf of The City of Brampton Concert Band, I authorize the filing of this Brampton Arts Council grant application for 2013 core funding from the City of Brampton. I trust that all of the required documents and support material are included. Should you need any additional information, please do not hesitate to contact me. We look forward to future contact with your staff. Sincerely, David C. Harmsworth President, The City of Brampton Concert Band, Inc. Attachment Brampton's Official Community Concert Band since 1884 Member Brampton Board of Trade *^^Mfc^M Brampton Arts Council Brampton Arts Council PROJECT INTRODUCTION FORM In order to make a formal application for financial assistance from the Brampton Arts Council, this form must be fully completed. Legal Name of Organization City of Brampton Concert Band, Inc Address 55A Queen Street East, Brampton, ON PostalCode L6W 2A8 Mailing Address [if different from above] Postal Code Email Address Incorporation # 1206226 Telephone 905-451-0174 Fax 905-451-9628 Incorporation Date November 8, 1996 Charitable Reg. # Date of Charitable (if applicable) Status If the organization is in the process of incorporating or registering as a charity, please provide the date on which application was made. .Please attach a copy of application. Please attach a copy of your current Business Plan and/or Strategic Plan that indicates 2 year plans and budgets for the organization. Contact Person David C. Harmsworth Position President BriefDescription of Project The request is for annual core funding from The City of Brampton to sustain and ensure the achievements ofthe hand's goals and mandates as stated in our constitution. Brief Budget Summary of Project The proposed budget for 2013 is attached. The amount requested will be used towards our annual concert series at The Rose Theatre, our summer concerts in Gage Park as part of the Thursday Night Concert Series, maintenance of band assets, potential future purchases enhancement of the band's marketing program and the insurance of sufficient funds for ongoing operating costs. Amount of funding being requested $66,312.00 BAC Charitable Registration ft BN12610 - 4736 RR0001 Brief Description of Organization The City of Brampton Concert Band is a 129 year old community band that provides a permanent-community sponsored service for citizens having suitable instrumental skills, who wish to share their musical knowledge with their neighbours through the media of performance. We are an organisation that offers a community-based outlet for the concert and jazz band art form for dedicated musicians seeking an environment to pursue excellence in their past-time of music. This also includes our newest ensemble, the Brampton Youth Concert Band. The organisation shall offer a welcoming environment that challenges its members to grow musically, pursues excellence in the performance of concert band and jazz music, and seeks to positively serve and represent the City locally, nationally and abroad. The band also provides an outlet for the expansion and development of a whorthwhile hobby, to the art of music and serves the citizens of the City of Brampton by providing music suitable for the many community activities that from time to time require band music. This is accomplished by performing formal indoor concerts, open air concerts, predominately in historic Gage Park, providing music for civic functions, concert at retirement homes and representing the City of Brampton at regional and international festivals and competitions. No. of staff: Fulltime 0 Part-time 3 No. of Volui Signed by:; Title: David C. Harmsworth , President Date: November 27, 2012 If this project is considered to be potentially fundable, the applicant will then be asked to provide a full application in the format provided by the Brampton Arts Council. Please return this form to: Brampton Arts Council 24-A Alexander Street Brampton, Ontario L6V 1H6 Or by fax to: 905-874-2921 BAC Charitable Registration it BN12610 - 4736 RR0001 BRAMPTON ARTS COUNCIL APPLICATION FOR A FUNDING Brampton Arts Council To: Community Development Committee Brampton Arts Council 24A Alexander Street Brampton, Ontario L6V 1H6 THIS APPLICATION MUST BE TYPED or be legible* PLEASE ANSWER EACH QUESTION SECTION A: IDENTIFICATION Al. NAME & ADDRESS OF ORGANIZATION: City ofBrampton Concert Band, Inc. Street: 55A Queen Street East City: Brampton Postal Code: L6W 2A8 Telephone: 905-451-0174 Fax: 905-451-9628 Email: Website: www.bramptonconcertband.com A2. Who should we contact concerning this application? +Area Code Name: David Harmsworth Title: President Phone: Street: City: Brampton Postal Code: Telephone: Fax: Email: A3. AMOUNT REQUESTED: $66,312.00 Note: If not legible, the application will not be considered. BAC Charitable Registration HBN12610 - 4736 RROOOI A4. This application must be signed by the President and Treasurer or two Executive Officers of your group. • The undersigned acknowledges that the information submitted in this application is true and accurate. • The undersigned certifies that they have read and agree to all the regulations, terms and conditions outlined in the Funding Criteria. • The undersigned agrees to assume responsibility for any funds that may be awarded to the Applicant Organization by the Brampton Arts Council and acknowledge that these funds are not transferable to the control of another party, be it an individual, an incorporated body, or any other organization. • The undersigned further agrees to ensure that all printed materials will acknowledge the Brampton Arts Printed David C. Harmsworth Title: President Printed Scott Anderson Title: Treasurer (signature) Date: November 27, 2012 SECTION B: ORGANIZATIONAL PROFILE Bl. Please state the Mission Statement of the organization. Also, a copy of the most current Constitution and By-Laws of the organization must be attached unless they have already been submitted to the office. B2. Name and address of external Auditor/Accountant: (If your budget is under S25,000, give information of the individual responsible for the financial reports). Name: Patrick Johnston Company: MNP LLP Address: 75 Courtnevpark Drive West, Unit 1 City: Mississauga Postal Code L5W 0E3 Telephone: 416-613-3100 Fax: 416-613-3101 Email: [email protected] B3. From what date has the organization been in active operation? 1884 B4. What is your fiscal year end? December 31st B5. How often does: the Board meet? 12 times per year Executive meet? N/A times per year B6. (i)How often does the membership meet? once (1) times per year (ii)Date of last Annual General Meeting: December 19, 2011 BAC Charitable Registration it BN12610 - 4736 RR0001 B7. (a) No. of members in the organization: 90 which includes 8 that were either born, raised, schooled, worked or lived in Brampton when they joined the band. (b) No. of members resident in Brampton: 64 (c) No. of members of your organization who are also members of BAC: 2 (d) Membership fees charged to your members: Adult $50 Senior $50 Student $50_ Family N/A Youth Band $100 Other (e.g.Corporate) N/A B8. In what month is your Annual General Meeting held? December B9. Describe the service your organization provides to Brampton. Give dates of performances/exhibitions in Brampton in the past 12 months. See the attached performance/exhibit schedule for 2012 for the City ofBrampton Concert Band/Jazz Mechanics/Brampton Youth Concert Band. B10. What are the organization's goals for the current year? See the attached 