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Ontario Arts Council

Guide to OAC Assessment

This Guide to OAC Assessment Process provides information about Ontario Arts Council’s (OAC) application evaluation process including the role and responsibilities of assessors in assessing grant applications.


Every year, OAC invites hundreds of arts professionals in Ontario to serve as assessors – this way the arts community is directly involved in advising us and in making recommendations on grants.


The OAC uses a peer assessment process to make decisions and operates at “arm’s length” from the Government of Ontario. All applications are assessed by professional artists and other arts professionals. The membership of an assessment panel reflects the diversity of the applicants applying for grants, as well as OAC’s priority groups.


The guide includes the following:

 

 

The OAC is committed to providing services in French according to the requirements of the French Language Services Act.



 

Assessment Process

The OAC has assessment criteria and rating processes for all project and operating grant programs.

There are three peer assessment models used by OAC.

  • Juries are composed of assessors who are professional artists and other professionals in the field. Juries assess grant applications in project programs, determine which applicants should receive grants and decide on the amount of each grant in programs that do not have pre-determined grant levels. A new jury is formed at every application deadline.
  • Advisory panels are composed of assessors who are professional artists and other professionals in the field.  Advisory panels assess grant applications in operating programs and some project programs. Advisory panels provide advice and help to set priorities for funding – they do not make final decisions on grant amounts.  The program officers make final grant recommendations to the Director & CEO or to the board of OAC, based on assessors’ assessment, OAC’s strategic plan priorities, policies, the program’s budget, and the number of applications to the program.
 In operating programs, advisory panels include volunteers with direct experience working with arts organizations in their communities.  Each advisory panel may include one member form the previous year’s panel. A new advisory panel for operating programs is formed every year.

A new advisory panel for project programs is formed at every application deadline.
  • Third-party recommenders are organizations chosen from the artistic community to make recommendations for funding on OAC’s behalf.



 

Assessment of Project Programs

The OAC’s project programs are assessed by juries and advisory panels.
 

If a program is assessed by a jury, assessors determine the applications that will be awarded a grant and the grant amount. If a program is assessed by an advisory panel, assessors determine the applications that will be awarded a grant and the program officer recommends grant allocations to the Director & CEO (for grants $30,000 and under) and to the OAC board of directors (for grants over $30,000).
 

OAC’s project programs are assessed on artistic merit, or artistic merit, impact and viability. The assessment is informed by answers to the questions in each section of the application, artistic examples, support documents and a project budget. Not all programs require a project budget.
 

For programs that include artistic examples, the examples are an important part in the assessment of the artistic merit of the project. For programs that include budgets, the budget is an important part in the assessment of the viability of the project.
 

Applications are assessed using a 5-point rating system:

  • 5=excellent, 4=very good, 3=good, 2=fair, and 1=poor. 
  • Applications must be evaluated at a rating of “good” and higher to be considered for a grant.

Assessors are provided the Guide to OAC Project Programs Assessment Qualifiers to assist their evaluation of the application.


 

Assessment of Operating Programs

The OAC’s operating programs are assessed by advisory panels only. The program officer recommends grant allocations to the Director & CEO (for grants $30,000 and under) and to OAC board of directors (for grants over $30,000) based on the:

  • advisory panel’s assessment and recommended funding priorities;
  • OAC’s Strategic Plan and funding policies, and
  • program budget.
The OAC’s operating programs are based on criteria in two categories:
  • Artistic and/or Service Quality & Contribution
  • Organizational Effectiveness
Each of these two categories has equal weight in their assessment.

Organizations are assessed using a 5-point rating system:
  • 5=excellent, 4=good, 3=average, 2=below average, and 1=serious concerns.

Your organization will be evaluated in the context of its stated mandate, the scale of its operations and the aesthetic, geographic and/or cultural environments in which it works. In addition, assessors will assess how your organization’s activities address the OAC’s priority groups. Applications for more than $30,000 require more information than applications for less than $30,000.

In some circumstances, an OAC program officer may request a specialized analysis of an organization through a written assessment of an application from an additional assessor. The written analysis will be reviewed by the advisory panel.

