Our Mission

The McIntosh Gallery is a centre for the presentation and dissemination of advanced practices and research in the fields of art history and contemporary visual art. The McIntosh serves the students, faculty and staff of The University of Western Ontario and the broader community of the City of London as a teaching and research resource. Ongoing programs and services actively promote innovative projects in the production, exhibition, interpretation and collection of visual culture.

Our Vision

To be nationally recognized as a leader among university-based public art galleries for creative interpretation and scholarly research in art and visual culture.

McINTOSH GALLERY RESOURCE CENTRE

Did you know the McIntosh Gallery has resources for you to use?Our Recourse Centre is located on the lower level of the gallery. We have many reference books on art history, art theory, museology, dictionaries and exhibition catalogues.

The McIntosh Resource Centre materials are for reference only. You may drop in Monday to Friday, 9:15am to 5:00pm or call/email ahead to be sure.

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McIntosh Gallery Strategic Plan

November 12, 2007

Submitted by McIntosh Gallery Strategic Planning Committee
Facilitated by Janet Frood, Horizon Leadership

Reference Documents:
| Five-Year Vision | Strategic Directions | Terms of Reference | Governance & Management |
| Internal & External Relationship | Programming & Collection | Resources | Conclusion |
| Appendix A | Appendix B | Appendix C | Appendix D |

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Acknowledgements

The Strategic Planning Committee wishes to acknowledge the many contributors to the creation of this Strategic Plan and the recommendations contained herein.

We thank all who participated in the stakeholder input sessions either through presentations or written submissions.

We acknowledge and thank Arlene Kennedy, Director, and Catherine Elliot Shaw, Curator, of the McIntosh Gallery for their efforts in the sourcing of information to support the Committee's review, as well as the McIntosh Gallery staff who contributed their ideas through the SWOT analysis process.

We acknowledge the External Review Committee, June 2006, for their report and recommendations that also were a reference point for the Committee.

Thanks to Maura Crilly, Assistant to the Vice President External, for her assistance in coordinating the Committee's efforts.

This report is respectfully submitted by the McIntosh Gallery Strategic Planning Committee.

Joyce C. Garnett, University Librarian - Committee Chair
David R. Merritt, Associate Professor, Visual Arts Department
Catherine L. Ross, Professor, Faculty of Information & Media Studies
Stephen Watt, Professor, Applied Mathematics and Computer Science
Jerry P. White, Professor, Sociology
Robin Armistead, Manager of Culture & Municipal Policy, City of London
Judith Rodger, Community representative
John Nicholson, Community representative

Supports to the Committee:
Ted Garrard, Vice-President External
Ian Tripp, Acting Chair, McIntosh Gallery Committee
Arlene Kennedy, Director, McIntosh Gallery
Janet Frood, Horizon Leadership - Strategic Plan Facilitator

Context

Western's strategic plan outlines its mission as providing the best student experience at a research-intensive university. The primary objective of the McIntosh Gallery Strategic Planning Committee has been to evaluate, articulate and envision how the McIntosh Gallery can be more instrumental in achieving Western's mission.

The McIntosh Gallery is and should remain a valued part of the intellectual environment of Western by encouraging visual literacy and critical thinking inspired by innovation and creativity, and by providing an environment for risk taking. The McIntosh Gallery is a centre for inquiry and discovery, extending out into the university community and bringing the broader community to Western. More than this, the Gallery, with its extensive collection spread through buildings across campus and in public art installations, makes the University as a whole a vibrant, living art gallery. Indeed, it is the centre of the "Galleries @ Western".

The Strategic Planning Committee has explored in greater depth the recommendations of the External Review Committee* and has consulted with key stakeholders in service of renewing the mission, vision and strategic directions of the McIntosh Gallery. The resulting recommendations align the McIntosh Gallery with Western's Mission and Vision and establish a direction for its evolution that will better position it as one of Canada's leading university-based public art galleries.

This plan recognizes the many accomplishments of the McIntosh Gallery and its staff over its history and acknowledges the heritage upon which it was founded. It is well regarded and much loved by those stakeholders who know it well. This strategic plan presents recommendations for change that are designed to help redefine the role that the Gallery plays within the context of the University and the broader community it serves.

The Committee has identified four key principles that are guiding the strategic plan directions. They are to:

- Align the McIntosh Gallery more closely with the Strategic Plan, Mission and Vision of the University
- Retain its public art gallery status and become a leading university based art gallery in Canada
- Position the McIntosh Gallery at the centre of the "Galleries @ Western"
- Honour the heritage of the Gallery and the terms of the original McIntosh Estate

Upon acceptance of this plan, the Strategic Planning Committee encourages that the implementation of recommendation commence during the 2008/09 fiscal year. The Vice-President (External) will work with Vice-President (Academic) to develop an implementation plan to effect the recommendations in the report and to transfer the reporting relationship for the McIntosh Gallery no later than May 1, 2008.

* NOTE: In June 2006, an external review of the McIntosh Gallery was conducted at the request of the McIntosh Gallery Advisory Committee of the Board of Governors. The External Review Committee included Janet M. Brooke, Director of the Agnes Etherington Art Centre, Queen's University; Sandra Dyck, Curator, Carleton University Art Gallery; and Tom Smart, Executive Director and CEO, McMichael Canadian Art Collection. The recommendations from their report are included in this document as a reference source.

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Five-Year Vision for the McIntosh Gallery
Envisioning Where We Will Be

Based on input received from the stakeholder consultation process and ideas generated by current McIntosh Gallery staff and members of the Strategic Planning Committee and referencing the recommendations from the External Review Committee, the following is the vision for the future direction for the McIntosh Gallery.

