In a data driven funding environment, creators must be able to measure their social & cultural impact... alongside their ticket sales. How might a platform equip them to meet these requirements more easily? Which business type best suits creators' current needs, complements the equipment currently at their disposal, and provide the adaptability to ensure it is future proof?
Strategic planning
Develop strategic recommendations for the short‐term design and implementation of an effective corporate structure for members of the platform cooperative in the visual, performing, and disability arts in Ontario from June 2019 until September 2020, including:
Governance principles and incorporation procedures;
Expected membership structures, responsibilities, and benefits;
Membership recruitment and onboarding strategies;
Capital and profit redistribution structures;
Ownership of technology and data; business and financial planning;
Research and recommend comparative insights from other relevant corporate models;
Collective data ownership and governance, privacy & security assurances, and monetization as possible revenue stream
Develop strategic recommendations for the long‐term growth of an effective corporate structure for members of the platform cooperative from all arts, culture, and tourism industries Canada‐wide and internationally, including outlines of potential responsibilities and budget allocations for activities to be undertaken by the Coach in subsequent phases beginning January 2020 until December 2023, pending confirmation of funding.
User research
Following up on the planning phase undertaken in 2018, we lead a series of focus groups and public co-design session with artists from around Ontario to determine the needs of the following segments of the arts sector:
visual arts
performance arts
disability arts
arts managers
06/2019 - 12/2019 (30 days)
Toronto, Sudbury, Ottawa ON & Remote work