janis a. barlow & associates - rodman hall alliance · a report on a facilitated process...

Janis A. Barlow & Associates

Research, Planning and Management Consultants

Specializing in Theatre since 1981

www.jabarlow.com 44 Charles Street West, Suite 5005, Toronto, ON M4Y 1R8 Phone: (416) 921-0208 Fax: (416) 921-9819 E-mail: [email protected]

RODMAN HALL: PLANNING THE FUTURE

A Preliminary Planning Process

Janis A. Barlow & Associates Revised September 9, 2015

Rodman Hall gratefully acknowledges the support of the Compass Program of the Ontario Arts Council and Janis Barlow for funding this consultation.

Rodman Hall: Planning The Future Janis A. Barlow & Associates A Report on a Facilitated Process September 2015

Table of Contents

1.0 Rodman Hall, Brock University; Summary of Planning to Date ........................................... 1 1.1. The Current Charge: Reduce Brock’s Annual Financial Obligation by 50-100% .............................1

2.0 The Planning Process Starts With the Big Picture ............................................................... 2 2.1. Why Brock? ...............................................................................................................................2 2.2. Why an Art Museum? ................................................................................................................2 2.3. Public Cultural Institutions such as Galleries and Museums ........................................................2 2.4. Value of the Arts – Some Examples ............................................................................................3 2.5. Cultural Industry Potential in Canada .........................................................................................3

3.0 Rodman Hall – Background ............................................................................................... 4 3.1. Distinct Competencies of Rodman Hall .......................................................................................4 3.2. Trigger for Planning ...................................................................................................................4 3.3. Current Misconceptions ............................................................................................................5 3.4. Marilyn I. Walker School of Performing Arts ...............................................................................5 3.5. Rodman Hall’s Financial History .................................................................................................5 3.6. Environmental Scan ...................................................................................................................6 3.7. Ontario Museum Context ..........................................................................................................6 3.8. Comparing Ontario’s University Art Museums’ Annual Financials ...............................................6 3.9. Ontario Museums Financial Comparison ....................................................................................7 3.10. Niagara Public Art Galleries and Museums .................................................................................7

4.0 Current Crisis .................................................................................................................... 8 4.1. The Current Charge: Reduce Brock’s Obligation by 50-100% .......................................................8 4.2. The Rodman Hall Advisory Board proposes to: ...........................................................................8 4.3. Re-Consider Ownership Options ................................................................................................8

5.0 Revised Business Plan ....................................................................................................... 9 5.1. Rodman Hall’s Core Business .....................................................................................................9 5.2. Business Conditions and Objectives ...........................................................................................9 5.3. Lines of Business and Partners ...................................................................................................9 5.4. Rodman Hall Programs ..............................................................................................................9 5.5. Study and Leverage Key Opportunities ..................................................................................... 10 5.6. Pelham to Welland – A St. Catharines Cultural Corridor ............................................................ 10

6.0 Resource Management ................................................................................................... 11 6.1. Recommended New Organizational Structure .......................................................................... 11 6.2. Annual Finances and Budget – Expenses and Income Projections Under Brock .......................... 12 6.3. Review Expenses and Possible Sources of Support ................................................................... 13 6.4. Annual Finances and Budget on an Austerity Program Under Brock .......................................... 13 6.5. Independent Ownership of Rodman Hall within the Fiscal Year ................................................ 14 6.6. Long Term Facility Development .............................................................................................. 15 6.7. A New Downtown Art Museum ............................................................................................... 15

7.0 Tasks and Schedule ......................................................................................................... 16

8.0 Summary of Recommendations ...................................................................................... 17


9.0 Appendix ........................................................................................................................ 18 9.1. History .................................................................................................................................... 18

10.0 Strengths, Weaknesses, Opportunities, Threats............................................................... 19 10.1. Rodman Hall Strengths and Opportunities ............................................................................ 19 10.2. Rodman Hall Challenges and Threats .................................................................................... 19 10.3. Leveraging Strengths to Address Challenges ......................................................................... 19


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1.0 Rodman Hall, Brock University; Summary of Planning to Date The following report represents a summary of planning work undertaken with Stuart Reid, Curator, Rodman Hall, Rodman Hall’s Advisory Board and Task Force at weekly meetings from the week of May 26th to July 15th. The planning process was facilitated by Janis Barlow. 1.1. The Current Charge: Reduce Brock’s Annual Financial Obligation by 50-100% To accomplish a reduction of liability, there are four potential change scenarios:

Increase Revenues

Reduce Expenses

Change Business Goals

Abandon/Liquidate Business The Rodman Hall Advisory Board proposes to:

Increase Revenues – through fundraising autonomy and reducing barriers to individual, corporate, foundation donations and arts council funding.

