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Year in Review 2018–2019

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Year in Review 2018–2019 YEAR IN REVIEW 2018–2019 UNIVERSITY OF TORONTO CONTENTS 4 18 32 Hart House: Looking Back and For Your Inner Artist Hart House 100th Anniversary Moving Forward Night of Ideas Centennial Projects Underway Talking Walls The Hart House 100th 6 Hart House Music Anniversary Planning Committee Organizational Chart and Hart House Theatre Strategic Objectives 34 22 Building A Foundation for 8 the Future Hart House by the Numbers 2018–2019: Hitting Our Stride Pool Revitalization Operational Excellence: Greening the House Hospitality, Accessibility, 24 Critical Infrastructure Renewal Customer Service Standards, For What Moves You Cost Efficiencies Arbor Room Renewal Functional Fitness Classes Reputational Excellence: Wellness Programs Showcasing Accessible 36 Programming, Hart House Hart House Farm Support 100th Anniversary Partnership Thank You with The Walrus 26 “Why I Give” Experiential Excellence: For Building Community Land-based Indigenous Legacy Gifts Education at the Hart House Youth Community Recreation Farm Project Hart House Mentorship Program Diversity Recognition Events Donors 14 Hart House Podcasts Governance Black Futures 40 Board of Stewards Committees Human Library Financials and Clubs Tri-campus Mandate 30 Good Ideas Fund Honouring Excellence: Awards Donor-supported Awards 16 University-wide Awards For an Open Dialogue Hart House Global Commons Hancock Lecture Hart House Debates and Dialogue Events OPPOSITE PAGE: 2019 EXPLORE HART HOUSE // JIDUO AN PHOTO HART HOUSE: LOOKING BACK AND MOVING FORWARD elcome to the 2018-2019 identities with an exemplary, with all current and potential Annual Report for Hart inclusive and welcoming stakeholders, including the WHouse. It is hard for us to experience of exploration and formation of strong and positive believe, but 2018–2019 marked the discovery essential to their partnerships across the third year of Hart House’s 5-year personal and professional University of Toronto and the strategic plan entitled “Delight in development; (acted) as a broader community. Additionally, Discovery”. According to the plan, community builder inside (we maintained) meaningful ties the life-cycle of which uses the and outside the University; to graduates, offering ongoing metaphor of a race and its various and (served) as a modern, opportunities to celebrate their stages, Year 3 was when we were to accessible, and preferred home accomplishments, connect with “hit our stride”. Looking back on the for students, staff, faculty, alumni and mentor existing students, year’s many successes, I would say and members of the broader and give back to the House via that we definitely achieved our goal. community.” time or donations.” Of course, we had a good running start thanks to our powerful kick-off • Operationally, our many business How did we do this, you ask? Read in Year 1 and our strong acceleration lines and departments showed a on, and as you do, you should note throughout Year 2. growing understanding of “their that the year saw us expand our own areas of contribution to the network of community partnerships As you will note in the pages of the overall mission of the House, designed to help foster greater access following report, Hart House in 2018– and…(collaborated) intentionally to the University for young people 2019 was laser-focused on achieving and harmoniously with each from traditionally under-represented the strategic plan’s over-arching other to achieve operational communities. It witnessed the strategic objectives of Experiential, efficiencies and provide a growth of our novel Global Commons Operational and Reputational streamlined student experience.” program to foster international Excellence. To use the language of dialogue for students from U of T and the plan: • Reputationally, we “(developed) four partner institutions overseas. We strong communication and achieved huge strides in making Hart • Experientially, we “(provided) marketing strategies to House a more physically accessible students of all backgrounds and increase…brand awareness space for everybody. We grew and 4 deepened our partnerships with key of thanks to the students and others reviews, and helped to secure the academic units across the University. who comprise the Hart House University’s approval to proceed with We were intentional in ensuring Board of Stewards, and who meet a schematic design that will guide us that our work was tri-campus in regularly throughout the year to through several subsequent phases of both development and delivery. Our provide oversight to me and to my work to enhance the efficiency, safety student-led Standing Committees staff colleagues as we seek to guide and sustainability of Hart House. engaged their peers through the