The Fernie Museum is a vibrant, community-based cultural institution which integrates regional history, art and culture to understand, communicate and preserve what is unique about our community and region.
Our work drives four strategic outcomes:
Fostering a sense of community by engaging residents and visitors and creating meaningful cultural and social experiences.
Fostering a positive sense of place and pride for residents and visitors alike.
Developing and providing access to the museum’s diverse collections and sharing community stories.
Adopting long-term financially, operationally and environmentally sustainable practices.
STRATEGIC PRIORITIES FOR 2016 to 2020
The 2016 to 2020 Strategic Plan builds on the Fernie Museum’s first strategic plan (2009 to 2015) which outlined the strategies which moved the Museum from the purchase of the historic Home Bank building to the first year of Museum operations. The 2016 to 2020 plan provides a solid foundation from which we can engage our community and audiences with Fernie’s rich heritage, continue to develop long-term organizational sustainability and set the stage for future growth. The board established twelve strategic priorities which can be described under four strategic pillars:
- Building Community. The Museum plays a vital role in addressing community needs and issues and offers every visitor and resident a legitimate way to contribute to the institution and community.
- Develop and deliver diversified programs in partnership with other organizations to target audiences based on age, interest and demographics.
- Bring together heritage and cultural organizations to formulate a cohesive master plan to actively engage residents and visitors with the community’s arts, culture and heritage and which promotes the community as a cultural and community hub.
- Create social platforms from which residents and visitors can engage with the Museum and one another.
- Building Place. Strategically shaping the physical and social character of Fernie and the Elk Valley region around heritage, arts and culture.
- Create programming experiences based on culturally significant themes/places that build connections, understanding, knowledge, and respect for place.
- Create memorable experiences and build audience by integrating relevant technologies.
- Grow our physical capacity by nurturing shared space opportunities.
- Building Memory. Preservation/conservation of the museum’s artifact and archival collections supported by the implementation of new collections management database, policies, and procedures.
- Integrating accepted museum standards for collection and storage of artifacts into baseline museum operations;
- Cataloguing the archival collection and assess the state of our current object collection;
- Developing and implementing strategies to inventory and document intangible community heritage and for documenting community, commercial, industrial and family histories.
- Building Sustainability. The Museum successfully leverages additional funding and community support through grants, sponsorships and volunteers. Develop and implement sustainability policies and operational practices.
- Grow earned revenue to be 30% of the annual budget.
- Build community support through membership and fund development. (Objective to include volunteer strategy).
- Create a marketing and communications strategy with an aim to build audiences and engagement.