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Strategic Plan 2020–24 Queensland Art Gallery | Gallery of Modern Art

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Strategic Plan 2020–24 Queensland Art Gallery | Gallery of Modern Art STRATEGIC PLAN 2020–24 QUEENSLAND ART GALLERY | GALLERY OF MODERN ART Initiative, and its creative career pathway programs for young VISION people. The Gallery’s program of touring exhibitions and To be the leading institution for the contemporary programs in regional Queensland contributes to Growing art of Australia, Asia and the Pacific our regions, and the Gallery’s retail and food and beverage services support Backing small business by buying local and supporting Queensland makers and growers. The PURPOSE Gallery is working to Protect the environment by being a leader in sustainable museum practices and promoting To engage people with art and artists through environmental awareness through aspects of its program. memorable and transformative experiences In line with the Human Rights Act 2019, QAGOMA acknowledges the importance of respecting, PRINCIPLES protecting and promoting human rights. Access for all STRATEGIC OPPORTUNITIES Recognition of Aboriginal and Torres Strait • Profile QAGOMA as the leading institution for the Islander peoples contemporary art of Australia, Asia and the Pacific through the milestone tenth exhibition of the flagship Asia Leadership built on research and innovation Pacific Triennial of Contemporary Art (APT) in FY22. Commitment to a sustainable, collaborative • Secure exclusive-to-Queensland blockbuster and major and inclusive workplace exhibitions that contribute to significant cultural tourism and economic outcomes for Queensland. INTRODUCTION • Increase and transform the way in which audiences The Queensland Art Gallery | Gallery of Modern Art can access the Collection through the Gallery’s Digital (QAGOMA) is a single institution located across two Transformation Initiative. riverside buildings in the Queensland Cultural Centre • Position QAGOMA to develop and establish an All Ages at Brisbane’s South Bank. QAGOMA develops and conserves Learning Centre in QAG that will deliver digital and the state collection of over 18 500 works of art, and hands-on programs focused on the learning potential and stages a dynamic program of Australian and international transformative power of art. exhibitions. Home to the Children’s Art Centre and the Australian Cinémathèque, QAGOMA delivers cultural STRATEGIC RISKS experiences onsite, online, and through touring exhibitions • Note: QAGOMA acknowledges the uncertainty around the and programs. QAGOMA is governed by a Board of Trustees level and duration of impact on the objectives outlined in and guided by the Queensland Art Gallery Act 1987, which this plan as a result of the Novel coronavirus (COVID-19) has the objective to ‘contribute to the cultural, social and disease. In the absence of enough certainty to adjust intellectual development of all Queenslanders’. performance indicators, they have been retained while Queensland Government funding allocated for the acknowledging that COVID-19 may significantly impact Gallery’s operations over the next three years is: capacity to reach some or all targets. 2020–21 ($’000) 2021–22 ($’000) 2022–23 ($’000) • Ensuring funding to forward plan blockbuster and major 34 975 33 666 31 134 exhibitions, sustain audience growth and enable digital investment remains a critical priority. QAGOMA continues CONTRIBUTION TO THE COMMUNITY to actively pursue partnerships, sponsorships, non- QAGOMA is committed to the Queensland Government’s government revenue, grants and donations to mitigate objectives for the community, built around Unite and Recover – this risk. Queensland’s Economic Recovery Plan. • Limitations on art storage facilities, and ageing building The Gallery contributes to Safeguarding our health through infrastructure, impacts QAGOMA’s capacity to build the the positive impacts that engagement with art and culture Collection. QAGOMA works with Arts Queensland to put has on individual and community wellbeing, including in place both short- and long-term mitigation strategies. emotional and social connection, resilience, understanding • A number of large local infrastructure projects, including and tolerance of difference, and sense of belonging. As a the Brisbane Metro upgrade, present risks to audience cultural tourism destination that presents exclusive-to- visitation outcomes due to restricted precinct access. Queensland blockbuster and major exhibitions, the Gallery The Gallery has representation on the relevant stakeholder is Supporting jobs, contributing to Queensland’s economy, groups as a mechanism to limit negative impacts. and working to continually strengthen the state’s visual arts sector and champion the work of its artists. • Wider environmental risks, which are actively managed by QAGOMA, include potential natural disasters, QAGOMA is Investing in skills through its leading role in art emerging cyber security threats and public safety risks. education for all ages and abilities, its Digital Transformation OBJECTIVES 1 2 3 COLLECTION AND AUDIENCES AND PARTNERSHIPS EXHIBITIONS ENGAGEMENT AND PRACTICES Build Queensland’s globally Connect people with the enduring Build our community of partners significant Collection and deliver power of art and ideas and organisational capability compelling exhibitions STRATEGIES STRATEGIES STRATEGIES 2.1 Offer and promote exceptional 3.1 Collaborate to extend the Gallery’s 1.1 Develop and exhibit the Collection experiences onsite and online that capacity and influence through with a focus on contemporary target attendance and enhance partnerships and networks. art from Australia, Asia and the visitor satisfaction. 3.2 Attract philanthropic support Pacific and a commitment to 2.2 Encourage and develop lifelong for our inspiring and ambitious Queensland art and artists. learning for people of all ages program through the QAGOMA 1.2 Develop and deliver blockbuster through QAGOMA Learning and Foundation. and major exhibitions and events the Children’s Art Centre. 3.3 Develop non-government revenue that hold wide audience appeal 2.3 Provide exhibitions and programs through sponsorships, grants and and contribute to non-government to Queenslanders in regional, profitable commercial services. revenue outcomes. remote and outer metropolitan 3.4 Sustain a safe, innovative and 1.3 Develop the Asia Pacific Triennial communities. inclusive workplace that empowers of Contemporary Art, Australia’s 2.4 Engage with and provide access people to perform at their best. leading exhibition series on the for diverse audiences and region’s contemporary art. 3.5 Improve the functionality of the communities. Gallery’s physical spaces to 1.4 Take a leading role in research enhance visitor experience. and debate in the arts and share knowledge broadly. PERFORMANCE INDICATORS PERFORMANCE INDICATORS PERFORMANCE INDICATORS Visitors who had a memorable or Visits to QAGOMA onsite and at Non-government revenue as a percentage transformative experience at QAGOMA touring venues of total revenue Value of artworks acquired for the Website visits and use of digital interactives Queensland Government subsidy per visit Collection through philanthropic support Audience satisfaction with exhibitions and Reduction of landfill waste and energy Number of publications, papers presented programs consumption and awards Percentage of visitors whose experience at QAGOMA inspired further learning.
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