Music: Multi-Year Operating Funding Program 2025 (Canada)

The program aims to encourage long-term vision and planning and to provide stability for music organizations. Funding through this program supports both operations and programming. The City of Toronto supports this program through a funding allocation approved annually by Toronto City Council.

Eligibility Criteria

• To be eligible for Multi-Year Operating funding, an applicant must:
  • be non-profit
  • be located in the City of Toronto and have a significant portion of its activities occurring within the City
  • have been in operation for at least four years
  • have received Annual Operating funding through TAC’s Music program for at least the two years prior to the application
  • have a demonstrated record of regular, ongoing programming
  • have professional artistic leadership
  • have a viable administrative structure
  • be governed by a Board of Directors or other body responsible for the organization
  • have stable artistic, organizational and board leadership with plans in place for any transition
  • have sound financial management and balanced budgets over time
  • submit verification of financial results of the last completed fiscal year:
    • for requests over $50,000, audited financial statements are required;
    • for requests of $50,000 or less, a review engagement is required, (or, if available, audited financial statements);
    • for requests of $25,000 or less, if annual operating revenues are under $100,000, unaudited financial statements that include a balance sheet and a statement of income and expenses is required, (or, if available, audited financial statements or a review engagement);
    • receive significant support on an annual basis from other levels of government and/or the public and/or the private sector
  • in order to apply for Multi-Year Operating support,
  • Choral Organizations must:
    • produce a minimum of three self-presented concerts with different repertoire in each season (selfpresented means that the choral organization takes responsibility for planning, production and ticket selling).
  • Opera organizations must:
    • produce a minimum of two operas per season, for companies mandated to present standard repertoire, or undertake workshops, for companies dedicated to new work development.
  • Orchestras, Bands, Ensembles must:
    • have a minimum of three self-presented concerts in each season (self-presented means that the orchestra takes responsibility for planning, production and ticket selling)
  • Producers / Presenters and Festivals must:
    • present professional, curated music programming that reflects a defined artistic mandate
    • Series presenters must demonstrate a track record of self-presented, ongoing performances (selfpresented means the organization takes responsibility for planning, production and ticket selling)

Assessment Criteria

Artistic Assessment Criteria:

• Artistic Quality
  • In assessing Artistic Quality, consideration is given to:
    • The vitality of the organization’s mandate and vision.
    • The relationship of the mandate and vision to the organization’s achievements, initiatives and goals.
    • The levels of artistry achieved through the organization’s artistic activities, which may include creation, production, presentation, performance, design, writing, exhibition, programming, etc.
• Development of the Art Form
  • In assessing the contribution, the organization makes to the development of the art form, consideration is given to:
    • The level of commitment to the development of Canadian work through creation, production, presentation, exhibition and/or programming.
    • The role of the organization in the development of the artistic field.
• Role and Relevance in the Artistic Community
  • In assessing the organization’s role and relevance in the artistic community, consideration is given to:
    • The organization’s relationships with artists and/or other arts organizations, which may include resource-sharing, creative collaborations, providing opportunities for networking and professional development, etc.
    • The support the organization gives to artists in Toronto by providing opportunities for performance, exhibition, screenings, networking, professional development, and/or other types of support.
• Equity Implementation
  • In assessing Artistic Equity Implementation, consideration is given to:
    • The alignment of equity and inclusion goals with mandate and programming, and the ways goals are evaluated.
    • The demonstration of accountability regarding equity and inclusion goals, and recognition that equity and inclusion work is an ongoing process.
    • The level of commitment to engaging artists from TAC equity priority groups in programming, and the development of production or distribution networks with people from priority groups.
    • The extent to which programming is inclusive and accessible to a broad community.
    • An awareness of potential issues of cultural appropriation.
    • An intersectional approach to inclusion.

Organizational Assessment Criteria:

• Public Impact
  • In assessing the organization’s public impact, consideration is given to:
    • The organization’s ability to describe its current audience and its level of commitment to develop an audience that reflects the community it serves.
    • The organization’s ability to recognize and cultivate potential new audiences and develop marketing plans to support this.
    • The ways in which the organization engages its audience through outreach and audience development activities such as artists’ talks, Q&As, pre- and post-performance talks, lecture demonstrations, etc.
    • The organization’s ability to gain support from the wider community in the form of sponsorships, partnerships, volunteers, etc.
    • Financial and Administrative Viability
  • In assessing the organization’s financial and administrative health and operations, consideration is given to:
    • An appropriate allocation of human and financial resources to fulfill the organization’s plans.
    • The stability of the organization, demonstrated by its retention of staff and strategies for ensuring succession planning.
    • A budget that is realistic and shows a range of earned, private and government revenue.
    • A demonstration through past performance of the organization’s ability to secure the resources necessary to carry out its work.
    • A demonstration through past performance that the organization can respond to changes in its financial circumstances.
    • If the organization has a deficit, the effectiveness of the plans that are in place to reduce the deficit and to improve and strengthen financial planning.
    • A governing body of the organization that reflects the community served by the organization and is committed to the well-being of the organization.
• Equity Implementation
  • In assessing Organizational Equity Implementation, consideration is given to:
    • Equity related organizational goals that recognize equity and inclusion as an ongoing process.
    • A commitment to the intersectional representation of TAC equity priority groups in the senior leadership, staff and board, and articulation of how the goals were developed.
    •  An awareness of systemic barriers – physical, economic, cultural, social or artistic – that may prevent participation in the activities or the organization, and the articulation of goals to address barriers.
    • Partnerships with other organizations belonging to TAC equity priority groups.
    • The level of commitment to engaging audiences from TAC equity priority groups.
    • Efforts to create an inclusive environment, and particularly for people requiring accessibility accommodations
    • The integration of anti-oppression frameworks and non-colonial or non-Eurocentric lenses applied to organizational activities.

For more information, visit Toronto Arts Council.