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A L B E RTA CO L L EG E O F A RT + D E S I G N ’ S S T R AT EG I C P L A N

FOR THE FUTURE

2012 – 2020


WE ASPIRE ONLY TO THE HIGHEST LEVEL OF EXCELLENCE IN WHAT WE ENDEAVOUR, MEASURED NOT BY OUR PAST ACCOMPLISHMENTS BUT BY OUR IMAGINATIONS AND WHAT IS HUMANLY POSSIBLE.


ACAD’S STRATEGIC PLAN FOR THE FUTURE

INTRODUCTION Today, ACAD is a college in transition. There is both

Their worlds will be one where they may pursue many different careers throughout

a great desire for what this transition will deliver

their lives, and face the challenge of entering fields that are yet to exist. This flow

and some fear at the risk of losing some of the

of change is felt everywhere, from the expectations of ACAD students to the

deep qualities and relationships that make ACAD a

expectancies placed upon ACAD by its external stakeholders. Therefore, ACAD

successful and very special institution for many of its

must continue to equip students with the skills, knowledge and passion to learn

students, faculty, and staff and the community at large.

throughout their lives, and with the adeptness to not just navigate constant change

Those within the institution understand that in order

but to lead and thrive.

for its degrees and general education to be relevant in the marketplace, it must continue on its path to providing a high quality student experience through its studio environment, while embracing key principles within its program offerings of diversity, globalization, and internationalization.

THE WORLD FOR WHICH ACAD PREPARES ITS STUDENTS IS ONE OF GLOBALIZATION, TECHNOLOGICAL INNOVATION AND AN EVOLVING VIEW OF THE INCREASING VALUE THAT ART, CRAFT AND DESIGN BRING TO SOCIETY BY MAKING OUR COMMUNITIES RICHER AND MORE LIVABLE, WHILE ALSO CONTRIBUTING TO OUR COUNTRIES ECONOMIC DIVERSIFICATION.

All members of the ACAD community face the challenge and opportunity of leading a college at a time of significant economic restraint, a time of hurried technological advancement, a time when expectations of advanced education institutions are rapidly changing and a time of increased competition and rising expectations among students and stakeholders. The economic downturn has had an impact on post-secondary funding across the province; like other institutions in Alberta, ACAD is challenged by government freezes or reductions to its operating grant and it has seen a decline in institutional revenues resulting from decreased returns on its endowments. This, combined with regulated provincial increases in tuition fees, has had a definite impact on ACAD’s ability to move forward with plans to increase student recruitment and for the expansion and upgrading of its physical resources and specialist facilities.

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ACAD’S STRATEGIC PLAN FOR THE FUTURE

ACAD has a responsibility to listen to the needs of its stakeholders and to respond effectively. It also has the responsibility to reach out locally and globally across diverse and under-represented communities, to challenge old assumptions, and to build new bridges. Members of the ACAD community must never lose sight of the fact that students come to ACAD for much more than training in their vocation. The students are here because of a passionate calling to the world of art, craft and design and the value these areas provide to society.

ACADEMIC RESTRUCTURING After an extensive consultation process on the alignment of ACAD’s academic structure, the College has implemented a new academic administrative framework effective January 1, 2013. This new structure will support the evolution and growth potential of academic programming at ACAD. The College has been restructured to reflect ACAD’s forward vision and has been divided into four unique schools.

STUDENTS COME TO ACAD WITH THE EXPECTATION THAT THEIR EDUCATION WILL RESULT IN VIABLE, LIFE-LONG CAREERS.

Led by Professor Dianne Taylor-Gearing, Vice-President Research + Academic

Building this Strategic Plan together gives the ACAD community the opportunity

and Richard Brown as the Chair of the School of Visual Arts.

to communicate its passion, vision, and best ideas for its future. The Plan represents the means to galvanize the ACAD community, the wider community and government partners into action transforming ACAD’s vision into reality. Over the next eight years, ACAD will focus its attention on its new future as an Educational Leader, an Academic Leader, and a Community Builder.

Affairs, ACAD has appointed Kurtis Lesick as Chair of the School of Craft and Media, Alison Miyauchi as Chair of the School of Design and Communications, Dr. Benedict Fullalove as Chair of the School of Critical and Creative Studies These four individuals embody the passion and commitment that ACAD has towards providing the best possible education to our student body. 1. School of Craft and Emerging Media (Ceramics, Fibre, Glass, Jewelry and Metals, and Media Arts and Digital Technology) 2. School of Visual Arts (Drawing, Painting, Photography, Print Media, Sculpture) 3. School of Critical and Creative Studies (Liberal Studies)

Dr. Daniel Doz President

4. School of Design Communication (Visual Communication and Design, and Illustration)


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ACAD’S STRATEGIC PLAN FOR THE FUTURE

ACAD’S FOUNDATIONAL STATEMENTS As a publicly funded post-secondary institution, ACAD operates under the Alberta Post-Secondary Learning Act (2004), and its government-approved mandate determines the scope of its activities.