Reduce Expenses – by scrutinizing contracted obligations and reducing budgets this year by 25%. If permitted to fundraise, in 3 years Rodman Hall can reduce Brock’s subsidy by 58% to an estimated annual fee-for-service of $200,000.

Change Business Goals – by redefining Rodman Hall’s lines of business and seeking community partners to share asset use, management and expense.

Dismiss the Option to Abandon/Liquidate Business – are contrary to the 20 year legal agreement and the search for win/win/win scenario for Brock, Rodman Hall and Community.


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2.0 The Planning Process Starts With the Big Picture 2.1. Why Brock? Brock is a place where left-brain and right-brain thinking come together. Students develop rational/analytical thinking in concert with their emotional/creative sides. We view community involvement as crucial to developing intelligent, well-rounded members of society. Our rigorous undergraduate, graduate and doctoral programs include experiential learning opportunities and one of Canada’s largest co-op programs. Our cross-disciplinary and interdisciplinary programs offer multi-faceted degrees that help students build careers and get jobs.

- From the Brock website

2.2. Why an Art Museum?

• The art museum preserves and interprets the arts.

• The arts invite us to experience a diversity of creative output.

• Art institutions lead to more engaging, innovative and productive communities.

• In the individual, the Arts stimulate:

. . . academic achievement, social and emotional development, civic engagement, and equitable opportunity.

Involvement in the arts is associated with gains in math, reading, cognitive ability, critical thinking, and verbal skill. Arts learning can also improve motivation, concentration, confidence, and teamwork.

- Edutopia Magazine, 2009 2.3. Public Cultural Institutions such as Galleries and Museums

- Are public charities - Serve community interests - Are professional managed - Believe creativity leads to prosperity - Provide access for artists and audiences to art and venues - Require considerable public and private contributed income

- - A -


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2.4. Value of the Arts – Some Examples

• Canadian born economist John Kenneth Galbraith (1908-2006) is America’s most famous and astute economists: “communities richest in their artistic tradition are also most progressive in their economic performance, [and] resilient and secure in their economic structure.”

• Nobel prize winning Canadian chemist John Polanyi credits the arts for training him to see subtle symmetries.

• …technology alone is not enough – it’s technology married with liberal arts, married with the humanities that yields us the results that make our hearts sing.

- Steve Jobs

• Art is not what you see, but what you make others see. -Edgar Degas

• As Einstein said, Logic will get you from A to B. Imagination

will take you everywhere… creativity is more important

than knowledge. Brock’s Ad in The St. Catharines Standard, July 3, 2015:

2.5. Cultural Industry Potential in Canada

Globe and Mail – July 3, 2015

The Conference Board of Canada has estimated that the annual contribution of our arts and culture industry is 7.4 percent of real GDP (as of 2007), accounting for 1.1 million jobs. . . .

Our creative industries, could be an ideal gateway to a long- term strategy improving our competitiveness and our capacity for innovation, leading a more certain, sustainable future economy.

Any reduction in public investment in these industries will seriously undermine our creative and cultural ecosystems, creating a downward spiral.

- Edgar Cowen


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3.0 Rodman Hall – Background 3.1. Distinct Competencies of Rodman Hall

• Rodman Hall was the first and only art museum in Niagara to receive federal capital funding.

• Rodman Hall was designated a national exhibition centre for the Niagara region (in 1975).

• Rodman Hall has maintained Class A status since 1975.

• Since 2010, the Gallery has received 7 OAAG awards and two St. Catharines Standards Reader Choice awards.

• Its diverse art collection ranges from historic Canadian gems to Edward Burtynsky.

• It has a national profile and partners with galleries from Vancouver to Halifax.