2011-2014 Strategic Plan, which outlines broad goals of the organization for the life of the plan. The City ofBramptonConcert Band will continueto work towards achieving the goals outlined therein. The 2013 Boardof Directors will establish specific directions to be undertaken in the upcoming year. Thesewill likelyentail: buildingon the strongstart ofthe BramptonYouth ConcertBand by seeking further growthand performance opportunities, marketing relatedactivities and a project to challengethe members such as a new recording. Bll. How does the project demonstrate an innovative or creative approach to addressing the need identified? This budgetrequest is for annual core funding. As such the questions is not applicable. We have a multi-faceted mandate in our role as Brampton's official Concert Band. Core funding allows us to achieve the broader goals of the organization, providing us with a stable base from which to operate, serve our community, strive for excellence and be proud image-bearers of the City wherever we perform. We seek to provide entertaining performances presenting new music, soloists, young musicians, challenge our members musically, and be a positive representative for the City of Brampton. B12. What are the measurable project outcomes? For 2013, we wish to see an increase in concert attendance, maintenance of stable membership base^growth in the Youth Band and its activities, ability to successfully perform challenging music and planned performance repertoire for the upcoming season and completion of other specific projects as identified by the Board of Directors. B13. How are the outcomes to be evaluated? Successful completion ofconcert series and performance ofa wide range ofmusic (Bravo Awards) Increase in attendance at events Media articles on organization's activities and performances, increase in web presence Ability for our organization to sustain operations and continue to increase membership Completion of projects identified by the 2013 Board of Directors BAC Charitable Registration # BN12610 - 4736 RR0001 B14. If there are project partners, please identify who they are and the role that they will play: The Board ofDirectors and the members ofthe band generally manage operations ofthe band. Assistance from outside partners is sought when needed. B15. Have you applied to any other funder to cover the costs of this project? If so, please identify the funder and the amount ofthe request: The attached financial statements and 2013 budget indicate the revenue sources for this organization. Membership dues and concert revenues form other income sources to support band operations. From time to time we pursue other funding sources such as through granting foundations to obtain funds for specific projects. B16. If applicable, how will this project be funded in the future? This is an application for annual core funding for The City of Brampton Concert Band Inc., as such this question is not applicable. BAC Charitable Registration # BN12610 - 4736 RR0001 The City Of Brampton Concert Band 55A Queen Street East Brampton, Ontario L6W 2A8 www.bramptonconcertbandcom c°^t*^ City of Brampton Concert Band Board of Directors - 2012 David C. Harmsworth President Catherine Harmsworth 1st Vice-President Bernie Steiger 2nd Vice-President Scott Anderson Treasurer Emily Clarke Secretary Margaret DePippo Personnel Director Dawn Lohnes Asset Director Ryan Fletcher Director at Large Jill Fleming Director at Large Karen Richards Director at Large Cale Schibler Director at Large Chris Udell Jazz Band Liaison Brampton's Official Community Concert Band since 1884 Member Brampton Board ofTrade Page 1 of 3 Brampton Concert Band Inc. Membership List November 2012 i i Last Name First Name Instrument City City Born, Raised, Lived .Worked, Lived, Schooled in Brampton When Joined I Abbott Chris Tenor Sax Caledon Village Al-Khadfajy Dalia Flute Brampton Anderson Scott Trombone Inglewood Brampton Anderson Stephanie French Horn Brampton Anderson-Richards Amirah Alto Sax Brampton Arbuthnot Rachel French Horn Brampton Banks Ray Trumpet Brampton Besharah Brandon Saxophone Toronto Brampton Bignell Louise Flute Orangeville Brampton Blundon Tara Flute Brampton Buneta Jan Trumpet Toronto Casselman Linda Clarinet/Alton Clarinet Mississauga Clarke Emily Bassoon Brampton Clipperton Carol Flute Brampton Coady Kevin Drums Toronto Dal Dosso Christina Trumpet Brampton Dean Danielle Alto Sax/Percussion Brampton DePippo Margaret Trumpet Georgetown Brampton Dickson Peter Trumpet Caledon Duggan Lindsey Oboe/English Horn Brampton |j Dunn Stephen Clarinet Toronto Eastmond David Clarinet Brampton jj El-Daly Hana Clarinet Brampton || Fazli Gorgin Alto Sax Brampton Fleming Jill Trumpet Mississauga || Fletcher Ryan Tuba Brampton II Frost Jasmine Bass Clarinet Brampton Fukuda Cindy Clarinet Brampton j Gonsalves Zara Clarinet Brampton I Goodman Peter Trumpet Mississauga Brampton Gorel Jason Alto Sax Etobicoke II Goss Kevin Saxophone Pickering Grunewald Natasha Clarinet Brampton Guerrette George Trombone Etobicoke Harmsworth Cathy Bari Sax Brampton | Page 2 of 3 Brampton Concert Band Inc. Membership List November 2012 Last Name First Name Instrument City City Born, Raised, Lived .Worked, Lived, Schooled in Brampton When Joined i • • • •• •• — Harmsworth David Trumpet Brampton Hilland Raz Trumpet Brampton Hirjikaka Daena Percussion Brampton Hoyt Diana Flute Brampton James Noah Alto Sax Brampton I Kawabe Mike Percussion Brampton Kazar Zsuzsanna Percussion Brampton Killins Bryce Clarinet Brampton Liu Catherine IFlute Brampton Lohnes Dawn Trumpet Toronto Ly Charles Clarinet Brampton Ly Jessica Trumpet Brampton Lyons Arizona Clarinet Brampton Magnan Jane Flute Brampton Mahon Olivia Clarinet Brampton Maltby May Clarinet Mississauga Matthews Hannah iCIarinet Brampton McConville Selina Flute Brampton McGill Joyce Trombone Brampton Mclnroy Thome Katie Clarinet Georgetown Brampton Moeschi Andy Flute Brampton Morrison Evan Trombone Brampton Narotam Marisa Percussion Brampton Narotam Shaylen Clarinet Brampton Peacock Jeff Guitar Toronto Brampton Penkul Adam Tenor Sax Brampton Pincente Frank Tenor Sax Brampton Presutti Ryan Trombone Brampton Reynolds Aislynn Clarinet Brampton Richards Karen Flute/Pic Mississauga Riddells Amanda Clarinet Brampton Root Jennifer Trumpet Brampton Ramnurine Nadalia Clarinet Brampton Romar Megan Alto Sax Brampton Sawyers Xavier Trumpet Brampton Page 3 of 3 Brampton Concert Band Inc. Membership List November 2012 Last Name First Name instrument City City Born, Raised, Lived .Worked, Lived, Schooled in Brampton When Joined Schibler Cale Trombone Brampton Schoenhofer Andy Trombone Toronto Sharang Sharma Tenor Sax Brampton Sharma Aman Trombone Brampton Shi Joyce Flute Brampton Smith Mike Trombone Brampton Steiger Bemie Trombone Brampton Stewart Carol Clarinet/ Bass Clarinet Mississauga Thacker Ross Tuba Brampton Thomas Haley Alto Sax Bolton Trauzzi Crystal Flute Acton - T Truillo Manuel Alto Sax Brampton Udell Chris Bass Acton Brampton Wiebe Cadence Flute Brampton Wiebe Forrest Clarinet Brampton Williams Brad Saxophone Brampton Williams Max Trombone Brampton Wright Ellis Flute Brampton Young Alison Saxophone Toronto Xia Grade Alto Sax Brampton To: Brampton Arts Council From: Scott Anderson, CA - Treasurer, Brampton Concert Band Re: Projected 2012 Variances to Budget and PriorYear Date: November 26, 2012 I. Executive Summary • This report analyzes 2012 financial result variancesto the 2012 previously established