Imagine .  .  .

Imagine entering a visually-stunning landmark theatre from a grand plaza . . . Enjoying a reception in a comfortable, sophisticated glass enclosed lobby. . .Experiencing musical and theatrical performances in a world-class environment which permits extensive set design and full sound reproduction. . .Choosing from a full menu of ballet and symphonic performances as well as major touring musical and dramatic shows. . .Approaching this visually-stunning centre via a developing cultural corridor adjacent to Penticton Creek walkway …. Proudly supporting a performing arts facility which will promote cultural tourism and attract performers and audiences to our community. . .Patronizing a facility which will instill pride and constitute a sound investment for future generations.

STEP TWO Workshop!

Download DOC File STEP TWO Workshop!


In preparation for this workshop it is important to recognize why we are here. As a result of the Step One Workshop we have developed a Vision Statement to guide us going forward:


Our challenge now is to move forward to develop an action plan to make SOSArts a real moving force in the implementation of this Vision.

The objective of this workshop is a focus on 2020 – the year for perfect vision! Participants will be seated a tables of between five [5] and six attendees arranged in multi-interest/geographically-varied groupings (it is hoped a young person along with persons from the worlds of business, agriculture, tourism, and the arts will be at each table). Each table will be provided a distinct working agenda that will guide the order by which key questions are answered. There will be only one collaborative response from each table – if we are to achieve this Vision, we must be able to put aside our differences and come together with our best possible responses – and it will be placed on flip-chart sheets. At the appropriate time each of these will be posted on the walls or stands for all to review and evaluate.

Challenge 1

How do we go about establishing a strong regional leadership process?

  • over the longer term, what type of board would be most effective? [e.g. should it be a consortium of interests appointed by key groups throughout the region OR an elected council, determined at each AGM although the Board could prepare a recruited slate of candidates in advance OR some other concept?] and over the longer term how many should sit on the board [e.g. an uneven number so the Chair can always break any ties, a minimum of nine so there can be sufficient representation from throughout the region, and what else might be good characteristics of an effective Board]
  • over the longer term should the Board membership be a matrix of SOS interests to ensure collaboration as well as regional representation? [e.g. the structure could include: 1 from Cawston/Keremeos/Princeton area, 1 from Osoyoos/Oliver/Ok Falls area, 1 from Summerland area, 1 from Aboriginal organizations, 1 from RDOS, 1 from City of Penticton, 3 from Penticton/Naramata area AND within these 9 individuals at least one is from business, one from agriculture, one from education, one from the arts OR there could be: two representative from each of the geographic sub-regions with the exception of Penticton which would get four (no RDOS or City reps however), but only one person from each area would be from an official arts organization thus ensuring an adequate multi-interest board – this would mean in addition to the Aboriginal arts/culture rep there would be one from an Aboriginal education or business or agricultural setting]
  • over the longer term, in order to ensure continual re-energization should the members be appointed by their various interest groupings on a rotational basis for staggered three-year terms? [e.g. if the membership were to be nine members in the first year (2020) three would serve a one-year term, three would serve a two-year term, and three the full three-years – the first full three would be the Aboriginal rep + one of the P/N reps + the O/O/O rep; the two-year reps would be the CKP rep, the RDOS rep, a second P/N rep; the one-year reps would be the City of Penticton, the Summerland rep and the third P/N rep thus by the end of Year Four everyone would be serving three year terms OR if the membership was to be twelve, half of the Board could step down each year, thus making sure that there would be both continuity and new institutes coming into the board process every year]
  • over the longer term, how often should this group meet? And what should be the procedures to hear other voices and ensure effective communications/input/feedback from the larger community? [e.g. every two months with sub-committees meeting on the alternate months plus a special general meeting in the autumn to help keep momentum as each school year gets underway and AGM in the late winter as the fiscal year gets underway OR possibly a full day (perhaps Saturday) once a month with sub-committees in the morning and the full board in the afternoon complete with a public Q+A session to increase access from the community itself]

Challenge 2

What are the objectives for SOSArts – in other words, Why are We doing this?

