Strategic Plan

Transcription

1 Strategic Plan

2 Strategic Plan our vision With the support of our partners, we play a prominent leadership role in fostering a thriving arts and heritage community. our mission Offering exceptional arts and heritage experiences in the community. our values Integrity in the form of ethical behaviour, quality of work, professionalism, authenticity and pride of ownership. Accessibility, as evidenced by openness, transparency and inclusion. We are accountable to meeting or exceeding industry standards and to growing professionally. Honouring our diversity and our Aboriginal roots. Community Mindedness that reflects enthusiasm and respect for people, their relationships, generations and connections. Sustainability of resources and relationships under a model of partnership that preserves the past and sets context for the future. We believe in the value of artifacts. Creativity that challenges and enriches ourselves and our visitors, by being imaginative, educational and fun. Learning opportunities that go beyond education are inspirational and available for all and of a standard appropriate to a center of excellence. Images of Take Your Best Shot at the Musée Héritage Museum, participants at Art Gallery of St Albert Art Explorer`s program, and Harvest Festival at the St Albert Grain Elevator Park

3 Strategic Plan 2 our goals Our managed facilities are fully restored, expanded, and open to the community. Our visitors have quality meaningful experiences in our programs and facilities. We are a strong advocate for the arts and heritage community. We cultivate strong relationships to collaborate on community initiatives. We have a strong, ongoing, and diverse funding structure. Our community is passionate about arts and heritage in St Albert. Images of Art Gallery of St Albert school programs, staff at the St Albert Grain Elevator Park, public tours of Father Lacombe Chapel, and High Energy exhibition opening at Art Gallery of St Albert

4 Strategic Plan our managed facilities are fully restored, expanded, and open to the community. Develop an overall long term facilities plan. Consolidate existing conservation studies, update as required, and identify gaps to form a comprehensive conservation plan for all heritage sites. Develop a three year plan for all routine maintenance and repairs to our managed facilities. Develop a 10 year capital plan for major restoration and expansion projects for our managed facilities. Take an active role in sharing and promoting completed plan with stakeholders in the community. Increase facility rental/use. Develop an overall rental strategy. Determine best hours to be open for the community. Conduct a feasibility study for hours of operation of facilities. Conduct a community survey to determine hours that are in demand. Identify human and financial resource needs and include in business plan. Increase community use of facilities. Develop an interpretive and community use plan for the River Lot expansion. Involve all stakeholders in restoration projects. Work with other groups and partners to encourage them to use our managed facilities. Develop a marketing and advertising strategy. Assess target audience for rentals. Assess and determine the use of staff resources. Images of participants participants at Art Gallery of St Albert Art Explorer`s program, wedding photos at the St Albert Grain Elevator Park, and the interior of the Little White School

5 Strategic Plan 4 our visitors have quality meaningful experiences in our programs and facilities. Develop and deliver educational programs including community, curriculum based, archives, and exhibitions. Evaluate types of community events and programs to identify gaps and duplication. Review staff resources for community programs and events. More focused professional development for staff, Board, and volunteers. Assess key areas for training and development. Develop a succession plan for key positions within the organization. Determine and secure funding. Evaluate current programs to ensure they align with core business and vision. Determine priorities in programing. Expand visitor centered approach to all facilities. To use social media effectively. Provide staff with training on the various types of social media. Upgrade technology. Collaboration with external entities: idea sharing, partnerships. Identify opportunities for community networking and identify who. Explore use of technology: interactive space, digital art or exhibition. Assess and determine available technologies to support the delivery of programs and the collaboration of staff resources. Assess and determine funding requirements to support the use of technology. Provide training to staff. Develop strategy to improve public access to the archives and collections. Images of public and school programs run by Art Gallery of St Albert and Musée Héritage Museum

6 Strategic Plan we are a strong advocate for the arts and heritage community. Maintain positive relationships with the City of St Albert. Communicate the role of steering committee to the Board and staff. Staff to build and maintain a relationship with key contacts within the city staff to promote and create awareness around the foundation. Board to build and maintain a relationship with city council to promote and create awareness around the foundation. Be an effective champion of community voice. Identify community organizations and determine who will speak with each organization. Connect with community arts and heritage organizations to assess what their priorities and issues are and collectively determine how to work together. Complete accreditation program with Imagine Canada. Review and update governance policy. Review and update volunteer policy and procedures. Ensure all job descriptions are current Images of musicians performing at Art Gallery of St Albert s fundraiser, volunteers at the St Albert Grain Elevator Park, Potting Zoo art activity at the Lifestyle Expo, and Take Your Best Shot at the Musée Héritage Museum

7 Strategic Plan 6 we cultivate strong relationships to collaborate on community initiatives. Develop an inventory of all existing AHF community collaborations and/or partnerships. Obtain input from staff and share the final inventory with Board and staff. Develop and maintain programming with partners. Review current programing collaboration and assess effectiveness. Assess and determine potential new community partnering. Develop relationships with community. Identify and build relationships with key individuals in the community such as MLAs, MPs, elders. Develop relationships with community groups (e.g. quilters, VASA). Develop relationships with D.A.R.P. to become an ongoing member at the meetings. Identify priority community meetings for staff and board to attend. Establish partnerships board to board (e.g. school boards, library board, Chamber of Commerce). Identify groups that can help us advance our goals. Have a standing agenda item regarding community involvement and opportunities. Images of Night at the Museum event with local elementary school, Alberta Foundation for the Arts exhibition at Art Gallery of St Albert, school program at Father Lacombe Chapel, and Alleykat Brewing at Harvest Festival

8 Strategic Plan we have a strong, ongoing, and diverse funding structure. Secure diverse funding from various grant sources. Create a central grants matrix (grants, dates, deadlines). Incorporate into staff work plans and mentor staff on how to successfully complete grant submissions. Develop a process to research and add new grants to the matrix. Develop an endowment and corporate sponsorship strategy. Create targeted sponsor packages (requests, benefit) Breakdown responsibilities between staff and board and communicate organization wide. Create a catalogue of current corporate sponsors. Identify potential new sponsors. Identify sources for ongoing fundraising opportunities. Assess current programs to determine fee for service opportunities (i.e. framing, archives) Create a marketing strategy to target new donors and sponsors. Develop strategy to grow and expand the gift shops and art sales and rental (i.e. online). Explore opportunities to partner with community organizations in an event. Encourage members to donate. Explore art sales and rentals. Develop a new niche fundraising model. Evaluate previous fundraising methods. Conduct focus group. Identify community representatives and champions to advocate. Develop protocol for fund development. Images of school programs run by Art Gallery of St Albert and Musée Héritage Museum

9 Strategic Plan 8 Our community is passionate about arts and heritage in st albert. Promote the value of arts and heritage to the community. Develop the key messages on the value of arts and heritage. Develop a marketing strategy to communicate and share messages. Encourage community involvement and passion. Increase outreach to the community. Foster volunteer involvement Foster membership growth. Review and revise the membership benefits. Create ongoing opportunities for staff and volunteers to interact and be recognized. Develop a recruitment strategy for the board members. Images of Snowflake Festival, St Albert History Gallery, Art Gallery of St Albert Outreach program, and Arts and Heritage Annual General Meeting.

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