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Crown Corporation Business Plans: Budget 2019-20 Budget 2019–20 Crown Corporation Business Plans Budget 2019–20 Crown Corporation Business Plans © Crown copyright, Province of Nova Scotia, 2019 Budget 2019–20: Crown Corporation Business Plans Finance and Treasury Board March 2019 ISBN: 978-1-55457-935-8 Contents Art Gallery of Nova Scotia Develop Nova Scotia Halifax Harbour Bridges Housing Nova Scotia Innovacorp Nova Scotia Business Incorporated Nova Scotia Crop and Livestock Insurance Commission Nova Scotia Farm Loan Board Nova Scotia Fisheries and Aquaculture Loan Board Nova Scotia Gaming Corporation Nova Scotia Lands Inc. Nova Scotia Liquor Corporation Nova Scotia Municipal Finance Corporation Nova Scotia Power Finance Corporation Perennia Food and Agriculture Inc. Tourism Nova Scotia 2019/2020 Business Plan Contents Message from the Chair 3 Art Gallery of Nova Scotia 4 • Vision 4 • Mission 4 • Beliefs 5 Business Strategy 6 Business Plan Goals, Objectives and Performance Measures 6 Budget 18 2 Message from the Art Gallery of Nova Scotia Board Chair On behalf of the Board of Governors of the Art Gallery of Nova Scotia, I am pleased to present the Gallery’s business plan for 2019/2020. One of the most important achievements in the past year was establishing a new vision for the Art Gallery of Nova Scotia. In 2019/2020 we will look to the future while building on our substantial legacy to create “an inclusive public gathering place that connects people with art to inspire new ways of thinking.” The Gallery will increase its focus on presenting contemporary perspectives to address and challenge the key issues facing artists and society at large. On an operational front, the team is already deeply engaged in executing on five key goals: building capacity; creating deeper community connections; applying a contemporary lens to exhibitions and programs; creating a more inclusive visitor experience; and continue our work towards a new building on Halifax’s waterfront. 2019/2020 will be a pivotal year in the history of the Gallery. We will take bold new steps to embrace an exciting future that engages all Nova Scotians in the power of contemporary art. Erik Sande Chair, Board of Governors 3 Art Gallery of Nova Scotia Mandate The Art Gallery of Nova Scotia is a Crown agency of the government of Nova Scotia which is mandated, through the Art Gallery of Nova Scotia Act, to acquire, preserve and interpret the province’s collection, which currently consists of more than 18,000 works of art. Through exhibitions and programming, the Gallery promotes arts education and life-long learning to improve the social well-being of communities, enhance cultural experiences for residents and tourists alike, and foster artistic excellence in the province. A New Art Gallery of Nova Scotia During the spring and summer of 2018, the Art Gallery of Nova Scotia undertook a public consultation and engagement process to rethink its role now and in the future. The result was the articulation of a new vision, mission and belief pillars that paint a picture of a new type of Gallery that will evolve as we move towards building a new home on Halifax’s waterfront. The vision, mission and beliefs articulated below are the cornerstone of the business plan that follows. Vision The Art Gallery of Nova Scotia is an inclusive gathering place that connects people with art to inspire new ways of thinking. Mission The Art Gallery of Nova Scotia seeks to present the most vital and engaging contemporary art from around the world. We will embrace tradition and the past by applying a contemporary viewpoint that addresses relevant issues and challenges perspectives. 4 Beliefs Be welcoming We illuminate. We use our space and our collection to tell stories that reflect community, create understanding, and generate meaningful debate. Our approach is inclusive. All are welcome to view, experience, and create in our space. Be contemporary We seek to present the most vital and engaging contemporary art from around the world while addressing relevant issues and challenging perspectives. We will embrace tradition and the past by reframing it and applying a contemporary perspective to its presentation. Be challenging We always challenge perceptions, complacency, and expectations. We work in provocative and unexpected ways using art to expand the way our visitors see the world. The Art Gallery of Nova Scotia is not a passive experience. Be ambitious We boldly pursue acquisitions, funding, relevant artists, new areas of expertise, and new ways to engage with the public. We adapt and change to remain relevant, challenging, and innovative. 