MANDATE STATEMENT The Alberta College of Art + Design, located in Calgary, Alberta, Canada, is a public, board-governed college operating as a Specialized Arts and Culture Institution under the authority of the Postsecondary Learning Act of Alberta. As the only post-secondary institution in the prairie provinces devoted exclusively to advanced education, practice, and research in visual culture, design, and associated and emergent fields, the Alberta College of Art + Design offers four-year undergraduate degrees and graduate degrees, preparing learners for careers in visual culture and design. The College is a centre of excellence in education and research in fine arts, crafts, design, media arts and digital technologies, and related liberal studies, and supports lifelong learning through its credit and non-credit continuing education programming. The College is committed to the principles outlined in the framework of Campus Alberta which calls for an approach to advanced learning in Alberta that is responsive, innovative, high-quality, accessible, and focused on meeting the needs of the learner. Acting as a local, provincial, national, and international visual culture resource, and through research, the College is a producer of original knowledge leading to cultural development. Its public activities are designed to enhance the general awareness of the College and advance knowledge and understanding of the importance of visual culture and design to the economic, cultural, and social life of the communities and society that it serves1.

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Approved by Minister of Advanced Education, 2010.


ACAD’S STRATEGIC PLAN FOR THE FUTURE

VISION STATEMENT

VALUES

The Alberta College of Art & Design will be a preeminent catalyst institution for

The members of the ACAD community hold a set of complementary values that are

cultural development locally, provincially, nationally, and internationally. We will

fundamental to the College’s identity and operations

manifest unconditional excellence in our programs, practices, and policies in a laboratory environment that is committed to unconstrained inquiry and collegiality. As a place of cultural research, we are all colleagues on a journey of discovery while enhancing our leadership role within the cultural field. We aspire only to the highest level of excellence in what we endeavor, measured not by our past accomplishments but by our imaginations and what is humanly possible.

MISSION STATEMENT ACAD is a leading-centre for education and research, and a catalyst for creative inquiry and cultural development. We engage the world and create possibilities.

• We value the creative process and all that is implied by that. • We are deeply committed to experimentation, free inquiry, research, and the evolution of culture. • We demand excellence in our practices, our support for our students, faculty, and staff, and our external communities. • Our support for human and professional development is reflected in our policies, practices, and programs. • We value our role in the society; we seek innovative paths for participation for the College, our students, alumni, and faculty and staff. • We value the joy and good humor that derives from being a creative institution; we believe in a celebration of our creative processes. • We value calculated risk-taking and entrepreneurship. • We are all learners, working together in a transparent environment that is willing to embrace change. • We value diversity in all respects, including philosophical, cultural, lifestyle, as well as definitions that are more conventional.

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ACAD’S STRATEGIC PLAN FOR THE FUTURE

ACAD’S STRATEGIC PLAN: A NEW DIRECTION As a result of an extensive consultation process and external

areas. Each goal is described by a strategic intention and

reviews, ACAD has identified four Strategic Goals.

followed by a list of strategic objectives (high level objectives

AT THE CORE OF ACAD’S STRATEGIC PLAN IS A FOCUS ON STUDENT EXPERIENCE – THIS DRIVING STRATEGY IS THE FRAME FOR ALL ACTIVITIES AT ACAD. These supersede ACAD’s previous strategic statements. What follows is the detail for each of the Strategic Goal

that will contribute to the achievement of the goal). To ensure accountability and progress toward the goal, strategic objectives are accompanied by a list of key outcomes and indicators. Annual and rigorous monitoring of the projected outcomes over the eight-year term of this strategic plan and matching these goals and objectives to the resource allocation process will ensure that progress is clear to all involved and will allow ACAD to adjust to new opportunities and challenges that may arise.


