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Quadrangle Consulting: Lightning Orchestra Analysis & Recommendations


Prepared For: Lightning Orchestra Board & Administration

Prepared By: Shina Boparai, Caryl Dolinko, Donna OBrien-Sokic, & Jason Zerbin of Quadrangle Consulting


Letter To Board
To Whom It May Concern,
Thank you for inviting Quadrangle Consulting (QC) to review Lightning Orchestra (LO) and provide
our expertise during this period of transformation.
QC has studied your organisation in its current iteration and recognise the necessity of revising nonrevenue generating functions to ensure a sustainable future. In addition, we are recommending

Great clarity.

stang and board changes that will enable LO to grow into a self-nancing organisation that will
enable you to better achieve your mission and mandate.
QC is aware of the immense changes required to transform LO into a nancially sustainable
organisation. With the loss of government grants, and a limited contingency fund, we recognise that
drastic measures must be taken to safeguard the music programs currently running. We are aware
that these structural changes will require the full support from all levels of the organisation,
including the board, sta, and members, yet with your support & collaboration, we anticipate a
pathway for success and longevity for LO.
QC is pleased to submit this report for review with a commitment to support and guide LO through

This would
really help the
this drastic transformation. We have worked to achieve success for organisations facing similar
Knowing that
challenges to LO will apply this experience and expertise to improve the nancial stability and long
you were going
to work with
term success of LOs mission and mandate.
them in the
long term, and
Our solutions as listed in this report identify areas where change is required and integrates solutions that you have
that will enable LO to improve productivity throughout the entire organisation. Most importantly, we organizations
through similar
provide the expertise and support that will ensure your sta can realise concrete improvements in
situations will
let them breath
business development, and fundraising through the suggested market driven programs. Our
a little.

execution strategy incorporates proven methodologies, extremely qualied personnel, and a

responsive & measurable approach to managing deliverables.
If you have questions on this report, please feel free to contact us at your convenience. Thank you
for your consideration.
Quadrangle Consulting



Executive Summary

Background Analysis
Furthering The Mission


Organisational Model Recommendation
Business Model
Proposed Organisational Changes
Transition & Implementation Timeline

Asset Purchase & Development


Key Unknowns
Final Recommendations











Appendix A: Comparative Analysis

Appendix B: Business Model Canvas
Appendix C: Proposed Organisational Chart
Appendix D: Strategic Timeline
Appendix E: Potential Funding Sources
Appendix F: Environmental Scan
Appendix G: Financials



Executive Summary
Lightning Orchestra has requested QC to analyse its current operations and propose high-level

recommendations for alternative models to sustain the organisation. QC suggests restructuring LOs Logical ideas

governance, organisational, and program delivery models. The new models suggested will make LO
self-sustaining and provide for continued growth of the organisation. This report details how
revenue can be generated over the next ve years and QC has projected LOs growth based on a

cost-recovery business model with the removal of research activities. Included are recommendations
for governance, stang, and activity restructuring guided by twelve questions that clarify the scope
of our exploration (See p. 12, Key Unknowns). These should be used as reference points during your
exploration of this document.

Background Analysis
Lightning Orchestra (LO) was founded with the belief that every person in our community has the
opportunity to make music. Following its initial success, LO applied and was granted charitable
status. LO oers four music programs, runs three research programs, and creates two publications
which are circulated quarterly and annually. Fifteen years later, LO has ten sta and over 90% of its
funding had come from the Ministry of Education before it was retracted six months ago. LO has
since dipped into its contingency fund to support operations and must look at alternative
operational models in order to sustain itself.

If LO continues to operate at status quo, it will deplete its contingency fund at the end of year two.
The in-house education program is the only program at LO that runs on 100% cost-recovery basis
and all other programs run a decit.
Anheiers Resource-Dependency theory suggests that nonprot organisations that rely heavily on
government funding will resemble the public agency over time and in LOs case it is suggested that
over time it has stopped behaving and operating like a nonprot and more like an an extension of
the MoE (Anheier, 2014, p. 308).

