STRATEGIC PLAN

Transcription

1 STRATEGIC PLAN Attachment # 2

2 2 History 1957 Kathleen Gormley McKay and Donald McKay move to Unionville with artist Frederick Horsman who lives and works in the basement of their house at 197 Main St. Unionville Kathleen McKay donates 67 works of art to the then Town of Markham on condition that a suitable facility be built to house the art she has donated. She also donates $1.2 million to create an endowment to support care of the art The -McKay Art Foundation of Markham is created to manage the Kathleen McKay endowment The of Markham opens at 216 Main St. Unionville A Memorandum of Understanding (MOU) between the City of Markham and the -McKay Art Foundation is signed. MOU The purpose of this Memorandum of Understanding is to set out the roles and responsibilities of the Town, including the Gallery and the Foundation, including the Board, with respect to the administration of the Gallery, the acquisition, deaccession and management of the Art Collection, the management of the McKay Endowment Fund and the use of Gallery facilities. The Foundation.shall receive and maintain funds and apply all of the principal and income therefrom for the following charitable purposes: a. To educate and promote the public s appreciation of the fine arts in the Town of Markham through the use of the Gallery; b. To maintain & expand the existing collection of art works, objects and documentary material in respect of the collection; and to preserve & exhibit the collection.

3 Inspire local and national audiences to engage with art, both historical and contemporary Strategic Imperatives Build/Expand Permanent Collection Enhance Relationship with the Foundation Board Optimize Organizational Excellence Develop Exhibition & Programming Strategy Support the Creation of a Cultural Hub 3 Background In 2014, under the leadership of then Acting Director of Culture, Moe Hosseini- Ara, staff, Culture Department staff and -McKay Art Foundation of Markham Board Members engaged in a strategic planning process. This resulted in the following Vision and Strategic Imperatives: Vision Our vision is to be a cultural hub of national significance in the City of Markham to: Share and celebrate the life and work of F. H. and other Canadian artists

4 National significance also implies that the will be fully embedded as an important cultural resource for its immediate community. 4 National Significance XX The Manager and staff continued fleshing out the Strategic Plan from early Working towards the strategic vision that the become a cultural hub of national significance, we have determined the following: National significance indicates an institution whose importance is recognized by its immediate community, the wider public, by peers in the arts community, and by all levels of government, municipal, regional, provincial and federal. Peer recognition is understood to be achieved when: significant artists wish to show at the ; professional Curators want to work here, or request that their exhibitions be shown here major public art galleries lend works to us, send their exhibitions to us and accept our exhibitions when on tour the retains its Category A designation from the Department of Canadian Heritage, indicating the s maintenance of best professional practice the receives arm s length, peer-juried funding from the Ontario Arts Council, the Canada council for the Arts and the Museum Assistance program of the Department of Canadian Heritage.

5 of Markham Strategic Imperatives, Goals and Tactics

6 staff will create a document to clarify the steps involved in the donation process. The document will be placed on the website and offered to all who inquire about donation. staff will maintain museum standards in the vault, collections area and exhibition spaces to ensure the gallery retain its Category A status and the potential for long term loans from private collectors, public art galleries and sister institutions. The status also maintains the s eligibility to submit works for certification as cultural property to the Canadian Cultural Property Export Review Board (CCPERB), offering a potential tax advantage to donors. 6 Build / Expand Permanent Collection Build/develop the permanent collection through donation, acquisition and long term loan The Director and Curator will determine areas of focus for acquisition. They will communicate these widely to board members, artists, curators, art world colleagues, dealers, collectors and other relevant individuals. The Director and Curator will keep abreast of Canadian art auctions to monitor possible acquisition opportunities staff will explore private foundation opportunities for acquisition. staff will apply for matching grants from the Canada Council for the Arts to fund additions to the collection.

7 Digitize the Collection The will acquire a high-quality digital camera and create a camera stand in the Collections area. The will document all existing works in the collection digitally, creating the most high resolution images possible. The Gallery staff will similarly document every new work that enters the collection. 7 Build / Expand Permanent Collection Ensure vault space for new acquisitions The will complete the Paper Conservation Project begun in 2014, acquire new storage for works on paper and disposing of old paper drawers, to free up vault space. Up to 30% of the vault racks are taken up by works in the Public Art Collection (PAC). Gallery staff will work with the Public Art Coordinator to ensure that these works go out on loan or are de-accessioned following appropriate protocols. Place the Collection online Gallery staff will update the collection database to ensure information contained there is accurate and current. The Director and Collections Manager will consult with relevant individuals around putting the collection online (City of Markham IT personnel, art gallery colleagues, etc.). Gallery staff will research online image collections to find the best "fit" for the Gallery. Gallery staff will engage in a copyright clearance project to ensure adherence to Canadian copyright law regarding reproduction and circulation of images. Gallery staff will research appropriate sources of support for this project and place the Collections online.

