Kiyooka Ohe Arts Centre 2019-2020 Business Strategy Plan
“There is a big difference between being undecided and indecisive. The essence of a strategy is choosing what not to do” – Michael Porter, Harvard Business School
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Executive Summary
The beginning of 2019 finds us on an exciting trajectory, assertively advancing in the development of The Kiyooka Ohe Arts Centre Society of Calgary (KOAC) after a period of internal reorganization, board and management restructuring, and financial and legal reforms.
Although critical for the organizational well-being and to our continued success, the restructuring period forced us to postpone many initiatives during 2018 which the KOAC Board had identified as essential strategic programs and priorities.
However, this pause also provided us with the chance to diagnose the Society’s current needs and the goals and objectives to achieve greater effectiveness. To that end, we diligently gained input from past and present Board members, volunteers, external advisors, and subject matter experts, potential donors and, especially, from the Springbank community.
Their valuable feedback helped us understand how we can improve "en route" to the development of a clearer and more tactical three-year strategic vision of the future to meet our next challenges with a strong, unified, and focused KOAC.
This year, in the short term, we plan to embark on a more aggressive implementation of specific programmatic interventions. KOAC is fully committed to supporting artists and stewarding its landscape, to nurturing and celebrating the relationship between art, nature, and people, and to operating a centre of contemplation and learning, focused on contemporary art.
We have begun preparing the staging ground, - created studio space and procured funds -, for supporting talented emerging artists through residency programs. In the coming weeks, after a carefully designed selection process, our first pilot artist will be working on a sculpture project in a private studio next to where founder Katie Ohe will be working for her upcoming retrospective in January 2020.
We are taking our sculpture park to a new level by accepting significant (and seeking to acquire) large-scale pieces from donors (See CBC’s donation, left). We will be commissioning landscaping studies and GIS plans that will make our expansive landscape and Aspen forest more attractive and accessible to enjoy the sculptures.
We also expect to begin building KOAC’s art pavilion, as we have obtained from Rocky View County a re-designation to our land use permits and a development permit for the construction of the project’s central building.
Katie Ohe surveying Roy Leadbeater’s massive "Waves"metal sculpture, recently added to the KOAC Sculpture Park grounds, courtesy of CBC.
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Concomitantly, we are well-positioned to procure more funds after receiving a generous and substantial donation to apply for matching grants.
We are all about listening to and learning from the community we serve. Over the last two years, we organized open houses and small group visits, held workshops and launched pilot programs and spoken and interviewed community members.
To build upon those efforts, we will be implementing an inclusive public engagement strategy that encompasses communications and branding campaigns, and community relations, donor and fundraising initiatives. We have redesigned and refurbished the functionality of our website to fit our more agile communications needs as we will be holding a third fundraising art auction Gala in the fall.
This year we also plan to strengthen our organizational capacities to continue working with financial, accountability and transparency best practices and metrics, and to implement our programmatic areas with a clear set of budgetary mechanisms and stages. With the help from expert lawyers, we have put together our corporate governance framework. We have also rewritten our strategic financial and accounting policies and included them in our bylaws and governance documents. Moreover, we are working on enlisting expert advice to assemble strategies for fund development and donor initiatives.
Many stakeholders have come together to add their support to the Vision of Harry and Katie and the KOAC Board. We firmly believe KOAC will contribute to the cultural enrichment, pride, and quality of life enhancement of the Springbank community.
The rest of Rocky View County and the Calgary region will experience this cultural enrichment too, as the activities of KOAC will help recognize the role of culture as an economic driver and will put Calgary on the map as a cultural destination.
The continued monitoring of our community members and their priorities will allow us to include their opinions and understand how to better engage them in the identification, selection, design, and execution of our programs. For our part, we will ensure our commitment to uphold KOAC’s Fundamental Principles, and Values remains firm and undeterred.
Purpose
The purpose of this document is to help us define KOAC’s near-term transition strategy or roadmap towards full-fledged operations as an Arts Centre.
This year we will be working towards a viable long-term critical path and method expressed in sequences of tasks and timelines to align our actions and decisions with defined measurable goals. The goal of this document is to gain clarity of that end goal.
With a clearly defined sense of direction and specific, concrete objectives articulated in terms of numbers and time, KOAC can devote itself to the planning (and start executing) of a more comprehensive and ambitious three-year strategic business plan. That is KOAC’s next endeavor, to have a feasible plan every three years that will keep validating the life and fiscal responsibility of the Society.
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BACKGROUND
Harry Kiyooka and Katie Ohe, renowned Alberta contemporary artists, have made their home and their studios on 20 acres of parkland located in the Springbank community, Rocky View County, since 1978.
The original 4,500 square foot home featured two studios and a library. A separate studio to house Katie’s sculpture work was constructed in 1988. An independent studio for Harry was built in 1998 when Harry embarked on a series of large-scale paintings that were too large for his residence studio.
Harry and Katie both believe in giving back to the community that has enabled and supported their long careers as teachers and artists. To this end, they established Kiyooka Ohe Arts Centre Society of Calgary (KOAC) and incorporated it as a CRA-approved charitable organization in 2007.
They have donated their property, residence, studios and endowment funds for the operations and construction of infrastructure to KOAC and have worked tirelessly to articulate and enable their vision for KOAC since that time.
The KOAC Board of Directors oversees these assets and has moved the Vision for KOAC forward since 2007. Many sincerely committed individuals have over a period of approximately ten years endeavored to structure a workable concept to meet the founders’ vision.
To develop and establish a world-class, visual arts centre and sculpture park that encourages and inspires creativity in a natural forest and wetlands habitat. To make KOAC a permanent cultural legacy for the communities of Rocky View County, the City of Calgary and the Province of Alberta. To offer a tranquil environment for research, workshops, lectures for the promotion and exhibition of the best in Canadian and international contemporary art.
The KOAC vision is to preserve the site as a dedicated public sculpture park and to create an art-in-nature experience with contemporary art. It will include an art pavilion, a sculpture / botanic garden, preserved wetlands and a wild nature sanctuary, two artists’ studios, a library of art books and reference material, as well as offices and accommodation in the house.
Kiyooka Ohe Arts Centre (KOAC): An Updated Vision
In April 2018, the KOAC Board held a strategy workshop aimed at reviewing and achieving clarity on the Society’s mission and purpose, in a way that genuinely aligns with its key stakeholders.
Board members and advisors exchanged opinions and led to the below-revised mission, vision, and values, which build upon the original concept of the founders of giving back to the community by establishing an arts facility dedicated to the artist and the aesthetic experience of contemporary art. These statements were officially updated in the Society’s Bylaws.
The Centre will operate as a creative art laboratory in a natural environment that fosters experiential and interdisciplinary learning for all communities
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Mission
Katie Ohe, in her own words, says it like this: “What we seek is to bring a lifestyle, a fusion of the experience of what art is…where people can come and mingle with the art, but also, for artists to sit and contemplate life, retreat and find inspiration in our future botanic sculpture garden, wetlands, and woods sanctuary.”
KOAC’s Mission: The KO Arts Centre Society of Calgary will create a contemporary visual arts centre in a natural environment
Key Values
KOAC will realize its vision by protecting its heritage and site, by hosting artists and visitors to experience contemporary art in a natural environment, and by educating about contemporary art:
. Preserve the land . Engage the local community . Engage arts groups and working artists . Maintain good stewardship of KOAC on behalf of the stakeholders . Support research
Objectives
The objects of the KOAC, as inscribed in its bylaws are:
. To establish, maintain, and operate a not-for-profit centre, or centres, for the exhibition of the arts, including but not limited to paintings, sculpture, ceramics, graphics, crafts and the performing arts;
. To establish, maintain and operate a centre, or centres, to foster education in the arts including but not limited to arranging and conducting lectures for the public on the arts generally and on specific topics, to enhance the appreciation of art, to promote exhibitions of art and the arts generally and to provide classes and instruction in drawing, color mix, painting, sculpting and all other related forms of art;
. To provide for scholarships to enable further study and training in the Arts for deserving members of the Alberta public according to criteria to be established by the Society from time to time;
. Such other works of a charitable nature consistent with or ancillary to the above objects.
SITE CHARACTERISTICS AND ASSETS
The site is located at 244034 Horizon View Road, Springbank community, Rocky View County, Alberta. The existing access road is located along the south boundary of the property with access from Horizon View Road. It is legally described as Part of Section 30, Township 24, Range 02 West of 5th Meridian (SW-30-24-02-W05) and as Block E Plan 3035 HE. The site consists of 20.25 acres (8.12 ha) and it is presently zoned Agriculture Holdings (AH).
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Harry and Katie built a 4,500 square foot (418 sq m) home and studio in 1977 and still serves the artists now with the following functions:
. A home with a two-car garage;
. Offices for both artists;
. A library housing their collection of some 2,000 books; The library and research function will be open to art researchers on a limited basis and through advance bookings.