Great point.

The organisation has two co-executive directors, one responsible for oversight of programs and
membership and the other focused solely on research and communications. The organisations
research programs are non-revenue generating. Lanes (2012) Order Hierarchy model suggests that
in various technical contexts, hierarchy is sometimes taken to be equivalent to an ordering induced
by the values of a variable dened on some set of elements (p. 2). LO has two chains of command
which do not support each other has been operating without a proper hierarchy to sustain
organisational success.
Changing government priorities at MoE compounded by LOs lack of nancial accountability,
emerging advocacy roles, and inability to diversify its revenue sources, has landed it in its current
situation. In addition it appears that LO has no clear metrics developed to measure organisational
and sta performance which has left it vulnerable to a misuse of resources (Anheier, 2014, p. 309).
QC has explored a variety of prot vs a non-prot models to make LO nancially self-sucient, and
is recommending a cost-recovery business model that will require collaboration from all
stakeholders (See Appendix F: Environmental Scan). This transition will challenge the status quo and
could lead to the creative destruction of LO (Anheier, 2014, p. 94).

LO is in a Mimetic Isomorphic state, as it faces nancial uncertainty and is looking for revenue

You'd likely get

queried about
the 'creative
remark. It could
back up any
impressions that
you have been
hired to wrap up

alternatives (Anheier, 2014, p. 280). It appears that board, advisory committees, and sta do not
have a clear strategic plan to follow. LO will cease to have any paid sta, lose its charitable status,
and be forced to close or dramatically decrease its delivery of programs if the organisational
structure is not modied immediately.

LO has the opportunity to stay true to its vision and become nancially self-sucient. LO is a unique
organisation in the Greater Vancouver Area (GVA) and the only organisation delivering music
programs directly in schools (See Appendix A: Comparative Analysis). Other art focused non-prots in
the region are delivering community programs that support all arts and provide therapy based
programming, but we believe LO oers niche services which are its key strengths.

Furthering The Mission

Guiding question: How do we grow into a self-sustaining nonprofit organisation?
At Quadrangle Consulting (QC) we know the services provided through LOs in-house and in-school
music programs are highly valued by the community yet LO has never capitalised on these
successes, choosing instead to expand into research activities.

Great point.

We believe the transformational leadership needed to guide LO through the next 5 years already
exists within the organisation. The existing leadership and the motivation of employeesto perform
beyond normal expectations for meeting the organisations mission and achieving (new)
organizational goals, is your catalyst for success (Anheier, 2014, p. 388).
As Handy suggests, nonprot organisations contain three distinct components: mutual support,

point. I think
you are right.
But some of
the 'fat' will
need to be cut
as you have

service delivery and campaigning (Anheier, 2014, p. 412). LO has the support of the board of
directors, schools and the community it serves, as well as a dedicated sta. LO already has in place
eective service delivery models and the infrastructure required to continue to deliver these


programs. The addition of dedicated business development, marketing and fundraising functions to
LOs existing structure will help to full the campaigning component of the organisation, and thus
position LO for exponential growth in all programs.

The Market Assessment

There are 700 schools in the GVA and LO currently runs twenty successful in-school music education
Excellent work.
Putting the scenario
into a real context
schools is continually under threat of being cut in annual budget reviews. Parents have asked the where you are able
to make validated
Vancouver School Board (VSB) to leave music programs untouched, (Newton, 2016) citing ample recommendations
like this is really
research which conrms the overarching value of music education to the development of young well done.

programs, equal to 3% penetration. Based on our research the music education that exists in

minds. Elementary, middle and high school music programs are tenuous due to several factors; lack
of sta at the Ministry level to write ne arts curricula, political and economical inuences on VSB
budget allocations, and the omission of arts and music in province wide testing promotes teachers
focus on literacy and mathematics skills. As a result, 60% of school music programs occur outside
regular school hours, (Anderson & Tupman, 2007, p.3).
QC recommends the addition of sta dedicated to developing underserved markets (community
and in-school programs) to work alongside existing sta to build upon past successes to reach
sustainable cost-recovery. Additionally, growth in these areas will help fund LOs extension of
programming to seniors, people from disadvantages households, the dierently-abled, and those in
rehabilitation eorts.
QC supports that LOs dual music access and education model, is uniquely positioned to full the
existing needs and gaps in both community and in-school music programs in the GVA, and oer
these projections to further demonstrate the market potential of LO:

Both these
have excellent

In-school Program Projections:
Fiscal Year

Estimated %
of Schools






In-House Program Projections:

Fiscal Year

Estimated #
Program hrs


Rental Revenues





(Note: Estimates include 3% allowed for ination, annually.)

We recognise that this model will require a range of marketing activities such as marketing of
services provided, cause related marketing, image marketing, social marketing and
branding (Aneheir, 2014, p. 347). We assert, by adding this function to the existing team and
structure of LO, it will be the dierence between LOs ourishing or oundering. (See Appendix G:


Organisational Model Recommendation
Values & Evaluation

Re-aligning With Mission

It is our observation that many of the research activities currently being undertaken in the
organisation neither serve the founding mission or the current position of LO. It appears that
a signicant amount of goal displacement has taken place and the original objectives of LO
have been replaced with secondary goals (Aneheir, 2014). As such we propose that resources
(stang & capital) which are currently dedicated to research be re-allocated to service
delivery and business development.



II. Establishing Clear Metrics for Evaluation

In order to sustain growth, we recommend the establishment of clear and measurable

Great idea.

metrics for evaluating the eectiveness of activities in achieving the organisations mission
and mandate. It is important that these metrics link LOs mission with its activities. These
metrics should be clearly understood and annually evaluated (Aneheir, 2014).

A New Orientation

Market Orientation
In this new business development phase we hold that a market orientation emphasis is
necessary. A market orientation emphasis requires a clear identication of customer needs,
and provides for the ability to oer higher value to those that are served, and a competitive


advantage over similar oerings (Vazquez, Alvarez, & Santos, 2002). There may be some
ambiguity about who the target market is, as LO has had to consider the existing
relationship not only with their clients or beneciaries, but also with their donors (Vazquez
et. al, 2002, p. 1024). We see recent funding changes as an opportunity to renew focus on the
core services of LO and to recenter the organisation orientation on the people it provides
services to. Studies show that a market orientation not only stimulates the accomplishment
of non-prot activities directed towards beneciaries, but also strengthens organisational
eciency (Vazquez et. al, 2002).

II. Operating at Cost Recovery

LOs primary mandate has not been to generate prots, yet, to sustain LOs operations and
guarantee impact from its activities, we are recommending the immediate shift to a cost
recovery model (Dahan, Doh, Oetzel, & Yaziji,2010). Donor funds are to be used only to
support core programming and to bankroll the development of new initiatives. Once a
program has reached cost recover all capital should be re-allocated to support these (Yunus,
Moingeon, Lehmann-Ortega, 2010).
This next phase may feel in many was as a reboot of the organisation and as such requires a
mindset of social entrepreneurship with special attention given to business development
(Gidron, Abbou, 2012). Changes in organisational stang and activities will be required but
these will be done only to best support the mission of LO.

Great idea. I
this strategic


Business Model
Using a service logic approach, Lightning Orchestra is expanding their business
operations to allow under-served communities access to cost ecient music education.
Below is a summary of the proposed business model, laid out in more detail in Appendix B.
(See Appendix B: Business Model Canvas)
(1) Value Proposition
LO will oer quality client-rst premium music education and programming, at an
extremely competitive price point, for private individuals and public institutions.
(2) Customer Segments
Lightning Orchestra appears best suited to a service delivery model providing music
education to underserved populations.
(3) Customer Relationships
Important relationships include, Boards of Education, Institutional Leadership within
Schools, Parents & Students, and other partnering Arts Organisations.
(4) Channels
Delivery channels - Services will be delivered through in-institution and as on-sight
Marketing channels - These include in-school advertising and programming, online
& social media marketing, trade shows and education conferences, and community/
storefront networking.
(5) Key Activities
Key activities include developing customised rst-class music programming delivered
through a variety of channels, expanding the programming and reach of LO, and
securing funding for growth.
(6) Key Partners
Important partners include private and public funding sources, various government
ministries, school boards, and other organisations working to reach underserved
(7) Cost Structure
Working towards a cost recovery model for all organisational activities key
expenditures include facilities, instruments, practitioners salaries, and
organisational/administrative expenses.
(8) Revenue Streams
LOs customers are willing to pay for quality music education programming delivered
a variety of ways. Revenue streams will also arise from instruments and sheet music
rentals & sales.

