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Year in Review

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Year in Review 2017–2018 YEAR IN REVIEW HART HOUSE, UNIVERSITY OF TORONTO 2017–2018 Opposite page: Hart House Global Commons 2017-2018 CONTENTS 4 Hart House: Community, 25 International Day for Capacity, Communication the Elimination of Racial Discrimination (IDERD) 5 Organizational Chart and 25 SOAR Strategic Objectives 26 Human Library 6 2017–2018: A Year of 26 Hart House Theatre Review Acceleration 27 Celebrations and Ceremonies 6 Customer Service 27 Black Graduation Training—Operational Ceremony Excellence 28 Paul Templin Retires 8 Branding—Reputational Excellence 29 Awards 8 Academic Partnerships— 29 Donor Supported Awards Experiential Excellence 30 University-wide Awards 31 Art Museum Awards 9 Governance 9 Board of Stewards 32 Building Committees and Clubs 32 Critical Infrastructure 9 Tri-Campus Mandate Renewal 32 Hart House Theatre 10 For an Open Dialogue Improvements 11 Global Commons 33 Other Capital Projects 12 Hancock Lecture 12 Hart House Debates and 34 Support Dialogue Committee Events 36 Financials 14 For Your Inner Artist 15 Night of Ideas 16 Uprooted and Dispossessed 16 2017/18 Theatre Season 18 Hart House By the Numbers 20 For What Moves You 22 Wellness Drop-in Programs 22 Hart House Farm 24 For Building Community 25 Hart House Podcasts 25 Youth Community Recreation 3 HART HOUSE: OUR STRATEGIC PLAN COMMUNITY, CAPACITY, Delight in COMMUNICATION Discovery Key Themes Diversity Exploration Engagement excellence as our motivating force. Year 2: ways of seeing the world without fear of Strategic Objectives 2017–2018, was one of acceleration. As failure or the challenge of competition. you will read in the pages of this report, On and off campus, staff nurture leaders, Experiential Excellence Operational Excellence Reputational Excellence throughout the year we gained traction promote creativity and provide a foundation and momentum as the plan began to take for self-exploration. The house is a haven its full shape. We began to get a sense of for those seeking refuge and relaxation, Foundational Pillars the House’s full potential to offer a truly and a place of safety for those seeking to transformative, accessible, and engaging test and try new things that, while scary, educational experience to every student at just might liberate their minds, enrich their People Infrastructure Funding all three campuses of this university. spirits, and enhance their well-being. Welcome to the Hart House One of the many exciting ways in which As you read this Annual Report, we hope that potential began to show itself was that you will experience even a little bit of Annual Report for 2017–2018. through the expansion of our collaborative that same sense of joyful exploration that In the following pages, you will partnerships with both academic units inspires our students and propels us and OUR ORGANIZATION find a snapshot of all that the and with a wide array of community-based our colleagues to do the work we do every students, senior members, alumni, organizations. In an era increasingly day. And please remember— because faculty and staff have learned and focused on “experiential education” and we can never forget— that as members, accomplished together over the “work-integrated learning”, Hart House has friends and supporters of Hart House, it found its long history of providing students is you and your support that make such Board of Stewards Vice-Provost, Students past year at Hart House. with real-life experience in governance, experiences possible. Our gratitude is communications, advocacy, financial both wide and deep for all that you do to Just as it always has, Hart House offers management, digital literacies, wellness, ensure this generation of students at U students of the University of Toronto the social justice and a host of other areas in of T, and all the generations yet to come, opportunity to come together outside their high demand. Whether they are supporting understand what it means to take “Delight classrooms and across their differences Warden at-risk youth in community-based in Discovery” at Hart House. in pursuit of life-changing, community- recreational programs, fostering financial enriching “high endeavour” through the literacy among high school students or Sincerely yours, arts, dialogue and wellness. Further, the earning academic credit for enhancing Hart Hart House of today continues to evolve House’s web-based communications, the John Monahan, into a more diverse and inclusive space students who engage with Hart House are Warden Chief Program Officer Advancement Chief Administrative Officer than ever before while still remaining true developing skills that will be a benefit both Communications to its core mandate. to them and to their communities for years