• Growth in visitors has grown over four-fold in four years - from 6,000 to 25,000 per year. 3.2. Trigger for Planning

• When Brock assumed ownership of Rodman Hall in 2003, Brock had budget surpluses and was sponsoring some of the city’s cultural organizations.

• Ownership of Rodman by a University cut off several public funding channels and Brock assumed the financing of the gallery.

• Rodman Hall was never expected to be self-financing.

• Over the last 12 years Rodman has met approved budgets, which have increased with a growing scope.

• Brock says it can no longer afford Rodman Hall.

• Caveat: Community members fear a valued property is not secure under Brock’s ownership.

Rodman Hall Vital Stats 2014-15

Exhibitions 9 Exhibitions on Tour 1 # of Catalogues 3 # of Acquisitions 15 Value Added $65,350 Attendance 24,000 # of Brock classes 100 # of public classes 227 # of public students 8,1432 2013/14 Budget $655,072 Earnings, grants $201,759 Owner’s subsidy $453,313


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3.3. Current Misconceptions

• It is erroneously assumed that the Marilyn I. Walker School of Fine and Performing Arts will replace Rodman Hall.

• The state-of-the-art school is a perfect complement to the distinguished historic art museum and collection.

• Together, they make Brock a Fine Art powerhouse in Canada.

3.4. Marilyn I. Walker School of Performing Arts

• Brock’s partnership with the FirstOntario Performing Arts Centre provides a professional, experiential and community forum for music and drama students.

• Rodman Hall is the professional, experiential and community forum for visual arts students. Rodman Hall is a critical tool for recruitment growth.

3.5. Rodman Hall’s Financial History

• From 2004/05 to 2013/14 Rodman’s net expenses went from $241,000 to $453,000.

• In 2003/04 earned revenue was $1,200, in 2004-05 it peaked at $55,000 until 2013/14 when it was $76,000.

• From 2004/05 to 2013/14, contributed revenue went from $22,000 to $126,00

0

20,000

40,000

60,000

80,000

100,000

120,000

140,000

160,000

180,000

Earned

Contributed


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3.6. Environmental Scan Rodman Hall is one of eleven founding members of the Ontario Association of Art Galleries (OAAG). 3.7. Ontario Museum Context In 23 Ontario galleries between 1993 and 2013:

• Collections doubled in size

• Gallery attendance increased by 69%

• Accumulated deficit of $4.4 million changed to accumulated surplus of $11.4 million

• Galleries have significantly diversified revenue sources 3.8. Comparing Ontario’s University Art Museums’ Annual Financials Rodman Hall exceeds the average earned income levels of other university art museums, but its private sector contribution is quite low – perhaps as a result of solicitation limitations placed by Brock. As a result, its Brock dependency is higher than the average. According to the survey, parent organizations are the main source of funding for many university and college art galleries.

Ownership #

Municipally Owned 6

University Owned 6

Independent NFP 40

Owned by other NFP 1

Provincially managed 3

Federally managed 1

2013 Earned Private Sector

Government Other Sources

OAAG Survey 5% 22% 16% 57%

Rodman Hall 13% 4% 15% 67%


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3.9. Ontario Museums Financial Comparison The following chart compares Rodman Hall to museums in slightly smaller cities – Thunder Bay (an independent museum) and Agnes Etherington (a university museum in Kingston). Rodman Hall’s expenses do not include the landscaping provided directly by Brock. The Hall’s expenses are comparable to Thunder Bay, although marginally higher in programming and significantly lower in staffing. Queen’s University has a much higher investment allocated to Agnes Etherington in every respect. Rodman Hall’s actual earned income from rentals and classes is comparable to the others but it is disadvantaged in terms of contributed income and public grants.

3.10. Niagara Public Art Galleries and Museums

The Niagara Peninsula is home to several not-for-profit galleries and art museums: Rodman is the leading art museum/gallery in the region in terms of contemporary scope, scale and national reputation. There are many more historic sites and house museums in Niagara. It may be advantageous to undertake collective promotion to a merged emailing list.

Expense Rodman Hall, Brock U. 13/14

Thunder Bay Art Gallery 13/14

Agnes Etherington, QueenT’s U. 13/14

Program/Artists 145,468 125,020 294,699

Marketing/Audience Dev. 25,829 21,751 45,195

F.R./Community Relations 36,176 41,157 may be in admin.

