Quiz Questions PDF

Week 1 ​ David Throsby’s Concentric circles​ ○​ Core Creative arts: Literature, Music, Visual arts, Performing arts ○​ Other Core Creative Industries: Film Museums, galleries, libraries Photography ○​ Wider Cultural Industries: Héritage services, Publishing and print...

Week 1 ​ David Throsby’s Concentric circles​ ○​ Core Creative arts: Literature, Music, Visual arts, Performing arts ○​ Other Core Creative Industries: Film Museums, galleries, libraries Photography ○​ Wider Cultural Industries: Héritage services, Publishing and print media, Television and radio, Sound recording, Video and computer games ○​ Related Industries: Advertising, Architecture, Design Fashion ​ DeVereaux: more than performing tasks ⇒ understanding the importance and being a facilitator and advocate ​ funders and policymakers: ○​ Departments: Canadian Heritage, Innovation, Science & Economic Development, Finance and Treasury ○​ Funders: Canada Media Fund, Telefilm Canada, NFB, Arts Councils (Canada Council for the Arts Provincial/Territorial & Municipal Arts Councils), Arms-Length funding agencies (Ontario Creates), Statistics Canada, UNESCO & other international bodies ​ Number of Arts Charities 2,515; Total Gross Asset Value $3.8 Billion; Average Gross Asset Value $1.5 Million; Total Annual Revenue $2.4 Billion; Average Annual Revenue $970,000; Percentage with Full Time employees 38% with at least 1 7% with 10 or more; Number of Employees – Full Time 8,555; Number of Employees – Part Time 27,198 ​ Public Broadcaster: Organization funded/subsidized by state/public funds (non-commercial) ○​ CCTV ○​ ABC ○​ KBS ○​ CBC ○​ PBS ○​ TVN ​ DeVereaux: Arts management has been described as a fragmented field ​ Media Distribution companies: Walt Disney Studios-CBC-Tensent-Disney Studios-Bell Media ​ Charities: National Ballet-Canadian Opera Company-Toronto Artscape Foundation, mandy dance, theatres, and art galleries ​ Non-Profit Organizations: Crow's Theatre-401 Richmond-artist run centres ​ Arts Service Organization: CAPACOA-Lanadian Cratts Federation-Mass Culture ​ Media Production Companies: DreamCrew-Skystone Media-DHX-Picar-Walt Disney Pictures ​ What is included in the innermost circle of Throsby’s Concentric circles: Visual arts, Performing arts, Composing Music, Literature ​ triple bottom line organizations: for-profit or non-profit organizations that aim to generate profit, achieve social and cultural objectives, and resize sustainability goals  ​ Artrepreneurs and cultural entrepreneurs: individuals or small to medium-sized start-up organizations that aim to achieve for-profit goals and significant growth in the first 5-7 years ​ Non-profit: an organization (usually registered) whose financial goal is to break even each year while activating social goals such as the presentation of arts, media, culture ​ Charities: a non-profit organization that has been accredited by the Canada Revenue Agency (CRA) to receive donations and issue tax receipts for them ​ For-profit: a corporation (usually registered) whose primary motive to generate profit for shareholders ​ Pacheco and Carmo 2003 summarized by DeVereaux ○​ Functions: relate to tasks, permissions, acting and interacting, and similar types of activities ○​ Roles: are more than a "mere set of obligations, permissions or other normative concepts ​ What is the definition of public good: benefit or well-being of the public ​ Economics: A commodity or service that is provided without profit to all members of a society, either by the government or by a private individual or organization ​ Organizations funded or subsidized by the State or public funds, also known as non-commercial broadcasting: ○​ BBC ○​ PBS ○​ CBC ​ "Arts managers have a role to play in making sure that artists have both opportunity and means to create and display their work" (DeVereaux): True Week 2 ​ Who funds the Cands Cultural Spaces Fund: Department of Innovation ​ What is a creative hub: ​ What kinds of activities or focus do Creative hubs/cultural districts have or support: ○​ innovation quarters ○​ commercial or social issue incubators ○​ a place to share skills and information ○​ co-working or work-live spaces ○​ designed for professional creative workers to use ​ Precarious labour: Unstable, low rights, replaceable, temporary work that tends to be paid relatively lower wages ​ as the average income of a Canadian performer: about $ 14,000 a year ​ Laura Lam and Kaylie: Struggle for flexibility stability ​ Gig Economy: skill-based or needs-based contract, project or part-time work, often in a digital market ○​ Bulman: hustling with no benefits, covid, diverse experiences ​ According to Petriglieri et al (2018) what do gig workers need to thrive? First, they need studios or another kind of PLACE They also have to have regular habits or ROUTINES. If they can define their own mission or vision, then they will have PURPOSE. And, most  of all, in the gig economy, gathering places like Creative hubs expose them to other PEOPLE ​ Creative Labour: work related to