budget and prior year, as requested in the Grant Application. The 2012 figures represent actual results up to October 31, 2012 with estimates of remaining activity until December 31, 2012. The YTD results are provided in the Funding Financial Data Sheet accompanying this report. • The band has a surplus in 2012 of $88,995. This surplus is being generated by grants received for specific projects undertaken throughout the year to improve the band's overall image and professional look and the establishment of a Junior Band. We were also projecting a reserve build-up of $10,000 in the prior year for future trips. • Upon receipt of the 2013 Operating Grant which the band has forecasted at $66,312, the Band will immediately establish a $10,000 reserve fund in investments set aside for future trips, which is consistent with the $10,000 reserve for trip included in its 2012 budget. • The 2013 budget projects a small deficit of $180. This is dependent of generating enough Concert revenue in the year to offset higher operating costs, as well as the introduction of operating costs associated with the Youth Band. II. Variances to Budget Revenue 1) Total Earned Revenue was $5,917 or 38% less than budget. The reason for this variance was lower than budgeted levels of subscriptions to concerts and concert attendance, which is an ongoing challenge for the band. 2) Total Private Sector Revenue was $34,034 or 100% above budget. This was due to other grants / donations received to undertake specific projects during the year, including purchasing advertising equipment for concerts, purchase of new Ties to improve the Band's overall image as well as small amounts received from corporate donations that were not budgeted for. 3) Total Government Revenue was in line with budget with a 0% variance. 4) Total Donations in kind were in line with budget with a 0% variance. Expenses 1) Total Artistic Programs, Tech., Serv. Expenditures were$6,125 or 12% under budget, This is mainly due to fewer large concerts put on inthe Rose theatre reducing costs spent on venues as well as no production expenses incurred as expected. The band was also able to keep Guest artist and Substitute fees to a minimum for concerts. 2) Total Operating Expenditures were $12,260 or 31% below budget;this is mainly due to under spending on Administrative and other office expenses which were less than expected. Also, the budget includes an amount to be set aside and ear-marked for future band trips. III. Variances to Prior Year Revenue 1) Total Earned Revenue was $10,550 or 52% less than the prior year. Although significantly higher than the prior year this continues to show the continuing trend of lower concert attendance which the Band is currently experiencing. 2) Total Private Sector Revenue was $19,307 or 57%less than the prioryear. This was primarily due to funds received in the prior year from the Mayor's Gala which was not repeated in the current year. The Band also received no corporate donations as experienced in the prior year. 3) Total Government Revenue was $1,875 or 3% more than the prior year. This is in line with the prior year. 4) Total Donations in Kind were in line with the prior year. Expense 1) Total Artistic, Prog. Tech. Serv. Expenditures were $6,195 or 14% less than the prior year. This was mainly due to reduced Performing costs due to fewer large concerts held along with poor attendance not increasing ticketing costs. Efforts have been made to secure more regular players in needed positions which has led decreased spending on substitute players. 2) Total Operating Expenditures were $275 or 1% less than the prior year. This is in line with the prior year. Increased spending on music and equipment during the year was offset by reduced spending on Marketing and Administrative expenses. Other expenses remained fairly consistent with the prior year. v^To The City Of Brampton Concert Band 55A Queen Street East Brampton, Ontario L6W 2A8 www. bramptonconcertband.com November 27, 2012 Ms. Mamie Richards Executive Director Brampton Arts Council 24A Alexander Street Brampton, Ontario L6V1M6 Dear Mamie, Please find attached the Financial Statements of The City of Brampton Concert Band, Inc. as requested for the Brampton Arts Council Funding application for 2013. The unaudited Balance Sheet and Income Statement to October 31, 2011 and projections to year end are included.. Please also find attached the Financial Statements The City of Brampton Concert Band, Inc. audited by MNP LLP for the year ended December 31, 2011. Our strategic planning session is currently near completion with Jane Marsland of Arts Action Research. Should you need any additional information, please do not hesitate to contact our Treasurer, Scott Anderson. The President and the Treasurer, both of who are members of The Board of Directors of The City of Brampton Concert Band, have approved the internally prepared Financial Statements. fmsworth Scott Anderson, CA President, Treasurer, City of Brampton Concert Band, Inc. City of Brampton Concert Band, Inc. Attachment Brampton ys Official Community Concert Band since 1884 Member Brampton Board of Trade The City of Brampton Concert Band Balance Sheet As at 10/31/2012 ASSET Current Assets Petty Cash 90.00 Special Projects Account 8.491.29 Main Account 27,182.84 ING Bank Account 80,509.24 Investments 0.00 HST Receivable 1,230.85 Unexpired Insurance 560.25 Miscellaneous prepaids 245.26 Office Supplies 0.00 Total Current Assets 118,309.73 Inventory Assets CD Inventory 6,035.00 T-shirt Inventory 0.00 Total Inventory Assets 6,035.00 ! Capital Assets Instruments 0.00 Equipment 0.00 Uniforms 0.00 Concert Band Music 0.00 Ace. Dep. all assets 0.00 Total Capital Assets 0.00 TOTAL ASSET 124,344.73 i LIABILITY Current Liabilities Accounts Payable 0.00 I Accrued Liabilities 3,300.00 GST Charged on Sales 0.00 HST Charges on Sales 0.00 GST Paid on Purchases 0.00 i HST Paid on Purchases -157.80 GST Owing (Refund) -157.80 HST Owing 0.00 Total Current Liabilities 3,142.20 1 TOTAL LIABILITY 3,142.20 EQUITY | Retained Earnings ! Retained Earnings - Previous Year 87,885.08 i Current Earnings 33,317.45 | Total Retained Earnings 121,202.53 i TOTAL EQUITY 121,202.53 LIABILITIES AND EQUITY 124,344.73 Generated On: 11/26/2012 The City of Brampton Concert Band Income Statement 01/01/2012 to 10/31/2012 REVENUE Revenues Concert Band Fees 1,250.00 Total Member Fees 1,250.00 Concert Band Concert Revenues 4,107.40 Jazz Band Concert Revenues 1,615.07 Gala Concert Revenues 0.00 Total Concert Revenues 5,722.47 Kiwanis - Special Bingos 0.00 Total Kiwanis Bingo Funding 0.00 City of Brampton - Operating 64,381.00 Total City of Brampton Funding 64,381.00 CD Sales 0.00 Pop and Snack Sales 0.00 Donations - Corporate Sponsor 0.00 Band Trip - Member Donations 0.00 Donaitons- Members 0.00 Gala Revenue 0.00 Arts Council • Operating 3,726.72 Arts Council - Trip 0.00 Interest Revenue 1,062.66 Miscellaneous Revenue 469.92 Total Revenues 76.612.77 1 TOTAL REVENUE 76,612.77 1 ! EXPENSE Salaries and Benefits Concert Band Director 6,372.00 Jazz Mechanics Director 6,372.00 Youth Concert Band Director 500.00 Substitute Conductor - Jazz Band 150.00 i Substitute Conductor - Concert Band 600.00 j Substitute Conductor - Youth Band 125.00 Sub Players - Concert Band 2,825.00 Sub Players - Jazz Band 2,975.00 Total Payroll Expenses 19,919.00 Operating Costs Bad Debts 0.00 Membership Fees 277.00 1 Instrument Repairs 130.45 1 Music Commissions 0.00 Concert Costs 2,726.62 1 