8 The Gallery will update the artist files for all artists represented in its collection. The Gallery will work to gain access to the inventory, currently held in the Archives of the National Gallery of Canada. This will involve consultation with NGC staff and family members. The Gallery Curator will make herself available to answer queries from the general public, scholars and researchers regarding, as well as sharing information, bibliographies, images, etc. as appropriate. The Gallery will research and create a "Collections Use Policy" around appropriate access to works in the collection for scholars, art colleagues, teachers and researchers. The Gallery staff will work to digitize the permanent collection with the ultimate goal of making it available online The Gallery will add Cataloguing in Publication information and images of publications to the website to promote the Gallery's research. 8 Build / Expand Permanent Collection The will become a major resource centre for the study of F.H.. The Gallery will continue to collect works by F.H. and his peers and contemporaries. The Gallery will continue to build a library in relation to, his contemporaries and related fields (e.g. late nineteenth century British art, portraiture, Theosophy, Asian philosophies and religion). The Gallery will maintain an up to date bibliography of works about, his peers, contemporaries and related fields. The Gallery will create a database of its existing library/research collection and update it as required.

9 9 Build / Expand Permanent Collection Maintain and exhibit an on-going rotation of the permanent collection Plan a multi-year exhibition program The Director will clarify the role and importance of permanent collection exhibitions and how this meets the goals of the MOU and the Strategic Plan. Gallery staff will ensure adequate gallery space for the permanent collection program The gallery will produce an excellent multi-year permanent collection exhibition program through: acquiring deep knowledge of the collections and an understanding of their strengths for exhibition and interpretation thematically integrating the with the exhibitions of the Introduction and Main galleries Gallery staff ensuring that permanent collection works are ready to display when needed, ensuring appropriate conservation and framing, etc. setting aside a space in the permanent collection gallery for works by F.H. and also a space for recent acquisitions/collections highlights other events (e.g. Berczy celebrations), as required borrowing works from other institutions and private collections to animate and illuminate the Gallery's own permanent collection Gallery staff attendance at OAAG, OMA and CMA meetings and workshops to learn how other institutions curate/animate their permanent and historic collections and to remain current with new approaches and perspectives on historic holdings. taking note of external events, anniversaries and celebrations, when planning its program ( as a war artist; the 150th anniversary of confederation; Pan Am Games, etc.).

10 10 Build / Expand Permanent Collection Generate support for the permanent collection exhibition program Review the collections policy and associated documents to ensure they are congruent with the MOU to develop and conserve the permanent collection and preserve Canadian art staff will ensure support for the permanent collection exhibition program: by requesting funds from the -McKay Art Foundation in support of it, including for cleaning, framing and conservation of individual works, as well as for shipping in and out of loans, gallery preparation, installation and de-installation by applying to the Museum Assistance Program of the Department of Canadian Heritage, or other, for research and display of the permanent exhibition program. Gallery staff will determine all documents relevant to the MOU and the conservation and development of the permanent collections, and place them together on the Q Drive for easy access. The Director, Curator and Collections Manager will meet to review the Gallery Collections policy and associated documents and highlight any discrepancies. The Director will bring the findings of the staff to the City's Director of Culture and the -McKay Art Foundation Board, with any recommendations. Gallery staff will encourage the -McKay Foundation Board to bring those with an interest in and knowledge of Canadian art to join the Board