. A print studio located in the basement of the home. in 1988, the couple built a studio to properly house Katie’s welding and large sculptures, followed by a second studio in 1998 to support Harry’s large painting needs. Together the studios are 3,963 square feet (368 sqm). All structures have been recognized and permitted, with specific conditions, under Development Permit #PRDP20154392, valid to November 24, 2018.
The Kiyooka Ohe Arts Centre was incorporated in 2007 and received the Canada Revenue Agency’s charitable society designation in 2010. Since then, the Centre has improved the property’s infrastructure, increased the protection of the wetlands, changed the land use designation and finalized the design of a future arts Pavilion.
The land where the KOAC exists was donated to the Society on August 14, 2015, as it is now registered in the Alberta Land Titles Office. In return, Katie and Harry received a charitable tax receipt and hold the right to lease the residence, two studios plus and approximately three acres of land for life, for an annual rent of $1.00.
The KO Arts Centre Society of Calgary has trusteeship of the 20.25 acres of land and the three permanent facilities on the property plus all the exterior works of art (sculptures) including two outdoor sculptures by Katie Ohe.
All of the assets inside the three buildings, including the art collection, are and will continue to be the private property of Harry and Katie. Once the Pavilion is built and opened to the public, the Founders will transfer to the Society the trusteeship of their entire personal ‘oeuvre’ of paintings and sculptures plus their extensive and valuable international collection, which includes works by Picasso, Duchamp, Miró, and many national and provincial Canadian contemporary works of art. This collection will form the core of the artwork display at the KO Arts Centre’s future Pavilion.
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Municipal Land Use Redesignation and Development Permit– TO BE UPDATED
3.1.4 Site Development
KOAC has completed two phases of its three-phase development approach:
Phase I: Remediation of wetlands and preparation for sculpture park and pavilion development. Improvements were made to the residence to accommodate a library and interim gallery functions.
Phase II: Planning, Design and Engineering. Draft final site plans by Westhoff Engineering (Appendix 2) and Pavilion concept designs by Kasian Architecture (Appendix 3) are finalized at this time.
Phase III - 2019: . Sculpture Park development. - Landscape development of meadowlands and of the Poplar and Aspen forest area. - Indoor and outdoor sculpture cataloging - Mobile app and GIS location for ground tours – providing educational information of the botanical garden and all the works of the sculpture park.
. Pavilion - development permit, - fundraising preparation for construction - Final construction documents - Pricing and bidding
. Studios for emerging artists residency finalized - Boarding quarters
. Renovation and remodeling of the Silk Print Shop facilities
The Concept. What We do.
Envisioned to showcase art in nature, the KOAC is being developed as a cultural destination that fosters experiential and interdisciplinary learning for all communities, and as an institution dedicated to support emerging artists while providing a place for research, exhibition, and documentation of visual contemporary art.
Harry and Katie’s idea evolved over a very long time. “We wanted an outlet, a way to share our ideas and culture with the public and we wanted to engage the world at large in a two-way dialogue about contemporary art,” said Harry, in a 2011 interview with The Vantage Point Magazine. His views stand pretty much intact today, at the core of the Society’s Fundamental Principles to:
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. Become a nurturing platform of support for emerging artists.
. Become a geographic cultural node contributing to the cultural enrichment and community pride of Springbank, Rocky View County, the City of Calgary and the Province of Alberta.
. Present and celebrate Alberta’s and Canada’s contemporary art and its heritage.
. Protect the environment by establishing itself as a dedicated sculpture park/botanic garden, wetland, woods/sanctuary.
One of KOAC’s primary goals is to inspire the layperson to engage and share in the contemporary arts with its various dimensions, and to encourage everyone to see that there is no “wrong” way to look at art. We want to enlighten the general public to enjoy art. It doesn’t require special education, only the fun and the pleasure that lies in figuring out a puzzle or piecing together a backstory or simply applying our imagination to one’s reading of the painting or sculpture we are looking at. KOAC is set to be a friendly and accessible centre devoted to contemporary art and to make art conversant, within reach of everyone regardless of the level of education and social background, in its different forms of visual literacy.
With our Founders legacy, we are committed to debunking the common notion that contemporary art is elitist, pretentious and exclusionary, an image created by the small percentage that makes money from it. For many people, visual arts are objects or paintings for purchase at a gallery or to see in a museum. Given their humble origins, Katie Ohe and Harry Kiyooka, whose very lack of background privilege was a privilege in itself, epitomize the self-made artist who spends most days pursuing ideas in the studio, however absurd these ideas appear to others. Battling odds, they were pioneers in their own right and later long-time educators. Which may help explain their obsession for the inclusion of the many in the personal and intimate creative process otherwise thought to be just for the few.
PROGRAMATIC INTERVENTIONS
The following constitute our new strategic program priorities, identified through a consultative processes designed to educate and entertain the general public and artists alike.
The Painting and Sculpture Residency Program for Emerging Artists
The purpose is to help incubate the next generation of artists by supporting emerging artists, especially during the most difficult first few years after graduating from art programs. Less than 3 percent of graduated artists continue with their careers, while the rest end up abandoning their original quest due to economic hardship and lack of funding for studio space and a very competitive commercial landscape.
With the generous support of the Alberta Foundation for the Arts, KOAC has laid the groundwork for the first emerging artist program, slated for the Winter/Spring of 2019.
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Katherin Dobbins’ steel kinetic Dandelion, outside Katie Ohe's sculpture studio, with the ready-to-be-used emerging artist space. Photo by Amy Tucker, for the Cochrane Eagle, January 10, 2019
Requirements of the PILOT outreach emerging artists program Winter/Spring 2019:
. KOAC offers the program at no cost to participants: strictly to Canadian artists with at least five years of experience and a body of work after graduation. . Candidates must hold BFA or MFA in the Arts from an accredited college. . Applicants will be shortlisted and chosen by a Jury composed of a KOAC Board member and two guest jurors. . The residency will be awarded based on the presentation of a concept model, including fabrication details and cost estimates with a $5,000 limit. . Resident artists will devote about 300 unstructured hours to research and to develop the project. . Candidates will reside and investigate at KOAC. . KOAC will provide materials, and if needed, will give residents room and board. . Residents will work in a private studio, with accommodations. . The result will be the completed sculpture, or painting, . Works will be presented with an exhibition, a published blog, and a final report. . Private, public or corporate sponsorships will fund the program – The program and the work produced will bear the name of the donor in acknowledgement.
Upon completion of the first pilot, the KOAC Board will evaluate whether to extend the program to Senior year students from Calgary’s leading arts academic institutions. Choosing among the best Senior year students will solidify partnerships with academic institutions (ACAD, U of C and others). It will also increase the branding impact of the program.
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Strategies Strategic Results
KOAC’s establishes emerging artists residency competition, . KOAC emerging artist experience started provides studio space, materials and on-site mentorship to . KOAC becomes an asset for Calgary’s next develop skills and art vision generation of artists . Access to a wealth of research material from KOAC’s library confirms KOAC’s research mission
Jury Selection process guarantees quality of candidates . Quality of guest jurors and process reinforce KOAC’s reputation for excellence
Product from residency becomes part of KOAC’s permanent . Official recognition and avail from leading arts collection institutions lends to KOAC instant credibility with donors and community . KOAC’s record of achievement established
Terms of Reference for residency published six months ahead . Creates PR buzz among student and artist of deadline community and positions KOAC as a coveted destination for emerging artists . Creates a consistent feeder program by partnering with arts institutions and solidifies relationships with them
Artist’s work showcased to the larger community at the end . Emerging artists program is directly related to of residency Community Engagement - educates community about KOAC achievements and conducts workshops at local schools
Establishes effective budgeting mechanisms. . Defines scope of experiential training, success parameters, budget and deliverables – cost of material, room and board, activities and responsibilities.
KOAC Established Artists Lecture Series
KOAC’s future visiting artists program relates to a rotating Lecture Series that will take place about three to four times a year. The lectures will promote and celebrate contemporary art. Guests to the research-retreat at KOAC will include artists, historians, critics, professors whose expertise in a specific field of practice or study would allow them to offer workshops or impart lectures on topics broadly focused upon changing attitudes toward twentieth and twenty-first century art.
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Community Outreach, Learning Program about Contemporary Art
We primarily exist because, as an Arts Centre Society, we believe that the visual arts are an integral part of the life of communities. We find a definite connection between cultural activities and their well-being. Art carries the memory of a society and can convey meaning at a deep level.
The active participation of our community in our programs is what will make KOAC a real place of creativity, thinking, and imagination. We expect that our longer-term involvement with those who surround us, by engaging them with art and nature, will allow many to find an original voice and gain a better understanding of art and the creative process in the context of civil society.
Working on a project by project basis, KOAC has partnered with the community it lives in for art issues or subjects that are meaningful to its members. By stimulating fun in the creative process, community members have been able to come together through art, a central tenet of our mandate.