In five years, the Strategic Planning Committee believes that these outcomes will be achieved. By adopting the recommended strategic plan, in 2012 the McIntosh Gallery:

Alignment to Academic Mission

- Is more involved in the academic programming for undergraduate and graduate students with a primary focus on the Visual Arts Department, but also more broadly across many disciplines of the University.

- Is integrated into the academic structure and plans of the University by successfully transferring from the Vice President External portfolio to the Vice President Academic. A specific outcome is a new era of collaboration between the McIntosh and the Visual Arts Department. Additionally, this has created a strategic commitment as to how the Gallery contributes to the best student experience.

- Has hired a new Director (following the retirement of the current Gallery Director) and has created a new staff operating model to meet the strategic objectives. At least one member of the staff has an academic appointment with the Faculty of Arts and Humanities that is specifically linked to the Department of Visual Arts and who works collaboratively with other faculties and departments.

- Serves as a centre point of the "Galleries @ Western" which includes the Visual Arts Department Art Lab, Spencer Gallery (at Weldon Library), the AARC (Archives), indoor galleries, public art installations on campus, and selected display areas in new and renovated facilities in accord with the Campus Master Plan.

- Has become more engaged in supporting cross disciplinary research and teaching across all of Western's faculties. This has put a new focus on Western's approach to visual literacy and critical thinking and has become a signature of the Gallery's role. The collaboration with research projects has created a boost in revenue from research grants.

- Has become known for research and publication in recognized scholarly formats.

- Have increased student, faculty and staff awareness and participation in McIntosh Gallery events and in accessing of its resources for their learning and research. This resulted from an increased link with academic programming and because of a proactive and successful relationship with the University Student Council.

Strategic Community Outreach

- Has retained its status as a public art gallery and enhanced its strategic interaction with local and regional galleries, arts councils, artists, collectors, donors, art dealers and the general public. To do so, the Gallery consciously shifted its priorities, focusing on the academic mission first, and then public initiatives second. A new balance between the roles of university art gallery and public art gallery has been achieved.

Updated Collections Strategy and Managed Growth Plan

- Has re-evaluated its Collections Policy. This has resulted in a collection management strategy that provides guidelines for the size and scope of the collection, identifies the strengths and weaknesses of the collection and addresses acquisitions, deaccessioning, lending and conservation. There is a collections management database with digital images that is linked to national initiatives e.g. the Canadian Heritage Information Network and the Virtual Museum of Canada.

- Has updated the Collections Policy with a focus on contemporary art and art history that is regionally significant within the larger context of Canadian art.

- Has begun to receive new acquisitions accepted through donations and/or selective purchases after a moratorium on receiving new item into the collection pending the revaluation of the Collections Policy.

- Has increased collaborative exhibitions and programming with Museum London given that the two focus on collection, interpretation and exhibition of regional Canadian art.

- Has grown and sustained the Art Share program within the context of a sensitive conservation strategy. The labelling of all items on display, the conscious use of curatorial theses in presenting items on display, the creation of an e-tour and cell phone tour of campus art have increased student, staff and visitor awareness and knowledge of the University's art collection. Additionally, the Art Share program has boosted its revenue and now recovers 50% of its expenses through its loans program.

- Has alleviated the storage challenge by acquiring additional storage space and public gallery display space. This has increased the accessibility of the Gallery's collection to campus patrons as well as the citizens of London and tourists.

Enhanced Community and Audience Development

- Has increased student, faculty and staff membership and attendance. In particular, Visual Arts students have discovered the Gallery because their professors bring them in for learning laboratory experiences. They now actively use the collection for exhibitions and related programming.

- Has an increased regional and local patronage from the broader community including alumni. This resulted from working with Alumni Western and other departments that host on campus events to use the "Galleries @ Western". This inspired new memberships, donations and planned gifts of art to the McIntosh Gallery.

- Has enriched the composition of the Advisory Committee of the Board of Governors so that the membership reflects all of the Gallery's key audiences and stakeholders. The Advisory Committee meets more frequently and is significantly involved in advancing the strategic directions of the Gallery.

Established a New Financial Strategy and Outcome Measurements

- Has created a new and stable funding plan that benefits from a variety of funding sources. The University operating grant has increased to 75% of the annual budget. The Gallery continues to be successful in attracting grants from arts agencies to secure the remaining 25% of its budget.

- Has created benchmarks to measure its impact; it sets, tracks and reviews them annually. These benchmarks have been pivotal in achieving increased operating support from the University.

- Has staff that focuses their efforts on curatorial planning, collection management, and collaborative efforts both on and off campus, but not on fundraising or marketing or communications. Fundraising, communications and marketing functions are outsourced to the Development and Communications departments and done in close collaboration. Fundraising priorities for the "Galleries @ Western" including the McIntosh Gallery have been identified and accepted into the University's fundraising case for support. This has resulted in an increase in major gifts designated for McIntosh Gallery priorities.

In order to achieve the vision articulated, the following Strategic directions and goals have been identified.

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Strategic Directions

These Strategic Directions and specific goals are based on recommendations from the Strategic Planning Committee, many of which were also articulated in the External Review Committee Report.

Appendix A provides a summary of the recommendations from the External Review Report noting which have been accepted and integrated into the Strategic Plan directions.