  • at the Step One Workshop a number of priorities were determined (e.g. increased engagement including community outreach & education, year-round coordinated festivals/events, & more support for diversity within the arts) so how might we establish working groups/committees to develop action plans on suggested themes such as – making the SOS a summer destination for the arts, fringe-style festivals, all year events, regional festivals...?
  • at the Step One Workshop collaboration was determined to be the most pressing need for a successful push forward in the Arts so how might we go about developing working relationships with the various tourist/info centres in each community through the South Okanagan/Similkameen including ensuring there is a comprehensive listing of all arts-related organizations; and, what might be an approach for working with the winery associations, craft breweries and distilleries?
  • another major recommendation from the Step One Workshop was for regional leadership that would promote a unified voice in messaging, sharing and even facilitating more on-line exchanges of news and ideas which means there needs to be some attention given to how the Board itself undertakes to promote the arts as an indicator of the quality of life within the community – so what are some concrete objectives that should be incorporated into any Action Plan for the Board in 2020?

Challenge 3

What are key aspects of the structure we need to show people what we can do?

  • The Step One Workshop brought forward the idea of establishing/maintaining a regional calendar of events – ought this to be a priority on the SOSArts website whereby is published a general schedule of ALL arts & culture related events throughout the region + the occasional Super event within the valley-wide community at either Vernon or Kelowna? And if so, how should it be managed and accessed?
  • Another strong recommendation from the Step One Workshop was the need for a dynamic approach to marketing including developing a business strategy identifying regular, continuous funding for the work of the Board itself – what should this look like? how should it be financially supported [e.g. should there be individual and/or organization-based membership fees to support annual costs of meetings, web-site, outreach? fees were $20/person with an active membership list of no more than forty (total = $800/yr) so what might be a realistic total budget and how should that be financed?]
  • Coupled to the marketing concept was the recommendation for an implementation strategy which would consist of a five-year plan enlisting multi-sector material support including targets, milestones, communication, good stories of collaboration gathering synergy to guide the leadership of SOSArts so there are strong answers to the question how do we develop services for all to benefit from? – but is this a priority and if so just how ought we to proceed to operationalize this idea?

PS – if time permits, what is the interest in considering a central facility...

  • Where does this fit within the overall scheme of things – i.e. level of priority is it? Is it something perhaps for consideration a year from now? or maybe in 2022 at the earliest?
  • What directions should be given to the Board for how it might consider addressing this concept?

Workshop Process/Agenda...

Pre-registration:This is a mandatory action in order to ensure sufficient materials, tables and noon meals for all attendees – the deadline for registration is February 28th @ 4:00 p.m.
9:45 a.m. Welcoming moment including getting table assignments, materials package, etc.
10:00 a.m. Introduction to the process, distribution of Group Questions
10:10 a.m. Challenge #1: working in respective table groups, participants will resolve (in the order outlined) their core questions and place their consensual responses on flip-chart sheets – the goal is to have at least three recommendations but no more than four. {Board members would be available to assist but not to lead}..
10:30 a.m. Break
10:35 a.m. Challenge #2 {same process as for #1)
11:10 a.m. Posting of table recommendations (prime issues, plus additional thoughts/hopes)
11:15 a.m. Challenge #3 (same process as for #1)
11:50 a.m. Posting of table recommendations (prime issues, plus additional thoughts/hopes)
11:55 a.m. The PS Challenge (#4) primarily focused on preliminary thoughts.
12:10 Noon Posting of preliminary thoughts (each table should have two or at most three ideas to share)
12:15 Noon Preliminary walk-around viewing of recommendations
12:30 Noon Luncheon meal (and additional walk-around)
1:30 p.m. Review of highlighted (i.e. prime) recommendations; & individual voting... providing framework for 2020 WorkPlan.
2:15 p.m. Review of additional thoughts & voting... providing longer-term action options...
2:45 p.m. Wrap-up review including explanation of agenda for the AGM
3:00 p.m. Break plus registration of any AGM-only attendees
3:15 p.m. AGM starts
4:20 p.m. AGM concludes

Additional Notes

  • A Summary of the Workshop will be provided to all participants before the end of March.
  • Due to the need to build continuity from Step One Workshop through Step Two Workshop going forward, it is the Board’s recommendation that for the year 2020, the slate of directors presented by the Board be approved at the AGM. One of the new Board’s prime tasks will be to address this Workshop’s responses to Challenge #1 and recommend a more permanent Board structure at the 2021 AGM.
  • The proposed Agenda for the AGM will be posted in advance of the Workshop once several legal and financial questions are properly answered.