Last summer, we hosted a small group of teens from different locations in Alberta. They signed up for the Cut- Ups collage workshop, which lasted four days, exploring with Katie Ohe the creative idea process through coloring their voices or imagining how the ephemeral experience of passing through a place would reflect in a flat plane with drawings, objects, colors, and forms. Katie emphasized the conceptualization process of an idea. She worked with the students on their collective awareness about their intended, underlying personal messages shown in their works.
One of the most ambitious past examples took place back in 2012, under the guidance and coordination of Rocky View County resident and artist Patricia Lortie. KOAC worked with Patricia from May to September and with the art clubs of the Springbank High School, and the Elbow Valley Middle and Elementary Schools. A total of 125 kids took part in the creation of an installation of five sculptures. These were unveiled at the Springbank fall fair and then moved to their site in KOAC’s sculpture garden.
Objective:
To contribute to Springbank and Rocky View County’s cultural enrichment, community pride and overall quality of life, and to position KOAC as a geographic cultural node of Calgary’s overall cultural enhancement strategy
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Strategies Strategic Results
Raise awareness of KOAC through work with the people of . KOAC’s position in the community as a place of Rocky View County and the City of Calgary. creativity and thinking established . Springbank becomes local forum where the entire Calgary and surrounding communities come together . Board is committed to regular, scheduled evaluation and learning as the basis for better management
The Springbank community enjoys interdisciplinary learning . Creates local culture that validates the existence programs coordinated by KOAC’s and other institutions of the Centre in the eyes of the general public
With local associations, KOAC’s artists-in-residence program . Creates long term relationship with local groups, provide workshops at primary and secondary schools to guaranteeing continuous support from the enhance art appreciation at an early age. community . Sense of community reinforced as people come together and interact . Strong community relations with Rocky View County municipal officials and residents forged by enhancing the cultural and contemporary art appreciation of the population and local schools
Maximize external communication and branding . Communication processes and public engagement plan developed and implemented
. Each project is recorded and promoted on the web
. Improved communications with media outlets and relevant stakeholders to keep strengthening our brand, image and perception.
. Other organizations become aware of mentoring opportunity for their groups
Development of Evaluation process . Program and action plans developed and linked to organizational strategy . Annual reviews conducted for lessons learned, and for addressing weaknesses and to build on our strengths
Establish effective and evidence-based budgeting . Checklist used to demonstrate that budgets are mechanisms. based on operational and programmatic impact.
. Budget prioritization processes conducted
involving key program design, stakeholder
monitoring.
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Create a system for stakeholder collaboration to put . Stakeholder engagement developed from policy together educational learning programs, engaging and operational perspective exhibitions, and special events . Win-win strategic partnerships with local associations established – from Springbank and Rocky View County
Improve organization of programs through volunteer . Competent, and highly skilled volunteers/staff performance hired. . Performance appraisals evaluations developed and instituted
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KOAC Sculpture Park and Botanic Garden
Objective: To create a world class sculpture park
Drivers along the tranquil Horizon Road in Springbank have had the tantalizing glimpse of striking works of outdoor sculpture dotting the gently sloping meadows at the front of the 20-acre KOAC property. Colored blocks by Ray Arnatt or Charles Robert Boyce’s “Bridge” have been joined by a massive steel sculpture by Roy Leadbeater and by the 1.5 ton Queen of the Night from Michael Sandle.
Leadbeater’s is the latest addition to the park, a donation by CBC. Sandle’s sculpture came packed, shipped and paid by the Scottish artist, a long-time friend of Katie and Harry.
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The sculpture park is one of the unique features of the KOAC, a place where visitors experience large-scale sculpture and site-specific commissions under the open sky. KOAC will also support temporary art installations and will work with other art events, such as the Beakerhead art festival. KOAC is developing a GIS location mobile application to allow visitors to use their phones to locate and learn the story behind each piece. A similar geolocation application would be available to locate the flora of the property.
We often think of art viewing as an indoor experience, moving through museums and galleries to experience painting and sculpture. But some of the best art can be seen blended with nature as is the case of KOAC’s outdoor and indoor sculpture collection. With more than one hundred pieces, KOAC has the potential of creating a cultural destination that will put the region on the map. The goal is to create a repository of large- size works of art that have nowhere to go or would otherwise be stored or dismantled. An advisory selection committee will be in charge of approving new permanent or temporary additions.
After KOAC hires a landscape architect to carefully and creatively redevelop the site, the botanic garden and the sculpture park will foster a personal contemplative experience with art in a retreat setting. The setting will allow a small number of visitors to independently and personally experience the sculptures, the immediate environment and with the Canadian Rockies as the backdrop.
Walkways will meander through an environment of carefully selected domestic plant species and contemporary sculpture. The Centre will preserve ten acres of 1st growth forest as a dedicated woods sanctuary with an interpretation of these native species.
The low land in the east area of the property will be maintained as a wetland ecosystem with an interpretation of flora and fauna.
The botanic garden and sculpture park will be a contemplative environment, where creative thinking and imaging through engagement with art and nature will be a personal experience for each visitor. Guided tours will not be required in the garden. Instead, the garden will follow a Taoism concept, focusing on a personal and meaningful experience of the visitor interacting with art and nature.
The Sculpture Park and Gardens will pay homage to the experience that the artists have had throughout their careers. Katie and Harry have gifted the site to KOAC to preserve it as a cultural place celebrating contemporary art and its history in Rocky View County.
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Strategies Strategic Results
The sculpture park keeps accumulating donations, . Sculpture Park is recognized as a destination and acquisitions, and site-specific works by artists-in-residence conservatory of large-scale sculptures and putting Springbank on the map as the only sculpture park other works that were relocated to KOAC West of Ontario . KOAC creates a dynamic and unique place to explore art in nature and learning as the basis for educational programming
Site is carefully developed by landscape specialists to . Site encourage viewers to fan out, mill the maximize presence of art works while the park also affords grounds and stumble upon works of art against sweeping views of Canadian Rockies. nature finding the allure of art and environment . an attractive calling card for visitors. . KOAC grounds personnel continuously provides maintenance to existing works. . KOAC is committed to providing accessibility for all visitors and universal design across its campus and programs. . Several areas in the Sculpture Park are not fully accessible due to natural landscape features.
Permanent sculptures will coexist with future rotating . Programming constantly revised and adapted to exhibitions, visiting installations and a wide range of meet the changing educational needs of KOAC’s community activities. diverse constituents
. Several fundraising initiatives to support its programs established: a) for purchasing or commissioning artwork for KOAC’s Permanent Collection.; b) to encourage innovation and creativity in all aspects of KOAC community outreach efforts, and related educational programs. . KOAC will consider further strengthening its commitment to Canada’s contemporary artists by procuring funds for cash prize of excellence.
Maximize utilization of technology to improve quality of . KOAC will provide digital PDF maps and visits - self-guided tours for appreciation of sculptures and interactive mobile apps for self-guided tours and botanic garden. will facilitate visits by groups of all ages to learn how the works were incorporated into the building and nature
Development of 5-year Plans for sculpture park . KOAC plans to augment its position as the development, emerging sculpture artists residency, etc. and region's foremost presenter of modern and develop a system for stakeholder collaboration contemporary sculpture by adopting an ambitious program of expansion and continuous renewal. . A professional art committee recommending the purchase and placement of sculptures to KOAC is established. . KOAC is recognised as a public utility by the county and the City of Calgary, and donations, legacies and patronages enable it to conserve,
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restore and enrich its heritage, its collection and develop its cultural activities. .
Development 5-year programmatic intervention plans of . Program and areas action plans developed and other areas of the Centre affected by the Sculpture park approved and linked to organizational strategy
. Annual reviews conducted to determine if the focus should be sculpture or arts centre.
Establish effective budgeting mechanisms for park . Checklist used to demonstrate that budgets are based on operational and programmatic impact. . Budget prioritization processes conducted involving sculpture park development, maintenance and management.
The Pavilion The Pavilion will be a 4,500 square foot (418 sq m) architecturally and sustainably designed, climate- controlled structure housing a gallery (200 sq m), an office, washrooms, a vestibule and lobby area, a loading dock and storage area, and a large deck with a view of the sculpture park.
The Pavilion will be architecturally significant, environmentally sustainable, and will provide a striking view of the Canadian Rockies.
The Pavilion will offer information on the sculpture and artwork by the curator or trained docent. The focus will be on education and exposing guests to contemporary art and the history of each piece in the collection.
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The pavilion will potentially book two tours a day, at specified hours, as is the case in a comparable site in Japan.
Despite restricted visitation, the gallery is “a place to bring the community, general public and the artist together.” It is a cultural attraction that will be experienced by a small number of people daily. However, those people will be able to interact in a meaningful way with the resident artists, the gallery staff and volunteers and experience contemporary art in a setting where much of it was actually created.
A donor recognition wall will be created in the Pavilion.