arts, culture, and media pursuits ​ Artrepreneurs: a combination of creative and business skills used to run your own small business, such as musicians, writers, podcasters, content creators, painters ○​ 1. You create to connect. ○​ 2. You are interested in human behaviour ○​ 3. You know that being independent doesn't mean being alone. ○​ 4. You are the master of your ego. ○​ 5. You think like a pro. ​ Which of the following are Creative hubs/cultural districts: ○​ eSpace (Calgary) ○​ Centre for Social Innovation (Toronto) ○​ Artscape (Toronto) ○​ UKAI ​ In Benny Lim reading about arts festivals, which of the following descriptions does Lim use to define such festivals: ○​ They are usually intended to attract new audiences or build audiences ○​ They are often run by arts managers or entrepreneurs in the arts ○​ They are usually intended to have an economic impact, whether that is to raise funds or make a profit or attract people to a city ○​ They are events that are curated, that occur in a specific place, at a specific time and date ​ Festivalization: the process by which cultural activity, previously presented in a regular, ongoing pattern or season, is reconfigured to form a ‘new’ event ⇒ preserve cultural identity ○​ Consequence: shift towards economic impacts and city branding ​ Brown and James (2004) also highlight five key design principles of events – focus, scale, shape, timing, and build ​ Job boards: Week 3 ​ Nearly 70% of Toronto’s arts workers: make less than $43,000 annually ​ 32,000 artists and arts workers—more than 40 percent of Canada’s artistic population—live in Toronto: 2019 study reported 73 percent have considered leaving. ​ Creative industries: Commercial and industrial production sectors involved in generating new cultural contributions through creativity, skill, and talent ​ Creative hubs and co-working spaces: are the voices of those that work there -Pratt et al ​ In non-profit organizations, governance obligations include fiduciary oversight, legal compliance in various jurisdictions, strategic and visionary leadership, and acting as ambassadors for the organization involved: True ​ Non-profit Law Ontario ○​ For-profit corporations: "Independent legal entities whose purpose is to benefit the shareholders  ○​ Non-profit corporations: "Independent legal entities whose goals do not include gain or profit for its members, although in some cases, members can benefit ​ Which of the following are likely to be committees of the Board in non-profit organizations: ○​ Finance ○​ Nominating and Recruitment ○​ Funding or Development ○​ Executive or Steering ○​ Communications or Outreach ○​ Special Events (Ad Hoc) ​ Which of the following are key considerations when recruiting a new Board member or Board committee member? Select all that could apply, even if the consideration doesn't apply in all cases: ○​ Time of year ○​ Previous experience as a Board member ○​ Age of the organization ○​ Collegiality and willingness to build agreement on the Board ○​ Size of the organization ○​ Geographic region ○​ Ability to fundraise ○​ Ability to advise on legal or fiduciary accountability ○​ Ability to inform decision-making from or about a certain community or user group ○​ Network that is important to the organization ○​ General management skills ○​ Experience as a staff person in the organization ​ Not every non-profit organization has to have by-laws to guide its operational approach: False ​ According to the Future of Arts Worker reading, what are some reasons board members may struggle to effectively govern arts organizations: ○​ They are often recruited for their professional skills (eg. in finance or law) rather than their connection to the arts ○​ They may lack a deep understanding of the creative process or the community being served. ​ In what ways can the voluntary nature of board membership create challenges for arts organizations: ○​ Board members may lack accountability during times of crisis. ○​ Some board members become disengaged due to other life and work commitments ​ According to Yvette Nolan, why does she believe the current theatre governance structure is problematic: It was adopted from the corporate sector, which has a different approach to success. ​ Which issues contribute to dysfunctional boards in arts organizations: ○​ Some boards micromanage, while others become too disengaged from organizational operations.  ○​ Dysfunctional boards often fail to meet regularly or communicate effectively with leadership ​ What are the potential impacts of unclear roles within arts boards of directors? ○​ A lack of clarity in roles can lead to ineffective oversight and decision-making- ○​ Board members may not know when to step back, causing confusion about responsibilities. ○​ Board members may become over-involved in day-to-day operations, creating tension with management. ​ What are some of the issues Yvette Nolan identifies with the current theatre governance model? ○​ Board members often lack a connection to the art or artists ○​ Recruitment for skill not connections ○​ Volunteers are not liable ○​ The governance structure allows dysfunction to hide behind the appearance of legitimacy. ​ According to Yvette Nolan, what changes could improve theatre governance? ○​ Allowing theatres to create governance models tailored to their specific needs. ○​ Releasing theatres from the need to conform to a corporate-style governance model. ○​ Establishing governance models that are connected to the communities and realities the theatres serve. Week 4 ​ Which of the following are elements typically included in a strategic plan for an arts organization: ○​ SWOT analysis ○​ Vision ○​ Mission ○​ Key performance indicators (KPls) ​ Foundational Documents for arts organization ○​ Mandate: More specific than the mission though often considered interchangeable), and more directive; shapes the strategies for the strategic plan ○​ Vision: Overarching and aspirational coal for a future society (FUTURE) ○​ Strategic Plan and Goals: Overarching new or established directions to guide decision-making about what activity will take place in the next two to five years (ACTIONS) ○​ Mission: The work we do in the immediate future (2-5 years) to move the organization towards its vision (TODAY) ○​ Objectives, Tasks, Responsibility: Practical measures and activities related to how goals will be met ​ Values: Fundamental and often abstract key concepts that snap the culture of the organization (e.g. Accessibility, excellence, efficiency, inclusiveness) (GUIDES/BELIEFS/principles) ​ Vision statement: north star of hopes and dreams  ​ Keeneth Foster’s “Arts Leadership” reading → if the vision is the WHY and the mission is the WHAT then the core values are the HOW or UNDER WHAT CONDITIONS ​ What is the primary difference between a vision statement and a mission statement: A vision statement is aspirational, describing the organization's ideal future, while a mission statement describes what the organization does today ​ What does the "T” in SWOT analysis stand for: Threats ​ The following is an example of a Vision statement. "At Black Music Canada, we are dedicated to enriching the cultural landscape by celebrating and promoting Black Canadian music through education, advocacy, and performance. Our mission is to highlight and honour the invaluable contributions of Black Canadian artists to the global music scene while fostering greater participation in the music industry among Black Canadians.": False ​ Which of the following are considered strategic planning pitfalls: ○​ Relvine on bad info or no info ○​ Ignoring your culture and organizational readiness ○​ Planning for planning's sake ○​ Being unrealistic about your ability to plan ○​ Copying and pasting old plans ​ Evaluating the Plan: Internal assessments, external investigations, evaluation ​ What is the purpose of a strategic plan for an arts organization: To establish a vision for the future and set goals and objectives ​ The following is an example of what kind of statement: "To build and advance the careers of our members by providing professional development, peer support, and mentorship.": Mission ​ Who should be involved in a strategic planning coordination team? (Select all that apply) ○​ Director of development ○​ Board chair ○​ Artistic Director ○​ Past board directors ​ Strategic Planning: ongoing, adapting, evolving process Week 5 ​ In the lecture, we looked at the case study of the Toronto Outdoor Picture Show (TOPS) and how they had to adapt their marketing strategy due to an emergency funding crisis. If you were the Artistic & Executive Director what would YOU have done? ​ Which of the following describes a mission-centred cultural enterprise: OIt prioritizes artistic goals and the fulfilment of a cultural mission over market needs ​ Distribution factors: cost of transportation and delivery, likelihood of return rates, distance to market ​ Product mix: a combination of products, services, and other offerings ​ Communication and promotion strategy: how the advantages of the products, servicer, and other offerings are explained to potential market segments or clients ​ Pricing factors: supply, demand, environmental conditions, human resources, competition ​ Which of the following belongs in a marketing plan: ○​ market research summary ○​ marketing objectives ○​ Corporate mission alignment ○​ Company positioning in relation to other companies ○​ Market segments ○​ impact evaluation control measures ○​ Anticipated and actual results ​ marketing matrix: what to sell (product), at what price, where to sell it (place/distribution), and how to convince the public to buy it (promotion/communication) ​ According to Colbert & Ravanas, what kind of model is this: Arts marketing model ○​ Starting point is the product and the destination is the market ○​ Marketing is thus a tool at the service of an organization ​ The image below represents the art marketing model: False  ​ Which statement best describes the Product-Centred Markctins Model: The enterprise begins with the product and determines which part of the