STRATEGIC PLAN
2025-2030
The FirstOntario Performing Arts Centre (PAC) is located in downtown St. Catharines, Ontario at the corner of St. Paul and Carlisle Streets on the shared traditional lands of the Haudenosaunee, Anishinaabe, Mississaugas of the Credit First Nation, the Neutral Peoples and many other Indigenous People from across Turtle Island.
This territory is covered by the Upper Canada Treaties and is within the land protected by the Dish With One Spoon Wampum agreement. We offer our sincere gratitude and respect to the original and continued stewards of this land and are reminded that our great standard of living is directly related to the resources and friendship of Indigenous Peoples.
We also acknowledge Indigenous, Black, other Racialized Communities and 2SLGBTQQIA+ People who have been marginalized for centuries and more, and our collective responsibility to take action for a better world free from oppression, discrimination and racism.
INTRODUCTION STRATEGIC PLAN 2025-2030
In March of 2024, the FirstOntario Performing Arts Centre (PAC) engaged the consultancy Bespoke Collective (Bespoke), to collaborate on the development of a strategic plan that is inclusive, data-driven, and rooted in collective ownership.
This strategic plan captures the PAC’s vision, mission, values, and core strategic priorities that will guide efforts over the next five years. A critical component of this work was a robust community engagement process, to ensure that different perspectives from within and beyond the PAC had an opportunity to offer input and feedback. This included consultation with the local arts community, City, region and partners as well as audiences, to help inform and shape the plan over a yearlong process.
The development of this plan encompassed four phases of work:
Research, Learning and Planning
Community Engagement and Consultation
Visioning Retreat & Synthesis
Strategic Plan Development
This plan is designed to be a “living document,” that will evolve as the PAC team and Board track progress and operationalize their strategic priorities.
250 St. Paul Street
St. Catharines, ON L2R 3M2
Box Office 905-688-0722
boxoffice@firstontariopac.ca
firstontariopac.ca
A MESSAGE FROM THE PAC TEAM
As we prepare to embark on the next chapter of our journey, 2025 marks a milestone for the FirstOntario Performing Arts Centre, our 10th anniversary. Over the past decade, we have grown into a dynamic cultural catalyst, a place where artists and audiences intersect, and where the arts inspire and enrich our community.
Looking back, we take immense pride in playing a pivotal role in strengthening the presence and impact of the performing arts in Niagara. Most recently, our 2022–2024 Strategic Recovery Plan guided us through a period of renewal as we emerged from the pandemic, together. Grounded in the themes of recovery, discovery, and sustainability, it laid the foundation for long-term success while reaffirming our commitment to artistic integrity, inclusivity, and community connection.
As we turn toward the future, we do so with a new 2025–2030 Strategic Plan, developed through a highly consultative process in collaboration with key stakeholders, community partners, our Board, and our dedicated team. This plan reflects a clear vision for the next five years, one that positions the PAC for continued growth, innovation, and impact.
This plan is more than a roadmap; it is a commitment to our future and to the people who make our work meaningful. As we celebrate our 10th anniversary and look ahead to the next five years, we invite you to join us in shaping the next chapter of the FirstOntario Performing Arts Centre.
Together, we will continue to build a thriving, inclusive, and vibrant cultural beacon for Niagara.
Colleen A. Smith
Colleen A. Smith CEO, FirstOntario Performing Arts Centre
The 2025-2030 Strategic Plan was approved by the FirstOntario Performing Arts Centre Board of Directors on March 27, 2025.
Mark Steinman
Mark Steinman Board Chair,
FirstOntario Performing Arts Centre
STRATEGIC CONTEXT
The FirstOntario Performing Arts Centre (PAC) is a vibrant cultural gathering space located in downtown St. Catharines, the largest city in the Niagara Region. The PAC aims to engage people in exceptional live arts experiences and to enrich the lives of the citizens of St. Catharines and the Niagara region, while providing a world-class venue for local, national and international artists and community arts organizations to flourish.
The PAC opened its doors in 2015 as part of a transformative effort to rejuvenate downtown St. Catharines. The centre was developed in partnership with the City of St. Catharines, Brock University, and the broader community, making it a symbol of collaboration and investment in the arts. Since opening in 2015, the PAC has been a key catalyst for downtown development and an economic driver for Niagara.
The state-of-the-art facility includes four performance venues: Partridge Hall, Recital Hall, Robertson Theatre, The Film House as well as the outdoor Mann Raceway Plaza. This versatility allows the PAC to host an array of events, from large-scale concerts and theatrical productions to intimate recitals, independent films, and community gatherings. Current PAC programs include: PAC Presents Live Performance Series, The Film House–an indie film house offering unique films and community screenings in a modern cinematic environment–as well as facilitated community discussions, imPACt Education Series and access initiatives such as pay-what-you-can, discounted ticket prices for patrons under 30 years of age and partnership with the CANOO program to provide newcomers with access to free performing arts and film experiences.
