BC Museums Association Strategic Plan

About the Plan

A Strategic Plan is meant to answer the questions: Where are we going and how will we get there? The BCMA Strategic Plan is grounded in the ambitions shared by our members, leadership, and staff. It is a living document meant to prioritize key activities and resources over the next three to five years. In this plan, we have developed a vision and mission statement to guide our collective efforts.

A vision statement provides direction and a sense of purpose. A mission statement describes who we are, our goals, and how we aim to achieve them.

Organizational values will serve as the standard for guiding the work of the BCMA. By having strong values in place, we create a culture of accountability and trust by setting out the appropriate behaviors needed for success.

Within the scope of this Strategic Plan, we have identified five priorities that, given our current and expected resources, we believe we can make significant progress on within the next three to five years. The priorities are broken down into goals with specific actions that we will prioritize over the coming years.

The details of how these priorities will be implemented will be developed in an annual operating plan and budget developed by BCMA staff and presented to the BCMA Council for approval. Progress, successes, and challenges will be presented to our members in annual reports and at our annual general meeting.

The Strategic Plan will be implemented by all levels of our organization and reported out on regularly. This is meant to be a living document and our priorities may change as circumstances evolve. Given the rapid and often unpredictable changes of the past three years, it is difficult to forecast what the next five years will look like. To ensure that it remains relevant to the BCMA, our members, and the broader sector, it will be reviewed in conjunction with our annual planning cycle so that we can respond to the needs of, and the changes within our sector.

Priority #1: Advance Justice, Equity, Diversity, and Inclusion

To advance justice, equity, diversity, and inclusion (JEDI) over the next five years, the BCMA will undertake the following key actions:

1. Funding and Advocacy

Advocate for funding opportunities that support JEDI-focused projects and positions in museums and cultural institutions, fostering a diverse and inclusive cultural sector.

2. Representation and Support

Promote equitable representation by actively working towards increasing the presence of historically underrepresented individuals (including but not limited to people with disabilities, IBPOC cultural professionals, 2SLGBTQIA+ individuals) in the BCMA and the sector, while providing dedicated support and resources for marginalized arts, culture, and heritage professionals and volunteers.

3. Learning and Outreach

Organize webinars, gatherings, and workshops that address JEDI topics, facilitate learning opportunities for the sector, and actively engage diverse presenters and facilitators to ensure a wide range of perspectives.

4. Equity and Support Systems

Advocate for equitable wages and decent working conditions for all arts, culture, and heritage professionals. Explore ways to develop systems within the BCMA to provide guidance and resources for individuals who are historically underrepresented in the sector or are facing workplace discrimination or harassment.

Collaboration and consultation with equity-seeking groups, such as the IBPOC Network, 2SLGBTQIA+ Network, and Indigenous Advisory Committee, will be prioritized to ensure that actions taken are relevant, effective, and respectful of diverse perspectives, ultimately fostering meaningful change within the BCMA and the wider cultural community.

Priority #2: Ensure the Sustainability of Our Sector

To ensure the sustainability of our sector over the next five years, the organization will undertake the following key actions:

1. Building Relationships and Trust

Establish strong connections and trust with relevant local, provincial, federal entities (governments, funders, and support organizations) to foster collaborative projects and ongoing reciprocally beneficial relationships. Advocate and partner with governments to secure funding that aligns with the Association’s five objectives.

2. Strategic Program Focus

Emphasizing long-term stability, the BCMA will strategically direct its programs towards initiatives that provide sustainable funding, avoiding reliance on temporary funding streams. This approach will ensure that projects undertaken are aligned with the BCMA’s mission and strategic goals.

3. Strengthening Support for Workers

Explore ways of providing more support for individuals working in our sector. This could include, but is not limited to, peer support networks, professional development training, mentorship, group health plans, information about wage and job stability, workers’ rights, and collective bargaining. By doing so, the Association will work towards ensuring fair working conditions, equitable benefits, and a stronger voice for its individual members.