Strategic Directions & Goals

1. Align the McIntosh Gallery more closely to the academic mission of the University.
- Shift the reporting relationship to the Vice President Academic (Provost) from the Vice President (External) by May 2008
- Create an enhanced relationship with the Visual Arts Department, especially in curriculum planning
- Create an academic appointment for at least one member of the McIntosh Gallery staff
- Proactively engage in interdisciplinary teaching, research and exhibition opportunities with University Departments and Faculties seeking to be integrated into the Academic Plans of interested Faculties and Departments
- Redefine the external community outreach role of the Gallery given the new focus on links to the academic, teaching and research mission
- Position the Gallery as a learning laboratory for students from all disciplines
- With others on campus, develop a series on visual literacy and critical thinking that targets students

2. Re-evaluate and renew the collections strategy and acquisition policy
- Review the collection direction focusing on Canadian and regional art
- Institute a managed growth plan for the collection
- Institute a moratorium on accepting new acquisitions until the collection policy is revised and the storage issue is resolved (guided by objective, pre-determined guidelines that will determine what will be accepted)
- Address collection storage issues for short and long term
- Develop a sustainable funding source for the purchase of works
- Develop a sustainable funding source for conservation of the collection, such as a conservation endowment fund
- Accept donated works within the context of the new acquisition policy
- Review the formal deaccessioning plan to clarify the Gallery's position on works that no longer support the mission or mandate of the gallery and University
- Upgrade the collections management database and complete the digitization of the McIntosh Gallery collection

3. Review the governance and management structure and create a succession plan
- Commence recruitment of new Director in late 2007 or early 2008 to ensure succession plan in preparation for the current incumbents retirement
- Secure an academic appointment for one member of the Gallery staff
- Review and redefine the roles and responsibilities of the current staffing complement of 3.25 FTEs to meet the new strategic directions for the McIntosh Gallery
- Explore economies of scale and synergies by sharing resources with the Visual Arts Department
- Ensure a continued investment in professional development for all staff
- Expand the membership of the McIntosh Gallery Advisory Committee to ensure representation from graduate students, alumni and faculty. Community representatives should include a practising professional artist and people skilled in governance, arts management and art collecting
- Engage the Advisory Committee more actively in the implementation of key strategic directions i.e. collection direction, alignment with academic mission, etc.
- Increase the frequency of McIntosh Gallery Advisory Committee meetings to a minimum of six times a year (from the current 2 - 3/year)
- Have an Advisory Committee member Chair the Acquisition Committee

4. Create new programming and exhibit directions that will maximize interdisciplinary opportunities on campus
- Create exhibitions in collaboration with different disciplines on campus
- Engage in original interdisciplinary research using the collection and staff expertise paired with faculty expertise
- Suspend touring exhibitions until staffing and financial resources are refocused
- Increase opportunities for student, faculty and alumni exhibitions on campus using all of the "Galleries @ Western"
- Connect the public to the academic mission through innovative exhibitions
- Address inaccessibility of the McIntosh Gallery building for people with disabilities
- Enhance the relationship with the University Student Council & Society of Graduate Students encouraging them to use the Gallery as a location for student events and forums and to orient the student body to the offerings of the Gallery
- Evaluate space needs to accommodate new media exhibition requirements
- Coordinate and curate public art on permanent display around campus. In doing so, link into the Campus Master Plan.

5. Develop a new financial sustainability model for the gallery " Stop annual event fundraising that is draining current staff resources for limited returns
- Position annual operating and capital needs of the Gallery as University funding priorities
- Plan a major gift fundraising initiative with the Development Office
- Create a proactive stewardship plan for existing donors that keeps them engaged and demonstrates accountability
- Position Gallery space and building refurbishment needs for inclusion in future fundraising priorities
- Introduce revenue from research grants related to interdisciplinary research projects that the McIntosh initiates or contributes to
- Increase revenue from the Art Share program to 50% of its actual costs (currently 17% of actual costs) over the next 3 years
- Increase the University operating grant to cover 75% of core operating expenses
- Secure 25% of annual operating funds from multiple granting sources
- Increase operating, programming and exhibition grants from the Canada Council and the Ontario Arts Council
- Promote legacy giving in the form of unrestricted or endowed gifts through estate gifts, ideally to be allocated to highest priority needs of the Gallery
- Create a sustainable funding source for conservation of the collection
- Determine capital funding needs for McIntosh Gallery i.e. collection storage, display, office, accessibility, curatorial needs, etc.

6. Clarify the direction of the leadership role that the McIntosh Gallery plays locally and nationally as a public gallery " Review existing community and sector roles the McIntosh and its staff play. Focus on key priorities that create maximum impact considering Western's mission, directions and priorities
- Collaborate and partner on local exhibitions and joint programming
- Significantly increase visitor attendance for the programs and exhibitions, symposiums, intellectual opportunities, etc.
- Participate in the London Arts Council initiatives ensuring the "Galleries @ Western" are considered and engaged in local arts initiatives
- Become a recognized leader in Canadian university art galleries by showing excellence in core strategic directions, specifically focusing on innovation in exhibition and programming, publications, teaching and research
- Establish benchmarks to measure impact of Gallery programming, exhibitions, publications, teaching and research

7. Revisit the positioning of the McIntosh Gallery " Re-imagine the public presence on campus and in the community
- Renew the brand of the Gallery
- Increase the identity and link of the Gallery to the University
- Increase the use of technology to create innovative ways of offering on-line exhibitions & resources e.g. Facebook, YouTube & Wikipedia
- Improve signage to significantly increase student, faculty and staff traffic into the gallery
- Working with the Communications Department, conduct a communications audit with a view of creating a strategy to raise awareness of the Gallery on campus and in the community
- Establish a periodic review process on a 5 year cycle to ensure that the Gallery remains aligned with the University's strategic priorities

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Addressing the Terms of Reference of the
McIntosh Gallery Strategic Planning Committee

Through the process of the strategic plan, the committee explored and addressed all elements as outlined in its terms of reference and reviewed the recommendations of the External Review Committee. The Strategic Planning Committee recommendations are organized by the five categories of the Terms of Reference for the Committee. The detailed Committee Terms of Reference are noted as Appendix B of this report.

