STRATEGIC PLAN 2015–19 ART GALLERY | GALLERY OF MODERN ART

CONTRIBUTION TO GOVERNMENT PRIORITIES VISION Guided by the Act 1987 and the ’s objectives for the community, To be the leading institution for the the Gallery contributes to Queensland’s national and contemporary art of , Asia international reputation for leadership in the arts and and the Pacific creates tangible cultural and economic benefits by offering inspiring cultural experiences to diverse local, national and international audiences. MISSION The Gallery’s exhibitions, programs and resources — delivered onsite, online, and through regional, national To engage people with art and artists and international touring — connect our culturally diverse through memorable and transformative communities and encourage better educational outcomes experiences onsite and online through innovative arts based learning and museum practice. Through its ongoing high profile program of major international exhibitions, the Gallery makes a significant PRINCIPLES contribution to the Government’s objective to stimulate economic growth via cultural tourism. The Gallery delivers Access for all high quality visitor services across its two buildings — the Queensland Art Gallery and the Gallery of Modern Art — Recognition of Aboriginal and to strengthen an integrated and responsive approach to Torres Strait Islander peoples visitor experience. Leadership through research, Queensland Government funding allocated for the Gallery’s learning and innovation operations over the next three years is: Commitment to a sustainable, 2015–16 ($’000) 2016–17 ($’000) 2017–18 ($’000) collaborative and inclusive culture 29 074 29 397 29 723

INTRODUCTION CHALLENGES The Queensland Art Gallery Board of Trustees’ The Queensland Art Gallery Board of Trustees (‘the Board’) Strategic Plan 2015–19 outlines the strategic direction recognises a number of strategic risks relative to achieving for the Queensland Art Gallery | Gallery of Modern the objectives outlined in this plan. A tight economic Art (QAGOMA) for the period 1 July 2015 – 30 June environment could limit the Gallery’s ability to deliver 2019. The Gallery’s strategic vision strives to inspire, major international exhibitions, including the Asia Pacific lead and excel — delivering exceptional art and cultural Triennial of Contemporary Art and other key initiatives, as experiences to Queenslanders, and connecting visitors well as impact upon the level of growth in cultural tourism from all over Australia and abroad with Queensland’s and revenue from commercial services. The Board also rich cultural holdings. A strong focus on learning reflects acknowledges that limited high-quality storage capacity our philosophy that audiences are central to everything could impede growth of the Queensland Art Gallery we do. Through the strategies outlined in this plan, the Collection (‘the Collection’). Gallery will bring people together with art, artists, ideas and the creative process, providing opportunities for active participation, regardless of age, ability or location. OBJECTIVES

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COLLECTION AND AUDIENCES AND PARTNERSHIPS AND EXHIBITIONS ENGAGEMENT PRACTICES Build Queensland’s globally Connect people with the Build our community of partners significant collection and deliver enduring power of art and organisational capability compelling exhibitions and ideas to deliver the best value for Queensland PERFORMANCE INDICATORS PERFORMANCE INDICATORS • Value of acquisitions gifted to the • Audience satisfaction with PERFORMANCE INDICATORS Queensland Art Gallery Collection onsite visit • Percentage of visits originating • Visitors whose experience of • Visits to QAGOMA onsite from interstate or overseas major exhibitions exceeded their • Visits to QAGOMA online • Non-government revenue as a expectations • Visits to QAGOMA touring venues percentage of total revenue • Queensland Government subsidy STRATEGIES STRATEGIES per visit 1.1 Develop the Collection, with a 2.1 Deepen engagement with art, focus on acquiring, presenting artists and ideas by offering STRATEGIES and touring contemporary art exceptional experiences onsite 3.1  Collaborate with leading from Australia, Asia and the and online. international art museums, Pacific, and build on the Gallery’s Queensland Government, 2.2 Encourage life-long learning for commitment to Queensland art Cultural Precinct, arts, tourism people of all ages and abilities and artists. and media partners to present through accessible, interactive, major exhibitions and high- 1.2 Curate memorable, dynamic social and digital educational quality cultural experiences that and diverse exhibitions, environments. contribute to the state’s social, Children’s Art Centre projects 2.3 Expand the Gallery’s reach economic and tourism targets. and Australian Cinémathèque through touring, programming programs, including bringing 3.2 Initiate new giving programs and digital initiatives for regional, major international and national through the QAGOMA Foundation national, international and art and artists to Queensland. to increase philanthropic online audiences. support for an inspiring and 1.3 Strengthen Queensland’s 2.4 Develop diverse audiences ambitious program. connections with Asia and and support Queensland’s arts the Pacific through continued 3.3 Develop sustainable sources community through targeted innovation and development of revenue through innovative research and engagement, of the Asia Pacific Triennial fundraising, sponsorship and innovative program delivery of Contemporary Art (APT), commercial business models. and ongoing evaluation. the Gallery’s signature 3.4 Collaborate with institutional exhibition series. and knowledge partners to 1.4 Take a leading role in scholarly develop audiences and promote and professional research and understanding of art. debate in the arts and share 3.5 Demonstrate leadership within knowledge broadly within the arts the arts sector and sustain a sector and the community. collaborative, innovative and inclusive organisation.