Assessors are provided the Guide to OAC Operating Programs Assessment Qualifiers to assist their evaluation of the application.

 

Assessment Criteria

Artistic and/or Service Quality & Contribution

Artistic Quality (25%)

In assessing an organization’s artistic quality, assessors consider:

  • 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, publication, etc.


Contribution to artists, the art form and the artistic community (15%)

In assessing an organization’s contribution to artists, the art form and the artistic community, assessors consider:

  • the support the organization gives to Ontario artists by providing opportunities for performance, exhibition, screenings, readings, publication or networking
  • the level of commitment to Canadian artists through financial compensation and professional development opportunities
  • the level of commitment to the development of Canadian work through creation, production, presentation, exhibition, publication and/or programming
  • the level of commitment to artistic activities that reflect the artists and community the organization serves
  • the organization’s role in the development of its artistic field
  • the organization’s relationships with the larger arts community. This may include resource-sharing, creative collaborations and opportunities for networking.


Artistic Contribution to the OAC’s Priority Groups (10%)

In assessing an organization’s artistic contribution to OAC’s priority groups, assessors consider:

  • the level of commitment to the OAC’s priority groups as reflected in programming and artist selection
     

Organizational Effectiveness

For service, training and professional development organizations: Please substitute your membership and/or community constituency for “audience.”


Public Impact (20%)

In assessing an organization’s impact on the public, advisors consider:

  • the organization’s knowledge of its audience/participants, and the effectiveness of its marketing plans or outreach activities to sustain them
  • the organization’s commitment to develop audiences/participants that reflect the community it serves, and the effectiveness of its marketing plans or outreach activities to develop new audiences/participants
  • the level of commitment to and range of arts education programs for learners from all age groups in the organization’s community. These programs may include artists’ talks, question–and–answer sessions, pre- and post-performance talks, lectures and demonstrations.
  • the organization’s ability to gain support from the wider community in the form of sponsorships, partnerships, volunteers and funding


Administrative and Financial Viability (20%)

In assessing an organization’s financial and administrative health and operations, assessors consider:

  • the board’s reflection of the community served by the organization, and its commitment to the well-being of the organization
  • the appropriate allocation of human and financial resources to fulfil the organization’s annual and long-term plans
  • the well-being of the organization’s staff, demonstrated by its retention of staff, opportunities for professional development and strategies for ensuring effective succession planning and leadership continuity
  • a budget that is realistic and shows a range of earned, private and government revenues
  • a demonstration through past performance of the organization’s ability to obtain the resources, financial or otherwise, necessary to carry out its work and respond to changes in circumstances
  • the effectiveness of the organization’s plans for deficit reduction (if the organization has a deficit) 


Organizational Contribution to the OAC’s Priority Groups (10%)

In assessing the organizational contribution to the OAC’s priority groups, assessors consider:
  • the level of commitment to OAC’s priority groups as reflected in audiences, administrative staff and board composition, collaborative activity, organizational plans and allocation of resources.
Assessors’ ratings are converted into combined scores out of 100, and into 5 groups: 
  • A = 90 -100, B+ = 80 - 89, B = 70 – 79, C = 60 - 69, D = <60.
  • New Applicants: In order for a new applicant to receive operating funding it must be assessed in at least group B in the Artistic and/or Service Quality & Contribution category, and in at least group C in the Organizational Effectiveness category.

Grant recommendations

  • Groups A and B+ applicants will receive the base grant, with the possibility of being increased beyond the base grant.
  • Group B applicants will receive the base grant.
  • Group C applicants will receive reduced support as follows:
    • 5 – 20% reduction depending on whether the applicant has received no, one or two reductions in the past 5 years.
  • Group D applicants will receive reduced support as follows:
    • 15 – 100% reduction depending on whether the applicant has received no, one or two reductions in the past 5 years.


Organizations that receive an operating grant are not guaranteed ongoing support.