Vision, Mission and Mandate

The committee recommends that the McIntosh Gallery retain its status as a public art gallery. At the same time, it is imperative that the McIntosh Gallery become more aligned to the academic and research mission of the University. This will require a re-balancing of staff, time and resources to ensure that University priorities are achieved. The McIntosh Gallery will continue to play a pivotal role in connecting the University to the local and regional community. Collaborative opportunities with local partners will be maximized.

Over the course of the next five years, it is recommended that increased proactive efforts are deployed to maximize interdisciplinary collaboration in teaching and research opportunities. These efforts must be in alignment with requirements for public gallery status and in service of Western's mission.

Mission

The McIntosh Gallery is a centre for the presentation and dissemination of advanced practices and research in the fields of contemporary visual art and art history. The McIntosh serves the students, faculty and staff of The University of Western Ontario and the broader community of the City of London, as a teaching and research resource. Ongoing programmes and services actively promote innovative projects in the production, exhibition, interpretation and collection of visual culture.

Vision

To be nationally recognized as a leader amongst university-based public art galleries for creative interpretation and scholarly research in art and visual culture.

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Governance and Management

It is recommended that the McIntosh Gallery shift its governance reporting structure to the Vice President Academic, while continuing to have a close working relationship with the Vice President External for fundraising, communications and marketing. This recommendation is consistent with the External Review Committee recommendation.

Input from the majority of stakeholders indicated that this shift in portfolios is the only way that the Gallery will become inherently linked to the academic, teaching and research mission of the University. To make this reporting structure work, it is also recommended that at least one staff member have an academic appointment, likely through the Faculty of Arts and Humanities, and specifically linked to the Department of Visual Arts.

The terms of the McIntosh Estate dictate that there must be an Advisory Committee of the Board of Governors that oversees the McIntosh Gallery. It is recommended that the minimum terms of appointment be honoured and that additional members be added to ensure appropriate representation on the committee. The Strategic Planning Committee specifically recommends that additional members with appropriate expertise be added to broaden the representation including graduate students, alumni, faculty and community members.

It is also recommended that a member of the McIntosh Gallery Committee, not the Gallery's Director, chair the Acquisitions Committee. This committee should include members with expertise in contemporary art and art history as well as the University's academic and research mission to ensure that the collection will support the academic mission and programming for undergraduate and graduate students. To this end, it is recommended that the Chair of the Visual Arts Department be a standing member of the committee.

The McIntosh Gallery Committee currently meets only 2-3 times a year. In order to advance this strategic plan and to benefit from the expertise of the committee, it is recommended that the committee meet more frequently. Committee members need to assume a more engaged role in ensuring that strategic directions, key milestones and benchmarks are achieved. They must help ensure that the McIntosh Gallery becomes more aligned with the overall University Vision and Mission.

The committee feels that there should be some realignment of staff resources at the existing staff complement of 3.25 FTE's before new resources are added. Given the recommended directions, the allocation of time for administration, curatorial, programming and campus and community outreach needs to be redesigned. To achieve increased alignment with the academic and research mission, there must be increased emphasis on proactive outreach to increase campus collaborations and links to academic programming. Given the recommended collaboration with the Department of Visual Arts, there may be some economies of scale and shared resources available to achieve this end.

The committee strongly recommends that McIntosh Gallery staff stop annual fundraising initiatives as they bring limited return for extraordinary staff efforts. A coordinated annual fundraising, communications and marketing strategy should be developed in coordination with the Vice President External to support priority needs of the Gallery. The needs of McIntosh Gallery will be formally presented and accepted as part of the operational and capital plans of the University and identified as priorities.

A proactive succession plan and a new job description to replace the retiring McIntosh Gallery Director are recommended. Ideally, it is recommended that the academic appointment be confirmed by the fall of 2007 with a view to recruit the new Director by early 2008. This will enable a transition period before the retirement of the current incumbent.

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Internal and External Relationships

Upon review of many inputs, the Strategic Planning Committee feels there is an imbalance in terms of internal and external relations. The emphasis is tilted to external community collaborations and outreach. In order to achieve the recommendations contained in this strategic plan, a refocusing to more proactive collaborations with campus departments, faculties and students must be the priority.

Going forward, it is recommended that the McIntosh Gallery's signature will be its commitment to generating interdisciplinary exhibitions and original research, collaboration on curriculum development and teaching, and assistance with student internships, projects and exhibitions.

As a public art gallery, the McIntosh Gallery must be strategic in its participation in community arts and culture initiatives. Active collaboration with local, regional and national galleries is encouraged as a means to sharing resources and co-presenting exhibitions. Active involvement with the London Arts Council is recommended to ensure that the "Galleries @ Western" is considered within the landscape of the broader community. Continue building relationships with the Ontario Arts Council and the Canada Council for the Arts is also important. The result will be success in the peer juried competitive funding process.

The McIntosh Gallery is currently one of 17 university art galleries that consistently receive Canada Council and Ontario Arts Council grants. Therefore, efforts to maintain and grow these relations are pivotal to ongoing success and viability.

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Programming and Collection

Currently the McIntosh Gallery accepts approximately 125 new works into its collection each year. Of these, the majority are easy to store and put no pressure on the gallery storage. The storage facility of the Gallery is at 128% of its recommended capacity. The collection is growing primarily through donated works. Due to budget constraints, no funds have been allocated for acquisitions in the last few years. Of necessity, the Gallery is in a reactive state regarding its acquisition and collections management strategy. At this juncture, it is appropriate to review both the collection strategy and the collections policy. They need to be reviewed based on careful consideration.

The Strategic Planning Committee recommends that a moratorium on all acquisitions be implemented until a review of the Collections Policy and a revised collection strategy are developed. Until this occurs, the Acquisition Committee can, on an exception basis only, recommend the acceptance of new works into the Collection if they represent a unique opportunity to add to the Collection that might not otherwise present itself again. Clear, objective guidelines for these exceptions must be articulated and must balance short term pressures with long term relationships and opportunities to keep the collection renewed. Part of the consideration will be the relationship with the donors and artists wishing to donate the works.