Guest Artist Fees -4,400.00 Accounting and Legal 339.00 Professional Fees 0.00 Advertising/Ma rket ing 3,699.00 Website Management 0.00 Courier and Postage 335.16 1 Concert Band Music expense 3,670.52 Equipment expense 9,895.69 Jazz Mechanics Music Expense 0.00 Sheet music rental 0.00 Instrument Rental 0.00 Insurance Expense 2,075.00 Interest and Bank Charges 180.52 Telephone Expense 595.67 OfficeSupplies Expense 256.09 Pop and Snacks 130.25 Photocopier Expense 1,270.14 Miscellaneous Expense 100.00 Travel and Entertainment 1,218.21 Clearing 0.00 Total Operating Costs 22,499.32 Gala Concert Costs Venue Costs 0.00 Refreshments 0.00 Advertising/Marketing 0.00 Miscellaneous - Gala 0.00 Gala Entertainment 0.00 Total Costs - Gala 0.00 Special Event Costs Total Special Concert Costs 0.00 Travel/Trip Costs Airfare 0.00 Accomodations 0.00 Wire Services/Telephone 0.00 Postage 0.00 Freight Charges 0.00 Tips/Gratuities 0.00 Packaging Materials 0.00 Miscellaneous - Trip 0.00 Trophies/Gifts 100.00 France Trip 0.00 Programs - Trip 0.00 Recording -trip 0.00 Total Trip Costs 100.00 Hosting Outside Groups Hosting Outside Groups 777.00 Hosting Outside Groups 777.00 TOTAL EXPENSE 43,295.32 • NET INCOME 33,317.45 Generated On: 11/26/2012 BRAMPTON ARTS COUNCIL FUNDING FINANCIAL DATA Name of Organization: Brampton Concert Band ! Preceding Year-end Orginal Budgeted for Actual Year-to-date Next Budgeted ! Actual (Audited) Fiscal (Estimated) Fiscal From: 01/01/2011 From: 01/01/2012 From: 01/01/2012 From: 01/01/2013 To: 12/31/2011 To: 12/31/2012 To: 12/31/2012 To: 12/31/2013 — REVENUE: Earned Revenue: , Subscriptions/admissions/box office/exhbition rec. 17,458 13,000 6,800 15.000 — Membership Fees 1,400 2,000 1,250 1,500 Advertising Fees for Service Other (Interest, etc.) 1,274 500 1,533 1,000 TOTAL EARNED REVENUE 20,132 15,500 9,583 17,500 Private Sector Revenue: Corporate Donations 13,884 Individual Donations 150 Corporate Sponsorships Foundation Grants/Donations 20,000 14,727 Special Fundraising Events Other Private Sector Revenue Ontario Trillium Foundation TOTAL PRIVATE SECTOR REVENUE 34,034 0 14,727 0 - Government Revenue: Federal - Canada Council Dept. of Canadian Heritaqe Other Federal 4,000 Ontario Ontario Arts Council Annual Project — Ontario Ministry of Citizenship, Culture and Recreation Other Ontario Provincial (ie: Trillium) Municipal Reqional Brampton Arts Council 62,506 64,381 64,381 66,312 Other Government - TOTAL GOVERNMENT REVENUE 62,506 68,381 64,381 66,312 DONATIONS IN KIND: Recreation and Parks Rent Services (e.g. Legal/Accounting) Other (Interest, etc.) TOTAL DONATIONS IN KIND 0 0 0 0 TOTAL REVENUES (1) 116,672 83,881 88,691 83.812 " ! 1 I 1 I Preceding Year-end Orginal Budgeted for Actual Year-to-date Next Budgeted | Actual (Audited) Fiscal (Estimated) Fiscal | j From: 01/01/2011 From: 01/01/2012 From: 01/01/2012 From: 01/01/2013 ! To: 12/31/2011 To: 12/31/2012 To: 12/31/2012 To: 12/31/2013 j EXPENDITURES: I I Artistic, Program, Technical, Services I Artistic Fees 16,992 16,992 18,992 21,9921 Artistic/ Technical Salaries 17,113 16,000 13,775 15,000! Performing/Exhibition/Rehearsal Space 9,857 10,000 5,000 8,000! Production Expenses 0 900 0 0! Total Artistic, Prog., Tech., Serv. Expenditures 43,962 43,892 37,767 44,992 ! Operating Expenditures Administrative Salaries/Fees i Cost of Sales - CD's, shirts etc. 1,000 1,000! Ma rketing/Promotion 4,283 3,000 3,700 3,000! Administrative/Office Expenses 10,692 8,000 5,450 9,000! 125th Aniversary Project I Travel Costs 961 5,000 1,220 3,000! Reserve for future trip 10,000 10,000! Accounting/Audit/Leqal 2,779 4,000 3,804 4,000: Office Rent Equipment Purchase 9,300 9,000 13,566 9,000! Fundraising Expenses i Special Fundraising Events (gross) I Other Fundraisinq I Other Operating Expenditures I ] Total Operating Expenditures 28,015 40,000 27,740 39,000; TOTAL EXPENDITURES (2) 71,977 83,892 65,507 83,992) i NET POSITION I Total Revenue (1) 116,672 83,881 88,691 83,812! Total Expenditures (2) 71,977 83,892 65,507 83,992: Excess (Deficiency) of Rev. over Expenditures (1-2) 44,695 -11 23,184 -180! Surplus (Deficit), Beginnine of Yr. (3) 44,300 88,995 i Surplus (Deficit),.End of Year (4) 88,995 112,179 _ ! Rose Orchestra 1. BAC Covering Letter 2. Rose Orchestra Funding Application Report to the Budget Committee The Corporation of the City of Brampton Date: December 4, 2012 Subject: Application for City of Brampton Funding - Rose Orchestra Contact: Brampton Arts Council Brampton Arts Council1 The Rose Orchestra has made a funding application to the Brampton Arts Council 24-AAlexander St Brampton, ON, L6V 1H6 subsequent to the submission of the 2013 BAC Current Budget. The request is for T: 905-874-2919 F: 905-874-2921 [email protected] $85,000 plus $42,500 for the gap period to align with the fiscal period. This amount www.artsbrampton.ca identified is necessary funding above the Orchestra's ability to fund privately and ticket SupportingtheArts Since 1978 sales. Honourary Co-Chairs The Honourable W.G. Davis and The Brampton Arts Council wishes to confirm that it supports the activities of the Rose Her Worship, Mayor Susan Fennell Orchestra and its goal to provide our Brampton residents with a class A orchestra. We 2011-2012 understand fully the need for the Rose Orchestra to obtain funding to accomplish this goal, particularly in the initial stage. Corporate Distinction Award National Homes It can be seen that the Rose Orchestra has demonstrated that it understands and has Corporate Support ofthe Arts followed the traditional BAC funding criteria: a business plan; financial statements; Platinum Sponsors strategic plan; administrative plan; exceeds the required percentage of Brampton City of Brampton's Economic Development& Public Relations resident members; and has become incorporated...a must for our member groups to Councillor Sandra Hames receive funding. However, the Brampton Arts Council traditionally supports a business Councillor Paul Palleschi plan that focuses on development of the symphony program and not salaries. From Councilor John Spovieri Investors Group Financial Services our conversation with the Rose Orchestra, we have been advised that Mr. Warrack has National Homes had ongoing speaking engagements to private organizations. That focus on private Gold Sponsors funding sources that are sustainable going forward so that the Rose Orchestra can RBC Foundation achieve goals relating to financial and operating self-sufficiency in the future needs to Lois Rice be continued. Steve Wilson The Brampton Guardian The Rose Theatre A precedent has been set by City Council with another group, the Chinguacousy Concert Band, where a grant of $10,000 was awarded, provided certain criteria were achieved. It was a one-time only seed money for program development in line with H BRAMPTON the City's HACE, Creative Economy, Economic Development and Tourism objectives. bromplon.ca ROWSf Gty We are mindful of the goals of the Heritage, Arts, Culture , Entertainment Program, ONTARIO ARTS COUNCIL which is being further developed by the City, and we hope that the Rose Orchestra, as CONSEIL DES ARTS DE L'ONTARIO & a creative industry, will take advantage of any future incentives provided. If City Council decides to support the Rose Orchestra, the Brampton Arts Council would Brampton jnd Are*vy Community foundation be pleased to administer the process. Proud members of: Sincerely, DO DO ^U^oJVr^A^ The Brampton Licia Vreugde, President Brampton Arts Council BRAMPTON