In 2024 we continued to evaluate our granting programs. For the Operating Grant program (OG) we consolidated data from the past 10 years and shared that information with OG clients at two Data Interactive gatherings. In addition, we hosted round table discussions with the largest arts organizations (previously referred to as the Cornerstone Companies) to share our process and get their feedback.  We also did research into using a lottery system for our Artist Development Microgrant to ensure we can handle the overwhelming number of applications to that program while providing a fair method of making assessments and selections, piloting the program in the Fall of 2024.  

The last arts infrastructure research was done 10 years ago. After posting an rfp, we engaged AEA Consulting to conduct research for an update to the arts infrastructure report. Their work was completed in 2024, and the new report will be released in 2025.

In addition to conducting our own research we are active participants in many funders’ circles, research networks and industry groups to ensure we are connected and up to date on what is happening locally, regionally, nationally and internationally. In 2024 these included the Cultural Leadership Council, the Downtown Strategy Champions Network, the Canadian Arts Summit, Creative Hub strategy, Data for Good, Regional Data Working Group, Calgary Funders table, Municipal Arts Councils gatherings, National Research Group, Non-profit Research Lab, International Arts Research Group, National Research Forum, Tri-Level Arts Granters quarterly meetings, Native Info Exchange, Alberta Data Mapping, Climate Mitigation Strategies for the Arts and CLIP Council. Information garnered at these councils and gatherings informs us about trends, ideas, impacts and gaps in arts funding, arts policy and granting practices.

Based on the reputation of our research work, we were invited to co-host the national Arts Funders Research Gathering with the Canada Council for the Arts in Calgary in 2024, which was attended by municipal, provincial, and federal arts funders from across Canada.

Our staff has doubled in size since the addition of the public art program, and we are working hard to ensure we have the capacity to manage such fast growth. Staff surveys help us monitor staff morale and concerns. This continues to be important as we grow our staff to accommodate the addition of public art staff and contractors, and as we further discover what a hybrid virtual and in-person work environment means. We continue to offer support to employees such as a health stipend to enhance wellness, quarterly in-person team-building activities, EDIA training, information sessions and updates to our employee handbook. We are still fine-tuning the best structure for the success of the public art program as we fully integrate it into our organization. 

Each employee has an accountability framework, which is co-authored by the employee and their direct supervisor and reviewed each year. The framework outlines specific responsibilities and priorities for the coming year and professional development activities and goals pertaining to our company values: equity, diversity, inclusion, and accessibility (EDIA). EDIA is part of everyone’s accountability.

A specific venture we undertook in 2024 was an organizational review led by systems and organizational change experts Jill Andres and Rob Williams. All CADA staff, with the exception of the CEO, participated. The purpose was to better understand our current state and identify areas for organizational development. The process revealed staff priorities and concerns, which led to changes in organizational culture, structure and to some processes to find greater success.