Hart House towards success. An arts, dialogue and wellness-based individual “thank you” to Janelle Second, a special Advisory programming that was cutting-edge. Joseph, who was named the Committee comprised of And we finalized and launched a University of Toronto’s Emerging representatives from all of Hart comprehensive Hart House branding Leader in 2019, and who so capably House’s key constituencies oversaw campaign — “For You” — that served as Chair of the Hart House the development of an ambitious coincided with a significant increase Board of Stewards throughout the roster of programming to mark our in our social media focus on reaching year. We are so grateful for her many 100th anniversary year in 2019- diverse audiences. rich contributions to our work. 2020. We look forward to celebrating with them — and with all of you — And that is just the tip of the iceberg. I would also like to acknowledge the throughout the coming year. tremendous efforts of two special Throughout the year, in all areas of groups of volunteers who were pivotal But before I get ahead of myself, programming and operations, we in advancing the interests of Hart let’s take a moment to look back aimed high. Our staff, students, House during the year. at the year that was in 2018-2019. volunteers and senior members made I hope it was as engaging and irreplaceable contributions to the First, a Project Planning Committee exciting for you as it was for all of daily work of building a welcoming comprised of staff, faculty, students us at Hart House. community of communities at Hart and alumni did yeoman service to House. It is an honour to work produce a comprehensive report for Kind regards, alongside them everyday. the University detailing Hart House’s extensive infrastructure renewal John Monahan, I would like to offer a special word needs. Their work received glowing Warden HARTHOUSE.CA 5 OUR STRATEGIC PLAN Delight in Discovery Key Themes Diversity Exploration Engagement Strategic Objectives Experiential Excellence Operational Excellence Reputational Excellence Foundational Pillars People Infrastructure Funding OUR ORGANIZATION Board of Stewards Vice-Provost, Students Warden Chief Program Officer Advancement Chief Administrative Officer Communications Warden’s Office 100th Anniversary Hart House Theatre Facilities Integrated Learning & Finance Community Engagement Gallery Grill Justina M. Barnicke Gallery at Hart House Information Hub Recreation & Wellness Information Technology Meeting & Event Services Staff Operations & Professional Development 2018–2019: HITTING OUR STRIDE ike a runner who is well into the race, year three of the Hart LHouse strategic plan was about maintaining focus and continuing to build momentum. As Hart House passes the midpoint of its 5-year strategic plan, it has been guided by the pursuit of three strategic objectives: operational excellence, experiential excellence and reputational excellence. In 2018- 19, Hart House continued to foster programs and initiatives that: • Ensured students from previously underrepresented communities see themselves reflected in the work of Hart House; • Increased accessibility to the House; • Expanded community and academic partnerships; • Advanced planning for infrastructure renewal; • Fostered engaged global citizenship through the Global 8 Commons initiative; and presentation areas, adjustable height podiums, and specialized • Developed and introduced new “I wanted to follow-up to menus can also be arranged. revenue-generating lines at Hart thank you and your team House; and at Hart House for your part- Customer Service Standards • Maintained a strong marketing nership and expert guidance Students and visitors appreciate Hart and brand presence. in planning in helping us House for its superlative customer There is excitement and optimism execute our event…[it] was service, with 91.9% of all visitors that the momentum gained this past an overwhelming success— reporting they were either satisfied year will propel Hart House toward the professionalism of the or extremely satisfied with their Hart the “home stretch” in 2019–20. staff and the ambiance of the House experience in 2018–19. venue certainly contributed Hart House continues to improve its standards and strengthen its OPERATIONAL EXCELLENCE to this success. Thank you to dedication to delivering a client- you and your team.” focused, safe, inclusive and Hospitality welcoming environment for all –Canadian Cancer Society members and users of Hart House For those seeking meaningful days facilities and services. Staff have and extraordinary nights, Hart House been trained with an eye to ensuring hosts a full spectrum of events to they continue to be responsive, support a breadth of activities. helpful and customer focused. Since opening in 1919, Hart House has hosted nearly 100,000
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