ARTS COUNCIL APPLICATION FOR 4fe FUNDING BramptonArts Council" To: Brampton Arts Council 24A Alexander Street Brampton, Ontario L6V 1H6 THIS APPLICATION MUST BE TYPED or be legible* PLEASE ANSWER EACH QUESTION SECTION A: IDENTIFICATION Al. NAME & ADDRESS OF ORGANIZATION: The Rose Orchestra Street: 35O.Rutherford Rd South Plaza II Suite 320 City: Brampton Postal Code: L6W 4N6 Telephone: 905.452.7400 Fax: 905.452.6444 Email: [email protected] Website: www.theroseorchestra.org A2. Who should we contact concerning this application? +Area Code Name: Shane Wieler Title: Director Phone: Street: City: Brampton Postal Code: Telephone: Fax: Email: A3. NAME OF THE PROJECT: Rose and Rosebud Orchestra Ongoing Annual Operations Funding A4. AMOUNT REQUESTED: $85.000 (Please note application does not guarantee funding in whole or in part.) Note: If not legible, the application will not be considered. BAC Charitable Registration ft BM2610 -4736 RR000I A5. This application must be signed by the President and Treasurer or two Executive Officers ofyour group. The undersigned acknowledges that the information submitted in this application is true and accurate. The undersigned certifies that they have read and agree to all the regulations, terms and conditions outlined in the Funding Criteria. The undersigned agrees to assume responsibility for any funds that may be awarded to the Applicant Organization by the Brampton Arts Council and acknowledge that these funds are not transferable to the control of another party, be it an individual, an incorporated body, or any other organization. The undersigned further agrees to ensure that all printed materials will acknowledge the Brampton Arts Council (outlined in the Funding Agreement). Printed ^rffAfiS*" /lA^^ Title: ^du<&2>\ Printed ^fo/ "f^^p^^i^ // Title <^£_ C- Date; Nn\/. 2g/2-.fl/2. SECTION B: ORGANIZATIONAL PROFILE Bl. Please state the Mission Statement ofthe organization. Also, a copy ofthe most current Constitution and By-Laws ofthe organization must be attached unless they have already been submitted to the office. To present innovative, engagingand entertaining live orchestramusic experiencesfor contemporary 21st century audiences in an inspiringatmosphere by musicians nurturedfrom within the city of Brampton. B2. Name and address of external Auditor/Accountant: (If your organizations budget is under $25,000, give information ofthe individual responsible for the financial reports). Name: Shane Wieler. CGA Company; Internalaccounting (Director) at present/start-up Address: 57 Mill Street North Suite 303 City: Brampton Postal Code L6X 1S9 Telephone: 905.450.7236 Fax: 905.450.7236 Email shanewieler(S>gmail.com_ B3. From what date has the organization been in active operation? Dec 23. 2011 B4. What is your fiscal year end? June 30 B5. How often does: the Board meet? weekly at rehearsals and by phone times per year Executive meet? weekly times per year B6. (i)How often does the membership meet? weekly at rehearsals times per year. (ii)Date of last Annual General Meeting: start-up NA . B7. (a) No. of members in the organization: 71 BAC Charitable Registration U BN12610 - 4736 RR0001 (b) No. ofmembers resident in Brampton: 44 (c) No. of members of your organization who are also members ofBAC: 1 (d) Membership fees charged to your members: Adult $100 Senior $100 Student $100 Family Other (cg.Corporate) B8. In what month is your Annual General Meeting held? December B9. Describe the service your organization provides to Brampton. Give dates of performances/exhibitions in Brampton in the past 12 months. Rose OrchestraBrampton educates and trains Bramptonarea musicians, both youth (Rosebud Orchestra) and adults (The Rose Orchestra) Rose Orchestra Brampton entertains Brampton audiences. Feb 11/12 - The Garden Banquet and Convention Centre (La Vie en Rose Gala) March 10/12 - Rose Theatre Brampton (Winds of Change) April 27/12 - Rose Theatre Brampton (Spring Fling) June 28/12 - Chartwell Greenway Retirement Village Promotional Concert September 1/12 - Garden Square Promotional Concert September 27/12 - Holland Christian Homes Promotional Concert October 13/12 - The Garden Banquet and Convention Centre (Gala at the Garden) November 17/12 - Rose Theatre Brampton (Symphonic Santa) B10. How does the project demonstrate an innovative or creative approach to addressing the need identified: please see attached titled "Application for Funding" Bll. What are the measurable project outcomes?: Increased attendance at concerts. More youth participation in the Rosebud Orchestra. More adult participation in the Rose Orchestra. All this occurs due to the fact that the Rose Orchestra has the operating funds to employ top quality leaders who can produce high quality entertaining concerts and inspire excellence with-in the groups. B12. How are the outcomes to be evaluated: Rose Theatre "Event Sales Reports". Rosebud Orchestra enrollment. Rose Orchestra enrollment. B13. If there are project partners, please identify who they are and the role that they will play: None B14. Have you applied to any other funder to cover the costs ofthis project? If so, please identify the funder and the amount of the request: No B15. If applicable, how will this project be funded in the future? The Rose Orchestra requires ongoing annual Operations Funding as ticket sales cover only a portion ofthe cash flow needs ofany orchestra, even a community based orchestra made up largely of volunteer musicians. BAC Charitable Registration # BN12610 -4736 RR0001 The Rose Orchestra r Brampton^ November 30, 2012 BACKGROUND FOR CORE FUNDING APPLICATION Start-Up of the Rose Orchestra Asa result of the well documented and reported issues related to the Brampton Symphony Orchestra leadership and administration, 90% of the BSO membership resigned and formed The Rose Orchestra to serve the audience and musicians of Brampton. The Rose Orchestra was incorporated on December 23, 2011 and became a member of the Brampton Arts Council on January 4, 2012. Our Business Plan is attached and sets out: Our Mission Our Goals Goal Strategies Market Summary Competitive Advantage The Rosebud Orchestra Training Program; and The RO Team Our mission is as follows: Topresent innovative, engaging and entertaining live orchestra music experiences for contemporaryllst century audiences in an inspiring atmosphere by musicians. Two of our key goals are: The RO aims to become the primary orchestra in the Brampton area, and; Its membership and management are primarily of local residency and of diverse musical and occupational backgrounds. To this end, our leadership team is comprised entirely of Brampton residents, 55% of our Rose Orchestra members are Brampton residents (77% are Peel residents), and The Rosebud Orchestra is currently 74% Brampton residents. The critical factor for any outstanding orchestra is the leadership - the conductor and supporting management. The conductor's attitude influences every aspect, hence the hiring of David Warrack (bio attached) for the Rose Orchestra and David Rehner for the Rosebud Orchestra. Both of our David's are truly exceptional, outstanding, and upstanding individuals with a long track record of responsibility and teamwork. . .../2 The Rose Orchestra 350Rutherford Road South, Plaza II Suite 320, Brampton, Ontario L6W 4N6 www.theroseorchestra.org The Rose Orchestra ~ Brampton^ Page 2 David Warrack's expertise as a producer and an instructor at Ryerson University would be a great resource for