11 To foster better mutual understanding, Gallery staff will create a Board Package, comprising a brief history of the role and mandate of the Gallery and its many programs; a list of staff and their respective roles, with bios, and an outline of the 's main programs, a gallery plan and a copy of the MOU between the City and the Foundation 11 Build / Expand Permanent Collection Enhance Relationship with the Foundation Board Nurture relationships within the private art community and art dealers to position gallery for potential future donations Strengthen engagement of Foundation, its Board & Committee members and staff Gallery staff will maintain memberships in the OMA, the CMA, OAAG, etc. and attend meetings and workshops, etc. Gallery staff will inform colleagues that the Gallery is actively collecting in specific areas. The Director and Curator will attend Canadian art auction previews and other such events to meet potential donors and collectors of Canadian art. Gallery staff will invite all Foundation Board and Committee members and staff to all events. Gallery staff will offer the Gallery as a site for Foundation Board meetings and functions. Gallery staff will invite Foundation Board Members to non-public events, e.g. private tours of shows before Board Meetings, docent training tours. Gallery staff will offer small receptions to Board Members at appropriate times. Gallery staff will offer other assistance as relevant, e.g., a corporate team-building exercise; assistance with a COMPASS grant for Board professional development. Gallery staff will assist the Board to find ways to recognize past Board Members.

12 The Director will keep the Board and relevant Committees apprised of Gallery priorities in all of exhibitions, public and educational programs, outreach and wish list, to assist the Board in expending its efforts as strategically as possible. 12 Enhance Relationship with the Foundation Board Clarify and define the advisory role of the foundation Improve communication strategy between Board and staff The Director and Curator will cite the terms of the MOU in all relevant documents (exhibition descriptions, requests for funding, acquisitions proposals) in dealings with the Foundation. This will clarify the respective roles and responsibilities of the Foundation, the Gallery staff and the City of Markham. The Gallery Director will maintain open and collegial communication with the Board Director and Members at all times. The Director will continue to present a written report at Foundation Board Meetings highlighting the many activities of the Gallery and staff. When requesting exhibition support from the Foundation Board, the Director will explain: how the exhibition meets: 1, VAG's mandate. 2, the goals of the Strategic. Plan. 3, How it benefits the community of Markham. 4, What audiences it will reach. 5, A project timeline, with specific steps, 6, The resources required, including staff time. 7, A budget, indicating what resources on hand, what anticipated. 8, A request for a specific amount. 9, A statement on possible sources of revenue. 10, What recognition may be offered to sponsors. The Director will create a template with the above information and ensure that it is included on all funding requests. The Director will ensure that any exhibition funding submission should be brought to the Board or Board Committee in a timely fashion.

13 13 Enhance Relationship with the Foundation Board Develop initiatives for Fundraising, Sponsorship and Donations The Gallery will support the Foundation's fundraising, sponsorship and donation initiatives. The Gallery will encourage all Board members to acquire memberships to show leadership and demonstrate their commitment to the Gallery. The Gallery will identify projects that need funding and create a wish list organized by required funding amounts and make this available to the Foundation. The Gallery will work with the Foundation to explore the possibility of small scale in-house fundraising events. The Gallery will create a donor wall in the lobby and acknowledge founding donors as well as annual donors and will update this as needed. Develop recruitment strategy for Board members Gallery staff will support the Board in its recruitment efforts. Gallery staff will identify appropriate community members and art world colleagues with relevant expertise and refer their names to the Board Chair Gallery staff will invite prospective board members identified by the Board to events to assist in cultivating new relationships and recruitment. Optimize Organizational Excellence Review roles, responsibilities & authorities The Gallery Director will review all staff job descriptions and work with the City s HR department to update them as necessary and to reassign tasks as required and appropriate.

14 The Gallery will create a single database for contacts by designating one individual to be in charge of the contact database and liaising with IT about best way to migrate data from several sources into a single database. The Gallery will track all attendance statistics, and add new metrics as required. The Gallery will create an internal Quick Reference doc with Business Number, WSIB policy number, legal name, credit line, copyright line, incorporation stats, charitable number, etc. and make available on the Q Drive for internal quick reference The Director will create a ground plan of the Gallery. staff will determine the appropriate name for every room in the Gallery. These finalized names will be added to the ground plan and circulated. The finalized names will be used in all communications, including calendar, bookings, internal documents, Life Cycle, etc. for consistency and clarity. 14 Optimize Organizational Excellence Review/develop management systems The Gallery Director will review existing management systems to see where efficiencies may be introduced. The Director and staff will review all existing documents on policy and procedure, including emergency and disaster documents. Gallery staff will revise and update existing staff manuals regarding internal procedures to ensure consistency of practice. Gallery staff will create new policies where required, e.g. for: use of the gallery for nonexhibition events; use of the Gallery lobby during public hours; presentations of art by external groups. Gallery staff will Review the Q Drive, refile documents as necessary, and delete/archive out of date files.