Personnel 336,512 457,187 901,613

Occupancy/Administration 111,066 118,312 391,867

Other/New Assets/Amort. 1,001 115,297 1,657,883

Total Expense 655,072 878,724 3,291,257

Income

Earned 77,413 104,726 135,439 (I) 223,658

Contributed 65,118 163,924 1,683,165

Municipal - 242,734 104,203

Provincial 38,648 234,177 120,507

Federal 20,580 131,193 156,904

Net Expense (453,313) (1,970) (790,046)

Gallery Affiliation

Grimsby Art Gallery Municipal Niagara Falls Art Gallery Independent Not-For-Profit Niagara Pumphouse, NOTL Independent Not-For-Profit Riverbrink Art Museum Independent Not-For-Profit Rodman Hall University


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4.0 Current Crisis 4.1. The Current Charge: Reduce Brock’s

Obligation by 50-100% Change Scenarios:

• Increase Revenues

• Reduce Expenses

• Change Business Goals

• Abandon/Liquidate Business 4.2. The Rodman Hall Advisory Board proposes to:

• Increase Revenues – through fundraising autonomy, building community relationships and reducing barriers to individual, corporate, foundation donations and arts council funding.

• Reduce Expenses – has scrutinized contracted obligations and can reduce budgets this year by 25%. If permitted to fundraise, in 3 years it can reduce Brock’s subsidy by 58% to an estimated fee for service of $200,000.

• Change Business Goals – has redefined Rodman Hall’s lines of business and is seeking community partners to share asset use, management and expense.

• Dismiss the Option to Abandon/Liquidate Business - is contrary to the 20 year legal agreement and the search for win/win/win scenario for Brock, Rodman and Community.

4.3. Re-Consider Ownership Options In order to increase contributed income and assure public and private contributors of long term stability, the ownership options should be re-considered: University – saved the gallery, elevates quality of professionalism but the property and

fundraising for it is not a Brock priority. Municipality – is operating under fiscal austerity after expanding its arts and recreation

infrastructure. It is bad timing. Independent – offers more funding sources but Brock should be a client and a significant

endowment should secure the property. When Brock acquired Rodman Hall in 2003, the community was absolved from responsibility. Community “ownership” and engagement will have to be cultivated again. If Brock is interested in continuing its stewardship role in the Rodman Hall property in perpetuity, a new agreement to serve university and community interests should be forged by 2023. By the same token, if Brock wishes to reduce its liability, ownership should transfer to a dedicated property trust when the two conditions noted above have been met – Brock is a fee-for-service client and a significant endowment secures the property. A mechanism for receiving grants and donations directly for Rodman Hall should be established as soon as possible.


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5.0 Revised Business Plan 5.1. Rodman Hall’s Core Business

• A professional, nationally recognized regional art museum serving Niagara Residents, supported by the Canada Council and Ontario Arts Council funders.

• A fine arts research centre providing superior pedagogical services to the fine arts faculty and students of Brock University since 2003.

• A city park since 1960 and 5 acres of gardens developed between 1984 and 1987 - named the Walker Botanical Garden after their major sponsor.

• An historical site at a defining geographical juncture of the city, featuring an 1856 stone house and an1863 manse built by one of city’s founding families - the Merritt Family.

5.2. Business Conditions and Objectives

• Rodman Hall’s stature as a national cultural asset demands greater accessibility and capital development. Plans should be developed to expand its capacity.

• Rodman Hall significantly improves the fine art experience of its students – Brock’s support enhances the professionalism and pedagogy of Rodman Hall.

• The unique geographical and botanical property should continue to be enjoyed as public gardens under the care of specialists and volunteers – such as Niagara College.

• The historical place and built heritage should be preserved and interpreted by historic resources for the public benefit – in partnership with the City’s Museum and other affiliates.

5.3. Lines of Business and Partners

Regional Art Museum Arts Funders and Donors Educational Services Brock University

Ridley College DSBN, NDSB & others

Historic Interpretation St. Catharines Museum Walker Public Gardens Niagara College

5.4. Rodman Hall Programs

• Art Research and Interpretation

– Art Exhibitions – tours

– Catalogues, Publications

• Pedagogy

– Academic support

– Student mentoring

– Community education

• Permanent Collection

– Care, storage and study

• Special Community Projects

• Student Co-op, Placement

Many of the art museum programs provide indispensable experiential learning opportunities for Brock students through over 100 Brock courses.