other Brampton performing arts groups as well. In addition, his connections with leading professional performers and entertainers would be a wonderful opportunity for the Rose Theatre's professional series. Awell-known composer and arranger, David composes music of many different styles - presenting a truly unique opportunity for our diverse city. Brampton will benefit greatly from a professional with the leadership, skills and experience of David Warrack. In addition to the musical leadership, marketing, administrative and financial leadership is critical. General Manager Shane Wieler is a Certified General Accountant with many years of relevant experience in business and marketing, performing, presenting concerts, and works with orchestra musicians from around the world daily. Operations Manager Leona Davidson has considerable experience as an orchestra manager, player, and music educator. The sustainability of any first-class community orchestra is based on suitable compensation being paid to a number of key members. The members of the RO that are currently compensated are: • The Conductor/ Artistic Director - David Warrack • The Concert Master and Conductor of the Rosebud Orchestra - David Rehner • 2 professional musicians who are residents of Brampton • 9 Lead Performers and Teachers However it is very important to note that David Warrack has generously deferred almost all of his compensation to date due to the funding issues described below so that The Rose Orchestra can survive and establish itself during this difficult time. His wish is to wait and receive this compensation once the orchestra has established prosperity. As funding is established, suitable compensation will be paid for administration to the General Manager and Operations Manager. These individuals have donated well over 2,000 hours of their time thus far to ensure the continuation of an orchestra in Brampton. The Rose Orchestra has performed 5 concerts so far this year. Audience size has gradually increased at each concert. The current season began with a subscriber base of 157. Free community service concerts have been "taken to the people" at Chartwell Greenway, Holland Christian Homes, and Garden Square. We are proud to mention that in less than one year many accomplished musicians from throughout the GTA have asked to join The Rose Orchestra, having heard about its spirit and innovative "reputation". This past year has bonded the Rose Orchestra musicians together. The team is strong and united, and committed to making all Bramptonians proud of their community-based orchestra. .../3 The Rose Orchestra 350 Rutherford Road South, Plaza II Suite320, Brampton, Ontario L6W 4N6 www.theroseorchestra.org The Rose Orchestra r Brampton^ Page 3 Financial Data and Forecasts Rose Orchestra financial data to date and our budget forecast for the 2012-13 season July 1, 2012 to June 30, 2013 are set out in the attached tables entitled "The Rose Orchestra Balance Sheet As of June 30, 2012" and "BRAMPTON ARTS COUNCIL FUNDING FINANCIAL DATA" . These have been prepared in the format required by the Brampton Arts Council for funding applications. We use a fiscal year of July 1 to June 30 since that reflects our usual season of concerts, a norm in the orchestra world. The Rose Orchestra Balance Sheet as of June 30, 2012 shows that the orchestra is in a net liability position due to an operating loss incurred over the first six months (3 concerts) which was "financed" by unpaid conductor fees owing to David Warrack. Dueto the circumstances under which the orchestra began, Mr. Warrack wanted to ensure the continuation of the orchestra, generously suggesting that he be paid sometime in the future when the orchestra had adequate funds. The table entitled "BRAMPTON ARTS COUNCIL FUNDING FINANCIAL DATA" better reflects the actual Revenue/ Expenditure/ Net Position actuals and forecasts that form the basisfor our request for $85,000 of core funding. The column labeled "Preceding Year-end Actual shows the data for the period January 1, 2012. A loss of $16,880 was reported, reflecting the generous deferral of remuneration by David Warrack, which is reported on the balance sheet as part of the liabilities. Many lead performers musicians also declined fees to assist in the start, and soloists reduced fees as well. This situation is not sustainable. The second column reflects our original forecast for that period. We were able to contain our expenditures below the forecasts, mainly due to the deferral of remuneration; but our hopeful revenue forecast of $50,000 from foundation grants was not realized. The third column shows the up-to-date actual results for the period July 1, 2012 to November 27, 2012, representing two of sixconcerts. This shows a net loss of $7,138 to date; the season launching fund raising gala broke even and did not raise surplus funds to support subsequent operations, and to offset expenses of the rest of the fiscal year. These figures reflect the fact that the group is operating on a short-term survival basis. Administrative time has not been accrued in the financial statements, it has been donated at no charge, there have been significant other volunteered efforts, rehearsal space has been donated, and all costs have been pared to bare minimum. .../4 The Rose Orchestra 350 Rutherford Road South, Plaza II Suite 320, Brampton, Ontario L6W 4N6 www.theroseorchestra.org The Rose Orchestra r Brampton*^ Page 4. The best reflection of our ongoing financial sustainability is set out in the column labelled "Next Budgeted Fiscal". This reflects the financial realities facing a first-class community-based orchestra in Brampton at present as follows: • This reflects normal operations for a six concert season, with 3 concerts in the Rose Theatre and 3 concerts at The Garden (Mandarin). Space for rehearsals and concerts is donated by The Garden. No start-up costs are included. • Compensation is based on the "new" model of modest but reasonable remuneration for a well managed community centric orchestra. • No repayment of deferred remuneration is reflected • Revenues are based on the trend of ticket sales, reflecting gradual growth from 250 to 400. • $85,000 of core annual sustainable funding is required. Ideally, an additional one-time amount of $17,000 in start-up funding to cover the deferred remuneration for David Warrack would put the Rose Orchestra on a solid financial foundation to continue, and be a statement of commitment to David Warrack. It is recognized that the fiscal year of the Rose Orchestra does not coincide with the January 1 to December 31 fiscal year of the City of Brampton. IfCity Council approves this generous grant to the orchestra, it is recommended that the initial grant of $85,000 be made for the 2012 - 2013 season. In order to synchronize fiscal periods with the City, The Rose Orchestra would require additional one-time funding of $42,500 for the period from July 1 to December 31, 2013. After this, the Rose Orchestra would be able to operate with an annual Jan 1 - Dec 31 grant. Conclusions This core funding grant application is made under the obvious circumstances of a financial crisis for The Rose Orchestra. We have engaged a very strong conductor, concert master and youth orchestra conductor and lead musicians/ teachers, have a strong and committed membership of musicians, and have established a youth orchestra, The Rosebud Orchestra. We have developed a financial model for the sustainable operation of