STRATEGIC PLAN VERSION 2.0

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1 STRATEGIC PLAN VERSION 2.0

2 INTRODUCTION From the beginning, the New York Academy of Art has embraced a curriculum that transcended the prevailing notions of art and art education. Founded by artists, scholars, and patrons determined to provide an alternative that was both traditional and contemporary, the Academy has evolved into a locus for information, training and challenging discourse for anyone interested in contemporary figurative art. We have stayed true to that mission ever since and today are producing a crop of skilled, articulate artists who are filled with purpose, armed with technique, and determined to make a contribution to contemporary art. PAGE 1

3 PURPOSE To provide the best possible education while remaining true to our founding principles, the Academy is embarking on a path of self-examination, growth, and betterment. Our hope is to chart a solid course into our future by clearly defining how we want to develop and what we hope to achieve in the foreseeable future. As part of this effort, the New York Academy of Art has developed an ambitious Strategic Plan through a dialogue with trustees, faculty, administration, alumni and students. This document will shape the institution s future over the next five years and beyond, while continuing the spirit of the school s founding principles. This undertaking centered on four questions: Who are we as an institution? Where do we want to go? How can we get there? How we can we tell if we have achieved our goals? The answers to these questions define our purpose: to train and prepare the world s next generation of important figurative artists; to be a top venue for idea generation and dynamic dialogue; and to play a meaningful role in the art world as a promoter of figurative art. Achieving these ambitions will require the willingness to constantly measure our progress toward our purpose. Senior Critic Will Cotton doing a demo in his Master Class. Our highest priorities for the next five years are to: strengthen our academic offerings; raise the Academy s profile; attract more of the most talented students; provide excellent facilities; recruit and retain the highest caliber personnel; aid students and alumni in the pursuit of their goals; improve the Academy s financial position; and engage in a cycle of transparent self-study. The quality and success of the educational experience is the ultimate barometer of what this plan achieves. What follows is our path for the next five years. PAGE 2

4 MISSION The New York Academy of Art is a graduate school that combines intensive technical training in the fine arts with active critical discourse. We believe that rigorously trained artists are best able to realize their artistic vision. Academy students are taught traditional methods and techniques and encouraged to use these skills to make vital contemporary art. The Academy serves as a creative and intellectual center for all artists dedicated to highly-skilled, conceptuallyaware figurative and representational art. PAGE 3

5 VISION The New York Academy of Art aspires to be a center of creativity, learning, and expertise in the field of figurative art. Through an enduring commitment to traditional skills and a strong engagement with contemporary discourse, the Academy will empower a new generation of artists. VALUES + + Education + + Community + + Creativity + + Skills + + Discourse PAGE 4

6 GOALS ACADEMICS Offer the best figurative and representational art education possible. PERSONNEL Ensure the Academy s momentum by recruiting, retaining, and nurturing the highest caliber staff. PROFILE Establish the Academy s reputation as a leading graduate school of art by raising our profile in the arts and higher education communities. ASSESSMENT eaffirm our values and measure our progress against our Strategic Plan by engaging in a continuous process of self-assessment. APPLICANTS Enroll the next generation of important figurative artists. FACILITIES Provide facilities that parallel the excellence of the educational experience. CONTINUING EDUCATION Maintain a broad and lively offering of Continuing Education classes that are compelling and in line with the mission of the Academy. FINANCE Secure the financial resources necessary to continually grow our educational offerings and ensure the Academy s future. LEARNING RESOURCES Enhance opportunities for artistic growth by expanding and improving information and learning resources. BOARD Ensure the Academy s future by recruiting, engaging and retaining dynamic and committed trustees. PAGE 4