Pavilion public tours will be booked in advance by the general public and will be limited to eight persons per day in the near-term. The model for tour bookings and presentations followed by KOAC is inspired by the highly regarded Noguchi Museum in Japan.
Educational tours will provide a unique experience in contemporary art for children accompanied by their parents; and they will also be pre-booked with KOAC.
Artist in Residence lectures and interactions will occur with visiting artists using the studios.
Exhibitions will be mounted periodically and may be presented in the Pavilion and/or the Sculpture Park, the Botanic Garden, the remediated Wetlands, or the first growth forest.
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GOVERNANCE, ORGANIZATION AND MANAGEMENT
2019 OBJECTIVES: . Ensure organizational transparency and accountability. . Better organizational performance. . Build public trust and confidence through organizational effectiveness and efficiency.
The KO Arts Centre Society recognizes that a good governance framework is critical for long term growth and continued success. In this phase, when our shift towards developing the Centre around specific programs and the sculpture park is inevitable, the overall structural well-being of the organization is critical for ensuring KOAC meets the operational expectations expressed by our stakeholders and potential donors.
The planning and development of the site, the opening, and operations of the KOAC, and the requirement to adequately fund the operations of KOAC prompted a review of the focus and constitution of the Board. In doing so, the Board has configured its governance, organization structure, and its Bylaws in a way that will maximize its potential to succeed.
This year, the hiring of an Executive Director will allow the Board to evolve into a high standard policy governance type of Board. The Board is creating Committees, which in turn will be supported by non-Board advisory committees with assigned functions and responsibilities and whose experience aligns with the main focus areas outlined below.
The Bylaws of KOAC have been amended to reflect the above configuration.
KOAC is managed by an independent Board of Directors, in which at least 4 of its directors are independent - with no direct extracurricular or familial bonds to the Founders. The Board is focused on four key roles:
. Stewardship – articulating the vision of KOAC, the roles of Board and Management, its strategic direction, and its commitment to preservation and presentation of its core assets.
. Advisory – keeping primary donors informed, ensuring information is used effectively, and enhancing KOAC’s public image.
. Fiduciary – ensuring sound financial planning, adequate resourcing and independent review of the KOAC is executed.
. Monitoring – selecting management, ensuring management performance and evaluating the Board’s performance.
The Board will address major areas of responsibility through review and revisions of its Bylaws and originating documents. Operational matters between Board meetings are addressed by the Executive Director. The Executive Director reports directly to the Chair.
Governance of the Board of Directors
Two central pillars support good governance within any institution: transparency and accountability, which are interdependent as transparency is a precondition for accountability. Without access to precise and accurate information it is not possible to determine whether pre-set goals were met, or standards upheld.
To that end, we are enabling the development of an organizational platform that promotes and upholds the highest standards of transparency and accountability. KOAC’s policies will focus on building upon the
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corporate governance framework to ensure the Society is better prepared to manage resources, programs, and people – and to maximize administrative and operational capacity and efficiencies.
This task can only be achieved with proper planning that fosters organizational development, and by measuring outcomes consistently and meaningfully to know where to redirect our efforts, if necessary.
Strategic Planning will be a core function for the Board. A Strategic Plan will be prepared on a three-year basis, reviewed annually and updated by the Board after readdressing and confirming Mission, Vision, Values, and the Society’s Operating Principles. The Board will set Strategic Priorities for the medium term, and it will address Key Results to be accomplished in the short term.
Management will prepare, and the Board will review and approve, an annual Business Plan that will provide the tactics, actions, resource allocation, and measurements to ensure that the outcomes of the Strategic Plan are met. The Board will review management performance against this Business Plan regularly. The Board reconfigured its roles and responsibilities to address the following key focus areas:
. Governance and Organization – The Board provides oversight to this focus area on an ongoing basis. In the short term, the Board hired an Executive Director, who will pay specific attention to key focus areas while building the centre’s programs and its reputation and addressing KOAC’s operations on a full-time basis. This position will free the Founders to pursue their art, mentor contemporary artists, teach at outreach programs, communicate the Vision of KOAC to external audiences.
. Financial and Operational Oversight – While KOAC is in its beginning operational years, a Board focus area will be to oversee MORE TO COME
. Public Engagement (Communications/Community relations/Fundraising and donor initiatives) – This committee will be charged with overseeing the development of a multi-pronged branding and communications strategy that assists in raising the KOAC profile and visibility in Calgary and the region via clearly linked communication solutions that support, articulate and project the Society’s functional priorities and organizational objectives. - This focus area will be key in helping build the endowment for operations, funding the capital requirements and ensuring adequate operating resources are in place or anticipated to fund the work of KOAC in the long term.
. Programs Development – A main Board focus, this area will oversee and support the timely development of site programming, operational initiatives and systems, outreach programming, technological support and application, and presentation. The critical content for this area will be provided by the Executive Director, but the Board will help guide this focus area to accomplish the vision of the Board for KOAC.
. Volunteers – A Board focus area on volunteers will make sure KOAC fosters a renewed volunteer culture through innovative volunteer recruitment and retention policies while proactively promoting the facility as a centre of learning about contemporary art. KOAC will accomplish this through visitation, information and outreach, using the KOAC volunteer force as an extended operational and branding arm.
. Grounds and Sculpture Park - Ensuring that site planning, regulatory compliance and approvals and site development occur in an effective manner. While Management will be directly responsible for this function, the Board will provide oversight through its experienced Directors.
The following are the drivers towards organizational efficiency and for the successful focusing of efforts to ensure the relationship with stakeholders and partners remains strong.
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Strategies Strategic Results
Ensure organizational integrity and the responsible . Corporate Governance Framework completed, stewardship of all resources approved and embedded in corporate statutes
. Board is committed to regular, scheduled evaluation and learning as the basis for better management
Ensure that the legal and financial reporting frameworks are . Statutes are available, provisions respected, and well structured, monitored and transparent information disseminated
Implement strategies to eliminate inefficient and improper . Advisory committees of identified focus areas are practices functioning, monitored and reporting mechanisms established
. Governance policies and procedures codified and formalized to guide development and operations
Develop an organizational performance measurement . Performance measurement indicators and system (this includes performance management tracking and metrics established and linked to KOAC mission reporting system)
Maximize utilization of technology to improve internal . Communication processes and public communication, Board approval process, and external engagement plan developed and implemented information sharing
Development of Focus areas Action Plans (sculpture park, . Program and areas action plans developed and emerging artists residency, etc.) approved and linked to organizational strategy
. Conduct annual reviews. Our annual performance review will be the basis for learning, and for addressing weaknesses and to build on our strengths
. Improved communications with media outlets and relevant stakeholders to keep strengthening our brand, image and perception.
Establish effective and evidence-based budgeting . Checklist used to demonstrate that budgets are mechanisms. based on operational and programmatic impact. . Budget prioritization processes conducted involving key program design, stakeholder monitoring.
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Create a system for stakeholder collaboration and . Stakeholder engagement developed from policy accountability management and operational perspective
Improve organizational effectiveness through staff . Professional, competent, and highly skilled performance volunteers/staff hired. . Performance appraisals evaluations developed and instituted. . Workplace policies and procedures reviewed on annual basis for effectiveness
Ensure employee (volunteer and paid) satisfaction and . Recruitment, training and retention strategies reduce volunteer turnover created. . Staff and volunteer turnover ratio and staff satisfaction measured through annual studies and analysis
Management Team
The Management team comprises the Executive Director, the Founders, Katie Ohe and Harry Kiyooka (at their discretion), and support volunteers and paid contracted staff. Management will work to accomplish all (management) job requirements, from administrative, communications, programming to maintenance on the site.
The following management team positions are anticipated:
. The Executive Director is a professional executive retained to manage with specific powers and limitations set by the Board in the spirit of good governance. Roles and responsibilities include:
- Executive management of all planning and operations to meet expectations of the Board;
- Serves as chief spokesperson for KOAC;
- Supporting the Board in its preparation and annual renewal of its Strategic Plan;
- Preparation of the Annual Business Plan and budget aligned with Strategic Priorities, and shepherding its approval by the Board;
- Achieve the annual financial and operating objectives of KOAC defined in the Business Plan;
- Prepares annual capital plans for the KOAC, for Board approval;
- Management and motivation of all employees of the organization in support of the KOAC Vision;
- Ensure execution of programs, communications, initiatives, outreach and on-site activities to the highest standard, as envisioned by the Board;
- Work directly with Board members assigned oversight of specific focus areas, to ensure Board expectations are met;
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- Timely preparation, and approval through the Chair, of Board Agenda, support materials, presentations, financial information and all other documents material to the decision authorities of the Board;
- Support the Board and Board members to ensure that consistent, clear and inspired communication occurs about the Mission and activities of KOAC;
- Openly communicate the Mission, Vision and Values of KOAC to funders, community partners, artists and the public in a manner that celebrates contemporary art and educates the public about it; and
- Ensures that KOAC achieves and maintains a strong positive relationship with community partners, municipal partners, donors, volunteers, employees, corporate partners and the public.