The PAC employs 27 full-time staff, 48 part-time staff, a pool of up to 80 IATSE union workers and over 75 engaged and dedicated volunteers.
In 2023, 124,000 patrons attended events at PAC generating $2,274,453 total revenue from all box office transactions¹ that in turn generated $17,503,460 total visitor spending and a GDP contribution of $13,249,293 GDP.²
In 2020 the PAC successfully transitioned from a municipal management model–being directly managed by the City of St. Catharines–to functioning independently as a passionate and committed Municipal Services Board. The PAC also brought in the visionary leadership of Colleen A. Smith who has worked with the Board, comprised of business, financial, civic and community interest holders to develop policies and procedures that are compliant, sustainable and support a healthy organizational culture. From 2020-2023, PAC has grown its annual fund development revenue from $25K to over $300K annually in support of the many programs designed to support youth and the community.³ In January 2025, the PAC was granted charitable status designation, marking an incredible milestone for the organization.
¹ FirstOntario Performing Arts Centre Report to Community, 2023
² Based on the Province of Ontario’s Tourism Region Economic Impact Model - TRIEM
³ FirstOntario Performing Arts Centre, RFP For Consultant - Strategic Planning No 23-03
MISSION, VISION, AND VALUES
This strategic plan led to the development of a new vision, mission, and belief statement that has been built out to support the PAC’s current mandate, while also reflecting the sense of possibility shared by staff, board members, audiences and the advisory committee. The organization’s existing values are carried forward in this plan, updated to guide the PAC’s internal culture and reflect its character externally. These strategic building blocks have been a collective effort–shaped, inspired and refined through a community-engaged process.
We believe in the power of the arts to transform communities.
OUR VISION To make the arts an essential part of life in Niagara.
OUR MISSION Through the arts, we create exceptional experiences for and with our community.
OUR MANDATE As a convenor of arts, culture, and creativity, we are stewards of the beautiful multi-venue facility that is the FirstOntario Performing Arts Centre, with a mandate to present and support artistic work, and enhance the community that we serve.
OUR VALUES
Care We approach all interactions with kindness, empathy, and respect, communicating with openness and honesty.
Collaboration We recognize and value diversity of perspectives and experiences, working together with trust, transparency, and mutual respect.
Creativity We celebrate self-expression, authenticity, and the willingness to take risks to create an exceptional experience.
Culture of Learning We are curious and self-aware, committed to personal growth and lifelong learning through the arts.
YAMATO:
DRUMMERS OF JAPAN Partridge Hall
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Photo: Giant Shoe
STRATEGIC PRIORITIES
Over the course of the next five years, the following four strategic priorities will guide the direction of the PAC’s future.
STRATEGIC PRIORITY 1
Amplify our brand, presence, and impact across Niagara.
WHAT WE HEARD
“We need to be better recognized in our own community and even more so in the region.”
– Board Member
“Niagara Tourism attracts 13 million tourists, $2.9 billion in spending and has over 109 performing arts venues.” – Niagara Tourism Profile
We will strengthen our mission by positioning ourselves as a distinctive cultural destination in the Niagara region. Through elevated marketing and communication strategies, we will enhance visibility and expand public awareness of our charitable purpose and programming.
GOAL 1.1
Redefine the PAC brand as a regional cultural destination for Niagara, integrating charitable purpose and clarifying our impact story
OBJECTIVE Conduct a comprehensive brand audit to identify changes necessary to ensure that the PAC’s new charitable brand aligns with our new mission.
OBJECTIVE Develop a brand strategy that highlights the PAC’s unique cultural offerings and charitable purpose.
OBJECTIVE Develop a brand guide for internal and external articulation for all staff.
GOAL 1.2
Tell the PAC story broadly to reach potential audiences and create wider awareness
OBJECTIVE Develop an institutional marketing strategy and communications plan reflecting the PAC’s revitalized brand.
OBJECTIVE Strengthen digital presence, including existing platforms and new digital storytelling platforms in order to share the PAC’s mission, programs and impact.
OBJECTIVE Develop rigor around use of economic and digital models to leverage metrics, gather data, and quantify impact necessary for telling the PAC’s story.
STRATEGIC PRIORITY 2
Grow and diversify revenue streams while driving positive social impact.
WHAT WE HEARD
“PAC has applied for charitable status…It will open up new avenues for funding.”
– Senior Leadership Group
“Affordability and access are crucial, ensuring that a diverse audience can enjoy the experience without financial barriers.”
– Audience Survey
We will improve our financial position and future stability by aligning our revenue strategies with our commitment to cultural and social value. Guided by data-driven insights, we will optimize resource allocation, measure performance, and implement innovative approaches that balance fiscal growth with meaningful contributions to our community.
GOAL 2.1
Establish a comprehensive fundraising and sponsorship program that secures support for PAC programs and clearly articulates social impact
OBJECTIVE Develop an annual fundraising plan that outlines annual goals, strategies, and tactics for major gifts, annual giving, corporate sponsorships, grants, special events and planned giving.
