STRATEGIC PLAN

Transcription

1 STRATEGIC PLAN

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3 STRATEGIC PLAN MISSION, VISION AND VALUES INTRODUCTION GOAL 1: ENSURE THE QUALITY OF COLLEGE AND COMMUNITY PROGRAMS AT THE SSA GOAL 2: EXPAND AWARENESS AND ENHANCE PERCEPTION OF THE SSA GOAL 3: DEVELOP THE RESOURCES FOR CONTINUED MOMENTUM 1

4 MISSION: TO TEACH AND ADVANCE THE VISUAL ARTS FOR THE BENEFIT OF STUDENTS SEEKING HIGHER EDUCATION AND FOR OTHERS SEEKING EDUCATION AND ENRICHMENT. VISION Our vision is that the Southwest School of Art is among the premier art schools in the nation and serves a diverse audience through both extraordinary college and community programs. VALUES We believe that education and engagement in the arts fosters not only a greater understanding of art but also of ourselves and our world. Ever changing and ever the same, the Southwest School of Art encourages innovation in the visual arts while honoring and preserving traditional practice. And, to ensure that our educational vision might be shared and sustained long into the future, we strive for organizational excellence and seek to create an environment of inclusion. We also believe in the importance of preserving our unique historic site and are steadfast stewards of it. 2

5 INTRODUCTION: This five-year strategic plan follows on that of , which focused on developing the BFA degree program. It delineates the shift in emphasis from developing and launching the college program toward a vision of becoming among the premiere art schools in the nation, and it provides a strategic framework for this process. During the next five years, the Southwest School of Art will celebrate its first degree program graduates and achieve accreditation, signifiers of this shift. This period will also see the Southwest School of Art continue to integrate the community program and the college program, even as our identity changes from a community-based art school with a fledgling college program to an institution of higher education with a strong and expansive community program. 3

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7 GOAL 1: ENSURE THE QUALITY OF COLLEGE AND COMMUNITY PROGRAMS AT THE SSA The Southwest School of Art s reputation is built on the quality, breadth, and depth of five decades of visual art education. We offer unique, multi-generational, cross-disciplinary programs that utilize some of the best facilities and faculty in the region. The introduction of the BFA degree program has established the Southwest School of Art as the only independent college of art in the state. It is vital to the future of the institution that we continue to create programs of rigor, innovation, and engagement, where talented students of all ages thrive. Work toward achieving accreditation Complete processes required by the Southern Association of Colleges and Schools Begin process required by the National Association of Schools of Art and Design THECB renewal Increase formalization of assessment procedures at all levels Strengthen the student experience at all levels Respond to current and projected trends in art Further integrate the BFA and the Young Artist Programs Assure that campus life is gratifying beyond the studio/classroom Develop and support outstanding faculty and staff Ensure communication with and support of adjuncts as well as full-time faculty Provide for meaningful professional development opportunities Review and adjust administrative policies Organize exhibitions and other educational programs that invigorate learning for students and the public at large Consider improvements to Visiting Artist Program Involve more BFA students in exhibition program Develop and/or participate in valuable community collaborations Undertake long-range planning for exhibitions and ancillary programs Strengthen the teen program 5

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9 GOAL 2: EXPAND AWARENESS AND ENHANCE PERCEPTION OF THE SSA Over its fifty-year history, the Southwest School of Art has undergone a significant transformation from a community craft center to a broad-based educational institution. With the inauguration of the college program, a relatively small but strong cohort of stakeholders has been very supportive of the future we are building. Many, however, either do not know us at all, or have an incorrect or outmoded understanding of what we do. To cement our reputation and attract the best students, staff, faculty, trustees, and donors, we must expand awareness of a dynamic, new identity in the hearts and minds of our various audiences. Hone and strengthen the brand identity Conduct ongoing brand research and analysis in key product areas to more effectively guide marketing deicisions Provide consistent, clear, and effective messaging across all consumer touchpoints Better leverage the power of technology to level the competitive playing field in the dissemination of our brand story Develop media strategy designed to increase brand awareness and guide promotional efforts Create crisis communication plan Recruit and retain high caliber BFA students Create strategic recruitment plan that addresses key prospect groups - high school students, college transfer students, and career transitioners Involve all staff and faculty in recruiting and retaining students Provide adequate administrative support for DAR Develop strategic plan to leverage the branding value of 1st BFA graduates Deepen the experience of students, donors, and other participants Engage and develop audiences Increase the reach of the SSA 7

10 GOAL 3: DEVELOP THE RESOURCES FOR CONTINUED MOMENTUM Achieving the strategic goals above requires vibrant spaces, creative people, sufficient funding, advanced technology, and appropriate administrative and governance structures. We need a campus that reflects and supports our creative mission and revitalizes our neighborhood. We need an expanded and diverse donor and trustee base that will grow with us. We need technological innovation and integration that will serve our community and extend our artistic endeavors. Lastly, we need passionate people who will serve as ambassadors of our vision. Create a physical plant that supports the strategic goals of the SSA Complete a Facilities Master Plan, including long-range vision Evaluate and improve maintenance processes and timetable Identify and prioritize capital improvements Recruit and retain outstanding people in positions of governance and leadership Develop a leadership succession plan Assess board role, composition and structure Support opportunities for and development of staff and faculty Develop a Family Leave benefit Hire a COO Hire a financial aid coordinator Advance the financial stability of the SSA Design an alumni relations plan Add to endowment Cultivate prospective major donors Analyze fundraising events for effectiveness and alignment with brand Increase board role in fundraising Continued to next page... 8

11 Advance the financial stability of the SSA Identify and rank the SSA s most generous personal donors and analyze their giving interests both for the SSA and in the community at large, so as to cultivate, solicit, and receive more major gifts from such Evaluate timiing and tenets of the next capital campaign Improve internal financial policiies and procedures Explore grants for higher education post Intensify attention to technological needs and opportunities Select a consultant to guide with IT plan Enhance business practices to ensure consistent data security practices are in place Provide technologies and support processes that can advance our technology position, improve access and ease of use Explore solutions including software and next-generation backup and recovery strategies Support access to programs, tools, and services that satisfy teaching and learning needs Cultivate existing and prospective stakeholder relationships Evaluate current relationships locally, regionally, nationally, internationally Identify and incorporate other valuable relationships 9

12 300 Augusta Street, San Antonio, TX Phone: Fax: