Strategic Plan 2017-2020 FOREST CITY GALLERY 258 Richmond Street London, ON N6B 2H7 wwww.forestcitygallery.com
FCG Brief History Forest City Gallery (FCG), founded in 1973 by a nationally recognized group of artists and musicians, is London s preeminent artist-run centre. Among Canada s first artistinitiated art galleries, FCG was a catalyst for the development of artist-run culture in Canada and directly contributed to the conception of both ARCCO (Artist-Run Centres and Collectives of Ontario) and CARFAC (Canadian Artists Representation/Le Front des artistes canadiens). FCG fosters contemporary art by promoting engagement among local, regional and international arts communities with challenging and engaging arts programming. FCG continues its original mission to promote the professionalization of visual and performing arts by paying artists in accordance with CARFAC s standard of compensation. FCG is a 1,600-square foot art gallery available to artists of all disciplines and career levels, with a focus on emerging artists. FCG is the only artist-run centre between the Windsor and Hamilton corridor, and it serves a population of over 439,000 in London- Middlesex as a primary point of contact for the arts. Our diverse programming includes exhibitions, artist talks, performances, workshops, and community outreach projects. FCG additionally contributes to the career development and professionalization of emerging artists, arts administrators, educators and advocates by facilitating educational skills training. FCG is proud to be a community-centric support system that fosters artistic agency and growth. In addition to its programming and skills training, FCG has made strong community partnerships within London, resulting in the erection of a new neighbourhood park, digital and print publication series, and a monthly live music performance series that continues to showcase Canadian musicians and performers. Today, FCG is thriving.
FCG s MVVM Mandate Mission Vision Value Statements Forest City Gallery (FCG) is an artist-run centre founded on artistic autonomy with a commitment to excellence in programming exhibitions and events that reflect and address recent developments in cultural production. FCG serves to foster and support contemporary art, promoting dialogue amongst local, regional, and international arts communities. FCG represents artists of all disciplines and career levels with a focus on emergent artists and practices. To operate an Artist-Run centre that fosters and supports contemporary art promoting dialogue A Thriving Artist-Run Culture. FCG strives to be an alternative exhibition and artist venue through providing diverse programming and educational skills training for artists, administrators, educators and advocates. In order to remain inclusive FCG emphasizes community engagement through facilitating both open access and ongoing dialogue with community members and partners. FCG proves itself to be resilient through remaining adaptive to the challenges and struggles of the changing climate in the arts. We provide a support system for artistic agency that fosters growth and criticality. FCG commits to be a formative platform for artists.
SWOT Analysis Strengths Long-time brand and history. Forest City Gallery (FCG) has been in existence for over forty years. Gallery Director. Director who embodies the organization s mandate by commitment to vibrancy, positivity, inclusivity and mentorship. Quality of programming. FCG s programming committee has seen an increase in the quality, quantity and diversity of submissions. London s only Artist-Run Centre. As the only Artist-Run Centre in the Windsor- Hamilton corridor FCG has maintained its position as a cultural innovator. Collaborative style. Has many community partnerships in both the public and private sector, such as Museum London, Scotia Bank, University of Western Ontario, and UnLondon among others. Output of Programming. Impressive output and quality of programming considering the budget constraints and limitations that FCG operates under. Weaknesses Small budget. A lack of funds inhibits FCG from undertaking the variety of programming and marketing the Gallery would like to engage in. There is a history of tension that exists amongst previous FCG Boards, Gallery Directors and donors. This has left FCG weaker than it should be in present day. FCG does not have the budget for a full-time Gallery Director and incremental wage increases. This limits the amount of work that can be done and threatens FCG s ability to retain staff and offer a competitive wage. There is a lack of understanding within the city of what FCG is, as an artist-run centre, and what it represents. Location. FCG is located on the outskirts of downtown. The prevailing view of Londoners is that it is out of the way. Museum London, The Arts Project, Michael Gibson Gallery, Johnathon, DNA Artspace, 121 and VibraFusion are all within a 3 block radius of one another. Operating Board. Board members are actively involved in the day-to-day operations of the gallery as well as the organizational development of FCG and the community it serves. The board as a whole fosters the vision of FCG. Acts as a resource. Facilitates workshops that aid in professional development and encourages diversity of members. Strong internship program. Has developed, and continually expands on, for-credit and not-for-credit internships in collaboration with the University of Western Ontario and within the London Art s community. Strong volunteer program. Focuses on the reciprocal relationship between Forest City Gallery and strong community of volunteers. Accessibility. The gallery continues to take steps to ensure that the gallery is accessible to our community. Loyal social media presence. FCG s strong online presence allows FCG to connect with its audience as well as advertise upcoming events.
