Rosebud Arts School Charter Modernized

Summary#

• This bill updates the law that governs the Rosebud School of the Arts, a non-profit arts school in Alberta.

• It modernizes the school’s purpose, board structure, and rules to match current charity and non-profit standards.

• Refocuses the organization’s purposes on: advancing education (including apprenticeships), growing public appreciation of the arts, and advancing the Christian faith.

• Allows scholarships and bursaries for students and sets up professional apprenticeships in the arts.

• Changes the Board of Governors to between 6 and 12 members, updates term limits, and formalizes roles for a chair and vice-chair.

• Creates a graduates’ association (the “Guild”) and lets the board set how people join it.

• Clarifies non-profit rules: assets must support the mission; on wind-up, assets go to federally recognized charities with similar goals; allows paying a governor for separate professional services and reimbursing expenses.

• Adds legal protection and optional insurance for board members acting in good faith.

• Removes the requirement for the public to be able to inspect the organization’s records at its head office.

What it means for you#

• Students and apprentices

  • May see more scholarships and bursaries.
  • Could have more chances to gain real-world experience through apprenticeships and public productions.

• Alumni

  • A formal “Guild” will recognize graduates and may offer networking and professional opportunities set by the board.

• Local residents and audiences

  • The school’s purpose includes producing public performances and exhibits, which supports ongoing arts events in the community.

• Donors and supporters

  • Clearer non-profit rules: assets must support the mission, and if the school closes, remaining assets go to qualified charities with similar goals.
  • The organization is no longer required to let the public inspect its records at the head office.

• Board members and volunteers

  • The board can be smaller (6–12 members), with terms up to 3 years and a limit of 3 consecutive terms (the executive director can serve longer if appointed).
  • Board members have legal protection when acting in good faith; the organization may buy insurance for them.
  • The board appoints an executive director who reports to the board.

• Staff and instructors

  • The executive director role is formalized, which may clarify who manages day-to-day operations versus board oversight.

Expenses#

No publicly available information.

Proponents' View#

• Updates a 1988 law to reflect modern non-profit and charity standards, reducing confusion and legal risk.
• Strengthens arts education by authorizing scholarships and structured apprenticeships.
• Clarifies the school’s faith-based mission using inclusive language, while keeping focus on arts and education.
• Streamlines governance with a right-sized board, clearer roles, and protections that help recruit qualified board members.
• Builds alumni community and career support through the new Guild.
• Provides flexibility to contract needed professional services, even from governors, and to manage board vacancies.

Opponents' View#

• Reduces transparency by removing the public’s right to inspect records at the head office.
• Allowing payment to governors for professional services could create real or perceived conflicts of interest.
• A smaller board and the option not to fill vacancies may concentrate power and reduce diverse input.
• Expanded legal protection and insurance for governors may weaken personal accountability for poor decisions (though fraud and wilful misconduct are not protected).
• The explicit religious objective may concern those who prefer a strictly secular focus for an educational arts institution.