7 GOAL 1 ACADEMICS Offer the best figurative and representational art education possible. + + Ensure a consistent standard of excellence throughout the MFA program by unifying the syllabi of different sections of the same courses. + + Develop classes that use traditional art-making methodologies to engage in contemporary discourse. + + Incorporate 21st century technology into the Academy s curriculum to complement traditional practices with modern means. Maximize learning outcomes by making uninstructed classes mandatory and supervised. + + Broaden the educational experience by exposing students to a wide array of external perspectives and ideas. + + Expose our students and alumni to the global nature of figurative art by creating residencies in collaboration with international cultural and educational institutions. + + Attract and recruit the best faculty by offering increased visibility and support. + + Enrich our academic offerings and maintain relevance by hiring adjunct faculty with diverse backgrounds and visible careers. Steven Assael, Full-Time Faculty, demonstrating in class. PAGE 5

8 GOAL 2 PROFILE Establish the Academy s reputation as a leading graduate school of art by raising our profile in the arts and higher education communities. + + Fortify the Academy s role as a center of contemporary figurative art by heightening the visibility of our events, lectures, exhibitions and fundraisers. Facilitate and promote the successes of our alumni. + + Utilize the Academy s artist community as ambassadors for the school and its mission. + + Create and apply a consistent and compelling identity through purposeful branding and messaging. Take Home a Nude 2011 PAGE 6

9 GOAL 3 APPLICANTS Enroll the next generation of important figurative artists. + Establish an ambitious schedule for increasing the total number of applicants. + + Enroll the upper echelon of accepted applicants. + Develop a recruitment program that attracts the most skilled and talented candidates. Students painting at the Metropolitan Museum of Art. PAGE 7

10 GOAL 4 FACILITIES Provide facilities that parallel the excellence of the educational experience. + + Formalize a five-year Master Plan that details the improvement, expansion, and preservation of our physical plant. + + Improve student, staff and faculty facilities to better accommodate communication and community. + + Enhance the functionality, visibility, and appeal of our public and exhibition spaces. + + Create centralized work areas for each academic concentration that increase efficiency and focus. The Academy s Art & Lecture series attracts renown artists and large audiences PAGE 8

11 GOAL 5 LEARNING RESOURCES Enhance opportunities for artistic growth by expanding and improving information and learning resources. + + Advance traditional training by incorporating digital resources to support the core curriculum. Create collections that broaden the range of resources and address different learning styles. Increase the use of existing collections through expanded access and awareness. + + Designate spaces to explore and study. PAGE 9

12 GOAL 6 PERSONNEL Ensure the Academy s momentum by recruiting, retaining, and nurturing the highest caliber staff. + Hire dynamic, creative talent for staff positions. + Provide competitive compensation and opportunities for professional development. + Foster a productive work environment where people feel valued and invested in the Academy s mission. Faculty Chair Wade Schuman leads the panel of critics at mid-term thesis critiques. PAGE 10

13 GOAL 7 ASSESSMENT Reaffirm our values and measure our progress against our Strategic Plan by engaging in a continuous process of self-assessment. + + Establish a set, ongoing annual calendar for assessment activity and share the results with relevant audiences. + + Uphold a consistent and rigorous system of self-study through the practice of institutional effectiveness planning. PAGE 12

14 GOAL 8 CONTINUING EDUCATION Maintain a broad and lively offering of Continuing Education classes that are compelling and in line with the mission of the Academy. + + Enhance the profile of the Continuing Education program to ensure attendance and viability. + + Create Continuing Education offerings geared toward foreign student enrollment. + + Offer varied-length classes to attract a broader local audience. PAGE 10

15 GOAL 9 FINANCE Secure the financial resources necessary to continually grow our educational offerings and ensure the Academy s future. + + Allocate resources based upon the principles of the Mission Statement, objectives of the Strategic Plan, and findings of the Assessment Cycle. + + Establish and grow a cash reserve fund to gain financial flexibility. + + Continue growing the Academy s endowment funds. + + Continuously search for alternative sources of revenue. PAGE 10

16 GOAL 10 BOARD Ensure the Academy s future by recruiting, engaging and retaining dynamic and committed trustees. + + Continue to build a Board of Trustees with a broad range of experience relevant to the Academy s strategic needs. + + Ensure each Trustee has a defined role to maximize their participation and benefit to the school. Eric Fischl PAGE 10

17 Traditional Skills ~ Contemporary Discourse

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