15 Gallery staff will review the Gallery's hours of opening to the public to examine options for increasing visitor attendance without increasing part time staff expense lines. In keeping with the City of Markham's emphasis on customer service: Gallery ISAs will be: trained to speak with confidence about Gallery exhibitions; required to put out "tour" signs; to collect feedback from the public ensure that all lobby materials are current. The ISA Task Binder will be updated to reflect these tasks, as required. Gallery staff will review Health & Safety training required for part time staff and ensure that required individuals have the appropriate training. Gallery staff will explore options for part time staff engagement and community building. The will acquire blinds for the meeting room so that it can be private when required, e.g., during interviews for staff and volunteers. Gallery staff will explore options for an in-house p.a. system for greater security/efficiency and to improve sound quality during large-scale public events. Once in place a manual for its use will be created to ensure all those who use it have access when required. 15 Optimize Organizational Excellence Develop appropriate processes, procedures & protocols The Gallery will develop close working relationships and partnerships with relevant City Departments and ensure that all appropriate Corporate policies and procedures are incorporated into the Gallery s overall operations. The Gallery will develop a "House Rules" document for tenants of the McKay Art Centre (UBIA and MAC) to ensure their compliance with safety and security procedures.

16 The Gallery will work to attract new donors by: reviewing the history of and relations with existing donors developing a standard donation package outlining recognition levels developing a patron donor program with several levels of giving and appropriate benefits exploring opportunities for naming internal spaces setting specific fundraising goals 16 Optimize Organizational Excellence Strengthen financial/budget management The Director and staff will adhere to all City of Markham financial management policies including in relation to vendors, purchases, AMEX processing and management approvals. Staff will pay close attention to monthly financial statements from the City to ensure the Gallery stays within expense lines and balances the budget by year end. Staff will begin the year by calculating all revenue sources and base expenses on anticipated revenue lines; staff will also work to clarify the -McKay Art Foundation expense lines to understand the range of assistance that may be applied for. Increase revenue generation The Gallery will endeavour to generate revenue by: promoting the McKay Art Centre garden as a site for wedding ceremonies and wedding photography; the Deacon Room as a site for wedding ceremonies and the Gallery lobby as a venue for community events (awards ceremonies, recitals, etc.) maintaining the birthday party program and streamlining the booking process

17 17 Optimize Organizational Excellence Increase revenue generation The Gallery will work to attract new sponsors by: reviewing the history of relations with existing sponsors developing standard sponsorship packages for each of exhibitions, public programs, education, etc. and outlining rewards for various levels of sponsorship reviewing all its current vendors and creating a list of possible gift-in-kind sponsors creating a file to track all gift-in-kind donations (e.g. wall paint, art camp materials, catering). setting goals for sponsorships and gift-in-kind sponsorships exploring possibilities for establishing a monthly giving program Track in-kind donations and sponsorships The Director will create an in-kind donation and sponsorship tracking form and place it on the shared drive. All staff will update the tracking form as necessary, so that the may best understand the range of contributions it receives from the community Improve communications and develop relationships (internal & external) The Gallery will develop close working relationships and partnerships with relevant City Departments and ensure that all appropriate Corporate policies and procedures relating to communications are incorporated into the Gallery s overall operations. A primary way to improve communications is to create a Gallery Brand. Brand in this context implies all of: presence, recognition, a perceived image, an emotional response and visual identity. Ideally, the will source the funds to work with a designer to create a logo that is simple, memorable, timeless, versatile and appropriate. The Director will explore possible grant applications in support of marketing and branding.

18 Social Media The Gallery will continue to use social media, the e-newsletter and monthly e-blasts to build social media presence. The Gallery will create a standard signature format to be used by all staff. The signature will include current exhibition information, be updated and circulated to all staff as required. Print The gallery will work to create a single print vehicle, produced quarterly, for all needed information (exhibitions, camps, classes, memberships, etc.) The gallery will explore production of an in-house, low-cost, easy to update leaflet/brochure to accompany exhibitions in the Collections Gallery, and in the Introduction and Main Galleries. 18 Optimize Organizational Excellence Improve communications and develop relationships (internal & external) Internally The Gallery will work to create social spaces in the lobby and galleries: by acquiring appropriate, well-designed and easily moveable furniture to make the spaces as inviting and multi-functional as possible by creating guidelines for the use and placement of banners and other sponsor material in the lobby by encouraging use of social media within the lobby and gallery when not prohibited by copyright/loan agreement by ensuring all ISAs, gallery attendants, staff and volunteers are trained in best customer service practices by maintaining the facility through the City's Life Cycle program

19 Annual Report The Gallery compiles numerous statistics regarding its activities and attendance. Gallery staff will explore design options for a Annual Report to circulate to friends, sister institutions, granting agencies and potential donors. Other Communications The Gallery will explore a reciprocal mailing program of its publications with sister institutions to ensure awareness of its research and book production. The Gallery will create a Quick Facts document for external use, to have at hand for media/donors/sponsors and other external sponsors. The Gallery will approach the City of Markham Welcome wagon to see if information may be include in their welcome packages to new residents of the City. 19 Optimize Organizational Excellence Improve communications and develop relationships (internal & external) Web presence The Gallery will work with the City's Corporate Communications and IT departments to see what improvements are possible to the existing website. The Gallery will review all existing pages and reorganize them to permit clear navigation and avoid confusion and duplication of information. The Gallery will review google analytics provided by Corporate Communications and work with Corp Com to implement changes to the Gallery's website to improve navigation and clarity of information. The Gallery will work with the -McKay Art Foundation to maintain a clear visual and content separation between the Foundation and the Gallery.

20 20 Optimize Organizational Excellence Develop Exhibition & Programming Strategy Improve communications and develop relationships (internal & external) Review existing practices and develop exhibition strategy Membership The Director and Administrator will review the current membership, and potential demographics for growth, with a view to increasing it from 180 to 200. NOTE: Growing the membership may not increase revenue. Currently the area for growth is with families, who receive discounts on camps and classes. However, a large membership is a sign of embeddness in the community. The will explore introduction of an Artist membership and a series of related benefits The Director will request that the Culture Department review the Cultural membership to best understand its objectives and how the Gallery may use it to advantage Director and Curator and Collections Manager will work together to develop a long term exhibition plan designed to meet the desiderata in the MOU. The exhibition plan will also take into account funding opportunities available through the OAC, CCA and MAP, as well as potential sponsorships. The exhibition plan will include leveraging exhibition resources through the use of touring exhibitions and collaborations with other cultural organizations. The exhibition plan will be flexible enough to accommodate important short-term exhibition opportunities when they arise. Ensure alignment with MOU The Director will ensure that staff understands the purpose of the MOU and the roles and responsibilities of each of the City, the gallery and the Foundation, as per the MOU. The MOU will be embedded into Exhibition Proposals: In every exhibition proposal, a section which indicates how the exhibition fits with the MOU between the City of Markham and the Foundation Board.

21 21 Develop Exhibition & Programming Strategy Gather feedback on programming The Gallery currently executes surveys for exhibitions, as well as volunteer evaluations and program surveys. The Gallery staff will formalize the process to collect data from art classes, both from instructors and students. ISAs will be instructed to compile the comments of visitors on a weekly basis and send these to the Administrator to compile for follow up and continuous improvement Formulate criteria for submission process with respect to funding exhibitions The Director and Curator will meet to determine criteria for artists to submit exhibition proposals. They will: determine the s position regarding funding such exhibition proposals; draft a statement regarding the s exhibition mandate, exhibition criteria; formulate details about the required information (cv, artist s statement, images, etc.) They will work with the Communications Coordinator/City s IT to implement a submission process on line. Support the Creation of a Cultural Hub Develop outreach & education plan Over the last several years the has maintained a very extensive, high-level, outreach and education program reaching all age groups through a broad range of events and services to the community. For the next three years the s goals are: to maintain the integrity of its existing programs to keep all events as accessible as possible (i.e., low cost) for all levels of the community to operate in a strategic fashion, e.g. to work collaboratively with other organizations and to leverage resources by tying outreach to larger events, while meeting the City s identified goals of accessibility, inclusivity and sustainability

22 Have an across the board 90% occupancy rate for its Art Camps. Every family with a child registered in any camp during the previous 2 years will receive a detailed e-brochure listing all camps by week, and broken down by age and time of day. Recruit new students for its range of art classes. The currently has a very high rate of return for all its Art Class offerings, but many attendees have already taken the courses for which eligible. The current goal is therefore to recruit a new body of students to come into the classes. The will explore free "Try it out" classes or workshops along with an Open House to "meet the instructors" to attract new students. 22 Support the Creation of a Cultural Hub Develop outreach & education plan Maintain and consolidate programs The undertakes to maintain the existing programs: 1. Four Curatorial tours, lectures or other events to animate Gallery exhibitions 2. Four Pecha Kucha events in partnership with the Markham Public Library at the Gallery and elsewhere 3. Winter camp, with before and after care 4. March Break camp, with before and after care. 5. Summer Camp with before and after care 6. Art activities/day camps in tandem with traditional festivals (Valentine s Day, Easter, Halloween), statutory holidays (Family Day, Canada Day) and PD days. 7. A broad range of art classes for individuals as young as 4 to senior citizens