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5.5. Study and Leverage Key Opportunities

• Beautiful new bridge is a gateway

• New access options for Rodman Hall

• Niagara is becoming a cultural destination

• Proximity to Toronto and Buffalo

• Smaller is better, more intimate experiences

• Rodman is on the Wine Route

• The Lundholm concepts of 2010

• Interpreting city history through the Merritt family

• Potential to receive transformational gifts (art and property)

• Cultural corridor by street and waterway 5.6. Pelham to Welland – A St. Catharines Cultural Corridor

a) Ridley College b) Rodman Hall Art Gallery c) CFBU Building d) Meridian Centre Arena e) Marilyn I Walker School of Fine

&Performing Arts f) Sullivan Mahoney Courthouse

Theatre g) First Ontario Performing Arts

Centre h) St Catharines Public Library i) Niagara Artists Centre k) Folk Arts Multicultural Centre l) Niagara Conservatory of Music m) Gatorade Garden City Complex n) BME Church

a

b

c d

e

f g

h

i

m l

k

n

Greenspace Visual Arts Cultural Spaces Sports & Recreation Performing Arts Library Education


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6.0 Resource Management 6.1. Recommended New Organizational Structure Ownership options should be further explored to establish a Rodman Hall Property Trust with an endowment to preserve the property. The Trust could be arm’s length or independent of Brock once a use contract and secure financial foundation is in place. A matrix for potential trustees should be developed and prospective trustees invited to sit on a transition committee. The current director’s job description should be re-written to cover the new lines of business.

Ownership

Governance

Management


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6.2. Annual Finances and Budget – Expenses and Income Projections Under Brock A five year scan of Rodman Hall’s finances from 2013/14 to 2017/18 shows expenses peaking in 2014/15 and lower in the next three years. With a greater emphasis on fundraising, Rodman Hall’s income will increase and result in lower liability for Brock where Brock will cover fees for services.

Summary Expense

Rodman 13/14

Rodman 14/15

Rodman 15/16

Rodman 16/17

Rodman 17/18

Program, Artistic 145.468 159,625 150,050 141,020 148,747

Audience Dev. 25,829 25,829 10,000 11,000 12,100

Community Relations 36,176 81,950 75,992 79,142 82,315

Compensation, Benefits 336,512 366,600 371,039 375,242 379,538

Occupancy/Operations 97,423 74,500 46,587 46,587 48,730

Administration & Misc. 13,669 11,576 4,700 6,260 6,260

Total Expense 655,072 720,080 658,368 661,395 678,581

Expense reductions are due to

• more reliance on digital communications rather than print, ie. Newsletter printing and mailing

• changes to hours of business

• reduction in artist fees (for installation)

• MIWSFPA/Brock shared security monitoring

Summary Income

Rodman 13/14

Rodman 14/15

Rodman 15/16

Rodman 16/17

Rodman 17/18

Earned 77,413 95,600 150,000 175,950 151,725

Contributed 65,118 55,500 126,000 171,380 146,670

Municipal - - 12,000 14,000 16,000

Provincial 38.648 38,000 48,000 63,400 68,820

Federal 20,580 56,745 77,745 88,885 106,195

Net Expense (Brock) 453,313 474,235 322,623 221,660 189,190

Income increases are a result of:

• growing responses to fundraiser and fundraising

• Increasing donations, sponsorships, grants

• facility rentals, retail sales, fees for workshops, classes

• increased draw on interest from endowments


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6.3. Review Expenses and Possible Sources of Support Rodman Hall staff are continuing to examine expense areas and ways to mitigate expenses.

Expense Resource or Funding Source

Financial Management Niagara Community Foundation Garden Maintenace Niagara College Grounds Maintenance City, Brock, Contractor? Building Maintenance Museum and Willowbank New Program Start-Up New Arts Council funds Business, Legal Consultants Seek Pro-Bono & Grants Volunteer Coordinator Community Development Funds Development Director Rodman Hall Property Turst Program Staff Fee-for-Service Contracts Historical Interpretation Sesquicentennial, a Merritt Family

Foundation(?) City Museum 6.4. Annual Finances and Budget on an Austerity Program Under Brock The following chart summarizes those previously presented. Rodman Hall will have to undertake further study of funding eligibility in a future ownership option that may be arm’s length from Brock. As the museum recruits community trustees and further engages the community in programming initiatives, it should be in a stronger position to appeal for increases to Arts Council funding.