 

Role of assessors

Assessors are professional artists and other arts professionals who:

  • represent a diversity of artistic and cultural practices and expertise;
  • represent the diversity of the province (e.g. race, age, region, language, gender, ability as well as Indigenous and Francophone perspectives);
  • bring vision, open-mindedness and generosity of spirit to their deliberations;
  • provide fair and objective analysis, based on assessment criteria;
  • treat applications equitably, without prejudice, in accordance with the principles of the Ontario Human Rights Code, United Nations Declaration on the Rights of Indigenous Peoples, and OAC’s Equity Statement and Vision.
  • are able to work collaboratively;
  • are willing to express their views while respecting and listening to the views of others.




Responsibilities of assessors

 Before the assessment meeting assessors must:

  • become familiar with the granting program, its assessment criteria as well as OAC’s Strategic Plan, and OAC’s priority groups
  • read all the applications, review artistic examples and support documents, and make notes about each application based on the assessment criteria, granting program priorities, and OAC priorities.
 In OAC project programs, assessors are required to pre-score all applications before the meeting. At the meeting, based on the results of pre-scoring, assessors will:
  • determine the applications that will not be discussed or considered for a grant, and
  • discuss and rate the applications that will be discussed and considered for a grant.
 In OAC operating programs, assessors are required to make a preliminary score on each application before the panel. At the meeting, assessors will:
  • discuss and rate all applications.




 

Responsibilities of OAC program officers

Assessors are chosen after considerable thought and research by program officers. The program officers gather information about potential assessors through ongoing, regular contact with their fields. Arts professionals from all cultural communities and regions of the province are encouraged to submit names of potential assessors, including their own. Added to this list on an ongoing basis are recommendations from applicants, assessors and other professionals in the field. Recommended assessors need not be former grant applicants or recipients.

The program officers compose assessment panels that reflect the range of applications, including professional artists and arts professionals representing a diversity of perspectives and expertise. Proposed assessors are approved by the Director of Granting, and the Director and CEO.

Prior to the assessment meeting, the program officer:

  • ensures that assessors understand the materials provided, assessment process and addresses questions that may arise from assessors.
 At the assessment meeting, the program officer:
  • chairs the meeting, facilitates discussion and ensures that each applicant is treated equitably, without prejudice in accordance with the principles of the Ontario Human Rights Code, United Nations Declaration on the Rights of Indigenous Peoples and OAC’s Equity Statement and Vision;
  • ensures that there are no direct conflicts of interest, that indirect conflicts of interest are declared, and appropriate procedures are followed;
  • reminds assessors of OAC priorities, program priorities, and the budget context;
  • ensures assessors share a common understanding of the assessment criteria;
  • serves as a resource person, and provides information and historical context in operating grant programs;
  • oversees and records the rating/ranking process.



 

Conflict of Interest

The OAC has exacting standards in managing conflict of interest for all its stakeholders – staff, board and assessors. We pay attention to this issue to ensure that we are transparent; that our assessment process is understood by our applicants and that they feel their application was considered fairly, even if it was not successful. To maintain public confidence in our assessment process we must be fair and impartial.
In considering conflict of interest, we identify direct, indirect and perceived conflicts, and manage them differently.


Direct

A direct conflict of interest occurs when an assessor or an immediate family member (spouse or partner, parent, child, sibling, or member of the immediate household) will benefit financially from the success of an application.

For organizational applications, this would include:

  • Staff members
    • principals in the organization or principals to the application;
    • any person with an ongoing paid or unpaid relationship with the organization;
    • regularly employed or contracted artists who are part of the core of the organization
  • Board members.
A participant in an application, or a major partner necessary to the activity and its staff and board members, also has a direct conflict of interest.

The direct conflict of interest remains for a period of two years after leaving employment or board membership.
Examples:
  • An assessor’s spouse is on the board of an applicant organization
  • The parent of an assessor is an individual applicant to the granting program
  • An assessor is an incoming board member of an applicant organization
  • An assessor is a curator who will be contracted for an exhibition by a group that is applying for a grant for the exhibition. Individuals who are in direct conflict of interest with any of the applications being assessed cannot serve as assessors. If a direct conflict of interest becomes apparent at any time before or during the assessment process, the assessor will be immediately released from their duties.