SWOT Analysis (continued) Opportunities Establishing more continuing partnerships with different student bodies. Traditionally, FCG has dealt with Western University Visual Arts Students. FCG continues to reach out to Fanshawe College and Beal to engage new supporters. Pursuing broader sources of funding through various funding sources. FCG takes part in a program offered by Scotia Bank that sees the bank match donations received. FCG will continue to actively pursue funding through other revenue streams such as local foundations, private donors and government funding agencies. Collaborative partnerships with different cultural organizations in the city that focus on cultural inclusivity and education such as Out of Sound Records, VibraFusion Lab, LOMAA, UnLondon, McIntosh Gallery, Museum London, Good Sport, N+1 Cycle and DNA Artspace. Fostering better relationships. FCG is continually moving towards strengthening relationships with past members, community members and funders. Threats Security. FCG is located in an isolated area that offers a lot of social services. The Gallery has seen an increase in security alarm notifications and break-ins. Rental property. As a rental property FCG relies on the property owner to perform general building maintenance and upkeep. Artwork and sound equipment is at risk due to a lack of infrastructure upkeep. No board contracts. Board Members are asked to commit to a two-year term, but there is no formal contract signed allowing board members to leave at any time. This can affect operations as well as board succession. Unpredictable funding climate. Current environment of funding unpredictability and funder restructuring leaves the organization uncertain about its long-term sustainability. Reaching a broader audience. FCG is focusing on the development of online and print publications, which promotes partnerships with emerging writers. Hear Here. Through the Hear Here music series FCG is able to engage with a different arts community within the city and region.
Strategic Priorities Strategic Themes Strategic Priorities Results/Outcome Statements Timelines Performance Measures Resource Development Maintain existing grant funders - relationships and levels (stewardship and recognition). Increase partnerships with other organizations to increase support and promotion of FCG. Diversify funding to include major gifts corporate and individual giving. Funding and revenue levels allow FCG to have an adequate number of staff as well as a viable and appropriate venue to sustain core programs such as volunteer and internship programs. 1, 2, 3 Increase in number of grant applications submitted. 1, 2, 3 Increase in number of community partnerships. 1, 2, 3 Increase in $ amount of grant funding, while increasing amount of non-traditional grant revenue. Maximize membership revenue. 1, 2, 3 Increase in # of members and value of membership. Increase, and maintain, volunteer base while ensuring recognition. Membership Grow # of members to 300 More members and satisfied members increase visibility for contemporary art and the artists, Develop a comprehensive membership strategy that expand gallery awareness in the community and includes: growth, retention, recognition and member lead to a positive FCG experience. feedback. Venue 1, 2, 3 Increase and maintenance of volunteer base with emphasis on recognition and volunteer satisfaction. 3 Increase in the # of members. 2, 3 Member growth and retention stats. Add value to membership. 1, 2, 3 Increase in the # of members. Continually considering new commercial rental locations. The venue is safe and accessible while also meeting the spacial desires of the Director and Board. Upkeep of the current space continues. 3 Continuing the discussion surrounding the ideal gallery space. General repairs and upkeep. 1, 2, 3 Gallery is maintained. Programming Maintain adhoc events to compliment exhibitions. Programming is reaching a broader audience and FCG has a larger following. More members Maintain/review the current structure for the from the community are involved with the programming committee jury with a year 3 moritorium. Gallery. FCG is written about in the press on a more regular basis. Increase PR in order to get more press coverage (eg. Akimbo, Instant Coffee, press releases). 1, 2, 3 # of adhoc events has increased. 1, 2, 3 Jury structure is reviewed/maintained. 1, 2, 3 Increase in press coverage. Governance and Staff Invite others to review exhibitions at FCG. 1, 2, 3 Increase in the # of reviews. Produce publications for exhibitions. 1, 2, 3 Increase in publication rate for exhibitions. Continue hosting community events. 1, 2, 3 FCG s commitment to accessible events continues. Develop Board Retention and Succession Plan. FCG s board represents the London 1, 2, 3 Board succession plans are in place. Community. Board orientation package/process implemented yearly to ensure succession Annually develop a Board Action Plan that supports 1, 2, 3 Board action plan implemented yearly. and retention. Increased focus on attaining the strategic plan. competitive wages and hours for Director will aid Develop and implement yearly Board Self Evaluations. in staff rentention. 1, 2, 3 Board Self Evaluations are completed on an annual basis, with the possiblity of an annual meeting with the President/VP. Diversify the Board of Directors to represent the London Community, while maintaining a majority of visual artists. Strengthen Board orientation process to ensure role transparancy and succession. Increased focus on Human Resources 1, 2, 3 London s Community is represented on the Board of Directors of FCG. Orientation occurs yearly following AGM. Competitive wages and hours for Director.