Great ideas.


Proposed Organisational Changes

In support of these propositions we recommend the following organisational structure and sta
changes. (See Appendix C: Proposed Organisational Chart)

Staffing and Resource Allocation

We recommend the completion of all research activities and the re-allocation of capital &
stang resources in support of service delivery organisational activities that are better
aligned with LOs core mission.

By 'completion'
do you mean
ceasing, or
completing this
final round?

Governance Restructuring
The LO board will play a pivotal role in the restructuring of the organisation, working with the
executive to create change and innovation over the next ve years (Jaskyte, 2012). As
research has shown it is imperative that the governance of LO includes directors who can
lead, represent and relate to LOs stakeholder groups, while forging alliances to deliver the
needed resources and support for this next phase of growth (Parker, 2007).
We recommended that LO dissolves its membership model and membership advisory board
and transfers the skills from the advisory board to the formal board as required. The current
executive board will have to be restructured to include members who have the expertise to
supports LOs transient as a social enterprise and we advise to resource the board with
individuals whose skills align with this. This recommendation is being proposed after
assessing the low revenue currently generated through membership concluding that it is not
a justiable endeavour moving forward.

Transition & Implementation Timeline

The strategic timeline overview we have created is based on a ve-year plan of successive market
ventures. Many modications within the organisation will occur within the rst year, with the
revision of the board and governance structure, and the sta restructuring and the revision of their
roles. With the new market focus of Lightning Orchestra, the importance of the marketing,
communication, business development and fundraising roles, cannot be underestimated as they are
essential to the success of the new plan (Frumkin, 2006). The timeline demonstrates the work
required over the years and allows for a visible representation of the new focus for the organisation.
(See Appendix D: Strategic Timeline)



Asset Purchase & Development
Quadrangle is recommending that LO continue their relationship with the MoE into the future by
accepting the Ministrys oer to purchase of 4000 square feet of oce space in downtown
Vancouver. This will support LOs new structure and better ts with the internal environment and


future operations of LO (Anheier, 2014, p. 390). This space is large enough to house all
administrative and operation functions, as provide for growing client facing operation. The nominal
purchase price for this space of $1, along with the estimated renovation costs of $400k, are
reasonable expenses to ensure the provision of a permanent, stable, and cost eective home for
operations for many years to come.

Renovation Plan/Timeline
Quadrangle recommends LO secure a $400k loan from a local Credit Union. Amortised over 25
years, LO would be responsible for $2,581 in mortgage payments per month, or $30,972 annually.


This annual cost is a manageable yearly expense that can easily be funded by incomes generated by
LOs music programming business units. Contractors are free to start work immediately and are able
to fast-track renovations. We anticipate LO will be able to move into the new space in the 3rd quarter
of 2017.

When exploring the new market based structure of the organisation, there is a substantial need for
greater funding for both the in-school and in-house programs. There is potential to access funds
from government, (federal, provincial as well as municipal), foundations and corporate entities (See
Appendix E: Potential Funding Sources) to ensure the growth and success of these initiatives. These
music program would have access to government and foundation funding, as these would meet the
requirements of education enhancement, arts development and youth programming (Salamon,
2002). Corporate funding could potentially assist in program growth, by providing in-kind donations
of instruments and equipment to both the schools and individual students.
Business development would focus on growing the music programs within schools and the
community as well as accessing grants to support these initiatives. Local music stores,
manufacturers and suppliers could partner with LO to provide instruments for rental (with a slight
increase to ensure protability) and help develop the rent-to-own program in schools. A fundraising
professional, would be able to further develop a list of viable prospects for funding for the programs
and eventually create long term, sustainable partnerships with LO. In addition, the professional