Indirect and Perceived

Indirect and perceived conflicts of interest occur when some factor may make it difficult for an assessor to evaluate an application objectively, or when it might appear that an assessor has a conflict.

Indirect conflicts can occur in cases where an assessor is in one of the following (or similar) circumstances; one might reasonably believe that the assessor could not maintain impartiality although they are not in direct conflict:
  • They have a temporary paid relationship with the applicant – an artist hired to take a particular role in an activity, but with no control over the activity
  • They have a family member involved in the application or organization – as a non-principal artist or arts professional
  • They have a more distant relationship with an applicant or a principal to an application (e.g. in-law, cousin)
  • They have a significant personal relationship with an applicant or a principal to an application, either supportive or adversarial
  • They have a past personal or professional relationship with a principal to an application, or a member of their immediate family has an ongoing personal or professional relationship with a principal to an application
  • They or their artwork appears in the artistic support material for an application
  • They have written a letter of reference for an applicant
  • They previously had a very close relationship with an applicant, but are no longer involved
  • A perception of bias, or a preconceived opinion for or against an individual, organization, art practice or activity.
After two years, former staff and board members have no conflict of interest with an organization unless there is a an ongoing relationship (e.g. member of an advisory council that is not a decision-making role); in that case, the conflict would be indirect.

Examples:
  • An artist will be contracted for the activity the application references – e.g. an actor hired for a role, a musician to be included as a back-up band.
  • An assessor was involved in the initial stage of a project, and appears in the video documentation shown to the assessors
  • The cousin of an assessor is an applicant or a principal in an application
  • An assessor was on the opposite side from an applicant or a principal to an application in a vigorous and public debate in the relevant artistic community about a contentious issue
  • An assessor is one of the founders of a collective or organization, although they have not had an ongoing relationship for two yearsPerceived conflicts occur in cases where one might believe that an assessor would find it difficult to be objective because they know that any of the above is the case.
The following are not considered conflicts of interest, unless the assessor feels that they are unable to be objective:

Examples:
  • Membership in a professional association that is an applicant
  • Former employees and board members who have left an applicant organization two years ago or longer
  • Having a current or past personal or professional relationship with an applicant or a principal to an application that is disinterested enough not to affect objectivity.
  • Being mentioned as a potential participant in the activity of an application, without having been contacted
 

Policies on Assessor Dismissal

An assessor is dismissed from their responsibilities if the individual:
  • has a direct conflict of interest that precludes my participation;
  • has not read all the applications and materials, and reviewed all artistic examples, e.g. audio/visual or digital examples and/or documents, made notes about each application based on the assessment criteria and pre-scored each application no less than two working days before the first day of the assessment panel;
  • is unable to attend all the required days of the assessment meeting;
  • obstructs or disrupts the assessment process or is disrespectful of OAC staff, other assessors, or particular applicants or groups of applicants;
  • discriminates against applicants, other assessors or OAC staff, or
  • does not comply with the Agreement for OAC Assessors.

When an assessor is dismissed from an assessment panel for any reason, they will be paid for their work up to and including the day of dismissal.


 

Confidentiality

All discussions and decisions in which assessors are involved, and any information, application materials or audiovisual, digital or documentation that assessors receive or to which they have access in their role as an assessor are confidential. Assessors have no rights whatsoever with respect to this information; all intellectual property rights in the materials provided by the applicant for the purposes of assessment are held by the applicant.
 

Assessors agree to maintain the confidentiality of OAC Confidential Information. This obligation continues to survive the expiration of their role as an assessor and participation in assessment.


Assessors’ names and locations (i.e. city/town/First Nation) will be posted on OAC’s website and in OAC’s Annual Report Grants Listing, and may be published in other OAC communications as well as part of the Government of Ontario Open Data initiative. Assessors agree that their name and location may be made public in these or similar circumstances.


 

Human Rights

The OAC observes and upholds the Ontario Human Rights Code. All staff, board members, assessors, consultants and volunteers, when working on behalf of OAC, are expected to respect and follow the letter and spirit of the Ontario Human Rights Code.