23 Leverage Resources through collaboration with other organizations The will continue to work with the Markham Public Library on the Pecha Kucha series described above. The will offer the Gallery and its receptions and events as a site for the MPL to offer Library cards and reading material. The will continue to partner with the City s Department of Recreation to offer classes at Angus Glen and Cornell Community Centres. The will continue to mount the Kids Klub in partnership with Whole Foods Market Unionville Celebration of the Pan Am and Para Pan Am Games Along with its exhibition schedule, the will offer five separate camps themed specifically to the 2015 Pan Am and Para Pan Am Games. They are: Pan Am Art and Culture; Young Set Designers, Art Meets Movement, Cultural Landscapes and Passport to Art. 23 Support the Creation of a Cultural Hub Develop outreach & education plan Leverage Resources through participation in other events: The Gallery will participate in the Annual Unionville Festival through an event in the courtyard. The Gallery will continue as a site for the Markham jazz Festival, in the gallery proper and at the McKay Art Centre garden. The Gallery will participate in the City's Culture Days. The Gallery will be open for and participate in Doors Open Ontario.

24 Outreach to new Canadians In line with the City s emphasis on diversity and inclusiveness, the will become a site for obtaining the Cultural Access Pass (CAP) which is offered to new Canadians. The CAP permits free access to numerous cultural institutions across the province and country. Once the CAP program is available at the, the will explore opportunities to mount citizenship ceremonies to bring new and diverse audiences to the Gallery. The will work with the City s Welcome Centre on activities, e.g. an art exhibition, which will support embeddedness in the community for new citizens. Outreach to the City of Markham The will approach the HR Department of the City of Markham to identify ways in which the gallery may contribute to the City and offer services such as: 1. The Director/Curator of the presenting a Lunch & Learn event at the Gallery, focusing on William Moll Berczy and/or F. H. /the history of Unionville. These could be part of the orientation for new City of Markham staff members; 2. Customized team-building exercises that could be created for any of (a) new staff, (b) a particular departments, or (c) to mark specific events (a retirement, a departmental celebration). 24 Support the Creation of a Cultural Hub Develop outreach & education plan Maintain Accessibility programs The will work with the City of Markham to ensure that the facility adheres to the standards outlined in AODA The will continue to offer the Sensory Exploration in the Arts Program in collaboration with the DeafBlind Community The will continue to offer such courses as Art Therapy for ADHD/ADD for youth The will explore production of large format labels and audio labels for the sight impaired

25 Improve administration of the educational program The Gallery will explore options for administrative assistance to run the education program, particularly at its busiest time (April June) through grants, sponsorships or donations, and also by offering internships to students at nearby third-level colleges and institutions. The Gallery will explore greater administrative efficiency through online registration. The Gallery will liaise with IT to implement an online registration process The Gallery will establish clear parameters for the High School Co-op Program including: the minimum time commitment it requires; the physical location of the Co-op students and the resources they require (computer access); how many at any one time, supervision requirements and communicate these to relevant schools. Gallery staff will generate a list of tasks appropriate to Co op students and maintaining it on the Q Drive and to which all staff may contribute. 25 Support the Creation of a Cultural Hub Develop outreach & education plan Continue to offer a range of high-quality curriculum-based programs The Gallery s Education Coordinator will continue to offer a range of high-quality field-trips to the gallery which support the provincial curriculum. These include: For elementary schools: half-day, full-day and Inuit Art at the Gallery For High School students: tours, life drawing and Co-Op opportunities For teachers: up to 4 Professional Development Days per year The also offers Elementary School outreach, whereby the Education Program Coordinator brings the program to the school.