. Site and Grounds Manager: The site manager will be responsible for security, site and building maintenance, equipment operation and related duties, reporting to the Executive Director.
. Administration Coordinator: This part-time or volunteer role will involve administrative coordination support for all operations of KOAC.
. Volunteers: The remaining needs of KOAC will be filled by volunteers – the executive director will train volunteers who will be selected for their knowledge of and interest in contemporary art. Volunteer Advisory Board members and members of the society will assist from time to time with site renewal, exhibition and event hosting, fundraising events and related support services.
VOLUNTEERS
2019 Objectives:
Standardization of Volunteers Management Process
. Increase volunteer recruitment and retention . KOAC uses best practices for recruiting, selecting, orienting, training, supervising and recognizing volunteers. . Provides training and communications, while respecting and valuing volunteers. . Board, leadership and management fully support and see the value of volunteer engagement
We recognize the incredible value that volunteers bring to KOAC. They have historically been KOAC’s extended arm, our best advocacy, and service champions, bringing credibility, objectivity, refreshed energy and new perspectives to make a meaningful contribution across all levels of the Centre. Our commitment to increasing the quality, capacity, and range of our volunteer base will remain our priority.
Our measure of success will continue to be securing and preparing a cadre of volunteers, focusing more on quality rather than quantity. KOAC will form an advisory committee for addressing our volunteer needs and will be in charge of establishing a critical baseline for continuous annual monitoring based on volunteer satisfaction. These activities will help us track progress on volunteer recruitment and retention, and they will be periodically reviewed by KOAC’s Management and expert consultants to understand better what motivates them to serve in this capacity and how to improve their experience with KOAC.
Our primary goal this year is to increase KOAC’s human capital by enhancing our volunteer culture and by widening our reach to include university art schools, the private sector, and elementary and secondary schools.
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We will work on guidelines and material infrastructure to support and engage volunteers and ensure their long- term commitment to KOAC.
Strategies Strategic Results
Development, adoption and systematic updating of . A clear and consistent policy, procedures linked to volunteers’ engagement and management guidelines volunteer engagement and development
. An internal “how-to guide” that offers detailed checklists, templates, and other practical tools to implement the process from identification to volunteer engagement
. Expand, diversify and secure a volunteer base tailored to KOAC’ current and projected requirements
. Statement and a guide about KOAC’s stance on volunteer importance and values issued
Create an integrated volunteer engagement strategy and . Engagement plan developed and adopted every benchmarks year and revised for following year
. Offer volunteers opportunities to contribute at all levels of KOAC, via leadership, program management, advisory and administrative functions
. Develop strong leadership and advocacy capacities
. Annual volunteer engagement strategy developed based on each of KOAC’s focus areas
. Performance indicators defined and developed
Engage volunteers in the KOAC Organizational Planning . Clearly defined practices that take into account process the role and input of volunteers in annual organizational planning process . Provide volunteers with multiple outlets for interaction and exchange (Internal, External) mechanisms to ensure volunteers have their voices heard
Expand traditional recruitment and training . Recruitment channels and target population identified and defined (i.e. ACAD, University of Calgary - staff and students -, Primary and
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Secondary Schools, Private sector corporations’ sponsorships and employee’s engagement)
. Annual reviews and analyses conducted to examine changes in the volunteer community
Establish budgeting mechanisms . Checklist used to demonstrate that budgets are based on operational and programmatic impact.
Recognize and celebrate volunteer contributions to KOAC Annual Volunteer appreciation events held
PUBLIC ENGAGEMENT STRATEGY
2019 Objectives:
. Build and manage relationships with stakeholders as a means to achieve organizational goals. . Secure funding from donors, . Establish a network of supporters and volunteers, . Establish and gain the public trust, . Build partnerships with renown organizations that will help propel KOAC’s standing in the future.
KOAC recognizes that a robust organizational communications strategy is necessary to communicate with internal and external stakeholders effectively. We also acknowledge that if appropriately instituted, it will help us maintain a unified voice and consistent messaging internally and externally on KOAC’s institutional and programmatic priorities.In 2019, KOAC will ride on the momentum provided by:
. the donation and inauguration by CBC of the Roy Leadbeater ‘Waves’ sculpture, refurbished by Alex Caldwell; . the launch of our emerging artist program, . our 2019 Gala Fundraiser in September and; . the upcoming Katie Ohe retrospective at Esker Foundation in January 2020. These are pivotal branding points for promoting all of our planned activities. If KOAC manages to break ground for the Pavilion construction this year, as we expect, this could be KOAC’s best year ever.
As we move forward with developing our programs and embarking on additional activities around the sculpture park and outreach initiatives with the local community and potential donors, we must ensure that critical messages are in line with KOAC’s broader strategic mission and vision.
One of KOAC’s primary concerns is to maintain financial sustainability through fundraising and donor initiatives, grants and future memberships. To that end, KOAC needs to rely on its branding and marketing to grow the number of people engaged, increase its financial and non-financial support, and expand the trust it now enjoys.
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We want people to know who we are and what we do: we will work towards a strategic plan that helps to increase KOAC’s profile and making KOAC a household name in Calgary, Alberta, and Canada. Using different touch contact points, we will establish a true two-way engagement with our supporters. Such bilateral dialogue is critical for knowing what’s most important to those audiences and what kind of relationship they seek with KOAC.
We will invest this year a considerable amount of time hearing from them about their perspectives, concerns, and opinions regarding KOAC and we will be able to make better decisions.
KOAC recognizes that true public engagement is about relationship building and stakeholder management. Engaging donors and other supporters and stakeholder groups are an organizational endeavor that starts with the Chair and will require the talents from all KOAC directors, advisory committees, volunteers and supporters in general.
To that end, KOAC is working towards a three-pronged strategy whose pillars are:
1. A communications and branding track 2. Building community relations and engaging community associations 3. A fund development and donor relationship initiative The three areas are conceived, under an umbrella strategy, to ensure KOAC engages effectively, holistically and methodically with a growing public ecosystem.
The primary goal of the three-pronged Public Engagement is to build an emotionally rich branding strategy that drives audiences into action. The approach will educate and motivate the public in support of KOAC at large. We would define success when our supporters are:
- Donating - Becoming KOAC ambassadors - Volunteering - Creating shared responsibilities - Providing us with advice and feedback - Spreading the word about KOAC’s mission and impact
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KOAC Board
Chair
Public Engagement Executive Director Advisory Comm.
Fundraising/donor Communications Community Relations initiatives
Academic Partnerships To be defined by EVENTS WEBSITE BRANDING (ACAD, U of C, others) strategy consultant
content strategy Gala media relations calendar Peer alliances - Esker, Contemporary Calgary, Banff Centre, galleries
Lectures social media, blogging, general PR
Community (Springbank) associations, individuals, art collectors and elementary and newsletter, email Open Houses advertisement secondary schools marketing
Programmed Visits
Alignment with Municipal Rocky View County - City of Calgary - Provincial Gov. cultural goals
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The Executive Director will manage the Public Engagement initiative in coordination with and supported by the Public Engagement Committee and by the chairs of the Community Relations and Fundraising subcommittees.
To achieve brand awareness at the desired level we need:
Strategies Strategic Results
Institute and Implement inter-institutional Public . Communications plans (e.g. for initiatives, issues Engagement Strategy aligning communication strategies management) developed and delivered with KOAC’s organizational goals and priorities . Best practices, tools and approaches for effective and compelling communications recommended, and implemented
Develop general advocacy messaging for KOAC . A consistent and clear one-voice, one-message is programmatic priorities to ensure engagement of developed stakeholders and communities and establish indicators of . Key messages incorporated into programmatic engagement effectiveness strategies . Tailored messages for each channel tested and return on investment measured . Mass media and direct communication messaging developed . KOAC Board recognizes marketing as a business driver not a business cost. . Higher number of volunteers registered and working on specifics programs and activities . More funds raised.