Action Plan Resource Development Maintain existing grant funders relationships and levels (stewardship and recognition): Maintain the grant writing committee President/VP. Responsibility of the grant writing committee and Director to write and submit grant Gallery Director, President. Thank-you and acknowledgement of funders at openings as well as online. Ensuring we thank artists and mention workshops/upcoming events Director, President and Board. Speak with funders a few times a year to ensure that we are on track Director. Mailing publications, cards and keeping in touch with our funders including the e-blast Director. Increase partnerships with other organizations to increase support and promotion of FCG: Inviting other organizations and members to FCG events Director and Board. Community outreach initiatives and events that partner with other organizations such as Museum London/Fuse, etc. Fundraising Committee, Board and Director. Diversify Funding to include major gifts (corporate and individual): Continuing to develop a sponsorship package that can show tiers of sponsorships indicating how a donor can contribute and the incentives to do so Fundraising Committee and Director. Hear Here now fully funded, on a one-year sponsorship through 2017, which provides fundraising revenue towards operational expenses. Funds to be allocated to security measures for the Gallery, including blinds, security cameras and door repairs. Maximize membership revenue: Annual membership drive. Membership letter (mail out, more formal than an email email containing signature from Secretary/Director) to be sent out before the AGM letting current membership know about the AGM as well as the upcoming renewal of their membership Media Chair and Director. Continue with annual Members Show Director. Increase, and maintain, volunteer base while ensuring recognition: Ensure that volunteer coordinator documents are made accessible to the Board of Directors (formalized documentation) in order to ensure succession Volunteer Coordinator. Staff and volunteer coordinator meet annually to re-evaluate volunteer roles Volunteer Coordinator and Director. Membership Grow # of members to 300/Develop a comprehensive membership strategy that includes: growth, retention, recognition and member feedback/add value to membership: Annual membership drive. Letter stating what the fee from the membership goes towards Help support artists memberships allow us to exist, they allow us to pay artists, and continue offering free admittance Secretary and Director. Cross promotion and Partnerships continuing to promote other events and exhibitions in the city. Board, Media Chair, Director. Partner with local businesses to obtain and continue offering FCG member discounts. Offer membership cards will allow them to receive discounts and special offers Director, Fundraising Chair and Media Chair. Venue General repairs and upkeep: Find better storage solution for supplies/gear that are currently stored in the moveable wall/purchase new castors for wall Technical Director and Vice Technical Director. Better engagement with rental property owners to negotiate space upgrades and upkeep.
Action Plan (continued) Programming Governance and Staff Maintain adhoc events to compliment exhibitions: Maintain Hear Here and Artist Talk Committees (re-evaluate annually) Director, Programming Chair and Hear Here Committee. Maintain the current structure for the Programming Committee jury: Continued focus on jury diversity Programming Chair. Increase PR in order to get more press coverage (Akimbo, Instant Coffee, press releases): Akimbo ads to accompany exhibitions or workshops (min. once a year) Director, Programming Chair and Media Chair. Allocating budgetary funds to Akimbo Treasurer/Vice Maintain social media sites (twitter, facebook, fuse, blog) Director, Media Chair and FCG Intern. Invite Others to review exhibitions at FCG: Initiative already started with FCG blog, which launched in 2014. Informal invites to writers that could review for blog/publications Director, Media Chair. Produce Publications for Exhibitions: Reach out for Project funding to support production of publications Director, President and Fundraising Chair. Creation and format of both digital and print publications (print when financially possible) Publications Chair. Budgetary allocation for writer s fees and production (print costs) Treasurer/Vice. Develop Board Governance and Succession: Board members will actively coach those in line to take over their position Board. Annually develop a Board Action Plan that supports the strategic plan: Annual meeting to review current Action Plan and Strategic Plan. Update on progress President and Vice-President. Develop and implement yearly Board Self Evaluations Follow up on board evaluations. Chair of the Board to Implement on an annual basis President and Vice-President. Diversify the Board of Directors to represent the London Community, while maintaining a majority of visual artists: Call out for nominations to the board (nomination committee) President and Vice-President. Strengthen Board orientation process to ensure role transparency and succession: To be reviewed every year as new members come into the organization President and Vice-President. Orientation packages sent out to members in specific roles (eg. Treasurer). Package will be specific to their duties, but continue to include imperative general information such as our by-laws Director and President. Increased focus on Human Resources: Increased emphasis on allocating funds to ensure competitive wages/ hours for staff to ensure staff retention Finance Committee, Treasurer, Vice-Treasurer, President and Vice-President.