a first-class community-based orchestra that includes reasonable compensation for the key participants. This model currently requires an annual grant of $85,000 from the Cityand/or other sponsor. Without such a grant, the Rose Orchestra will be hard-pressed to continue its operations in the short term; and would not be in a position to embark on 2013 - 2014 season. The team is right, the timing is right. The opportunity exists now for Brampton to have a most engaging and affordable community based orchestra, led by an outstanding professional Canadian entertainer. The Rose Orchestra 350 Rutherford Road South, Plaza II Suite 320, Brampton, Ontario L6W 4N6 www.theroseorchestra.org The Rose Orchestra Brampton The Business Plan •Mission •Goals •Goal Strategies •Market Summary •Competitive Advantage •Rosebud Orchestra Training Program •The Team www.theroseorchestra.org www.therosebudorchestra.org Rose Orchestra's Mission To present innovative, engaging and entertaining live orchestra music experiences for contemporary 21st century audiences in an inspiring atmosphere by musicians nurtured from within the city of Brampton. The Rose ^ Orchestra ~ Brampton ^ Goals The RO is a truly not-for-profit corporation striving to provide musical entertainment to the Brampton area cultural community. To maintain membership and management primarily of local residency and of diverse musical and occupational backgrounds. To utilize its members' talents and skills to produce a well-run performing arts organization that is greatly appreciated by the community. To build strong bonds with the community and its patrons through the performance of music selected to suit the orchestra's virtuosity and which is capable of engaging its audiences in a variety of locations. To become the primary orchestra in the Brampton area. To build a youth and seniors orchestral program which represents a diverse cross-section of people from the Brampton area, and which is nurtured by teacher/performers from within the RO. This is the "Rosebud Orchestra Training Program". Goal Strategies J&g&j Brampton*" The RO's management and player population have strong ties to Brampton, and will build this community base by attracting professional, recreational, and youth musicians, board members, and audience members from the city. They will perform in a variety of locations, taking the orchestra to Brampton residents. The RO musicians are anxious to re-establish the style of diverse orchestral entertainment in Brampton that attracted large and enthusiastic audiences evidenced by frequent standing ovations. The RO membership knows its Brampton audience well and is conscious of the need to mesh the audience's musical tastes with the orchestra's virtuosity through appropriate music selection and presentation. Artistic direction will be provided by the conductor and the artistic committee representing the orchestra. Suggestions from the patrons will also be solicited for inclusion in concerts. The RO will strive to become Brampton's orchestra of preference and a permanent resident of the Rose Theatre. This through building a strong cordial relationship with Theatre staff and management, and developing a pool of professional musicians to assist in other productions. The Rose Market Summary S«J^r Population • The RO will be drawing audiences from a Brampton population of over 500,000 and another 200,000 from surrounding communities. Attendance In the past, orchestral performances at the Rose Theatre have drawn audiences to near capacity, more than 800. • With effective programming, core funding, and a publicity campaign we expect to reach near full capacities in the 2013-2014 season. Annual revenue sources • With a minimum of 6 concerts per season, the forecast ticket sales will be in the range of $60,000 to $85,000. Additional repeat concerts provide additional receipts, with proportionally lower expenses. • The Rosebud Orchestra Training Program will generate user based fees from youth and adults groups. • Sponsorships from corporations. • Support from community organizations and government having similar goals. Competitive g-jge Brampton'" Advantage The Rose Orchestra possesses unique advantages in the following areas: - Entertaining orchestra-based music presentation in a style of concert which is known to attract audiences from the Brampton community. - Wise music programming, which will make it unnecessary to import many professionals to augment the players' virtuosity. - An experienced and local management team, familiar with operations and past local successes and other orchestras around the world. - Audience recognition and relationship with Brampton professional and amateur musicians. - Players and teachers who are well known to the young people of Brampton and popular with them. Rosebud Orchestra TheRose^ Training Program SJSf.r The rosebud is a new flower which blossoms from the strength and life stream of a beautiful rose bush. The Rosebud Orchestra Training Program's goal is to nurture musical ability and to develop skills on orchestra instruments. There are two groups - currently one for young people and another planned for adults and seniors. Members of the Rose Orchestra will provide the musical instruction in individual and group lessons. Many of these instructors are themselves current or retired music educators. The youth program is a user-fee based program with a low fee so that all youth in the Brampton community are be afforded the opportunity to participate. Instruction is through the Rosebud Orchestra, a performing orchestra, which performs on its own and together with the Rose Orchestra. There are opportunities for the more advanced youth to advance into the Rose Orchestra. The adult and seniors' Rosebud OTP will be like a number of the "New Horizons Music" programs, in which adults who are interested in learning an instrument (or a new instrument to them) are offered training and performing opportunities, at a time of life when they have more time available to pursue the lifelong dream of wanting to learn an instrument! Educators from the Rose Orchestra will provide instruction in small groups, privately, and eventually in an orchestra, jazz band, or other types of performing groups. It is contemplated that this performing group would perform in a variety of community events, and evolve in directions of interest to the members themselves. In many cities there are similar seniors' groups, some of which have several hundred participants. Programs such as these typically generate a net surplus. The youth program began January 12, 2012. The "New Horizons" is planned for September 2013. The Team g-fc Brampton'' David Warrack, Musical Director, Producer, Composer. - A multi-talented musician, conductor, composer and businessman with a diverse career in music since the 1970s. - Founded and conductor of Canada Pops Orchestra, has directed and produced hundreds of musicals in Canada and USA, produced CBC television specials, teaches in the performing arts dept. at Ryerson University, performs regularly in orchestral, musical theatre, jazz, and choral genres in major venues throughout North America. Shane Wieler, General Manager, Treasurer/Director. - A Certified General Accountant with experience in public accounting, insolvency and restructuring, a financial controller, a business owner dealing in musical instruments with clients from orchestras around the world, and a former president and manager of the Brampton Symphony