STRATEGIC PLAN 2025
- 2029
Executive Summary
The Grand Theatre’s 2025–2029 Strategic Plan sets forth an ambitious and inspired path for the next five years, rooted in our core values of Passion, Rigour, Innovation, Inclusivity, Respect, and Care As one of Canada’s premier producing theatres and a vibrant cultural hub, the Grand Theatre remains committed to delivering world-class productions that both engage and inspire our diverse audiences, while fostering deep connections within our community.
Our vision is centered around three key pillars: Stability, Experience, and Community These pillars guide our strategic priorities, ensuring that we not only strengthen the theatre’s operational and financial health but also expand our artistic offerings and enhance our role as a trusted cultural leader in London and beyond.
STABILITY:
We are dedicated to securing the future of the Grand Theatre through sound financial management, diversified revenue streams, and sustainable practices By applying a high standard of rigour to all aspects of our operations, we ensure the stability and resilience of the organization while continuing to steward our resources prudently.
EXPERIENCE:
At the heart of the Grand Theatre is a commitment to providing unforgettable experiences. We embrace innovation to explore fresh ideas and new perspectives in our programming, ensuring our work remains relevant and resonates with contemporary cultural conversations. We are driven by passion for our work, for our artists, and for the community we serve Our goal is to create a welcoming space where every audience member feels valued, and where the magic of theatre brings people together.
COMMUNITY:
The Grand Theatre is committed to fostering deep, meaningful relationships with the community we call home. Inclusivity and respect are at the core of this effort, ensuring that the theatre reflects the diversity of the people who live and work in London We are actively engaged in amplifying new voices, and we seek to offer an environment where all feel welcome to participate. Our commitment to care extends not only to our community but to our planet, as we continue to integrate environmentally sustainable practices into our operations
As we move forward, the Grand Theatre reaffirms its role as a cornerstone of London’s cultural landscape a place where stories are told, voices are amplified, and connections are built We are excited to shape the future with a bold, values-driven strategy that will inspire and engage audiences, artists, and partners alike.
Photo by Dahlia Katz
OUR VISION
The place to gather where world-class theatre thrives.
OUR MISSION
We create live professional theatre that gathers, inspires, and entertains audiences in London and beyond.
OUR MOTTO World Curious. London Made.
PILLAR:
THE GRAND STABILITY
We dedicate ourselves to securing the future of the Grand Theatre through: diverse audience-focused programming, thoughtful team development, sound financial management, robust organizational practices, and conscientious environmental stewardship.
We will complete our work on a comprehensive analysis of the business model, moving forward for the period of the remainder of the strategic plan based on decisions made from those findings Through that analysis the company will determine an appropriate accumulated surplus goal to support the stable operation of the organization and make a plan to build it over the life of this plan. The Grand commits to improving financial forecasting and reporting, to being rigorous around expenses, to being prudent stewards of our resources, and to finding efficiencies where possible, ensuring our financial practices support our mission
The Grand will work to increase revenue in all areas of the operations by setting benchmarks and subsequent annual targets, along with stretch goals, for all revenue streams, including ticket sales, individual fundraising, corporate programs, public funding, private foundations, rental income, and bar sales to allow us to reach our vision The Grand will consider and trial new revenue streams
Secure Organizational Health.
We will undertake a human resources audit to establish the current status of the organization according to the people who make it run Using the results of this audit, we will establish best practices and update employee policies, programs, and procedures as well as ensuring professional development opportunities and stable succession planning We will work to ensure that the diversity of our community is reflected in those who represent the Grand through inclusive and equitable human resource practices. EnactSoundFinancialManagement. EnsureThrivingandDiverseRevenueStreams.
Effective and Informed Governance.
We will ensure effective and informed governance through a comprehensive review of the two boards’ bylaws and governance policies, onboarding procedure, and succession planning to ensure that the boards and individual directors are working to their greatest potential in support of the organization Part of this process will define staff support to the boards
Care for Physical Resources and Assets.
We will ensure that all teams have the tools and facilities they need to do their best work and to meet the objectives of the organization, considering both the work we are doing, and the expansion into the future vision.
Actively Engage in Making the Grand Greener.
PILLAR:
THE GRAND EXPERIENCE
We commit to enhancing the entire Grand experience by providing unforgettable, high-quality, entertaining, and inclusive interactions, programming, and events to engage with and grow our audiences.
Ensure the Calibre of Programming is World-Class.
Enhance the Quality of Interactions.
Expand and Deepen Audience Connections.
This will contribute to meeting growth goals over the term of this plan with established year-over-year increases in attendance at Grand shows, at Grand ancillary events, and in specialized subscription programs. We will interrogate our data to establish benchmarks, achievable goals, and stretch goals for the annual increase of first-time ticket buyers, singleticket buyers, multi-buyers, and subscribers Additionally, we will apply strategic improvements to increase each group ’ s conversion rate. We will create a baseline and subsequently track growth of diversity in Grand audiences through both anecdotal and self-reporting processes.
We will ensure that our work is culturally relevant and that it resonates with, and appeals to, a diverse and evolving audience. We will centre the work in conversation with contemporary issues. Embrace Innovation. While honouring the traditions of the Grand Theatre we will push the boundaries of expectation, ensuring the Grand Theatre remains a vibrant, inclusive space for all
Champion Cultural Relevance and Adaptation. Embrace Innovation.
While honouring the traditions of the Grand Theatre we will push the boundaries of expectation, ensuring the Grand Theatre remains a vibrant, inclusive space for all.
PILLAR:
THE GRAND COMMUNITY
We strive to be the cornerstone of entertainment in London, to support the artistic community and the development theatre-makers, and to be a trusted place for communities to gather where the diversity of their lives is reflected. As an organization we commit to undertaking authentic consultation in working toward reconciliation with Indigenous
Increase Awareness and Actively Engage with London’s Diverse Communities.
Promote Diversity and Inclusion.
We will create and continue programs to en city and newcomers to the Grand, as well as building o expand and deepen our community connections We wi hose mandates are to en expand our reach so We will c t benchmarks in the first to the objective
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Engage in Meaningful Reconciliation with Local Indigenous Communities.
We will commit to building meaningful relationships with local Indigenous Communities and to keeping the Truth and Reconciliation’s Calls to Action front of mind in decision-making processes in all aspects of our work We commit to holding ourselves accountable to the EDI-R Committee’s Reconciliation Action Plan.
Ensure the Activation of the Grand’s Spaces.
We will diversify the use of our spaces to build the Grand into the community hub we dream it to be, within the context of available resources We seek to create a welcoming and accessible environment that supports a wide range of activities and community needs. We will create a benchmark of current activity and measure success in this area by calculating increased days of activation in the spaces.
Support Theatre Makers.
We commit to growing the number of local artists on our productions over the lifespan of this plan through providing training and opportunities. We will continue our commitment to being a national teaching theatre and work to correct imbalances in the industry by providing opportunities for artists from equity-denied groups We commit to creating a sustainable, affordable artists’ accommodation plan.