Summary Expense

Rodman 13/14

Rodman 14/15

Rodman 15/16

Rodman 16/17

Rodman 17/18

Total Expense 655,072 720,080 658,368 661,395 678,581

Income

Earned 77,413 95,600 150,000 175,950 151,725

Contributed 65,118 55,500 126,000 171,380 146,670

Municipal - - 12,000 14,000 16,000

Provincial 38.648 38,000 48,000 63,400 68,820

Federal 20,580 56,745 77,745 88,885 106,195

Net Expense (Brock) 453,313 474,235 322,623 221,660 189,190


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6.5. Independent Ownership of Rodman Hall within the Fiscal Year As this report has asserted, for Rodman Hall to revert to its pre-2003 ownership model, it would require sufficient funds – both capital and guaranteed operating support – and a fee-for-service contract for pedagogical services with Brock University. It also would be helpful to have fee-for-service contracts in place with other institutions such as Niagara College for the use of the gardens as a horticultural laboratory for its students and the City of St. Catharines for visual arts and education services. A fast turnaround from a university-based gallery to community-based ownership will be very challenging for a number of reasons: Rodman Hall has not been actively seeking community investment for 12 years and relationships have lapsed with potential funders; former Rodman Hall members may remember that Brock assumed a 20 year obligation for Rodman Hall in 2003; most sophisticated donors understand the costs to operate a small, independent art museum and they will have to be persuaded that the proposition has strong backing from community leaders, and; an effort will have to be made to position the change of ownership as a restoration because new organizations are usually not eligible for funding for the first three years of their operation. Finally, with regard to developing adequate operational and capital funding, it should be understood that a large institution like Brock brings many services to the table that would otherwise have to be contracted by a small independent organization. Brock could continue to provide services such as HR management, IT and Finance etc. for a fee articulated as part of the ongoing fee for service agreement.


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6.6. Long Term Facility Development The 2010 Architectural Rehabilitation Feasibility Study conducted by Lundholm Architects should be revisited and revised to address the current situation and transition. The Feasibility Study can be crafted into a visionary plan for an enhanced Rodman Hall Art Centre that will be a Case for Support in future development and sustainability of the property. Rodman Hall is a superb destination art museum, but overcrowded. Rodman Hall must expand to meet:

• accessibility issues;

• exhibition demands;

• historical interpretation

• community needs;

• collection storage; and

• earned income opportunities. Rodman Hall should develop other sites, satellite galleries and/or stores (St. Paul St., and other sites in Niagara.) 6.7. A New Downtown Art Museum . . .was seriously considered as an alternative to Rodman Hall and dismissed as too controversial and financially unsustainable at this time.

• Rodman Hall is a highly valued historic, geographic and cultural resource to the St. Catharines community.

• It would immediately erode goodwill towards Brock if it broke the 20 year agreement to protect Rodman Hall.

• As an historic building, Rodman Hall is compromised but cost effective and it inspires artists to find creative solutions.

• A new national exhibition centre would cost at least $35 million and require an operating endowment of $20 million.

• An addition to Rodman Hall would be much more economical and acceptable to the community.


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7.0 Tasks and Schedule The following tasks outline in broad strokes some of the work to be done to make this very significant transition. The next year will be a year of consultation and re-engagement with the greater community of Niagara.