26 26 Support the Creation of a Cultural Hub Develop outreach & education plan Develop relationships and partnerships within National and Local Arts community Improve communications to educators The Gallery will improve communication to educators: by circulating large announcements. This includes: using the assistance of Co-op students to research the York Region School Board website to create a list of all schools in the region, and art teachers where possible, and combining appropriate contacts to permit large ings regarding education programs. by building a close relationship with new York Region District School Board Elementary School named in honour of F.H., which will open in September 2015 by re-examining the terms of the Wallace Joyce award to ensure fairness and relevance to all High Schools in the York Region. The Gallery will circulate an announcement regarding the award to as many schools and other places as possible. The Gallery will require art teachers to nominate a student for the award. When the award is given, staff will go to the school and speak about the Gallery and its curriculum-based offerings. The Gallery will continue to engage in the following: creating joint exhibitions with sister institutions, producing joint publications with other art galleries, accepting exhibitions on tour from elsewhere. The Gallery will explore options for initiating exhibition tours in the future The Gallery will continue to offer partnerships and collaborative opportunities to the Markham Arts Council. The Gallery will explore exhibition scheduling and promotion opportunities with the Markham Museum. The Gallery's Art Acquisitions Committee will continue to work with the City's Public Art Coordinator to bring excellent public art to the City of Markham.

27 Drop-in Studio Program for local artists Renovations completed, the has the space to offer a Drop-In Studio Program. The will conduct a survey of similar programs at galleries and artist-run centres. It will survey local and regional artists to gauge their interest. It will investigate appropriate structures, agreements and price points and launch its program by the end of Support the Creation of a Cultural Hub Create synergies with other cultural organizations/agencies Develop greater presence within Markham/community Ensure that synergies with other cultural organizations and agencies are integral components of exhibitions, public programs, education and outreach. Gallery staff will: review attendance statistics by program and demographic to understand visitorship in more detail to discover where there may be opportunities for growth continue to employ local artists as teachers of Gallery art classes work with the -McKay Art Foundation to maintain the volunteer program as it creates a positive sense of well-being and community embeddedness for those who participate. explore opportunities for partnerships with nearby colleges for availability of appropriate students for internships at the Gallery. continue as a site for meetings of local community groups such as: Markham Arts Council; Markham Teen Arts Council, the Unionville Rate Payers Association, Unionville Business Improvement Area; Unionville Historic Association, Creativity Through Arts support other community groups and camps in York Region who want to arrange field trips from their venues/programs to the continue as a venue for community groups such as the youth orchestra, for piano recitals, Markham Brownies and Girl Guides

28 The gallery will work with appropriate departments in the City of Markham to maintain the building in a manner required to meet all regulatory standards and to maximize safety and security of people and art in the McKay Art Centre. The gallery will explore options to make the McKay Art Centre more attractive for users and more accessible for all visitors. The gallery will maintain McKay Art Centre core activities: (1) providing rented gallery space to local artists (2) offering art classes to all sectors of the community, (3) renting the venue for private events (4) supporting volunteers and docents The gallery will also review how best to utilize the McKay Art Centre. The Gallery will therefore explore: 1) offering an art camp on the main floor of the McKay during summer (July-August) and (2) renting rooms to local artists as studio space and (3) offering the main floor as rental space during the off-season when difficult to find exhibition/renters. 28 Support the Creation of a Cultural Hub Develop greater presence within Markham/community Maintain the McKay Art Centre as an active site for community art events The McKay Art Centre is a much used and much loved, multi-functional building. It is the site of many art classes and camps, a rental venue, a space for Volunteers, above all, it is highly valued by a rotating series of individual artists, collectives, schools and community groups as a rental gallery in which to present their art. Two upstairs rooms are also used as offices by external groups. The building, a heritage structure, erected c.1855 as a private residence, was not built to withstand the level of use it currently receives. It requires a high level of maintenance and staff time to deal with upkeep, security, pest control etc. Ensuring it adheres to increasingly stringent fire code, and Health & Safety regulations, is an ongoing issue. The building and gardens have accessibility issues. The basement is not inviting.

29 29 Support the Creation of a Cultural Hub Actively participate in the Unionville Main Street Revitalization project The Gallery Director or designate will sit on any relevant committees convened by the City or community to discuss the revitalization project. The Gallery will execute a feasibility study about its courtyard and exterior which may contribute to the revitalization project. The Gallery will explore greater use of its courtyard and so of its public presence. The Gallery will work with the City of Markham to maintain the McKay Art Centre in a fashion appropriate to its heritage designation and function as an Art Centre The Gallery will continue to include the exterior of both the and McKay House in the City s Lifecycle program to ensure appropriate maintenance funding is available when needed.