Develop a best practice blueprint for donor communication . Best practices for fundraising communications to ensure long-term support to KOAC initiatives campaigns developed, partnerships identified, and donors engaged . Traditional and non-traditional bi-lateral and multi-lateral donors informed and kept abreast of KOAC’s work . Two-way dialogue with donors established . More funds raised
Integrate traditional and social media outreach mechanism . Website redeveloped with a powerful Content to convey KOAC’s mission, vision and programmatic priorities Management System in place to garner stakeholder and general population support . Google Analytics enabled and user-centric, analytically-informed engagement implemented
. Posts (or content) gaining more traction identified allowing focusing communication efforts
. Volunteer youth engaged in using the web site and contributing information
. Organizational successes regularly showcased in the local media
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. Each entry of content automatically reaches the top 3 global search engines (Google, YouTube, and Facebook) with a link back to the post on KOAC's website . Branded KOAC YouTube channel associated with the Centre’s account
. Mailchimp template created for RSS-driven campaigns
. RSS-driven HTML newsletter via Mailchimp automatically sent out to all subscribers with a link back to the post on KOAC's website
Develop and deliver messages that are culture and age . KOAC’s content positions it as thought leader in specific culture and arts
. Brand effectiveness across all channels, including KOAC consistently measures branding/marketing direction to web, social media, mobile apps, and paid- evaluate need for adjustments advertising platforms
. Recruitment channels and target population identified and defined (i.e. ACAD, University of Calgary - staff and students -, Primary and Secondary Schools, Private sector corporations’ sponsorships and employee’s engagement)
. Annual reviews and analyses conducted to examine changes in the volunteer community
Establish budgeting mechanisms Checklist used to demonstrate that budgets are based on operational and programmatic impact
KOAC target audiences include the following:
Contemporary Arts Community: This audience will follow the KOAC website, its articles and learning tools, and its network of contemporary artists. While they may visit occasionally, this audience will be interested in the content, creativity and communication from the KOAC.
Researchers and Writers will be offered limited access to the research library and the gallery on an advanced booking basis.
Contemporary Artists and friends of KOAC will be offered studio space in a limited fashion within an artist in residence program.
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Art educators, teachers, and the community of learners in Rocky View County and Calgary, who will be reached with educational materials, communications, research materials and through personal visitation and presentation by contemporary artists.
Members: Anticipating 100 members, these supporters of the KOAC will have access to specialized communications, gallery access, exhibition access and connections to other contemporary art venues.
Major Donors: The small number of major donors will come from Calgary and internationally. They will be given special and personal access to the facility and its Founders.
General Public: The primary segment of the general public will consist of limited visits from adults without children, who have an interest in contemporary art. However, the KOAC will, through communications broadly, educate the public in Alberta about the importance of contemporary art to Alberta and its major figures and works.
Funding Agencies: This audience will be recognized on the donor wall and will be updated regularly to illustrate the return they receive on their investment, a return measured in cultural awareness and resonance rather than simply in dollars.
POTENTIAL ASSESSMENT
This section addresses the potential revenues, the anticipated capital and operating costs this attraction concept has described in prior sections.
Capital Cost Assessment
Capital costs of the KOAC have been addressed by architects, engineers and the Board.
Funding of development undertaken to date has been fully covered through municipal support, donations of the founders, in-kind support of many professionals and fundraising.
Estimated construction costs for Phase III of the development is $3,000,000 including the pavilion, design and construction of the sculpture park and botanical garden, road, parking and related developments, and architectural and construction contingencies.
KOAC intends to raise funds to cover this cost, and there will be no implication for the operating pro forma from this capital investment.
A summary capital cost assessment, prepared in letter format as an “Order of Magnitude Construction Budget” is included is as follows:
Summary Capital Cost Assessment, KOAC, June, 2015 Description Estimate Sitework/excavation $119,848 Concrete/formwork $160,157 Masonry $12,600 Structural/Misc. Steel $209,189 Millwork/Carpentry $35,890 Roofing/Cladding $344,335 Doors/Windows $235,923
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Interior Finishes/Specialities $256,365 Mechanical $227,520 Electrical $246,510 Construction Contingency $114,751 General conditions/Fee $331,927 TOTAL: $2,295,015 Source: PCL Construction Management Inc. , June 15, 2015
While this is the most recent detailed breakdown of estimated costs, architectural and engineering contingencies as well as GST costs are expected to bring the total cost to the $3,000,000 mark in 2016 dollars. Kasian Architects has been retained as of June 2016 to begin detailed planning and design.
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Summary of Projected Operating Results – TO BE UPDATED
The pro forma financial projection for the property is provided in spreadsheet format below. Projected revenues and expenses by line item are identified following the pro forma.
KOAC Art Centre Projected Operating Revenues and Expenses Planning, Opening and Operating of KOAC, 2016-2022 (in $2016 CAD) PROJECTED REVENUE 2016 2017 2018 2019 2020 2021 2022
1 Visitor Donations $0 $0 $5,000 $7,000 $10,000 $10,000 $10,000 2 Exhibition Fees $0 $0 $5,000 $5,000 $5,000 $5,000 $5,000 3 Members (operations) $0 $50,000 $60,000 $70,000 $80,000 $90,000 $100,000 4 Operations Fundraising and Grants $115,500 $101,000 $50,000 $50,000 $50,000 $50,000 $50,000 5 Endowment Contribution to Operations $0 $0 $152,000 $170,000 $137,000 $102,000 $92,000 6 TOTAL REVENUE $115,500 $151,000 $272,000 $302,000 $282,000 $257,000 $257,000
7 PROJECTED GENERAL AND ADMINISTRATION EXPENSE 8 HUMAN RESOURCES 9 Executive Director/Curatorial (1) $0 $0 $70,000 $70,000 $70,000 $70,000 $70,000 10 Site Manager: Maintenance and Security (1) $0 $0 $45,000 $45,000 $45,000 $45,000 $45,000 11 Administration Coordinator (1) $0 $0 $40,000 $40,000 $40,000 $40,000 $40,000 12 OPERATIONS EXPENSE 13 General and Administration (office operations) $2,000 $2,000 $6,000 $6,000 $6,000 $6,000 $6,000 14 Horticultural Services $0 $0 $3,000 $3,000 $3,000 $3,000 $3,000 15 Member Services $1,500 $2,000 $3,000 $3,000 $3,000 $3,000 $3,000 16 Exhibition Services $0 $0 $5,000 $5,000 $5,000 $5,000 $5,000 17 Education Services $500 $500 $3,000 $3,000 $3,000 $3,000 $3,000 18 Planning and Development Approvals $30,000 $5,000 $0 $0 $0 $0 $0 19 Fundraising Planning and Execution $30,000 $60,000 $60,000 $60,000 $40,000 $15,000 $15,000 20 Building Planning, Design, Approvals $50,000 $80,000 $0 $0 $0 $0 $0
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KOAC Art Centre Projected Operating Revenues and Expenses Planning, Opening and Operating of KOAC, 2016-2022 (in $2016 CAD) PROJECTED REVENUE 2016 2017 2018 2019 2020 2021 2022 21 Marketing $1,000 $1,000 $6,000 $6,000 $6,000 $6,000 $6,000 22 Building Maintenance and Custodial $250 $250 $1,200 $2,400 $2,400 $2,400 $2,400 23 Vehicle Expense (1) $0 $0 $3,000 $6,000 $6,000 $6,000 $6,000 24 Utilities (electricity, gas, water, sewer) and Building Services $0 $0 $16,250 $32,500 $32,500 $32,500 $32,500 (mechanical, electrical) 25 Insurance $0 $0 $4,750 $9,500 $9,500 $9,500 $9,500 26 TOTAL EXPENSE $115,250 $150,750 $266,200 $291,400 $271,400 $246,400 $246,400
27 NET EARNINGS (EBITDA) $250 $250 $5,800 $10,600 $10,600 $10,600 $10,600 28 Property Tax $0 $0 $5,000 $10,000 $10,000 $10,000 $10,000 29 Cost of Capital 30 NET INCOME $250 $250 $800 $600 $600 $600 $600 Source: WMC Research, June 2016
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The following assumptions have been made when drafting the Pro Forma. The numbers below correspond to rows in the Pro forma; only key line items have been listed below:
PROJECTED REVENUE - TO BE UPDATED
The KOAC will have a limited capacity, restricting visitation to eight people per day by advance booking only.
Exhibitions may include small groups of visitors, with a maximum of 50 visitors at any time during an exhibition and educational presentation.
Given this approach to visitation, one can conclude without hesitation that the market segments interested in learning about and viewing contemporary art, whether in the Calgary area, Alberta, Canada or globally, are more than sufficient to ensure KOAC achieves its capacity on a daily basis.
Gate pricing is not anticipated for the facility. Rather, a “voluntary required” approach, used in many museums and galleries in the world, will be used.
1. Visitor Donations - Voluntary required assumed. A $5 average, 8 persons per day, 5 days a week, 250 days a year, growing from 50% capture to 100% capture by year three and capped thereafter.
2. Rotating series of exhibitions, 10 annually, with average $5 pp, 100 people.
3. Members – Fees of $100 per year, 1000 members, 50% in 2017 to 100% by 2022, stabilized thereafter.
4. Operations Funding – Operational grants, AB Foundation for the Arts, AB Lotteries, Canada Council corporate sponsored art, casinos etc.
5. Endowment Contribution to Operations– The endowment fund for operations will be increased through philanthropic donations, from the existing $800,000 committed by the owners to more than $5 million. The annual revenue from the endowment fund will be used to offset operational costs so that a net income near zero is achieved annually.