would be able to develop a community based fundraising initiative to generate interest in both
programs and increase private donations from individuals and local business (See Appendix F:
Environmental Scan) (Anheier, 2014).
Based on our projections, the music programs can anticipate a growth over the next 5 years that
would increase revenue by 32% and without soliciting outside partnerships. With the engagement of
new partners, this growth is limited only by the amount of work done to access grants by the sta
and business development manager. A quick overview of the potential funding sources (See
Appendix E: Potential Funding Sources) demonstrates a small sample of the grants and funds available
within the eld of music, arts and education (Frumkin, 2006).


Key Unknowns
Our analysis had been guided by twelve key questions that clarify the scope of our exploration and it
is imperative that these questions be answered prior to any substantial organisational change. The
questions fall along three lines of inquiry: Business Development, Organisational Restructuring, and
the Social Implications of proposed changes (Gidron & Abbou, 2012). All questions are informed by
our recommendation to refocus Lightning Orchestra on its core mission, and to move to a costrecovery operating model.

Business Development
1. What is the clear and dened market for the unique services that LO is oering?
a. What current and/or new competitors will LO face in further developing this market
into a sustainable cost recovery model of not-for-prot services?
2. How will a cost-recovery model impact organisational nances and activities?
3. What methods & guidelines will LO leadership use to designate leadership for this business
development phase?
4. What concrete steps are currently being taken to secure funding for this next phase of the
a. Has the board eectively mined their membership, relational networks, and
professional networks to support the work of LO?
5. What will be the dening metric(s) of success for this new iteration of LO?
a. Questions:

How will you measure sta success?


How will programs be evaluated?

iii. How will board and leadership success be evaluated?



Organisational Restructuring
6. What structural changes are required of the organisation to become lean and sustainable in
this next phase?
a. Changes to boards
b. Changes to operations

How will these changes be implemented?


Specically in these three areas:

1. Board restructuring
2. Leadership and administration changes

7. What shifts in organisational activities are required to support this new venture?
a. How does advertising change?
b. How does fundraising change?

How does service delivery change?

8. Will the current board support the ndings of the independent evaluation?
a. Are they prepared to make the tough decisions that will be necessary to save LO?
9. Who or whom will oversee this transition?
a. Who has the say on these critical decisions?

Member advisory board




Interim "transition" board

Social Implications
10. Is the leadership of LO prepared for how changes may impact the nature of relationships
within the organisation?
a. How do you plan to deal with volunteers and paid sta in this new context?
b. How will you manage transitions to and from roles?
11. What support networks are in place or need to be developed to guarantee LOs success?
a. Can you better access the resources that exist within your current networks to
expand partnerships, grow membership, and achieve LOs mission?
b. What concrete steps can be taken to develop these networks?
12. What impacts will changes in the activities of LO have on past, current, and future partners
and partnerships?
a. What past partnerships should be re-engaged
b. What current partnerships should be re-evaluated

What future partnerships should be pursued


Final Recommendations
Due to the loss of signicant funding and the limited runway until contingency funds are
exhausted, we recommend prompt and decisive decision making regarding this proposed
restructure. Furthermore, Quadrangle believes that signicant equity can be found in
partnering with a team of experienced and dedicated professionals to support the important
work of Lightning Orchestra. In order for the aforementioned strategy to be eective, critical
decisions must be made in the next six to eight weeks.
Our team has over a century of combined experience in non-prot governance, corporate
leadership, crisis fundraising, and music industry development. We can provide the required
critical support to guarantee Lightning Orchestras success during this transition and with
these vital endeavours. Quadrangle Consulting is condent that we can meet the challenges
ahead, and are ready to partner with you in delivering an eective solution for your
transition and future success.