Lines of Business Proposed Partners Deadline

COMMUNITY ENGAGEMENT to Develop New Positioning

Advisory, Current Museum, Pedagogy

Apr. ‘16

Reduce Expenses Museum Staff ASAP

Review Ownership, Governance Brock, City, Region, Funders ASAP

Consult Stakeholders Former, Future Members Oct. ‘15

Refine Strategic & Long Term Plans FR et al Consultants Oct. ’15

Establish Financial Trusts Niagara and other Fdn.s Oct. ‘15

Develop and Finance an Historic Interpretation Plan

St. Catharines Museum and other historic societies

Apr. 16

Test Plans, Solicit Leadership New Governing Board Apr. ‘16

Start Raising Endowments Donors May ‘16

HORTICULTURAL PROGRAM Niagara College Sept. ’16

HISTORY CENTER City Museum, Merritts July ’17

RESOLVE LONG TERM OWNERSHIP Regional Art Museum 2018-20

START CAPITAL IMPROVEMENTS Regional Art Museum 2018-20


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8.0 Summary of Recommendations To increase its public services and self-sufficiency:

• Rodman Hall must become more engaged and accountable to the St. Catharines and Niagara communities;

• Rodman Hall should continue to honour its academic commitment to Brock University;

• Rodman Hall should provide services to Brock, the City, Region and other clients on a fee-for-service basis;

• Rodman Hall has to assume operational and capital fundraising autonomy for its four lines of business:

– Art museum

– Art education

– Public gardens

– History centre


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9.0 Appendix 9.1. History 1955 - a St. Catharines federation of arts, letters and music leaders and organizations started

to look for a facility 1959 - the federation raised $68,000 in one year to buy the Rodman Hall estate 1960 - the property was leased without charge to the City to be used as a park - the St. Catharines and District Arts Council became the official owner of Rodman Hall - the library passed on the responsibilities for art exhibition to the new organization - a collection of paintings began to be gifted and assembled for the benefit of the public - Prof. Eric Arthur, U. of T. congratulates Trustees “for saving, for St. Catharines and the nation, so distinguished a house and . . . [putting it to such a use]. 1963 - Renovations were completed for gallery space. 1969 - Curator Peter Harris convened Niagara Artists and the Niagara Artists Collective was born. 1975 - A major expansion added 4,400 s.f. and the Hall was designated a regional National Exhibition

Centre. 1970’s - Rodman Hall received highest grants and accolades from the National Museums of Canada. 1993 - Founding curator Peter Harris died unexpectedly, after 33 years of service, several curators

succeeded him. 2003 - Brock University accepted the transfer of Rodman Hall, its collections, property and

gardens. 2008 - As the scope of services increases, Rodman Hall’s approved budgets and subsidies from Brock

increase. 2010 - Lundholm Architects identified access and property deficiencies and potential development

plans. 2011 - Internationally recognized art curator Stuart Reid is appointed to lead Rodman Hall. 2015 - Brock requests a report on ways in which Rodman Hall can reduce their reliance on Brock’s

annual financial contribution.


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10.0 Strengths, Weaknesses, Opportunities, Threats 10.1. Rodman Hall Strengths and Opportunities

10.2. Rodman Hall Challenges and Threats

10.3. Leveraging Strengths to Address Challenges

• Transition will require a realignment of priorities and community relationship rebuilding

• Transition will require a review of ownership and governance roles

• Start a Rodman property trust – endowment, program and operating funds at Niagara Community Foundation

• To mobilize community support and engagement, consider filling the Community Volunteer

Coordinator job

• Identify leadership and undergo strategic planning for new lines of business

The aim of art is to represent not the outward appearance of things, but their inward

significance.

Aristotle

• Professionalism of staff

• Institutional reputation

• Quality of programming

• Property inspires creative output, experimentation

• Makes contemporary art accessible and powerful

• Relationship with Brock elevates the pedagogy

• Contemporary collection is growing

• Relationship to downtown

• Role in cultural corridor

• Witness to City history

• Nationally significant history, architecture and topography

• Anchors Merritt family story

• Historic collection has Canadian gems

• Public gardens since 1960

• 2017 sesquicentennial

• Attendance is increasing

• Visibility, location - signage

• Pedestrian safety, no buses

• Lack of municipal funding

• Aging infrastructure

• Inadequate endowment

• Membership, donor strength

• Community participation

• Lost historical relationships

• Inability to fundraise

• Investment funds to expand

• Universal sectoral threats

• Commercialism

• Changing technologies

• Changing demographics

• Too long under the radar

• Local parochialism

• Understanding the value of cultural institutions

• Arts Council funding changes

• Bridge closures, new access

• Acceptance as the Regional Art Museum

http://www.brainyquote.com/quotes/quotes/a/aristotle104151.html?src=t_art

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