Going forward, the collection strategy must consider curriculum directions wherever possible, as the collection is a key resource for teaching and research. It is recommended that this task should be undertaken by the new McIntosh Gallery Director upon his/her appointment.

Given the collection storage challenge, a formal review of the deaccesioning plan should be reviewed within the next two years. While a similar review was completed in 2003, it is important to revisit given the directions recommended in this plan.

Another way to alleviate the storage challenge is to explore how more of the collection can be displayed through curated exhibitions around campus through the Art Share program. These could be permanent installations and rotating exhibitions.

In order for the University to properly steward its collection, much of which has been donated, it must demonstrate its commitment to conservation of the collection. Therefore, immediate attention must be directed to addressing the conservation issue. Also, a planned approach and budget allocation must be committed to conservation. Once defined, this information must be shared with donors to the collection so they understand and perhaps contribute to the stewardship of gifts of art.

The Strategic Planning Committee encourages increased focus on interdisciplinary programming and exhibitions using all of the "Galleries @ Western" for exhibitions. They also encourage more collaborative exhibitions with regional galleries as an interesting and cost effective way to highlight their collections and coordinate their efforts. Additionally, there were many calls for increased opportunities for student exhibitions that connect to the curriculum or research efforts. The McIntosh Gallery should continue to use guest curators.

Resources must be dedicated to complete the collections management database and the digitization of the McIntosh Gallery collection so that it can be used for interdisciplinary research and teaching of students. It will then make the collection available virtually and therefore, more accessible to a larger audience. The creation of e-tours of the collection is encouraged as a way of attracting on-line visitors.

The Art Share Program is considered a true asset of the McIntosh Gallery. The goal is to boost revenue generated from the program. A commitment to label all items on display is a priority. Currently staff, students and faculty often do not know that the art is from the McIntosh Gallery collection. Once the art is labelled, the Gallery is encouraged to seek a grant to create a cell phone tour of campus art on display in public spaces. This is a way of introducing the gallery to students and visitors as they move around campus. This could also be promoted to the local community through events like Doors Open. This recommendation is contingent on the Installations Coordinator position being filled at 100% capacity (the current incumbent is on long term disability).

The Gallery is also encouraged to use new media like Facebook, YouTube and Wikipedia to connect with students in new and innovative ways. For instance, they could promote virtual art shows by students. Additionally, an improved sign in front of the Gallery building is recommended. Something that is more eye-catching and artistically inviting that will invite students and visitors into the building and promote exhibitions in an enticing way. A measurable increase of student visitors is an important priority for the Gallery to focus on.

Contemporary art media are evolving. The physical restrictions of the current McIntosh Gallery building limit some installation and exhibition opportunities. Therefore, as the collection and programming strategy is reviewed, considerations for space and how to accommodate some of the new exhibit and collection needs must be considered.

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Resources

The McIntosh Gallery now has a sustainable operating grant from the University. This represents approximately 53% of its annual funding. In the short term, the Committee recommends that the McIntosh Gallery first realign the allocation of its resources to focus on the recommendations contained in this report. Ultimately, to achieve the best financial sustainability plan, the operating grant should grow to 75% of the Gallery's annual budget (External Review Committee recommendation).

In the longer term, there are some pressing needs regarding the storage of the collection and the facilities for the gallery to support its envisioned role in teaching and interdisciplinary work. Additionally, the gallery building is not accessible for the disabled. These elements must be added to the campus master plan and positioned as priorities. Another recommendation is that new campus buildings have some display space dedicated to the McIntosh Gallery for smaller exhibitions or permanent collection display.

The Gallery staff has been successful in securing grants to support its exhibitions and programming. A continued focus on grants to support many of the strategic initiatives outlined in this plan are recommended i.e. collections management database, the digitization of the collection, acquisitions, publications, creating a cell phone tour of the art on display in public spaces, etc.

Given the need to focus staff and financial resources in the short term, the Committee supports the External Review Committee recommendation that touring exhibition programmes be halted until staff and funding resources are realigned. All existing commitments will be honoured. However, no new touring exhibitions should be committed to until the implementation of the strategic plan in confirmed and a new Director is in place.

The Committee has not made longer term recommendations regarding the adequacy of the McIntosh Gallery building. The feeling is that this issue is one that needs to be revisited in the next McIntosh Gallery strategic plan. The priority first must be on the alignment of the gallery mandate with the academic mission. The University leadership, Gallery staff and the McIntosh Gallery Advisory Committee are encouraged to focus energies in these areas first. As the new model unfolds then the issue of the Gallery space requirements for the longer term will become clear.

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Conclusion

The McIntosh Gallery Strategic Planning Committee appreciates the invaluable inputs received through this process from the Gallery staff and all of the stakeholders who contributed their perspectives and ideas.

Appendices C and D provides a summary of stakeholder inputs and provides a summary list of all who contributed their input either through a presentation or written submission.

Throughout this process it was evident that the McIntosh Gallery has an invaluable role to play within the context of The University of Western Ontario and the broader community it serves. There is a unique opportunity to re-imagine the role the Gallery plays. The Committee believes the Gallery's strengths can be leveraged in service of a new approach and connection to the campus community. By connecting the McIntosh Gallery mission more directly with Western's mission, there is confidence that this will be a pivotal way for Western to achieve its goal to provide the best student experience at a research intensive university.

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[Appendix A]

External Review Committee Recommendations
Considerations within the McIntosh Gallery Strategic Plan

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Appendix B

McIntosh Gallery Strategic Planning Exercise
Terms of Reference
Revised March 16, 2007

The July, 2006 McIntosh Gallery Formal External Review considered and assessed the situation of the McIntosh Gallery over the last four years and to some degree advised on what should be taken into account in future planning.