Shina Boparai, Caryl Dolinko, Donna OBrien-Sokic, & Jason Zerbin
Quadrangle Consulting


Anderson, A. & Tupman D. F. (2007). Music education in British Columbia. In K.
Veblen & C. Beynon (Eds. with S. Horsley, U. DeAlwiss, & A. Heywood), From sea to
sea: Perspectives on music education in Canada. Retrieved from
Anheier, H.K. (2014). Nonprofit Organizations: Theory, management, policy (2 ed.).
New York: Routledge.

Arts Umbrella. (2016, 10 15). Programs: Arts Umbrella. Retrieved from Arts Umbrella
Website : http://www.artsumbrella.com
Dahan, N. M., Doh, J. P., Oetzel, J., & Yaziji, M. (2010). Corporate-NGO Collaboration:
Co-creating New Business Models for Developing Markets. Long Range
Planning, 43(2/3), 326.
Frumkin, P. (2006). Strategic giving : The art and science of philanthropy. Chicago:
University of Chicago Press.
Garrow, E., & Hasenfeld, Y. (2012). Chapter 5: Managing conflicting institutional logics:
social service versus market. In B. Gidron & Y. Hasenfeld (Eds.), Social Enterprises: An
Organizational Perspective (pp.121-143). London: Palgrave
Gidron, B., & Abbou, I. (2012). Chapter 6: The phenomenon of social business: some
insights from Israel. In B. Gidron & Y. Hasenfeld (Eds.), Social Enterprises: An
Organizational Perspective. London: Palgrave.
Jaskyte, K. (2012). Boards of directors and innovation in nonprofit organizations.
Nonprofit Management And Leadership, 22(4), 439-459.
Lane, D. A. (2012). Hierarchy, Complexity, Society. (pp. 1-4).
Music Heals Charitable Foundation. (2016, 10 15). Programs: Music Heals Charitable
Foundation. Retrieved from Music Heals Charitable Foundation web site:
Newton, R. (2016, April 13). Parents ask Vancouver School Board to leave music
program untouched. Retrieved November 05, 2016, from
Parker, L. D. (2007). Internal Governance in the Nonprofit Boardroom: a participant
observer study. Corporate Governance: An International Review, 15(5), 923-934.

Appendix A: Comparative Analysis

Appendix B: Business Model Canvas

Appendix C: Proposed Organisational Chart


Lightening Orchestra Board


Comprise of 12-20 members

Executive Committee of 3 key members
Members elected with special attention to skill-sets that support the mission of the organization