OBJECTIVE Utilize data analytics to identify potential donors, measure campaign effectiveness, and inform strategic decision-making.
OBJECTIVE Build strong institutional support and board leadership for fund development, establishing clear expectations for board member participation in fund development strategies.
GOAL 2.2 Explore earned revenue opportunities and programs to enhance revenue streams in support of charitable purpose
OBJECTIVE Design pricing models to attract a broader audience.
OBJECTIVE Review of existing earned revenue streams for expanded or new opportunities to provide customer and client options.
GOAL 2.3 Embrace data as it relates to decision-making for earned revenue, fund development and public funding opportunities
OBJECTIVE Create a strong sponsor and donor management system to track historical data and identify new opportunities.
OBJECTIVE Conduct audience segmentation analysis to inform programming and fundraising approaches.
OBJECTIVE Develop and implement a system to use, track and analyze key performance indicators across departments and areas (finance, human resources, ticketing, fund development, inventory) to measure success of revenue generating initiatives and refine strategies.
Strengthen partnerships and community engagement.
WHAT WE HEARD
“The PAC was…meant to be more porous with community partnerships and cross pollination.”
– Community Arts Workshop
We will foster strategic partnerships that align with our mission and mandate and deepen connections within the community. These mutually beneficial relationships will strengthen our artistic, community, and business partnerships, driving growth, inclusivity, and shared success.
GOAL 3.1 Create deeper collaborations with artists and arts organizations in support of the local arts ecology
OBJECTIVE Consult local groups and individuals to determine current needs and inform the development of a collaborative partnership framework.
OBJECTIVE Build stronger relational agreements and longer-term commitments with local arts partners for the creation and presentation of artistic work.
OBJECTIVE Collaborate with the City of St. Catharines on developing future partnership opportunities.
GOAL 3.2 Strengthen programmatic relationships with community partners and educational institutions with an eye to greater community engagement, accessibility, and inclusion
OBJECTIVE Invest in developing programming relationships with Brock University, Niagara College and local school boards from a partnership, programming and student success perspective.
OBJECTIVE Create a framework for community partnership priorities and programming.
GOAL 3.3 Position the PAC within regional tourism initiatives to broaden visitor and local awareness
OBJECTIVE Develop relationships with Destination Marketing Organizations (DMOs), tourism providers, and economic development departments to align the PAC offerings with other regional destination-based events and attractions.
STRATEGIC PRIORITY 4
Enhance programming and learning opportunities to expand audiences.
WHAT WE HEARD
“I love experiencing something new, being moved by an artist or art form, being part of a group discovering something fantastic and on the cusp.”
– Audience Survey
“By making tickets affordable and the venue accessible, the performing arts can reach a broader community, enriching lives and fostering a love for the arts in all segments of society.”
– Audience Survey
We will create accessible, engaging programs that nurture a deeper appreciation for the arts. Through inclusive learning experiences, outreach initiatives, and unique regional programming, we aim to attract new audiences, particularly among youth, diverse communities, and newcomers, fostering lifelong engagement with the arts.
GOAL 4.1 Leverage unique programming as a means to grow regional audiences
OBJECTIVE Design a multi-year programmatic framework that offers unique and distinct programming predicated on community partnerships, accessibility and regional relevance.
GOAL 4.2 Develop lifelong relationships with our community through learning programs that are diverse and accessible
OBJECTIVE Expand and develop education and engagement programs for youth, seniors, and newcomers including free and subsidized programs.
OBJECTIVE Consult with Indigenous communities to advance reconciliation with Indigenous Peoples through the arts.
OBJECTIVE Continue to participate in internship programs to include more interns in various departments.
GOAL 4.3 Deliver exceptional customer service for all programs, events and operations in support of audience growth and retention
OBJECTIVE Design mechanisms to regularly gather feedback on the customer service experience of audiences, supporters, clients, artists and community.
OBJECTIVE Create structures to analyze and act on feedback from stakeholders in efforts to embrace ongoing learning and improvements in customer service.
OBJECTIVE Ensure that the PAC respects the needs and experiences of all community members in the design and implementation of accessibility and inclusivity programs and initiatives.
Driven by Community: The Transformative Power of the Arts
Thanks to the dedication and generosity of our donors, we have been able to bring rich arts and cultural experiences to the widest possible audience since we opened our doors in 2015. For their role in making this beautiful centre possible, we especially want to thank the City of St. Catharines mayors, City Council and staff (past and present); Brock University Presidents, faculty and staff (past and present); Infrastructure Canada and the Province of Ontario for project funding support; the Department of Canadian Heritage; the Canada Council for the Arts; the Ontario Arts Council; Niagara Region; the Niagara Centre for the Arts Task Force, PAC User Group and the citizens of St. Catharines-Niagara. The FirstOntario Performing Arts Centre is grateful for the unwavering support of all of our past and current donors and sponsors driven by the transformative power of the arts to inspire meaningful community change.