4. Collaborative Advocacy

Collaborate closely with other provincial and territorial museum associations, and BC’s arts service organizations to advocate for consistent operational funding at both provincial and federal levels. This collaborative effort will especially focus on sustainable funding models for small museums and equity-deserving organizations that heavily rely on grants for their day-to-day operations.

Priority #3: Find Truth in Reconciliation

To purposefully pursue the goal of dismantling the colonial foundations of the sector and co-create a new legacy, the BCMA will focus on the following key actions over the next five years:

1. Nothing About Us Without Us

Indigenous communities and organizations have the inherent right to exercise autonomy over decisions that impact their arts, culture, language, and heritage. Therefore, it is critical that the BCMA seek prior, informed consent from Indigenous partners before embarking on projects that concern Indigenous cultural heritage.

2. Decolonization Initiatives

Implement decolonization initiatives within the BCMA itself and within policies and legislation that impact arts, culture, and heritage. The BCMA aspires to challenge and transform existing practices, narratives, and structures to foster a more inclusive and equitable sector.

3. Increasing Representation of Cultural & Community Voices

Provide BCMA members with learning resources, training, and support on how to incorporate more cultural and community voices into work, exhibits, organizational structures, and programs.

4. Moved to Action

Act upon the recommendations outlined in the report “Moved to Action: Activating UNDRIP in Canadian Museums,” ensuring that Indigenous rights and perspectives are integrated into the policies, practices, and programming of cultural institutions across British Columbia.

5. Strengthen Indigenous Advisory Committee

Work with the Indigenous Advisory Committee (IAC) to revise their role in guiding BCMA’s direction and consider co-leading initiatives with Council. Explore how to equitably compensate IAC members for their valuable time, expertise, and contributions and review BCMA bylaws to ensure that compensation policies align with sector best practices.

Priority #4: Lead by Example

To effectively lead by example, the BCMA will focus on the following key actions over the next five years:

1. Redefining Leadership and Representation

Create supportive spaces and opportunities for diverse individuals to enter leadership roles within the BCMA. Explore new models of governance and power sharing, develop new advocacy positions, and respond to calls to action from historically underrepresented groups to more equitably increase representation in governance structures and leadership.

2. Championing Sustainable Practices

Advocate for sustainable practices and initiatives within the cultural sector. Explore partnerships and initiatives that promote the use of reclaimed materials and a circular economy, provide resources on mitigation and adaptation strategies for the impacts of climate change, and contribute to resilient, low-carbon communities.

3. Enhancing Diversity in Governance

Promote diverse representation on the BCMA Council, staff team, and work to make internal policies, procedures, and protocols as equitable as possible. Ensure that Council and committee positions reflect a rich diversity of perspectives and experiences, including, but not limited to, diversity in age, sex, identity, geography, ethnicity, orientation, and resources.

4. Empowering Future Leaders

Increase professional development and training opportunities for future generations of arts, culture, and heritage leaders. This could include, but is not limited to mentorship programs, leadership training, peer learning cohorts, research into new governance and power-sharing models, HR training, etc.

Priority #5: Tell the Story of Our Sector

To share stories about and advocate for the value of arts and culture organizations, the BCMA will focus on the following key actions over the next five years:

1. Reimagining Communications

In the midst of a rapidly changing communications landscape, the BCMA will reimagine how it can most effectively tell the story of our sector, assess who we speak to, how we communicate, and what platforms are the most effective in communicating our messages.

2. Increasing Cultural Literacy

The BCMA will work with its members to find new opportunities to increase the cultural literacy of British Columbians. This can include, but is not limited to, actively engaging the media with relevant, timely commentary, creating new educational resources aimed at general audiences, and working with members to document and share our collective impact.

3. Showcasing Exemplary Work

Utilize success stories as advocacy tools when engaging with policymakers. Highlight organizations and individuals as examples of the sector’s achievements, reinforcing the positive impact of museums, galleries, and cultural organizations.

4. Boldly Celebrating Underrepresented Stories

Highlight examples of underrepresented narratives through an intersectional lens. Demonstrate BCMA’s support and allyship by speaking up when historically marginalized communities are under threat. Instead of being bystanders or complacent witnesses, we will use our power as a sector leader to combat hate.