OMAH HORIZON Ted Markle Chair, OMAH Board of Directors
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1 OMAH Horizon 2020
2 PAGE 2
3 OMAH HORIZON 2020 Diversity is the strength of the Orillia Museum of Art & History. We are a robust and flourishing community organization with aspirations. Ted Markle Chair, OMAH Board of Directors Staff, volunteers, members, board representatives, artists and history enthusiasts collaborated in a series of milestone moments to craft this roadmap for the next few years. This strategic plan, which we call OMAH Horizon 2020, is the result of their collaboration. Like any plan, however, the proof is in the deliverables. At the board level, we will continue our commitment to the highest standards of not-for-profit governance and track our performance to this plan. It may be those who do most, dream most. Stephen Leacock I invite you to contemplate the aspirations of OMAH Horizon 2020, a guiding document that will help the Orillia Museum of Art & History further assert itself as the leader in the fields of arts, culture and heritage in the City of Orillia and surrounding area. Ninette Gyorody Executive Director of OMAH This document was crafted through a participative process involving key stakeholders staff, volunteers, cultural supporters, educators, historians and members of our board of directors. Seeking and engaging a wider constituency, we found fresh perspectives and new ideas. The process was open and honest, with energetic and enlightening dialogue. OMAH s mission and vision bind together the museum s strategic objectives and their outcomes in this plan. We believe this document will not only set a clear path for OMAH but will further enable the museum to increase its community engagement and refine its cultural leadership. PAGE 3
4 PAGE 4 DEB HALBOT
5 THE STORY OF OMAH In 1999, a remarkable marriage took place in Orillia, one that created a unique local entity that has provided continued inspiration through the ensuing years for those dedicated to the arts, culture and home-grown history. In that year, the Orillia Historical Society (incorporated June 16, 1953) and the Sir Sam Steele Art Gallery Foundation (incorporated March 11, 1991) merged to create the Orillia Museum of Art & History. The Sir Sam Steele Memorial Building, the home of OMAH, was designed by Thomas Fuller and completed in This clock-tower building, made of red brick and limestone, served as a federal customs house and post office until bought by the City of Orillia in In 2004, the building underwent Phase One, a $1.1 million renovation. In , OMAH underwent Phase Two, a $2.1 million renovation. As well as a grant of $975,000 from the Canada Cultural Spaces Fund, matching funds were secured through the City of Orillia, the Ontario Trillium Foundation and community supporters. The renovations enabled OMAH to increase its programming, create climate-controlled spaces, provide additional exhibition galleries and offer barrier-free access to all floors. By enlarging the footprint of OMAH in the community, we have increased engagement and provided an emotional connection with our constituents. Dedicated that year as the Sir Sam Steele Memorial Building, it served as a police station, courthouse, jail and office space for various organizations. We will continue to do so. OMAH provides an essential service to our community. We make culture and history matter. PAGE 5
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7 OMAH VISION To be the anchor for the significant and growing arts, local-history and cultural community in Orillia and surrounding area by offering exciting exhibits, events, innovative programming and activities that reach out to and engage all citizens, seasonal residents and visitors. OMAH MISSION The Orillia Museum of Art & History will be a cultural centre open to all that will inspire creativity and celebrate history by creating excitement and wonderment for the arts, history, and culture communities. PAGE 7
8 2016 BY THE NUMBERS 12,000 3,000 volunteer hours PAGE 8
9 OUR OBJECTIVES FUNDRAISING COMMUNITY ENGAGEMENT ORGANIZATION/ GOVERNANCE PROGRAMMING The Orillia Museum of Art & History s four strategic objectives, as outlined above, are interconnected in their outcomes. Governance, Fundraising and Programming fuel each other, while Community Engagement forms the central core of their function. The following pages outline each strategic objective in detail. PAGE 9
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11 GOVERNANCE Ensure OMAH embodies best-in-class, not-for-profit policies and practices. DESIRED OUTCOMES Streamline governance rules and practices Redefine operational vs constitutional policies and procedures Pursue evolution of staff towards greater operational autonomy and executive leadership PAGE 11
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13 FUNDRAISING Strengthen OMAH s development practices that increase return on investment. DESIRED OUTCOMES Annual fundraising plan that sustains growth Annual plan to increase membership Create Development Officer position PAGE 13
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15 PROGRAMMING Be Orillia and area s centre for artistic inspiration and celebration of our history. DESIRED OUTCOMES Balance representation of art and history in dynamic and contemporary ways Diversify programming to broaden our appeal Enhance engagement for visitors to OMAH Strengthen partnerships in community Review programming plan annually PAGE 15
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17 COMMUNITY ENGAGEMENT Strengthen relationships with our communities to ensure OMAH meets their needs. DESIRED OUTCOMES Create process to generate community feedback Attract active members of the community for committees/volunteers/board members Increase visibility of OMAH ambassadors in the community Increase digital engagement PAGE 17
18 Boy watches the digital video Red Carpet ( ) by Lisa Birke. PAGE 18
19 IN CONCLUSION The Orillia Museum of Art & History is an essential member of our community. OMAH s job is to hold a mirror up to Orillia and area to stimulate and guide discussions around heritage and culture. We make culture and heritage matter, inspiring creativity and celebrating history. The OMAH Horizon 2020 project ensures that each year we will continue to build upon our progress and set goals designed to help us achieve our strategic objectives and desired outcomes. PAGE 19
20 Published 2017 by Orillia Museum of Art & History Press Printed by Georgian Bay Printers, Orillia Design by Philip Jackman Production management by Shannon Hawke ACKNOWLEDGEMENTS MEMBERS OF THE STRATEGIC PLAN STEERING COMMITTEE Sheila Davis Ted Duncan Lois Green Ninette Gyorody Shannon Hawke Philip Jackman Ted Markle Hope McGilly Mitchell Richard Oatway Dave Osborne Don Ross Marcel Rousseau Jean Sarjeant Wendy Taylor THANKS ALSO TO: Community Development Corporation Orillia Public Library 30 Peter Street South, Orillia, Ont. L3V 5A INSPIRING CREATIVITY AND CELEBRATING HISTORY PAGE 20
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