kgf first report

7/28/2019 KGF First Report

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A COMMITTEE OF MEMBERS, SUPPORTERS AND VISUALARTISTS

OF THE W.K.P. KENNEDY PUBLIC ART GALLERY

28 June 2013

Dear Kennedy Gallery Friends:

We are pleased to present the KGF Steering Committee's first report on its work to achieve independence forthe W.K.P. Kennedy Gallery. The work has been slow, and difficult at times, but we feel we are making steady

progress.

Despite the fact negotiations with the Capitol Centre leadership have temporarily ceased, the work continues.We are currently in the midst of formulating a plan which we believe will lead to an independent KennedyGallery emerging with a new vision. As we move forward, we are hoping to expand the KGF steeringcommittee and, in the near future, meet with Kennedy Gallery Friends as a whole. Today we are asking you todo two things:

1. Reaffirm your support for our goal of independence: send us your comments.Let us know if you believe we are headed in the right direction.

2. Enlist other Kennedy Gallery Friends: StrongKGF member support will be crucial to oursuccess.

Thank you.Bill Kennedy

Jane LiminaDermot Wilson

LENKA NOVACOVA RIVERS AND SKIES KENNEDY GALLERY JUNE 15 JULY 13, 2013


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What We Are Doing

In our first meeting with the Capitol Centre's Executive Committee on May 1 we proposed to form aspecial committee including representatives of all stakeholders, and members from the professionalsector to completeall necessary work for restructuring the W.K.P. Kennedy Public Art Gallery as a

charitable not for profit corporation, and to develop a business operating plan for the gallery, providedthe Board of Directors agreed to allocate, in its annual operating budget, a portion of the CapitolCentre's municipal operating grant to a restructured W.K.P. Kennedy Gallery Inc.

In a second meeting on May 21, the Executive Committee, having reviewed the KGF proposal,expressed its reasonable concern that a restructured gallery might not be able to succeed as anindependent entity, and was very forthcoming and helpful in providing and examining with us financialinformation in support of its concern. As an alternative to our proposal, the Executive Committeeinvited Bill Kennedy and Jane Limina to join with others on a special Gallery Development Committeeto review all aspects of gallery operations in the development of future plans.

The ensuing discussion was extremely positive, and the Executive Committee's invitation was takenunder consideration. We thought we had found a possible solution for working cooperatively.

We responded formally to the Executive Committee with a proposed statement of support(requested by the Executive Committee to accompany the Capitol Centre's OAC application foroperating funds for 2014) accepting its invitation on the condition that once a plan had been fullydeveloped and successfully implemented within the existing framework of Capitol Centregovernance, the Board's test for demonstrating the gallery's financial viability would have been met,and the Board would then sanction the restructuring of the gallery as a not for profit corporation.

The Executive Committee did not agree with the wording of our statement, characterizing it as

limiting. In subsequent communications, we were unable to agree on the Gallery DevelopmentCommittee's mandate, and therefore have been unable to accept the invitation to participate.

Although both parties agree on the ultimate goal of ensuring the future success of the gallery, ourfirmly held position is that the Gallery Development Committee's mandate should be to investigatethe feasibility of the W.K.P. Kennedy Gallery attaining the objective of self-governance (autonomy).The Executive Committee takes a much broader, all-encompassing view, proposinglongdeliberation and consideration of all options .


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26 Years and Counting

While we acknowledge the Gallerys many notable successes, we also believe that twenty-six years ofthe combined efforts of management, successive boards, and (unempowered) standing committees islong enough. The gallery's financial challenges, although real, are not complex or insurmountable, and

are certainly familiar to public art galleries generally. However, in the case of the Kennedy Gallery, anyfinancial problems are worsened by, and symptomatic of, a larger, organizational problem. Specifically:the absence of any direct municipal funding is a function of the gallery's dependence on the CapitolCentre, and the greatest single obstacle to compliance with funding guidelines and adherence to thebest practices of public art galleries in Ontario.

The problem with indirect municipal funding is that it cannot be included in the gallery's operatingbudget as revenue in the same way as other projected revenues for the planning of galleryoperations. As a result, an operating deficit at year-end is a near certainty. The gallery must thenborrow from Capitol Centre revenues (which includes municipal funds) in order to retire its deficit.As a consequence, funds loaned by the Capitol Centre are subject to repayment from the Gallery's

earned income (membership dues, gift shop sales, educational program fees, etc.) and private sectorrevenue (fundraisers, donations, sponsorships). In reality, the funds are never fully repaid.Consequently, the cycle is repeated, ensuring that an ever-increasing, accumulated gallery deficit,remains on the books for years.

Continued funding of the gallery through deficit financing is no longer feasible. The level of municipalfunding for the gallery needs to be fully and clearly defined. In accordance with OAC and otherpublic-sector funding agency guidelines, even with special provisions for exceptional circumstances,galleries are expected to maintain a balanced budget.

Whatever the level of direct municipal funding, an independent gallery would be able to present its

own business case to the decision makers in the budgetary process and, at the end of the day, be heldaccountable.

The Capitol Centre's own independence precludes the City from unilaterally interceding in itsinternal affairs. It is nonetheless well-represented on the Board of Directors by Mayor Al McDonaldwho has been a friend of the gallery and a steadfast and active supporter of all Capitol Centreactivities.

As we have emphasized to the Executive Committee, we have no desire to sever the relationship withthe Capitol Centre; our only object is it to complement both by operating independently, not as adepartment.

Finally, here is a timely item worth pondering from the archives of the North Bay Theatre and ArtsCommunity Centre (TACC), the Capitol Centre's corporate organization. Our challenge is a fractionof what it was almost forty years ago:

Most communities who claim they need new facilities would do well to give more attentionto the development of programs before the facilities are created. This kind of planning can


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offset the problem of under utilization especially during the early years of a new facility'soperation. The Theatre Arts and Community Centre, (TACC), an organization of24people representing all the artsin North Bay, Ontario, has come together for just thispurpose. As the first step in demonstrating the need for facilities and the existence ofcommunity support, North Bay's first Festival of the Arts was held in 1974. The festival was

a showcase for the talent of North Bay and was an enormous success. As plans for the artscentre progress, programs are being developed which will ensure its success from openingday.

The Arts, People and MunicipalitiesCCA-Rapport (Canadian Conference for the Arts)Robert Bailey, 1978

We hope we have successfully defined the bedrock issue confronting the W.K.P. Kennedy Gallery: it isa question of governance. And defining the solution does not require long deliberation as has beensuggested. The answer is self-governance for the gallery. However, it now appears that it willrequire aconcerted effort to achieve that goal. In the near future we will be asking for a commitment from each

and every one of the Kennedy Gallery Friends.

24 PEOPLE SHOULD NOT BE HARD TO FIND.

kgf first report

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