A four-phased approach was used to develop the Plan that was centred around engagement, both internally with Arts Council staff and Board members, and externally with key stakeholders and the public.
During phase 1 - Preparation & Framework, we hired award winning Culture + Communication strategist Patricia Huntsman to undertake the Strategic Planning and Engagement project. Patricia has worked in similar projects, such as with Squamish Arts and Arts Revelstoke.
The primary objective of the project was to develop the Alberni Arts Council Strategic Plan (2026-2029), and in so doing, better position Alberni Arts to serve as partners in local culture development. The planning process has also informed the brand redevelopment, board development and better governance utilizing new committees.
During phase 2 - Engagement and Assessment, we reached a broad cross-section of the Alberni Valley, with input gathered from 55 respondents through a digital survey, 221 participants via a sticker survey, approximately 40 individuals at in-person roundtables, an additional 8 participants through online engagement and 119 points of data from a Sounding Board.
Several key priorities emerged from this engagement:
- Events and Programming : There is strong interest in accessible, high-quality arts and cultural experiences, with a desire for programming that supports equity, diversity, and inclusion, and responds to intergenerational needs and interests.
- Space and Facilities : Participants identified a clear need for dedicated, flexible arts and culture spaces that support creation, learning, and connection. Alberni Arts is seen as playing an important role in advocating for and/or facilitating these types of spaces.
- Visibility and Awareness: Alberni Arts’ role in promoting local artists and cultural activities is highly valued. There is a need to increase visibility, strengthen communications, and provide more opportunities for artists to showcase their work.
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Connections: Alberni Arts is recognized as a connector within the community—linking artists with audiences, supporters, and collaborators. There is an opportunity to further strengthen these connections across generations, disciplines, and cultures, including greater inclusion of Indigenous and traditional art forms to support broader community engagement and sense of place.
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Partnerships: There is strong support for expanded partnerships and strategic alliances, including with local government, provincial agencies, businesses, and community organizations, to enhance capacity, resources, and collective impact.
These priorities were further reviewed and validated by the Board through the internal engagement process, helping to shape the direction of Alberni Arts moving forward.
During Phase 3 - Formation and Testing, we are now asking for your feedback.
Strategic priorities have been identified to build on the key themes emerging from engagement and to reflect insights gathered from staff, board members, key stakeholders, and the broader community.
These priorities represent the organization’s core areas of focus and will be supported by specific actions to guide implementation.
Together, they provide clear direction and overarching guidance for the next three years, supporting the organization in fulfilling its mission and advancing arts and culture as a driver of community development in the Alberni Valley.