6. Total Revenue – Sum of revenue lines.
PROJECTED GENERAL AND ADMINISTRATION EXPENSE - TO BE UPDATED
9. Executive Director – One FTE at $70,000 annually, based on the CMA national average, beginning 2019.
10. Site and Grounds Manager –??, beginning 2019.
11. Administration Coordinator – Part-time hire or volunteer ???.
13. General and Administration – Phone ($70/mo), fax, internet ($52/mo), materials, equipment upgrades, printer, computer costs.
14. Horticultural Services – Renewal and maintenance of forest, wetland, paths, etc., equipment and supplies, $500/month for 6 months.
15. Member Services – Updating terminals, print collateral, member programs, meeting supplies, $250 a month.
16. Exhibition Services – Supplies, rentals, F&B, for five exhibitions at $1,000 each.
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17. Education Services – Computer screens, equipment maintenance, collateral materials, education materials at $250/month.
18. Planning and Development Approvals – Planning services, retained in June, 2016 will work toward the necessary land use designation and zoning changes as contracted services.
19. Fundraising Planning and Execution – A fundraising Specialist will be retained to create the campaign plans and advise the Board and Committees on execution. Following the 2016 planning stage, fundraising costs of 2% of revenue are allocated during the campaign period 2017-2019, with some $3 million raised each year. Following this campaign period, lesser fundraising costs are assumed, focused on events and shows.
20. Building Planning, Design, Approvals – Retention of architects in June, 2016; building and site design into 2017. By mid-2017 architectural and engineer costs are embedded in the capital development program and are no longer in the operating financials.
21. Marketing – Website, IT, member, donor/fund development, and stakeholder communications focused on operating the venue. Marketing costs for the operation in 2016 and 2017 are minor during the development phase. Marketing for fundraising is incorporated in the fundraising line item. Marketing for the building launch will be capitalized in the building development financials.
22. Building Maintenance and Custodial – Washroom supplies, cleaning supplies, equipment, $200/mo. Costs to KOAC are negligible until the 2018 opening, as they are covered by the owners. Half-year costs are assumed in 2018, as the opening is in June/July.
23. Vehicle – Assume a fully capitalized vehicle is operated for 12,000 km at 0.50/km., beginning with a half year in 2018.
24. Utilities – Based on average of actuals for 2015, costs of $350/month for electricity and gas are assumed. Assume energy efficiency of 20% in new property. A well and septic tank on the property address water and sewage needs. Operating costs of $2.5 a square foot includes utilities (gas, power) mechanical, electrical water and sewage is applied to 13,000 square feet of buildings once the site is fully built out. (Colliers Canada est $2.85/sq ft operating costs). Owners cover costs until the 2018 opening. KOAC incurs a half year cost in 2018 based on a July opening.
25. Insurance – Estimate based on value of assets, buildings with building and security systems, and assuming cost-reducing memberships to obtain preferred coverage. Costs incurred by owners until 2018 opening. KOAC incurs a half year cost in 2018 based on a July opening.
26. Total Expense – Total annual expense for human resources and G&A.
NET EARNINGS AND INCOME - TO BE UPDATED
27. Net Earnings (EBITDA) – Net earnings before interest, taxes, depreciation and amortization.
28. Property Tax – Graduated by assumption from present owner’s annual property tax costs. Owners will pay the property tax until opening of KOAC in July 2018. KOAC will pay a half year of tax in 2018, and the full property tax cost thereafter. KOAC will also apply for property tax relaxation under the Community Organization Property Tax Exemption Regulation (COPTER) available to local non-profit organizations in Rocky View County.
29. Cost of Capital – Assumes zero, based on idea that all capital will be raised through fundraising.
30. Net Income – Income net of property tax, interest, depreciation income tax and amortization. Net income is managed to near zero annually, as endowment fund revenue (line 5) is purposely set to offset costs.
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Feasibility of KOAC Operations - TO BE UPDATED
KOAC is like many major attractions in the world in that its revenue from operations will not offset cost of operations. And like many of these major attractions, KOAC will create an endowment fund that will, in perpetuity, offset net negative revenue from operations after grants and other funding have been sought.
Because KOAC will operate as an attraction focused less on visitation than on outreach communication, gate and voluntary revenues from visitors plays a very small role in its financial result.
To create a feasible and sustainable cultural attraction in Rocky View County, KOAC will focus on:
. Raising capital funds to complete and open the cultural attraction in 2018; . Raise grant funding from appropriate cultural support resources in Alberta and Canada; . Raise endowment funds to supplement operational costs in a sustainable fashion.
Funding is addressed in more detail in the following section.
Funding Opportunities and Potential - TO BE UPDATED
KOAC has received the transfer of some assets from Harry Kiyooka and Katie Ohe, including the 20-acre property, their 4,500 square foot residence, the two artists’ studios, and the print shop. Their extensive personal art collection and art library will be transferred on completion of the pavilion.
The total assets once transferred to KOAC are valued at $6 million in 2016. This very substantial donation is the core of the asset holdings of KOAC and will support the Board in moving forward toward realization of the entire vision for KOAC.
KOAC’s feasibility as an attraction rests on its ability to raise some $3.5 million in its capital campaign, and to use this capital to build the planned pavilion and sculpture garden, improve the site and buildings, and open the cultural attraction in 2019-2020. The artists’ donation of artworks worth some $4.5 million in 2016 will form the core collection presented in the Pavilion.
The KOAC plan also rests on fundraising an additional $5 million, the revenue from which will go toward sustaining the operation of KOAC in perpetuity. To this end, the owners will contribute some $800,000 when the Pavilion opens in 2018.
In 2016 and 2017 operating costs will be offset from the $300,000 operating fund that KOAC has raised from generous donations and grants.
In support of this strategy, KOAC is in the process of retaining fundraising advisory services to ensure success on the capital project fundraising, planning and preparation. . It is recognized that fundraising from the private sector will primarily focus on individual philanthropic support.
According to fundraising counsel, there are three critical aspects to capital campaign planning and preparation:
1. Undertaking a market assessment study (a campaign feasibility and planning study)
. The study is completed by an independent third party in order to conduct due diligence on the market and probability of success. The assessment takes into consideration the case for support, the potential sources of financial support, the fundraising leadership and infrastructure and the fundraising strategies.
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2. The development of a case for support
. The case of support includes confirmation of vision, mission, values and operating principles, goal definition, and governance and management.
3. The development of a campaign plan
. The plan will include fundraising prospects, defining fundraising tactics, identification of revenue targets, budget, timelines, resourcing, information management and policies and procedures.
IMPLEMENTATION TO BE UPDATED
The implementation plan is provided as a high-level GANTT chart and Implementation Action Plan in Appendix 5. The implementation plan tracks the major focus areas for the Board in the coming years:
. Governance and Organization Alignment . Planning and Development . Public Engagement and Branding awareness . Fundraising and Fund Development . Programming, Launch, Operation of KOAC
While most of the activities are ongoing roles for the Board and staffing of the organization, there is a particular focus on the planning and development of these areas during the start-up period. The Board and its advisors will detail this Gantt chart as each activity area is planned and executed.
RISK ASSESSMENT TO BE UPDATED
The risks to this feasibility and business plan can be addressed in the following categories:
Capital Risk – Raising capital for the development as envisioned is a challenge in an Alberta facing economic stagnation in the coming few years. Having noted this risk, which really cannot be mitigated by KOAC, it should be noted that KOAC can be capitalized by supportive public authorities and a very few major donors.
Economic Risk – There is some risk to the proposal based on the growing US economy and the declining Alberta situation. Costs of construction materials may escalate in this environment. The response of KOAC is to come to conclusion as quickly as possible and to move forward with materials acquisition.
Succession Risk – While the Founders have ensured that the KOAC will transfer as they intend in the event of their untimely deaths, such an occurrence could cause delays in the forward movement of the project. As the founding curators of the cultural attraction, Harry and Katie will also play a central role in creating the experience of the place in its early years. Harry and Katie are in good health and are enthusiastic about moving the project forward.
Legal and Planning Risk – At this stage the land use regulation does not support the proposed use. While the understanding is that Council and the community supports this cultural attraction in its proposed location, KOAC is moving quickly to obtain the appropriate designations to support the use proposed.
Insurance Risk/Security Risk – The present insurance coverage and security systems are not adequate for the assets on the site. The Board is moving quickly to rectify this situation.