The Code requires equitable treatment in areas such as employment, contracts, goods, services and facilities.
 

These are the prohibited grounds of discrimination under the Code: race, ancestry, place of origin, ethnic origin, citizenship, sexual orientation, sex, gender identity, gender expression, disability, colour, creed, age, marital status, family status and receipt of public assistance.


The OAC supports and protects the dignity and worth of everyone and the rights of all. We provide equitable access to opportunities for all employees, applicants and volunteers. Policies, programs and processes are reviewed to ensure OAC addresses, prevents and eliminates discrimination in all aspects of our employment and services.
 

We do not tolerate harassment or unwelcome comments and actions. We take prompt action if such problems occur.


 

Rights of Indigenous Peoples

In 2010, Canada formally endorsed the United Nations Declaration on the Rights of Indigenous Peoples. The Declaration affirms that Indigenous cultural knowledge is the intellectual property of Indigenous peoples, and its use is controlled by Indigenous peoples. The following excerpts are especially helpful to guide the assessment process:


Article 11

Indigenous peoples have the right to practise and revitalize their cultural traditions and customs. This includes the right to maintain, protect and develop the past, present and future manifestations of their cultures, such as… artefacts, designs, ceremonies, technologies and visual and performing arts and literature.


Article 13

Indigenous peoples have the right to revitalize, use, develop and transmit to future generations their histories, languages, oral traditions, philosophies, writing systems and literatures


Article 31

Indigenous peoples have the right to maintain, control, protect and develop their cultural heritage, traditional knowledge and traditional cultural expressions, as well as the manifestations of their… cultures, including… oral traditions, literatures, designs, sports and traditional games and visual and performing arts. They also have the right to maintain, control, protect and develop their intellectual property over such cultural heritage, traditional knowledge, and traditional cultural expressions.



 

OAC Equity Statement and Vision

In fulfilling its mandate, OAC serves one of the most diverse cultural, racial, linguistic and Indigenous populations in Canada. Through its programs and services, OAC supports artists, organizations and communities across Ontario, and welcomes all forms of artistic expression and practice.
 

The Ontario Arts Council has deepened its commitment to serving the diversity of Ontario artists, organizations and communities by developing an equity vision and plan. The following vision guides OAC in its equity work:

We are inspired by and value Ontario’s artists, who help shape our thriving and diverse society and express the richness of our stories, histories and cultures. Therefore, as a public agency, funder and employer, OAC will lead and be responsive and inclusive in supporting diverse artists, artistic practices, arts communities and our own organization.
 

OAC’s equity plan can be found here.
 

OAC has further identified groups historically underserved and excluded from arts funding and developed specific inclusive strategies for these groups. Some of these priority groups have a unique history, identity and status in Canada, some have faced historical and/or systemic barriers, others reflect OAC’s province-wide mandate and all are essential to the future of the arts sector.
 

To read about OAC priority groups, see the program guidelines provided in your package. OAC’s full Strategic Plan 2014-2020 is available here.
 

We ask applicants and assessors to consider who is telling whose story and who has the right to develop and share cultural expressions and knowledge from any community, particularly marginalized groups or individuals.
 

In the assessment process, you may consider the applicant’s social, economic and physical barriers, whether historic or continuing, in accessing opportunities to producing and participating in the arts.



 

Accommodation for Deaf Persons and Persons with Disabilities

If you are a Deaf person or a person with a disability and require accommodation in any stage of the assessment process, please contact the program officer as soon as possible to discuss options.
 

Click here for more information about OAC’s Accessibility Standards for Service to the Public Policy.


OAC provides written information in alternative formats when requested.


Most assessment meetings are held in person at OAC’s Toronto office, which is accessible by stairs and elevator. OAC’s hallways, doorways and rooms accommodate most mobility devices. Accessible gender-neutral washroom facilities are available in addition to women’s and men’s washrooms. OAC also provides a wellness room with a cot for use by assessors.


 

French language services

The OAC is committed to providing services in French according to the requirements of the French Language Services Act.