ACAD’S STRATEGIC PLAN FOR THE FUTURE

An Engaging and Inspiring Student Experience

GOAL 1

1 2 34

Student Potential and Success

GOAL 2

Program Excellence and Research Creativity

GOAL 3

Creativity and Innovation

GOAL 4

Sustainability and Stewardship

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ACAD’S STRATEGIC PLAN FOR THE FUTURE

GOAL 1

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Realizing student potential in art, craft and design

ENABLING ACCESS: The College will be

student experience, we will be the institution of choice for those seeking to

recognized as a leader in the quality of the

pursue a degree leading to a profession in art, craft or design; an institution that

student experience and opportunity it provides,

is a locally-diverse and globally-connected.

the engagement it fosters, and the success it produces. We will aspire to equip our students

STRATEGIC OBJECTIVES:

with the skills and passion to learn throughout

• Develop and implement an institution-wide enrollment management plan that

their lives; with the adeptness to not just navigate

addresses retention and graduation rates at the College particularly those from

constant change but to lead and thrive; and

diverse backgrounds and under-represented populations.

with the spirit to find a true sense of social responsibility. Because of the high quality of our

• Develop and implement a comprehensive recruitment campaign to reach students of diverse backgrounds. • Provide superior, flexible student services and campus environment that support student success and retention. • Work with other provincial, national and international institutions to ensure that transfer into and out of the College especially progression into graduate level programs outside of ACAD is seamless for students. • Improve financial support for students to reduce barriers to post-secondary education. • Increase financial support for sustaining enrichment activities that engage students as global citizen (through travel abroad experience, visiting artist/studio residencies).


ACAD’S STRATEGIC PLAN FOR THE FUTURE

DELIVERING PROGRAM EXCELLENCE:

work which references and reflects upon the bridge of emotion and reason; and

GOAL 2

By offering diverse and interdisciplinary programs

work which celebrates skills and knowledge unique to the worlds of art, craft and

Delivering program excellence + pushing boundaries of research + creativity.

that prepare students personally, professionally

design. ACAD will continue to expand its collaborative research activities within

and intellectually for life; that lead in addressing

Campus Alberta and internationally.

diversity at all levels, and that open a network of opportunities around the world, ACAD will be

STRATEGIC OBJECTIVES:

recognized as Canada’s leading art and design

• Expand the research culture within the College and refine and enhance ACAD’s

College. ACAD will be acknowledged as a leader

Institutional Research Plan defining ACAD’s approach to scholarly research/

in the development and delivery of curriculum

creative activities.

that provides students with the knowledge and practical experience to be successful in the global marketplace. It will be recognized as an

• Expand, strengthen and formalize the evaluative processes that support and acknowledge research and teaching excellence at ACAD.

institution that excels at providing both depth

• Provide engaging learning opportunities in a collaborative environment for

of discipline through the values of the studio

students and Faculty that articulates the strengths of ACAD’s traditional

environment as well as the breadth, flexibility and scholarly achievement that the 21st

curriculum and identifies how these will be maintained in a contemporary,

century demands. It will be seen by the Government of Alberta as a strong partner

student-centred universal presentation framework.

in delivering on provincial strategies, specifically accessibility, competitiveness and economic development, and will be acknowledged as the preeminent provider of degree programs leading to professions in art, craft and design.

PUSHING BOUNDARIES OF RESEARCH + CREATIVITY: The pursuit of knowledge is fundamental to the identity and integrity of post-secondary institutions. ACAD will be a global contributor of excellence in creative professional practice, research and scholarship. It will act as a platform for research and creative output;

• Define measurements of success to enhance ACAD’s academic reputation and standing. • Promote the transfer of knowledge and creative expression to benefit all layers of society.

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ACAD’S STRATEGIC PLAN FOR THE FUTURE

GOAL 3

3

Inspiring creativity + innovation in communities we engage.

ENHANCING REPUTATION: Through the

STRATEGIC OBJECTIVES:

activities and successes of its students, Faculty

• Build strong relationships with community, industry, governments and other

and staff, we will inspire creativity and innovation in the communities we serve. ACAD will cultivate a strong reputation and resource base by advocating

Campus Alberta institutions through a robust external relations strategy. • Make use of College resources to develop initiatives that support and enhance the communities we serve, enhance our student experience and teaching excellence,

for the vibrancy, value and the benefits that

and expand the cultural prosperity agenda in the province and beyond.

innovation, creativity and ACAD bring to our city, region, province and nation. ACAD will be well

• Foster alliances with business and industry for mutual benefit (student employment, industry recruits, etc.).

known to internal stakeholders, the general public, contributors and government as an institution that graduates students who contribute to the economic success and the cultural prosperity of the country.

• Review current institutional positioning and make changes as necessary (focus on the accomplishments of students, faculty, alumni). • Develop a comprehensive marketing campaign using traditional and new social

BUILDING COMMUNITIES: In addition to strongly contributing to the quality

media outlets that push prospective students to our website, twitter feed or

of life of our communities, according to Industries Canada, the knowledge-

Facebook page.

based – creative industries sector: (includes information/cultural industries/arts, entertainment and recreation), in 2011 represented a $57.1billion industry – or 4.51% of the economy.2 Furthermore, in 2007 1.1 million Canadians worked in the cultural sector. As one of four art and design institutions in Canada, ACAD will

• Enhance website for design, accuracy of information and usability. • Build a stronger Alumni Relations program. • Ensure benchmarking data is available to measure success.

be a leading player in this cultural prosperity agenda and will take an active role as a community builder in the Province. The creative sector, which produces value through expressive ideas and products/experiences, is a key player in the new knowledge-based economy and contributes to high levels of prosperity and quality of life in our province. Mining, Oil and Gas extraction represented nearly the same a amount with $57.7 billion agriculture, forestry, fishing was $29 billion.