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KOAC High Level Action Plan, 2016-2020
GOVERNANCE AND ORGANIZATION ALIGNMENT Step Strategy Tasks Start Complete 1.0 Affirm Governance 1.1 Review existing governance models and bylaws and Board confirm Governance April 2018 Sept 2018 Model and Revise Bylaws model and approach going forward 1.2 Confirm ownership of assets, timing of transfers, and relations between corporate and NGO entities 1.3 Seek input from experienced Governance advisors on required changes to bylaws to address future anticipated changes in ownership and strategy. Confirm Governance model and approach going forward with this expert. 1.4 Determine Committee/Focus areas required – Planning and Development, Fundraising and Fund Development, Programming and Operations, Governance and Finance are primary considerations 1.5 Confirm fiduciary duties of Board in relation to asset ownership 1.6 Plan and draft changes to Bylaws 1.7 Plan conversion date to new Bylaws 1.8 Train Board and Committees/Focus areas on behaviours in relation to new Bylaws. 2.0 Launch and operate 2.1 Identify board members to lead Board Committees/Focus Areas and confirm April 2018 Ongoing Board Committees their roles 2.2 Draft mandates, roles, responsibilities, and expected outcomes for each focus area 2.3 Confirm Focus area mandates with full Board 2.4 Confirm and launch Board Committees/Focus Areas 2.5 Monitor Committee activities and performance, receiving regular reports 3.0 Establish organization 3.1 Confirm proposed employment structure May 2018 July 2019 structure, policies etc. 3.2 Confirm organization structure and reporting relationships 3.3 Draft / confirm high level organization Mission, Mandate, Operating Principles 3.4 Draft operational policies for the organization. Complete organization chart 3.5 Draft job descriptions for key staff 3.6 Confirm pay schedules, benefits, holidays and other employee-related matters. 3.7 Confirm organization policies with Board 3.8 Monitor implementation
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4.0 Retain Maintenance and 4.1 Prepare job requirements and posting, media approach and mix, and timing Jan 2018 Feb 2018 Security Staff person 4.2 Post job 4.3 Consider applications 4.4 Inform and interview shortlisted candidates 4.5 Select successful candidate 4.6 Negotiate terms with successful candidate 4.7 Onboard the candidate 4.8 Executive Director to manage the employee, regular reviews, recognitions, positive feedback 4.9 Confirm success to the Board 5.0 Recruit and retain 5.1 Prepare job requirements and posting, media approach and mix, and timing Executive 5.2 Post job Director/Curator 5.3 Consider applications 5.4 Inform and interview shortlisted candidates 5.5 Select successful candidate 5.6 Negotiate terms with successful candidate 5.7 Onboard the candidate 5.8 Transfer Management responsibility to Executive Director 5.9 Board to Manage the Director, regular reviews, recognitions, positive feedback 6.0 Conduct regular 6.1 Plan cycle of regular governance and organization reviews Sept 2018 Ongoing governance/organization 6.2 Conduct Governance and Organization reviews annually reviews 6.3 Change Governance and Organization as required to maintain excellence
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PLANNING AND DEVELOPMENT Step Strategy Tasks Start Complete 1.0 Prepare Feasibility and Plan 1.1 Prepare Request for Proposals Jan 2018 June 2018 1.2 Review submissions 1.3 Select successful consultant 1.4 Oversight of Feasibility and Plan document 1.5 Present document to interested parties 1.6 Execute action plans in the document 2.0 Retain Planning Services 2.1 Request proposal from qualified planners May 2018 July 2019 and work with RVC 2.2 Oversight of planning work and documentation 2.3 Support planners’ work with administration 2.4 Respond to issues and conditions of administration 2.5 Support preparation of necessary applications 3.0 Achieve re-designation of 3.1 Oversight applications with Rocky View County May 2018 April 2019 the property 3.2 Active support of engagement process with neighbours, public 3.3 Present to Council 3.4 Receive Council decision and implement conditions as required 4.0 Detailed site and pavilion 4.1 Retain architect, landscape architect and engineering teams to prepare plans May 2018 June 2019 development planning 4.2 Oversight of plan preparation process 4.3 Support applications for development permits, and meet conditions 4.4 Presentations to Admin, Development Committee and Council if required 4.5 Meeting final conditions on building applications 5.0 Site and Pavilion 5.1 Retain Project Manager for overall development June 2019 Mar 2020 development 5.2 Oversee site and pavilion development per approved application 5.3 Deal with change requirements 5.4 Ensure phased funding and progress payments are scheduled and made 5.5 Report site development progress to members, Council, stakeholders, public 6.0 Grand opening of KOAC 6.1 Plan grand opening events Mar 2020 Aug 2020 6.3 Upgrade all facilities on site in preparation for opening 6.4 Invite core supporters and stakeholders to special opening 6.5 Manage media and positioning of KOAC for opening 6.6 Manage logistics and scale of event 6.7 Launch grand opening event 6.8 Conduct post-event follow up communication
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FUNDRAISING AND FUND DEVELOPMENT Step Strategy Tasks Start Complete 1.0 Revise funding strategy 1.1 Review oversight of funding with Feasibility consultants May 2018 Nov 2018 and plan 1.2 Meet with fundraising specialist (Specialist) to scope requirements 1.3 Retain fundraising consultant to prepare required plans 1.4 Oversight of Case for Support; accept results and recommendations 1.5 Align fundraising infrastructure to requirements 1.6 Confirm fundraising strategies with specialist 1.7 Oversee Case for Support preparation by Specialist 1.8 Confirm project budget re Case for Support 1.9 Oversee Campaign Plan preparation by Specialist 1.10 Review and endorse campaign plan, strategies, infrastructure, budgets etc. 1.11 Retain Specialist as campaign Counsel as needed 2.0 Plan & execute fundraising 2.1 Plan events per directions in Campaign Plan April 2018 Ongoing events 2.2 Execute fundraising events 2.3 Manage media and positioning 2.4 Manage relations with donors 2.5 Maintain strong stakeholder and public communication 3.0 Plan & execute major 3.1 Plan details of donor program per Campaign Plan Nov 2018 Ongoing donor program 3.2 Execute major donor program 3.3 Ensure ongoing positive communication with major donors 3.4 Adjust major donor program as required in circumstances 4.0 Plan & execute 4.1 Execute membership program per Campaign Plan May 2018 Ongoing membership program 4.2 Ensure ongoing membership communication 4.3 Special events and feedback to members is ongoing 4.4 Adjust member program as required in changing environment 5.0 Plan & execute grant 5.1 Address grant funding opportunities in an ongoing fashion Jan 2018 Ongoing funding program 5.2 Retain grant writer if required 5.3 Maintain ongoing relations with major grant funding agencies 5.4 Ensure KOAC Is known to public, major stakeholders, Councils etc 5.5 Provide ongoing appreciation and feedback on successful grant applications 6.0 Ongoing fundraising 6.1 Adjust Campaign Plan are required in changing circumstances Jan 2018 Ongoing activity 6.3 Conduct new fundraising activities as required 6.4 Celebrate successes with key stakeholders
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6.5 Continually thanks those who support KOAC 6.6 Monitor results on and ongoing basis 7.0 Build and manage 7.1 Grow the endowment fund to over $5 million Jan 2018 Ongoing endowment fund 7.2 Professional advice and investment of the fund 7.3 Apply fund returns to operations of KOAC 7.4 Continually inform and thank donors 7.5 Maintain rigorous diligence over responsible investment of the funds 7.6 Manage KOAC to the level of funding available FUNDRAISING AND FUND DEVELOPMENT Step Strategy Tasks Start Complete 1.0 Facility and experience 1.1 Plan the visitor experience on the site Oct 2019 Feb 2020 program development 1.2 Plan program development on the site 1.3 Prepare infrastructure in buildings to support the experience 1.4 Monitor and change as required 2.0 Planning, communications 2.1 Plan communications, media relations, key stakeholder involvement etc. for Jan 2019 Sept 2019 for facility Launch Launch of KOAD 2.2 Prepare collateral 2.3 Execute communications for Launch of KOAC 3.0 Launch events and 3.1 Plan launch events in detail July 2019 Nov 2019 publicity 3.2 Manage media , messaging around launch 3.3 Conduct launch events, managing media and stakeholder involvement 3.4 Monitor event results and adjust as required 4.0 Operations planning 4.1 Prepare detailed operations plans, manuals, work requirements for each Nov 2019 June 2019 division of the operation 4.2 Ensure staff are trained to execute operations plans and requirements 4.3 Monitor and support staff in execution 4.4 Evaluate and adjust as required 5.0 Outreach programming 5.1 Plan a comprehensive outreach program for schools, galleries and museums Nov 2019 Ongoing and execution and electronic media 5.2 Execute outreach program on an ongoing basis 5.3 Build permanent partnerships with key facilitator organizations supporting the mission of KOAC 5.4 Execute creative outreach programming 5.5 Manage media positioning of KOAC re outreach programs
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5.6 Build support among donors, members through outreach success 5.7 Monitor and change programming as required 6.0 External communications, 5.1 Prepare an external communications and publicity plan July 2018 Ongoing publicity 5.2 Develop collateral material in support of the plan 5.3 Execute the plan on and ongoing basis 5.4 Monitor, evaluate and adjust plans and execution as required 7.0 Ongoing operations and 6.1 Commit to a philosophy of continuous improvement June 2020 Ongoing improvement 6.2 Review and improve operations continuously 6.3 Conduct formal evaluations on a scheduled basis 6.4 Adjust operations based on evaluation results
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