market would be interested in it ​ What are the tour key elements of a marketing mix? (the tour Ps: ○​ Price ○​ Product ○​ Promotion ○​ Place ​ What other factors must an arts organization take into consideration when creating a marketing strategy: ○​ Overall corporate strategy & mission alignment ○​ Company positioning in relation to other companies ○​ Marketing objectives ○​ Results to date ○​ Control measures to evaluate objectives & strategies ○​ MMarket segments ​ What is the yearly marketing strategy for the case study of the Toronto Outdoor Picture Show (TOPS) when announcing their summer theme and schedule? ○​ Poster ○​ Newspapers / asking for donations ○​ Email ○​ Social Media ​ According to Lobert & Ravanas. Marketing is thus a TOOL at the service of an organization - whether not-for-profit or for-profit - in the corporation of the cultural sector Week 6 ​ Marketing: process of understanding and optimizing the interaction between a business and its clients, to their mutual satisfaction ​ Crowdfunding requires significant pre-existing relationships between donors and the organization: False ​ Major gifts: large contributions from individual donors ​ Annual campaigns: Regular, ongoing fundraising efforts usually targeting existing donors ​ Crowdfunding: Asking a large number of people for small contributions, often via the internet ​ Planned giving: Donations made through wills or estate plans. ​ Corporate sponsorship: Businesses providing financial support in exchange for marketing or other benefits. ​ Planned giving is typically associated with large corporate donors: False ​ Which of the following can be part of an annual fundraising campaign for a non-profit or charitable organization? ○​ Crowdfunding ○​ Corporate sponsorships ○​ Direct email ○​ Direct mail ○​ Special event ​ Social Enterprises: hybrid of non-profit and for-profit ​ What is the largest source of donations to nonprofits: Individuals ​ Select all the types of fundraising that are relationship-based, according to the reading: ○​ Major gifts ○​ Individual donations ​ What percentage of Canadians donate to non-profits, according to the readings: 78% ​ Which of the following is the #1 thing to remember about fundraising (as stated in the reading "Fundraising 101'): If you want money, you have to ask for it ​ Granting organizations such as government-funded programs or arts councils or some foundations are looking for proposals that serve the PUBLIC GOOD whereas corporate sponsorships tend to focus on THE MARKETING ​ Which of the following are common donor complaints about nonprofits: ○​ Lack of personal contact after donations ○​ Being treated like an ATM ○​ Only hearing from the organization during fundraising campaigns ​ What character traits are important for successful fundraisers? ○​ Patience with tedious tasks ○​ Belief in the cause ​ “Toronto’s Arts Institutions Are Crumbling and it’s Always the Same Story” by Soraya Roberts: Financial instability, pandemic, failed leadership ​ Worker Discontent: ○​ Disconnection Between Workers and Executives ○​ Cultural Workers Bearing the Burden ○​ Strikes and Resignations ​ Corporate sponsorships usually offer which of the following in return for support: Marketing opportunities  ​ Provide more personal or less well-known information about prospects that you know personally, suggest names of possible donors from among your peer group, invite them to special events: Board role in major donor relationship-building and requests ​ Support the submission with a letter, phone call, or visit: Board roles to grant proposals, especially to family or corporate foundations, as well as government funding commitments ​ Research guidelines & write the proposal: Staff role in writing grant proposals ​ Plan, document and contract suppliers: Staff role in special event ​ Suggest names, lists of names, sign solicitation letters, and write personal thank yous: Board role in targeted direct mail ​ Research prospects, organize appointments, recruit and train volunteers to ask for donations, accompany volunteers on calls to answer any questions about the campaign or organization: Staff role in major donor requests ​ Write and produce the printed materials, letter content, receive and record the donations, and send acknowledgements from the organization: Staff role In all direct mall or email campaigns ​ Contribute as committee chair or co-chair or member and sell tickets: Board role in special event ​ Two halves of the verbatim statements below from the association of professional fundraisers donor bill of rights ○​ To have access to the organization's: most recent financial statements ○​ To receive: appropriate acknowledgement and recognition ○​ To be assured their gifts will be used: for the purposes for which they were given ○​ To be informed of the organization's mission: of the way the organization intends to use donated resources, and of its capacity to use donations effectively for their intended purposes ○​ To be informed of the identity of those serving on the organization's