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ACAD’S STRATEGIC PLAN FOR THE FUTURE

GOAL 4

Ensuring sustainability and stewardship of our resources.

STRENGTHENING INTERNAL CULTURE: ACAD will develop as an organization by putting in place the people, processes, skills, strategies, knowledge and plans that will guide it with confidence as it delivers on this Strategic Plan. ACAD, like other post-secondary institutions, will experience a large number of retirements in the coming years. Given that people are what make the College successful, ACAD

STRATEGIC OBJECTIVES: • Develop an organizational vision that strengthens and establishes the staff/ faculty recruitment and professional development processes necessary to ensure performance excellence. • Attract and retain excellent employees by fostering and maintaining an engaging and collaborative workplace. • Become a benchmark organization noted for the quality and effectiveness of its internal leadership development.

is committed to maintaining the collegial and supportive culture of the institution in

• Develop appropriate flexible organizational structures to support academic and professional growth.

the face of this changing demographic.

• Enhance government relations through greater engagement.

ENSURING SUPPORTIVE FACILITIES: ACAD’s facilities will grow to meet our

• Develop a long-term infrastructure plan that provides a rationale and demonstrates the value needed to garner the resources from government for expansion/renovation.

learning needs and objectives. We will provide state-of-the-art spaces that will support exemplary student experience and curriculum development. We will provide the physical resources to support the Province’s cultural prosperity agenda.

SUSTAINING REVENUE: Through engagement with government, continued stewardship of its current resources, and the implementation of new fundraising initiatives, ACAD will develop sustainable funding that will allow it to pursue its

• Develop and implement a comprehensive project-based fund development plan utilizing the support of friends and supporters of ACAD and Board members. • Recruit 500 new students of diverse backgrounds over the next eight years with funding approval from the Province of Alberta (both operational and capital).

growth strategy, expanding existing revenue streams and acquiring new ones in order

• Work with new “Schools” to build a comprehensive revenue-diversification and business development strategy designed to enhance operations (continuing education, workshops, products, facility use, etc.).

to fund academic growth. ACAD will continue to coordinate with and link to Alberta’s

• Work with government to address the inequity of operational funding for ACAD.

mandate of excellence in art, craft and design. To reach a higher level of sustainability and to support the long-term Strategy, ACAD will build a comprehensive revenue

economic strategies in order to fulfill revenue needs.

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ACAD’S STRATEGIC PLAN FOR THE FUTURE

SUMMARY The strength of a strategic plan resides in the fact that: a) all internal and external

this exciting and challenging future. ACAD’s Strategic Plan provides the framework

constituents of the institution can identify the role that they play in ACAD’s plans

for this much-needed organizational development endeavour.

for the future, and b) the plan exists within the larger social, economic and political context of the Province of Alberta and beyond. In developing this institutional strategy, ACAD is in the process of creating its first Strategic Plan in some time, which will guide the institution in navigating a world of great changes and exciting opportunities.

IT IS CRITICAL TO UNDERSTAND THAT ACAD, DESPITE ITS SMALLER SIZE, MUST DELIVER ALL THE SERVICES THAT ARE OFTEN MORE ECONOMICALLY PROVIDED BY LARGER ACADEMIC INSTITUTIONS.

Over the next eight-years, ACAD will concentrate on achieving results in four strategic areas: • Student Potential + Success • Program Excellence + Research Creativity • Creativity + Innovation • Sustainability + Stewardship Achieving these results will create a solid foundation for the College’s mandate and mission to be a leading centre for education and research, and a catalyst for creative inquiry and cultural development. This plan has grown out of extensive consultations

The challenge and the opportunities faced by ACAD’s leadership team include the

over the last year. Through the implementation of this Plan, the College is confirming

need to develop the institution by putting in place the people, processes, skills,

its commitment to provide an engaging and inspiring experience for students.

strategies, knowledge, and plans that will guide the College with confidence into


ACAD’S STRATEGIC PLAN FOR THE FUTURE


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ACAD’S STRATEGIC PLAN FOR THE FUTURE

AC A D. A B.C A


ACAD Strategic Plan for the Future | 2012 - 2020