This was a two day process that was a 'sounding' that now requires greater in-depth analysis of assumptions and research upon which to base future considerations.

The McIntosh Gallery Committee of the Board, in concert with the V.P. (External), Ted Garrard, will convene a Strategic Planning Committee composed of eight to ten stakeholder representatives, (two or three from the academic community including one from the Visual Arts Department; one or two members of the McIntosh Gallery Committee; a donor or a volunteer from the external community; a student representative from the Board of Governors; an external representative from the City or another educational institution), to steward the process and oversee the work of an external facilitator.

Reporting to the McIntosh Gallery Committee of the Board of Governors and to the V.P. (External), the Strategic Planning Committee shall consider the following as a framework for drafting their Terms of Reference:

I. Vision, Mission and Mandate
What are the future possibilities (vision), the mission, mandate and the role of the McIntosh Gallery as a public art gallery situated at The University of Western Ontario?

What is the context for the McIntosh Gallery in terms of the University Strategic Plan?

What is the context for the McIntosh Gallery in terms of the External Strategic Plan?

How might these inform the future mission and mandate of the McIntosh Gallery?

II. Governance and Management
In light of the mission and mandate of the McIntosh Gallery, what might the appropriate governance structure be for the McIntosh Gallery in terms of the following?

a) Considerations given its status as a public art gallery
b) Current positioning within the V.P. (External) portfolio
c) Status of the McIntosh Gallery Committee as a standing committee of the Board of Governors of The University of Western Ontario
d) Internal functions: is the management structure of the Gallery appropriate and are management functions effective?

III. Internal and External Relationships
What are the expectations and the consequences of internal and external relations within the University and with other organizations?

What should the McIntosh Gallery's relationship be with other academic and administrative units within the University?

What should the McIntosh Gallery's relationship be with other external cultural institutions and groups in the City of London, the Province, the Country and internationally?

IV. Programming/Collection
What kinds of programming should the McIntosh Gallery undertake?

What is the role of the Collection and how should it be resourced?

What are the expectations and the consequences?

How should the Collection be accessed, including considerations of exhibitions, Artshare, research and loans?

V. Resources
What are the appropriate physical, human and financial resources needed to support the McIntosh Gallery?

How might the McIntosh Gallery vision fit into the campus master plan?

What might the appropriate balance be between operating funding, external funding and endowment funds?

What consideration should be given the maintenance of the existing spaces dedicated to the McIntosh Gallery and the future space needs or possible expansion?

What consideration is required for succession planning?

VI. Timetable
December 2006: McIntosh Gallery Committee approve Strategic Planning Committee composition and Draft Terms of Reference;

January - February 2007: work with Ted Garrard to recruit Strategic Planning Committee members and Chair; hire a consultant/facilitator; share terms of reference with potential stakeholders to be involved in the process, interviewees, or invited reports

February - May 2007: information gathering/research; consultation process, public soundings/interviews/written submissions

May - August 2007: report writing

September 2007: review of draft written report/recommendations by McIntosh Gallery Committee and Strategic Planning Committee

October 15, 2007: final report deadline

November 2007: report public release and feedback; implementation priorities and schedule

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Appendix C

McIntosh Gallery Strategic Plan
Summary of Stakeholder Input
June 15, 2007

Consultation Process Overview

Three consultation sessions were conducted on May 14, 15 and 31, 2007. They included representation from the University, the community and the general public. Invitations were extended to key stakeholders from the internal campus and external community. Additionally, notices were placed in the Western News and London Free Press with an open call for public presentations.
The following is a high level summary of key themes that emerged from the stakeholder consultations and written submissions.

Context

"The context of the McIntosh in the University's Strategic Plan as well as its physical location on Western's campus will allow it to include itself as the creative heart of the 'best student experience' - to act as a conduit for student growth beyond the classroom, and as a conduit for a better understanding of the social and cultural aspects of the city and the region for those students, faculty and staff coming to Western from across Canada and beyond."

Western's new strategic plan outlines its mission as providing the best student experience at a research-intensive university. The current function and potential of the McIntosh Gallery to enhance Western's progress in advancing this mission is outlined by the recommendations of the various stakeholders consulted over the past few weeks. Indeed, the McIntosh is viewed as forming part of the intellectual environment of Western by encouraging visual literacy and critical thinking. As such, the McIntosh is foundational to the university, as it is a centre for inquiry and discovery, which extends out into the community and brings the community to Western. Through its vast collection, much of which is displayed across campus and through its public art installations, the McIntosh helps foster an appreciation for the visual arts. Indeed, the University itself is a Gallery by virtue of the McIntosh collection and its programs.

There is a concern however, among stakeholders that the McIntosh has yet to fully maximize its role in supporting the academic mission of the University or the best student experience in a research intensive environment. As such, this strategic planning process has been welcomed and provides the impetus for the revitalization of the Gallery and the contribution it makes to the life of the University and the broader London community.

I: Vision/Mission/Mandate
The mission and vision of both Western and the McIntosh Gallery are perceived to mesh well. Participants of the consultations felt that the McIntosh Gallery should be aligned strongly with the University's strategic plan and work to achieve its mission.

- There is the belief that McIntosh contributes to Western's mandate to provide the best student experience at a research intensive university, though the Gallery's role in doing so is not fully understood or appreciated by the greater Western community.
o The McIntosh Gallery is not well known to the vast majority of Western students. Much can be done to better engage students in the work of the McIntosh, and contribute to their volunteer, professional and personal development.

- McIntosh has the potential to play a significant academic role at Western , however, many respondents felt that this aspect of the McIntosh's mandate was not being fulfilled, in part because a lack of resources and in part because of the Gallery's focus on the external community.
o Over 3,200 works in the collection constitute a significant resource (yet untapped) for students, faculty and visiting researchers.
o The Gallery could also provide educational opportunities for the campus and London communities. For instance, increased programming for elementary and secondary school students was suggested as well as workshops such as "Art Appreciation for Beginners" or "Introduction to Drawing."

II: Governance and Management
The majority of participants had no strong views on the issue of governance. Given the Gallery's strong community focus, many believed the Gallery was well situated in the Vice President (External) portfolio. If the Gallery embraced a stronger academic focus, it was felt the Gallery would benefit from being under the umbrella of Vice President (Academic) or the Faculty of Arts and Humanities.

Governance
- Perception that the current McIntosh Gallery Committee of the Board of Governors is effective, however committee members should be selected to reflect the different interests with which the gallery is supposed to engage. Those consulted would like to see:
o Broader representation in general with people who have a deeper interest in the future operations of the Gallery.
o A broad range of faculty representatives to reinforce the linkages with research.
o Some respondents recommend greater student representation in the governance of the McIntosh.

Management
- Several concerns were raised regarding staff resources and succession planning.
o Current staff has been noted as effective; however, participants believe that the gallery is in a position of crisis and/or opportunity: impending retirement of long-term staff could destabilize gallery operations.

- Noted that additional staff is required to properly manage gallery programs and operations.
o Need at least 1-2 more full time staff, especially if mandate is to expand or grow scope of McIntosh Gallery

III: Internal/External Relations
"A university art gallery is an extension of the confident, lofty mission of a university; augmenting the spirit of curiosity, learning and investigation for its students and faculty, as well as standing as an authoritative and influential beacon to the wider community"

The majority of the consultation responses focus on this issue. It seems vital that the McIntosh Gallery improve both internal and external relations. It is suggested that some of this is related to programming while some of it is related to marketing, public relations and visibility.

Internal
"Everyone on campus encounters the McIntosh Gallery on a daily basis whether they know it or not."

- The McIntosh should be featured in recruitment and orientation materials and programming for staff/student/faculty to demonstrate Western's commitment to excellence, diversity, and innovation. The general belief exists that there is a place for a public art gallery in a University environment and that its primary function is to contribute to inquiry and discovery of visual culture in its many forms.

- Respondents felt that the gallery is not confined to a physical building, but rather extends across the campus - through both public art displays and the Art Share program. However, attention needs to be called to these features i.e. labeling of collections on display as part of MG collection. Participants would like to see:
o Increased signage on campus and at the University gates of the Gallery building location
o Increased and consistent recognition of the contributions of the Gallery to the visual culture of the Western campus.
o Increased awareness of the Gallery as an academic resource for students, faculty, staff and researchers.
o Enhanced utilization of the web and other technologies to make the Gallery accessible and known
o Greater integration of the McIntosh and the University brands so as to foster understanding that the McIntosh is indeed part of the University community.

- Signage, public relations, and virtual connections are encouraged to reach the internal audience.

External
- The McIntosh is one of Western's principal assets in terms of community interaction, and this link derives from the duality of its constituency."

- Participants would like to see the gallery space re-imagined for new and nontraditional uses in order to attract broad new audiences.
o Links to innovative exhibitions and programming
o Enhanced ability to display new & emerging visual mediums

- Should play a role in the greater regional community. McIntosh is perceived as one of Western's principal assets in terms of community interaction.

- The location of the gallery on the campus presents a challenge for creating visibility on and off campus. Enhanced and innovative signage was suggested in order to remedy these blind spots.
o Use the old BMO building on Richmond Street for McIntosh Gallery - better ease of access for the public, higher profile location & proximity to University gates.

- Now, in particular, is an opportune moment to take advantage of London's current reinvestment in arts and culture via the 'Creative Cities Initiative.'

IV: Programming/Collection
"As a heritage building in the heart of campus, the Gallery lends itself centrally to the physical, social and cultural activities and education of the campus and beyond - it needs to be maintained as part of the 'memory' of the history of campus and university as well as the 'history' of art within the region - in this way it is ongoing and not static, as the region, the university and the campus continues to grow and change."

The limitations of the resources available to the McIntosh in terms of both space and capital were often cited as the culprit in the deficiencies in programming and the collection.

Collection
"The McIntosh gallery's collection constitutes, in effect, a research database of Canadian cultural history."

Participants noted:
- Access to and storage of the collection is the biggest barrier to the McIntosh living up to its potential as a considerable amenity at a research intensive University.

- Many concerns were raised regarding the inadequate capacity for proper storage of the collection.

- Preservation of the current collection is being compromised because of a lack of resources

- The collection as an asset enhancing the 'student experience' needs to be highlighted and further explored

- Now dependent on gifts, the acquisitions do not reflect the aims of the McIntosh.
o Increased resources are required in order for the McIntosh to build a collection that furthers Western's mission.
o Collections strategy needs to be better linked to the academic mission and support curriculum directions wherever possible
o First decide on the role of visual literacy and culture that Western wants to be known for, then determine a revised collection policy

- The re-focusing of the London Regional Art and Historical Museum collections could also result in duplication and overlap with the McIntosh Gallery as both look to concentrate their effort on regional art
Programming

- The job of a public gallery and a campus university gallery is to be vigilant by presenting contemporary ideas, progressive thinking, and often relevant historical references either by specific directed exhibitions or by tertiary association."

- It was noted that the current programming was deeply tied to the interests and expertise of the staff. Respondents believe that the programming should work to enhance the mission of both the Gallery and the University.
o The Gallery needs to clearly identify its target audiences and develop focused programs in order to reach them.
o Current Gallery programming is often incompatible with the academic priorities/curriculum of the Department of Visual Arts and hence seen as having marginal benefit to its faculty and students.