Orchestra. - Experienced in programming, managing and performing in a pop group, and in community, semi-professional, and professional bands and orchestras for almost 50 years. - Brampton bassoonist and resident since 1987. Leona Davidson, Operations Manager. -Aformer educator and guidance councillor for 25 years. - Experienced orchestra manager for 9 years. - A violinist of 49 years experience in a diverse collection of orchestras and ensembles and a Brampton resident since 1992. James A. Garvie, Lawyer, Director. - Partner with McCabe Filkin Garvie and Hein LLP. - Vast experience in commercial and non-for-profit sectors. - Long time resident of Brampton. The Team, Cont'd. SS Brampton * David Rehner, Rosebud OTP Musical Director. - Concertmaster/violinist Rose Orchestra. - 2011 Brampton Arts Council Person of the year, honoured for work with young people. - Music Educator with Peel District School Board. Established QE Arts, the first elementary school regional arts program in Peel and the only elementary school strings program - Web designer and photographer. Sam Theodoulou, P.Eng, Secretary/Director. - Professional Engineer, retired, managed large groups of engineers and scientists in the pursuit of result-oriented goals. - Brampton resident for the last 36 years, and community violinist in Brampton since 1993. Len Odynski, Librarian. - Retired music educator, and violist for many years. - Librarian of Brampton Symphony Orchestra for 9 years. Rose Orchestra Member List 12/13 Resident Associate Pgi Postal Code Andrea Currie-Jefferson L6Y 4S8 1 Anya Podrezo LA5 3H9 1 Arpad Verseghy M8W 3B6 1 Beata Csuka L5M 3W5 1 Bill Elcombe L5M 5K8 1 Bob Phillips L6Z1S6 1 Cecilia Lee L7A 3N1 1 Clara Schranz Odynski L6R 3J4 1 David Harmsworth L6X 1C4 1 David Rodrigo M6P 2W9 1 Denise Wright L6V 3L3 1 Erika Kouzoukos L7C 1P6 Elizabeth Wallace L6K 3S2 Greg James M6E 2L8 Helen Graham L5G 1C5 Jayne Truttenbach L7C 1P6 Jeryl Phillips L6Z 1S6 1 Jungmin Lee L6R 2V6 1 Katrina Ostapchuk L6R 1B3 1 Laslo Czuka L5M 3W5 1 Leona Davidson L6W2N1 1 Leonard Odynski L6R 3J4 1 Lloyd Morhart L6S 2R9 1 Loraine Sawyers L7A 1R7 1 Marilyn McKay L6S 2R4 1 Mary Anne Chappell L6X 2B4 1 Melissa Tai L4B 2X5 1 Merle Oddson L3T 3X5 1 Paul Lee L6S 4E6 1 Paul Pacanowski L6R 1J8 1 Rebecca Whiteside L4H 2A9 1 Robert Mitchell M9B3H2 1 Roger Hollingworth L9T 2Y1 1 Ron Davidson L6W2N1 1 Ron Hatch L6P 0V4 1 Rosamond Hughes L4X 1C9 1 Sam Theodoulou L6S 1C3 1 Senya Trubashnik M2N 6M4 1 Shane Wieler L6X1S9 1 Sharon Mulder L7E 0R4 1 Stephanie Dunlop L5N 2Y5 1 Steven Truttenbach L6Y1S1 1 Vilram Krishnamoorthy L7A 2Z6 1 Wesley Pratt L6Y 5C5 1 24 20 44 Rosebud Orchestra List 12/13 Resident Associate Pg2 Postal Code Abigail Brown L7A 0K3 Abby Martin L6W 2X4 Andrew McKay L6S 2R4 Bern Partington L6Z 4E9 Brandon Timm L6Z 3L4 Calvin Bock L4L1K5 1 Caroline Zolis L6S 5T6 Cecilia Lee L7A3N1 Emily Rose Belbin L7G 0B6 1 Emma Manninen L7E 2C5 1 Emma Martin L6W 2X4 Eryn Brown L6Z 1N4 Grace Bock L4L 1K5 1 James Quiambao L6P 2A9 Katherine Lu L6Z 3M8 Katrina Ostapchuk L6R 1B3 Kieran Wilton L6V 3H4 Lauren Homann L7C 1C4 1 Liam Morris L6X 2L9 Mary Williams L6W 2N4 Maya Danbach L6W1C2 Nicholas Ostapchuk L6R1B3 Olivia Belbin L7G 0B6 1 Shannon Brookes L6P 2V9 Shirley Wang L6S 1J9 Shon'tae Wilson L7E 2L7 1 Victoria Lu L6Z 3M8 1 20 7 27 Non-player Member List 12/13 Resident Associate Postal Code Jim Garvie (non-musician) L6X 4N6 1 Resident Associate TOTAL MEMBERS TOTAL BY RESIDENCY 44 27 71 BRAMPTON ARTS COUNCIL FUNDING FINANCIAL DATA Name of Organization: The Rose Orchestra Preceding Year-end Original Budgeted for Actual Year-to-date Next Budgeted Actual Fiscal 2012 Fiscal From: Jan 1/12 From: Jan 1/12 From: July 1 From: July 1/12 To: June 30/12 To: June 30/12 To: Nov 27/12 To: June 30/13 REVENUE: Earned Revenue: Subscriptions/admissions/box office receipts. 42,758 50,000 25,653 73,000 Membership Fees 1,000 1,500 5,000 Advertising 1,952 2,167 6,500 Fees for Service (Rosebud Orchestra) 3,640 2,500 2,812 7,750 Other (Interest, etc.) silent auction &wine 2,019 TOTAL EARNED REVENUE 49,350 52,500 34,151 92,250 Private Sector Revenue: Corporate Donations Individual Donations 2,575 1,020 1,000 Corporate Sponsorships Foundation Grants/Donations 50,000 Special Fundraising Events Other Private Sector Revenue Ontario Trillium Foundation TOTAL PRIVATE SECTOR REVENUE 2,575 50,000 1,020 1,000 Government Revenue: Federal Canada Council Dept. of Canadian Heritage Other Federal Ontario Ontario Arts Council Annual Project Ontario Ministry of Citizenship, Culture and Recreation Other Ontario Provincial (ie: Trillium) Municipal Regional Brampton Arts Council 3,139 1,861 0 Other Government TOTAL GOVERNMENT REVENUE 3,139 0 1,861 0 DONATIONS IN KIND: Recreation and Parks Rent Services (e.g. Legal/Accounting) Other (Interest, etc.) TOTAL DONATIONS IN KIND 0 0 0 0 0 TOTAL REVENUES (1) 55,064 102,500 37,032 93,250 Preceding Year-end Original Budgeted for Actual Year-to-date Next Budgeted Actual Fiscal 2012 to Fiscal From: Jan 1/12 From: Jan 1/12 0 From: July 1 C) From: July 1/12 To: June 30/12 To: June 30/12 0 To: Nov 27/12 C) To: June 30/13 EXPENDITURES: Artistic, Program, Technical, Services Artistic Fees 1,000 8,000 Artistic/ Technical Salaries 36,957 40,000 22,263 82,900 Performing/Exhibition/Rehearsal Space 5,686 7,500 2,341 44,100 Production Expenses 24,248 25,000 16,621 32,000 Total Artistic, Prog., Tech., Serv. Expenditures 66,891 72,500 42,225 167,000 Operating Expenditures Administrative Salaries/Fees BAC Membership 50 550 Marketing/Promotion 4,257 5,000 1,835 4,000 Administrative/Office Expenses 508 1,000 60 1,200 Travel Costs Accounting/Audit/Legal 288 2,500 5,500 Office Rent Equipment Purchase Fundraising Expenses Special Fundraising Events (gross) Other Fundraising Other Operating Expenditures Total Operating Expenditures 5,053 8,500 1,945 11,250 TOTAL EXPENDITURES (2) 71,944 81,000 0 44,170 178,250 NET POSITION Total Revenue (1) 55,064 102,500 37,032 93,250 Total Expenditures (2) 71,944 71,944 44,170 178,250 Revenue over Expenditures (1-2) -16,880 30,556 -7,138 -85,000 7:39 PM The Rose Orchestra 28/11/12 Profit & Loss Accrual Basis 20 December 2011 through 30 June 2012 20 Dec '11- 30 Jun 12 Ordinary Income/Expense Income Arts Agency Funding 3,139.14 Concert revenues 44,710.00 Membership fees 1,000.00 Other gifts and donations 2,575.00 Rosebud Orchestra 3,640.00 Total Income 55,064.14 Cost of Goods Sold Box office fees 2,701.35 Total COGS 2,701.35 Gross Profit 52,362.79 Expense Advertising and Promotion 4,257.43 Bank Service Charges 84.32 Concert expenses 21,547.29 Legal, audit, consulting fees 288.00 Office expenses 423.21 Payroll Expenses 36,957.00 Rent and utilites 5,686.09 Total Expense 69,243.34 Net Ordinary Income -16,880.55 Net Income -16,880.55 H0V- £& 2oi-z- Pagel 7:41 PM The Rose Orchestra 28/11/12 Balance Sheet Accrual Basis As of 30 June 2012 30Jun12 ASSETS Current Assets Chequing/Savings Bank account RBC 3,270.31 Total Chequing/Savings 3,270.31 Total Current Assets 3,270.31 TOTAL ASSETS 3,270.31 LIABILITIES & EQUITY Liabilities Current Liabilities Accounts Payable A/P paid by Len Odynski 75.00 Accounts Payable 265.00 Total Accounts Payable 340.00 Other Current Liabilities Accrued Expenses 16,950.00 Deferred Revenue 1,860.86 Due to related parties 1,000.00 Total Other Current Liabilities 19,810.86 Total Current Liabilities 20,150.86 Total Liabilities 20,150.86 Equity Net Income -16,880.55 Total Equity -16,880.55 TOTAL LIABILITIES & EQUITY 3,270.31 AW i Pagel