Director, Centre for Cultural Management

Department:	Co-op and Arts Special Programs	Effective Date:	May 26th, 2006
Grade:	USG 15	Reports to:	Associate Dean, Co-op and Arts Special Programs

General Accountability

This position is accountable to the Associate Dean, Co-op and Arts Special Programs, for three areas of activity: oversight and direction of all aspects of the Cultural Management Specialization within Honours Arts and Business Co-op; initiation, oversight and direction of all activities for the Centre for Cultural Management; and fundraising, in cooperation with the Office of Development and Alumni Affairs to initiate and conduct major national projects involving cultural management and leadership and to provide core funding for the Centre.

Nature and Scope

The Centre for Cultural Management (CCM) is housed within the Faculty of Arts and falls under the purview of the Associate Dean, Co-op Arts Special Programs. The position was created in 1989 and continues to evolve in nature and scope, although specific responsibilities related to fundraising and the Cultural Management Specialization are clearly defined. The scope of the position as it relates to the primary goal of strengthening cultural management and governance in Canada is virtually boundless, but has already gained some defined proportions.

The Director deals with significant challenges as a result of having to manage the internal aspect of the Centre’s activities, while at the same time maintaining broad external links with the cultural community across Canada. As a result, the Director is required to be off-campus for a considerable amount of time in order to fulfill his obligations to the Association of Cultural Executives (Centre Liaison), the Association of Arts Administration Educators (Board Member and 2006 Conference Co-Chair), the Canadian Association of Arts Administration Educators (Treasurer and President-Elect), the Municipal Cultural Planning Partnership (Chair), Cultural Human Resources Council (Cultural Management Steering Committee Member) and the City of Waterloo’s Cultural Development Committee (Chair).

In addition to maintaining a balance between internal and external responsibilities, the Director also experiences significant challenges as a result of having to not only execute the programs and projects of the Centre for Cultural Management, but also generate (through earned and contributed revenue) sufficient revenue to maintain the Centre as a viable entity. This includes covering the compensation costs related to all Centre staff. The need to generate income has resulted in the Centre developing a partnership with the Schulich Executive Education Centre at York University to offer a Masters Certificate in Project Management.

Reporting directly to the Incumbent are the following five groups:

the teaching staff of the Cultural Management Specialization and all students in the program;
a National Advisory Council which discusses and makes recommendations with respect to all aspects of the Centre’s activities;
a Student Affairs Committee (of the National Advisory Council) made up of practicing cultural managers which directs Specialization activities;
managers of major projects undertaken by the Centre to meet its national mandate; and
the office staff at the Centre at the University, presently consisting of a full-time Coordinator who assumes full or primary responsibility for various Centre activities (the co-op placements for students in the Cultural Management Specialization; the very demanding and time-consuming tasks (including responsibilities on Saturdays) related to the Master’s Certificate in Project Management; the Income Manager’s Program and the redesign, re-launch and administrative functions related to manageculture.com), and occasional part-time staff and private consultants

Statistical Data

Budgetary Responsibility for:

Centre for Cultural Management operating budget $200,000
Centre for Cultural Management Research Projects Budget (estimated) $750,000
Cultural Management Specialization Endowment $1,322,000
Cultural Management Specialization Budget (interest from Endowment) $176,000

The director has been responsible for securing and/or managing funding totalling $6 million from a wide variety of private- and public-sector donors

Specific Accountabilities

The University received a $1 million gift from the Chalmers Family of Toronto in 1989 to support the Cultural Management Specialization. This gift has been endowed. The Director is responsible for maintaining ongoing communications with Joan Chalmers.
The Director reports, every five years, to the Senate Graduate and Research Council (SGRC) as provided in the Guidelines for Review of Centres/Institutes, in order to have the Centre’s Senate mandate renewed.
The Director is also responsible for recruiting and motivating a Board of senior volunteers who are committed to working with the Director to generate the necessary financial resources to support both core operations after 1998 and a range of special projects.
To promote and support strengthened management and governance in the cultural sector through teaching, research and community service.
To serve as a co-ordinating body for projects intended to strengthen management and governance in the cultural sector.
To encourage and enable private- and public-sector funding collaborations in support of initiatives aimed at strengthening management and governance in the cultural sector.
To address the learning needs of current and future managers and trustees in the cultural sector.
To be an information and advisory resource for cultural management education and research.
To support cultural research and research networking as a basis for strengthening management and governance in the cultural sector.
To foster communication and collaboration on cultural management and governance issues among managers, trustees, policy makers, donors, educators and researchers on a national, cross-sector basis.

Significant Internal Contacts

President, University of Waterloo
Vice-President External Relations
Campaign Director, Office of Development and Alumni Affairs
Dean of Arts
Distance and Continuing Education
Computer Research Group
Chair, Drama Department
Members of Fine and Performing Arts Council (FAPAC)
Faculty and staff of university
LT3 – Learning and Teaching through Technology

Significant External Contacts

Partners
Arts and Cultural Industries Association of Manitoba (ACI)
Association of Arts Administration Educators (AAAE)
Association of Cultural Executives (ACE)
Canadian Association of Arts Administration Educators (CAAAE)
Canadian Museums Association (CMA)
Council for Business and the Arts in Canada (CBAC)
Cultural Careers Council Ontario (CCCO)
Cultural Human Resources Council (CHRC)
Department of Canadian Heritage (DOCH)
Genovese Vanderhoof & Associates (GVA)
Manitoba Arts and Cultural Management Program (MACMP)
Ontario Arts Council (OAC)
Ontario Arts Council Foundation (OACF)
Ontario’s Ministry of Culture (MCL)
Orchestras Canada (OC)
Samuel and Saidye Bronfman Family Foundation (SSBFF)
University of Saskatchewan, Extension Division, Adult and Continuing Education
University of Winnipeg, Division of Continuing Education
Many individuals in the cultural management communit