Executive Director





Program Coordinator

Program Manager

Outreach Support Officer

Admin/Exec Assistant

Business Dev. Manager

Financial Controller

Marketing & Communications Manager

IT Officer

Appendix D: Strategic Timeline

Appendix E: Potential Funding Sources

Appendix D: Proposed Organisational Chart

Appendix E: Potential Funding Sources
Aboriginal Peoples Music: Project Grants - Activities funded through this program support the creation of original work, and the development of
professional skills of Aboriginal music artists, strengthen organizations dedicated to Aboriginal music, and support other activities that restore,
preserve, invigorate and raise the profile of Aboriginal music and musicians. http://canadacouncil.ca/music/find-a-grant/grants/aboriginal-peoplesmusic-project-grants
Arts and Cultural Industries Promotion Division (ACA) - The ACA provides grants to support and promote international activities for Canadian
artists and arts organizations. www.international.gc.ca/about-a_propos/oig-big/2001/ACA.aspx?lang=eng
BMO Financial Group - BMO Financial Group support focuses on social responsibility in the communities it serves. BMO focuses on specific
projects or programs that add value to the scope of services offered by an organization in the following areas: education; hospitals, health and
research; civic and community services; arts & culture. http://www.bmo.com/home/about/banking/corporate-responsibility/community
Aviva Canada Inc - The Aviva Community Fund (ACF) was created to inspire local or national ideas to create positive changes within communities
across Canada. https://www.avivacommunityfund.org/
British Columbia Arts Council (BCAC) - An independent agency established by the province, the BCAC supports arts and culture in British
Columbia through grants, public education, research and advocacy. www.bcartscouncil.ca
Canada Council for the Arts (CCA) - This national arm's-length agency fosters the development of the arts in Canada through grants, services
and awards to professional Canadian artists and arts organizations. www.canadacouncil.ca
Canada Music Fund - The Canada Music Fund (CMF) helps the Canadian music industry meet new challenges. They provide financial assistance
to eligible not-for-profit organizations, to increase collective promotional activities for Canadian artists and music content, as well as services to the
Canadian music industry. http://canada.pch.gc.ca/eng/1455738945646
Corus Entertainment - Corus offers assistance in the areas of public benefit, corporate sponsorship, charitable donations, and local fundraising.
The primary focus of their giving strategy is on improving the lives of Canadian children by supporting programs that support play and development
through arts.
EPCOR - EPCOR considers participation in community programs that are based in communities where they operate and are focused on lifes
essentials: food, water, shelter, safety, energy and education. http://corp.epcor.com/communityinvestment/Pages/community-investment.aspx
Google Grants - Google Grants is an in-kind donation program awarding free AdWords advertising to selected charitable organisations. http://
Imperial Oil Charitable Foundation - Over half of the foundation's grants are in the field of education. About 15% of grants are made to arts and
culture activities in communities where Imperial Oil has employees. http://www.imperialoil.ca/en-ca/community/engagement
Investors Group Community Investment Program - They are committed to supporting programs that benefit local communities directly. In many
cases, corporate participation through the Investors Group Community Investment Program comes as a natural extension of associations where our
Consultants and employees are volunteers. http://www.investorsgroup.com/en/who-we-are/in-the-community/requesting-support
Live the Music Foundation Music equipment grants to institutions are provided in the form of funding for the needed equipment. Institutional
grants are available to organizations with whom the foundation has a partnership. http://www.livethemusicfoundation.org/equipment-grants/
Michalle Jean Foundation - The foundation supports youth arts initiatives that transform young lives and collaborates with a network of 700
grassroots organizations across Canada to equip disadvantaged youth with the tools and drive to ignite change in their communities through the
arts. http://www.fmjf.ca/en/
MusiCounts - MusiCounts Band Aid grants provide elementary and high school music programs with funds (in $5,000 and $10,000 allotments) for
the purchase of musical instruments and equipment that is necessary to sustain an effective music program. http://www.musicounts.ca
MuchFACT - MuchFACT supports the Canadian music community through the funding and promotion of music videos and related music content for
all media platforms. MuchFact is exclusively funded by Much & M3, divisions of Bell Media Inc. www.muchfact.ca
Music BC (Pacific Music Industry Association) - A non-profit organization that supports and promotes the spirit, development, and growth of the
BC music community provincially, nationally, and internationally. Music BC provides education, resources, advocacy, funding opportunities, and a
forum for communication. www.musicbc.org
SOCAN Foundation - Dedicated to fostering musical creativity and promoting a greater understanding of the role of music creators, the SOCAN
Foundation supports a wide range of creative artists and music presenters through various grant, residency, competition and award programs.
Sony Canada Charitable Foundation - The Sony Canada Charitable Foundation (SCCF) is a nonprofit organization devoted to the betterment of
children, the environment, and the community in general. http://corporate.sony.ca/view/corporate_philanthropy.htm
Telus - Telus' community investment efforts are focused in three areas - arts and culture, education and sport, and health and well-being in our
environment. https://community.telus.com/
UPS Foundation - UPS operations around the world have responsibility for managing grant programs - they identify needs in their communities,
find suitable charitable organizations to support, and then recommend those organizations for grants. Grants are typically given to organizations
working at the grassroots level. https://sustainability.ups.com/
Westminster Savings - Through their community investment initiative, Project Better Balance, Westminster Savings is committed to providing
greater access to arts and active living opportunities in the communities where they live and work. https://www.wscu.com/Personal/AboutUs/

Appendix F: Environmental Scan








Appendix G: Financials