governing board: and to expect the board to exercise prudent judgment in its stewardship responsibilities ○​ To be informed whether those seeking donations are: volunteers, employees of the organization or hired solicitors ○​ To have the opportunity for their names: to be deleted from mailing lists that an organization may intend to share ○​ To expect that all relationships: with individuals representing organizations of interest to the donor will be professional in nature ○​ To be assured that information about their donation: is handled with respect and with confidentiality to the extent provided by law ○​ To feel free to ask questions when making a donation and: to receive prompt, truthful and forthright answers Week 7 ​ Rebecca Harrison: Unity Charity ​ Laurie Januska: Women in Film & TV Toronto ​ Diane Davy: Work in Culture ​ Sanjeet Takhar: Toronto's Music Gallery ​ Robyn Wilcox: DesignTO ​ Dorian Cox: Canadian Opera Company ​ During the October 22, 2024, Industry Event, how many speakers will students engage with through rotating group discussions: 3 ​ What is the primary goal of the Work Integrated Learning (WIL) model piloted in partnership with Work in Culture and UTSC: To help students navigate career options in arts, culture, and media ​ What was the most common job type posted on the Wor c in Culture Job Board in 2023: Full-time ​ Thriving artists podcast ○​ Mentors and peers: Help you feel supported and give professional mentorship ○​ Closest art friends: Offer quick feedback and last-minute advice ○​ Audience and collectors: Provide support through buying. liking and sharing your work ○​ Professional connectors: Share opportunities, run galleries, and promote your work ​ What is one of the core purposes of networking in this event, as suggested in the student package: To build long-term relationships and understand the industry ecosystem ​ Juliana Feng’s insights from “Navigating a Career in the Arts, Culture, and Media: Event Highlights” ○​ Know your tribe to be seen: Find organizations that align with your identity and passion ○​ Volunteer experience is important: Volunteering is a useful entry point to gaining industry connections ○​ Don’t be discouraged if you don’t fit in: Don't stress about fitting a specific mold, your unique experience is valuable ○​ Be mindful of your health and well-being: Take care of your mental and physical health while pursuing your career ​ Which career level had the most positions posted on the Work in Cu ture Job Losrd in 2023: Intermediate ​ What is the recommended mindset when attending networking events, according to the student package: Be open to discussing unexpected topics and building relationships over time ​ What is the main top at episode #26 of the Thring Artist Fodcost: The four types of relationships every artist needs ​ Which tips are recommended for effective networking at the event: Be open to discussing unexpected ideas ​ Engage with different types of people: Helps you connect beyond your immediate field of interest. ​ Be open to unexpected ideas: Encourages flexibility and a willingness to explore new topics  ​ Use active listening skills: Ensures you build meaningful conversations by focusing on the speaker ​ Prepare your elevator pitch: Allows you to summarize your professional background quickly and effectively ​ Know your purpose for networking: Provides clarity on whether you seek information, jobs, or connections Week 8 ​ CPA Glossary of financial terms: ○​ Accounts payable, amortization, assets ​ Statement of financial position presents the organization's economic resources, obligations and net assets as at the reporting date: True ​ Capital assets: comprising tangible properties, such as land, buildings and equipment, and intangible properties are identifiable assets that meet several criteria, including those that have been acquired, constructed or developed with the intention of being used on a continuing basis ​ Revenues are increases in economic resources, either by way of inflows or enhancements or assets or reductions of liabilities, resulting from the ordinary activities of an entity: True ​ Which of the following is NOT a key step in understanding a financial budget: ○​ Assess the quality of products sold ​ Assets: are resources owned, or in some cases controlled, by an individual or organization as a result of transactions or events from which future economic benefits are expected to flow ​ Current assets: cash or expected cash in coming year ​ Current liabilities: are those obligations that have to be paid within the coming year. ​ Fiscal year: is the twelve-month period designated by the organization for its “business year.” ​ Revenues: are increases in economic resources, either by way of inflows or enhancements of assets or reductions of liabilities, resulting from the ordinary activities of an entity. ​ Not-for-profit organizations: ○​ are entities with members, contributors and other resource providers that do not, in such capacity, receive any financial return directly from the organization ○​ are entities normally without transferable ownership interests, organized and operated exclusively for social, educational, professional, religious, health, charitable or any other not-for-profit purpose? ​ PEST analysis ○​ Interest rates and inflation: Economic ○​ Demographic changes: Social ○​ Regulation and tax policy: Political ○​ Computer infrastructure: Technological ​ Accrual Accounting: records transactions when they occur, regardless of when money actually changes hands between the organization and third parties.  ​ Statement of cash flows provides information about the sources and uses of assets and liabilities by the organization in carrying out its operating, financing and investing activities for the period: False ​ Accounts payable: are amounts owed by an organization ​ Accounting policies: are the specific principles, bases, conventions, rules and practices applied by an entity in preparing and presenting financial statements ​ What is the main difference between SWOT and PEST analysis: SWOT evaluates strengths, weaknesses, opportunities, and threats (both internal and exterior for current and plans), while PEST examines political, economic, social, and technological factors (soley external trends). ​ Managing risk means: to pay attention to as many of the possible outcomes from every decision you take ​ Community engagement (Granicus): their community should have a say in the mutual inclusive decision making around it ​ Managing union and association relations means: to build relationships and negotiating agreements for work conditions ​ Working with government funding and funders means: to be aware of the specific legal, fiduciary and bureaucratic requirements of support from government sources ​ Crisis management means: A table of answers and brief statistics regarding student answer choices. Answer Text Number of Respondents Percent of respondents selecting this answer Answer Distribution to be prepared with key decision-making strategies in the eventualities of sudden negative developments (correct answer) to be prepared with key decision-making strategies the eventualities of sudden negative developments ​ Due diligence means: to make sure that you have checked out an appropriate number of eventualities ​ Statement of operations presents information about changes in the organization's economic resources and obligations for the period: True ​ What do you need to register a non-profit company in Ontario? ○​ Company name ○​ Paragraph describing the purpose of the company ○​ $155 ○​ 3 directors ​ Amortization: is the writing off of the cost of an asset, less any residual value, in a rational and systematic manner over its useful life Week 9 ​ Scarbrite Program ○​ Malvern HERstory: Promoting community narratives through art ○​ Drawing Connections: Building artistic connections within the community ○​ #chalkforchange: encouraging public art for social change ​ Which elements define Scarbrite’s approach to community engagement ○​ Creation and Collaboration ○​ Art with Purpose  ​ Which of these challenges might affect an arts organization's ability to engage with its community effectively? ○​ Lack of community interest ○​ Lack of funding ○​ Insuthcient statt resources ​ Which of the following statements aligns with the Granicus perspective on community engagement: Community engagement fosters mutual decision-making and inclusivity. ​ Community engagement is solely about organizations informing the public about their decisions: False ​ What is one of Scarbrite's core values: Accessibility and Art with Purpose ​ Organization/program with community engagement focus ○​ Arte Engage: Provides guidance on best practices for engagement ○​ Canadian Heritage "Building Communities": Supports arts projects that strengthen community bonds ○​ Scaranite Collective: Aims to reflect and involve the local community in decision-making ​ Which of the following best describes the types of projects Scarbrite engages in? ○​ Community-engaged art projects ○​ Visual art workshops ○​ Mural making ​ Scarbrite team member with role ○​ Sylvie Stojanorski: Co-Founder and General Manager ○​ Frannie Potts: Co-Founder and Artistic Director Week 10 ​ Mixed Goods: Combines private benefits with public benefits ​ Private Goods: Goods consumed individually, benefiting only the purchaser. ​ Economic Value: Monetary worth derived from generating jobs and revenue. ​ Public Good: Benefits available to all and not diminished by individual consumption. ​ Cultural Value: Importance based on symbolic, aesthetic, or social significance. (complex,multifaceted, unstable, and lacks an agreed unit of account.”) ​ Throsby’s “the scope of cultural policy” ○​ Option Value: Value derived from the possibility of future use ○​ Bequest Value: Value in preserving culture for future generations ○​ Existence Value: Value in the mere existence of cultural goods ​ Which country implemented a policy requiring streaming platforms to invest 20-25% of their revenues into local content: France ​ What are the components of cultural policy in government? (Select all that apply) ○​ Trade and international relations ○​ Urban and regional development ○​ Labour policy ○​ Finance and treasury ○​ Environmental sustainability ○​ Arts/Culture Ministries ○​ Industry Development  ○​ Education ○​ Information Technology and Media ○​ Legal Affairs ○​ Social Welfare ​ Throsby's Concentric Circle Model places advertising at the core of cultural industries: False ​ The value chain model describes a linear process for cultural production, distribution, and consumption: True ​ Which stakeholders are part of the cultural sector? (Select all that apply) ○​ Public cultural institutions ○​ Cultural workers ○​ Government agencies and ministries ○​ Consumers and consumer organizations ​ Which of the following is an example of a "mixed good": A ticketed concert ​ Cultural hegemony: a pervasive threat to local cultural identity as indicated by a participant who comments that cultural managers have a great deal of power, which should be used “very carefully” ​ What was a significant driver of federal cultural policy interventions in Canada: The dominance of American cultural industries ​ Which of the following are components of cultural value mentioned in the reading by Throsby "The Scope of Cultural Policy"? (Select all that apply.: ○​ Historical importance ○​ Symbolic significance ○​ Aesthetic value ​ Cultural Policy Implications: Governments often support mixed goods through grants, subsidies, or tax incentives to balance economic viability and broader societal impact ​ Passion workers: Passion as leverage leads to burnout and Unstable Employmt ​ Passion worker's conditions: ○​ Limited Advocacy or Representation ○​ Internship and Volunteer Culture ○​ Gatekeeping and Prestige: ​ CARFAC (non-profit and art) minimum recommended fee schedule: Artists should be paid and share equitably in profits from their work ​ Governance includes ○​ Boards & Committees ○​ Rules & practices (by-laws & policies) ○​ Accountability ○​ Fairness ○​ Transparency ​ Fiduciary & Legal Responsibility: boards are legally liable and often comprised of like-minded individuals or sometimes investors (the exception is public broadcasting) ​ Responsibilities of the Board of Directors ○​ Fiduciary Duty: stakeholders, Representation, Trust  ○​ Duty to Manage: Strategic, ○​ Duty of Diligence and Care: Charity, Risk ​ Toxic not-for-profit board model: Rule of One-Thirds—1/3 are helpful, 1/3 are useless, 1/3 are harmful ​ Yvette Nolan: NFP Boards are fashioned after a corporate model, where profit is the driver and where the stakeholders are shareholders. But in theatre, stakeholders should be artists, audiences and communities ○​ hierarchical, growth-oriented models don’t support artistic creation/social change flexibility ⇒ need to emphasize collaboration over hierarchy ○​ If we broaden our understanding of governance (culturally) then other models come into play.” ​ Individual Giving: Donations from individual donors and include small one-time donations, recurring contributions, or larger gifts from major donors. ​ Foundation grants: specific projects, operational support, or capacity building. ​ government funding: cultural and community projects ​ Kelly Wilhelm, ‘A balancing act: Supporting the arts in Canada.’: “In Canada, we support the arts using what is sometimes called a “mixed” or “balanced” model. This means that non-profit arts organizations rely on a combination of public, private, and earned revenues. This model has been described as sitting between the primarily state-sponsored arts and culture of European countries ;ike France, and the free market, privately-supported model in the United States.” ​ Donor pyramid ○​ Base: one-time acquisition (getting many new people) ○​ Middle: repeat/monthly cultivate relationships ○​ Top: large gifts stewardship ​ From this week’s reading: The 10 Most Important Things You Can Know About Fundraising ○​ 1. If you want money, you have to ASK for it ○​ 2. Thank before you bank ○​ 3. Donors are NOT ATMS: ○​ 4. Most Money Comes from People and Most of Those People are NOT rich ○​ 5. People have the right to say NO ○​ 6. To be good at fundraising, cultivate THREE traits (belief in the cause, ability ○​ to have high hopes and low expectations and third, faith in the basic ○​ goodness of people. ○​ 7. Fundraising should not be confused with fund chasing, fund squeezing, or ○​ fund hoarding ○​ 8. Fundraising is an exchange - people pay you to do work they cannot do: ○​ 9. People’s Anxieties about Fundraising stem from their anxieties about money ​ Anxiety about money is learned, and it can be unlearned. ​ Saint-Pierre & Gattinger (Information about canada) ○​ Canada is the second-largest country in the world ○​ Canada is a constitutional monarchy with a democratic parliamentary system ○​ Canada is a federation where the authority to enact laws is shared between the federal government, ten provincial governments, and three territorial governments. ○​ Canada has a population of 40.1 million as of 2023