5 Business Strategy The Art Gallery of Nova Scotia’s strategy for the next year has shifted, with a focus on building our organizational capacity to ensure we are prepared to take on the additional responsibilities of a major capital project. Strategies for fundraising, a new approach to governance, and a strong workforce are some of the areas we believe can contribute to our capacity. The year will also see a continuation of our commitment to working with community partners to build a more inclusive and diverse gallery. The focus in 2019/2020 will be to work with Indigenous and African Nova Scotia communities. Further, we will continue to build partnerships with people and groups throughout society that share our interest in using the visual arts to inspire new ways of thinking. Lastly, the Gallery will begin the longer process of delivering on our visions for a ‘new’ Art Gallery of Nova Scotia. Some of this will not be fully realized until we have a new gallery, but it is critical to our success that we begin living our beliefs to be welcoming, contemporary, challenging and ambitious. This plan reflects those beliefs. The goals and objectives outlined below continue to support Community, Culture and Heritage’s Culture Action Plan in four areas: Promote Mi’kmaw Culture; Creativity and Innovation; Advance Cultural Diversity; and Excellence in Cultural Stewardship. Business Plan Goals and Objectives The five goals for the Art Gallery of Nova Scotia in 2019/2020 are: 1. Build capacity to deliver on the Gallery’s new vision and mission. 2. Build deeper community connections and engagement to broaden and change perspectives. 3. Apply a contemporary lens to our exhibitions and programs. 4. Create a more inclusive visitor experience both on and offsite. 5. Design and implement a plan for building a new Gallery on the waterfront. 6 Goal 1: Build capacity to deliver on the Gallery’s new vision and mission. The Gallery is about to undergo significant change, not only as we deliver on our new vision, mission and belief pillars but because of our desire to build a new home on the waterfront in Halifax. As a result, we need to ensure that we have the capacity to deliver on these promises. We need strong leadership, appropriate governance structures, and a team of staff and volunteers with the right skills, abilities and experience to match our ambitions. Strong policies and processes and stable funding are also necessary to support the Gallery through a period of substantive change. Objective 1: Improve governance. Outcomes KPI Lead An implementation plan Plan is completed HR/Governance is complete based on in first quarter and Committee and recommendations from the implementation CEO governance review. begins. Acquisitions process is more Acquisitions Acquisitions effective. process is Committee and changed by Q3. Curatorial 7 Objective 2: Staff and volunteers have the right skills and abilities to execute the business plan. Outcomes KPI Lead Staff and volunteer Goals and HR and Directors complement have appropriate objectives are skills and abilities. being met on time and on budget. Training needs are identified Training needs HR and Directors and delivered. identified in Q1. Training plan is in place by Q1 and implementation begins. A performance evaluation Performance HR system is fully functional. evaluation is standardized and done quarterly. FTE requirements for future FTE count is CEO with CCH growth have been identified. sufficient to hire appropriate staff now and in the future. Objective 3: Stabilize funding by meeting fundraising targets. Outcomes KPI Lead Membership revenues realize Membership Development modest growth. revenues are $60,000. Sponsorship revenues Sponsorship Development increase 55%. revenues are $225,000. Donations, annual appeal Targets are met. Development and leadership gifts raise $190,000. Gala event raises $150,000. Targets are met. Development Committee Increase number of Increases by 15%. Development prospective donors. 8 Goal 2: Build deeper community connections and engagement to broaden perspectives. The Art Gallery of Nova Scotia is determined to challenge its own approach to programming and exploring the idea of fostering a culture that creates opportunities for intersection between artists, their work and our audiences. As an organization that embraces difference, we want to encourage dialogue and debate, and strive to present multiple points of view regardless of race, gender, sexual orientation, class or creed. Through this type of engagement, the Gallery hopes to challenge the way we do things and encourage others to engage in conversations and activities that can lead to social change. The focus in 2019/2020 will be on furthering dialogue from the perspective of Nova Scotian’s Indigenous community and developing a more inclusive relationship with African Nova Scotians. Objective 1: Indigenous representation and perspectives are evident at the Art Gallery of Nova Scotia. Outcomes KPI Lead The Gallery is participating in Increased Curatorial furthering the understanding participation in of Indigenous perspectives in initiatives related museums. to Indigenous work in museums. Indigenous Gallery is Indigenous Gallery Curatorial completed and provides new is completed by community perspectives. Q4. All Gallery staff, board and Training is CEO and volunteers better understand completed by Q2. Curatorial indigenous perspectives and protocols. Appropriate protocols are introduced and followed.
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