- Collaboration with internal and external groups was encouraged as a way to develop more timely and responsive programming.

- Programming outside of the traditional parameters of the Gallery was also suggested as a way to increase the profile of the McIntosh and create new interest.

- Art Share, in particular, was singled out as a successful program that enhances the visual culture and climate of intellectual engagement at Western.
o More must be done to boost the profile of this program and its association to the Gallery if it is to remain a signature programming feature.

- Use the gallery to host other cultural programming or on campus events to increase its profile as THE centre of visual culture - once people come in the doors they are more likely to return

- One participant suggested the programming goal should be to "Pair initiatives to support innovation, cultural diversity and scholarly research."
o Many calls for increased cross disciplinary programming and research in which the McIntosh plays a significant role of facilitation and linking

V: Resources
"Whether the McIntosh Gallery's collection is viewed as a financial investment or cultural one (it is in fact both). The value of that investment is jeopardized if irreplaceable works of art are permitted to degrade."

The resource deficiencies at the McIntosh encompass capital, infrastructure and human resources.

- It was suggested that while updated and upgraded facilities were necessary to effectively support the collection and programming, this should only be considered once the Gallery's position and future in the University is determined.
o Space for programming, more storage space, and wheelchair accessibility were highlighted as the three most important space needs.

- Similarly, if the Gallery's role as a key asset in the University is affirmed, it is reasonable to suggest that greater operating support should come from the University with an increase in support from the current 40% to 60 or 75% of core operating funds of the Gallery.
o The McIntosh should also be more proactive in fundraising through the development of a case for support, annual and long-term fundraising priorities and by utilizing the resources of the central Development Office more effectively. Indeed, it was felt that the valuable human resources of the Gallery should not be spent on minor fundraising campaigns and fundraising events.
o Subsisting largely on provincial and federal grants, the McIntosh is subject to significant variations and pressures on its annual operating budget. This impacts the ability for long term planning. These grants in turn have decreased steadily over the last decade.

- It was suggested that the McIntosh prioritize human and capital resources in order to reflect their goals.
o Again, increased staff was suggested for a variety of purposes including: public relations, digitizing and archiving, programming and academic linkages, and collection management.

Noted Positives
Consistently, the following areas were pointed out as strengths of the current McIntosh Gallery

- McIntosh is able to display 35% of its collection while typical university Galleries are able to display 5% at one time.
- Staff knowledge, expertise, service orientation, outreach, and collaborative efforts in the local arts community
- Over the past two decades the collection has increased in size and depth to become an exceptional research database on Canadian visual history and culture.
- Oldest university art gallery in Canada
- Value of collection is $11 million and value of confirmed planned gift expectancies is $2.4 million

"The Gallery has established a provincial, national and international reputation for innovative programming, an outstanding collection of Canadian and international art, and the mentoring of artists, colleagues and students."

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Appendix D

Contributors to the Stakeholder Input Sessions

Submissions were received from 25 stakeholders either through a written submission or presentation to the Strategic Planning Committee. The stakeholder input sessions were held May 14, 15 & 31, 2007.

Stakeholder Presenters

Alison Ariss*, - Consultant - Research Western
Ben Benedict*, - Critic/Writer - The Londoner, Curator Gay Pride Art Show
David Bobier*, - Executive Director, Curator of the Art Gallery of St. Thomas
Professor Graham Broad*, - King's College
Judy Bryant, - City Councilor and Artist
Alan & Phyllis Cohen, - Collectors, Volunteers & Donors
Jan Cook, - former student in fine arts
Dr. Ted Hewitt, - Vice-President (Research) - UWO
Dr. Dalin Jameson*, - Executive Assistant to the President & Policy Planning Officer, UWO
Derek Liddington, - MFA Graduate Student, UWO
Dr. Fred Longstaffe, - Provost - UWO
Steve Lyons, - BFA Student, Visual Arts Student, UWO
Patrick L. Mahon, - Chair, Department of Visual Arts, UWO
David Merritt, - Associate Professor, Visual Arts, UWO
Tony McAulay, - Professor, Fanshawe College
Joe Schneider, - Volunteer at McIntosh Gallery
Maurice Stubbs, - Funding Director of McIntosh Gallery & Artist
Victoria Stasiuk, - Financial Planner, Former Co-Ordinator of Forest City Gallery
Guy Spiron, - Community member
Randy Timmins, The Marketing Department (observed Public Input session)
Gerald Vaandering*, - Artist
Kadie Ward, - UWO Alumnus (Philosophy), member of Emerging Leaders Committee & Entrepreneur

Written Submissions

Robin Keirstead, - University Archivist
Linda Paulocik, - Former Director/Curator of The Station Gallery, Whitby ON; currently an Independent Curator
Arch Sturaitis

* Presenters who also provided a written submission

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Greg Curnoe Public Art Endowment

HISTORY:

Proceeds from the 2001 Open Air: Bikes, Benches, Canoes & Beyond, London's first public art festival, have created the Greg Curnoe Public Art Endowment with the London Community Foundation. The project and auction, resulted in $12,085.39 to establish this new fund in support of future public art initiatives.

Open Air II: Gardens & Gateways, added $2,500 to the endowment through a ticketed tour of private gardens.

This endowment enables the community to recognize and commemorate the incalculable contribution of Greg Curnoe to art in the public domain for everyone here in London. We can all look forward to future public art projects in our fair city, supported by the earnings from this fund. Donations are welcome any time

Additional gifts to the fund on an ongoing basis are encouraged and welcomed.

The London Arts Council is agreeable to administering grants from the fund to the community as a special additional public art initiatives component of the new Allocations Committee process that distributed some $200,000. on behalf of the City of London for the first time last year.

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