Dr. Janelle Joseph, Warden’s Office to come. This is particularly important when Chair, Board of Stewards 100th Anniversary 2017–2018 was the second year of the Hart House Theatre Facilities we consider the many communities from Hart House five-year strategic plan, “Delight Integrated Learning & Finance which U of T students come. in Discovery”. Given Hart House’s long Community Engagement Gallery Grill association with recreational running, we Justina M. Barnicke Gallery at hart House Information Hub At its core, Hart House remains a unique like to think of each year of the plan as a Recreation & Wellness Information Technology community-of-communities that offers different stage of a race. Year 1: 2016– Meeting & Event Services students an all-too-rare opportunity to take 2017, was the start, and a powerful and Staff Operations & Professional Development sheer delight in the joy of discovering new explosive one it was, with our ultimate goals ideas, new interests, new friends and new Top: John Monahan, Warden and Dr. Janelle Joseph, of experiential, operational and reputational Chair, Board of Stewards Hart House 4 HARTHOUSE.CA 5 2017–2018: A YEAR OF ACCELERATION 2016–2017, or year one of “Delight in • a new branding and marketing Discovery,” the Hart House five-year strategy to showcase Hart House’s strategic plan, started off in a good way. excellence. 2017–2018, or year two of the plan, was Year Two of Our focused on its acceleration. An example of All of these efforts were made in pursuit of Five-Year Strategic this acceleration can be found in the Hart our three strategic objectives: operational House Global Commons, one of the core excellence, experiential excellence and Plan, “Delight in actions of our strategic plan. What began reputational excellence. successfully but quietly in 2016–2017 as Discovery” our attempt to create a multidisciplinary, cross-cultural program that promotes CUSTOMER SERVICE global awareness and accountability TRAINING—OPERATIONAL for students from U of T and a series of EXCELLENCE international partner universities, had blossomed by 2017–2018 into a truly Mandatory customer service training was unique, four-continents forum for intense provided House-wide to the leadership and dialogue about some of the world’s most all permanent and part-time staff in 2017– pressing issues for students, academics 2018. To strengthen our commitment to and community partners from across the providing a safe, inclusive and welcoming globe, all coordinated by students and environment, an action plan was put into staff from Hart House. (Read more about place to ensure that all Hart House staff the Global Commons on pg. 11.) deliver client-focused, superlative customer service experiences for all members and Other initiatives for the year included: users of Hart House, all the time. Staff • expanded programming to were asked to develop personal plans to reflect diversity, exploration and put into action the learnings gleaned from engagement; the training. The plans identified goals and • a community and academic associated actions and timelines in order partnership plan to increase to hold each staff member accountable for community and student embedding the fundamentals of customer engagement; service consistently in all that they do. • a focus on improving the profitability of revenue generating businesses; • potential lead donors for infrastructure renewal; Opposite page (clockwise from top): John Monahan, • enhanced assessment practices; Warden and Laura Siracusa, student co-organizer • the creation of a safe and welcoming of the Global Commons; Terese Pierre, Hart House Senior Member posing for our branding campaign; environment that is accessible to all; Student Leaders Mentorship Reception and 6 HARTHOUSE.CA 7 The execution of the The student-majority Hart House strategic Board of Stewards plan is grounded in is the highest integrated learning governing body at and community Hart House engagement across programming in arts and culture, dialogue and wellness. GOVERNANCE BRANDING—REPUTATIONAL building. It is a place whose reach Building on the foundational history of this • Music regardless of the campus on which they extends beyond the campus. work, the current Hart House strategic EXCELLENCE • Recreational Athletics & Wellness spend most of their time. In a survey • The language and approach that we plan encourages a focus on these • Senior Members conducted in 2015, we found that 90% of A good brand is more than just a name use must speak to all current and partnerships with academic units, with BOARD OF STEWARDS • Social Justice, and students on St. George campus used Hart and a logo. It encompasses everything we potential clients, not just those who particular focus on providing research, COMMITTEES AND CLUBS • Theatre. House and an
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