VCFA Strategic Plan, FY 2018-2022

VERMONT COLLEGE OF FINE ARTS STRATEGIC PLAN, FY 2018-22

VCFA22

JULY 2017

MISSION  VERMONT COLLEGE OF FINE ARTS

Anchored on its historic campus in Montpelier, Vermont, VCFA is a global community of artists continuously redefining what it means to be an arts college. We measure our success by our ability to foster the excellence of emerging and established practitioners. We believe that the arts are central to the human experience and have the ability not only to reflect reality but also to create it.

Approved by the Board of Trustees, July 15, 2017

THE CONTEXT FOR PLANNING

As this plan commences, VCFA stands not only on

The College has grown enrollment 83% since its

the cusp of celebrating its tenth year as an indepen-

inception. We have expanded the array of arts we

dent institution, but also as one of the grandest

offer from three programs to eight, pioneering

experiments happening in higher education today.

low-residency offerings in graphic design, music

Much like some of the great progressive education

composition, and film. We have developed a unique

movements of the last century, VCFA is fundamen-

full-residency program in writing and publishing,

tally an exercise in community. On our campus in

which is well positioned for growth.

Montpelier, we unite artists from around the globe and support their development. Our aspirations are high, excellence is always our north star, and the hallmark of what we do will always come down to the relationship between faculty and student.

Our accomplishments since the founding have been considerable.

We achieved regional accreditation more quickly than any college in the more than 125-year history of the NEASC Commission on Institutions of Higher Education. Five years later, our accreditation was confirmed, with the next comprehensive visit scheduled in ten years from that date. The commission awarded the College the ability to develop future MFA programs without commission approval, a unique distinction for such a new institution. VCFA was awarded National Association of Schools of Art and Design (NASAD ) accreditation on its first attempt, which is also unusual.

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VCFA has shown the ability to attract and retain top

talent both in faculty and in administrative personnel.

Four years in a row we have been named one of the best places to work in Vermont, the only college to be on that list.

The College completed its first capital campaign and raised millions of dollars with a relatively small (under 2500) group of alumni and against the conventional higher education wisdom that people will only direct philanthropy to residential undergraduate colleges. We have made the only significant changes to the historic campus since the mid-1960s, beginning the process of transforming a 19th-century property into a 21st-century arts college campus. The first new building to be built on campus since 1965, named in honor of a beloved employee of 35 years, houses faculty, a recognition that they sit at the heart of our educational endeavor.

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THE CONTEXT FOR PLANNING continued

THE STRATEGIC PLANNING PROCESS

The College has skillfully managed its finances,

The strategic planning process began in the fall of

reducing its debt from over 13 million dollars at the

2016 and was led by Matthew Monk, Academic Dean,

founding to eight million dollars today, and cutting

and assisted by Angela Paladino, Assistant to the

its annual debt service in half through the successful

President. VCFA worked with Thomas Brendler and

completion of a complicated New Markets Tax

Lindsay Clarke of Bernuth & Williamson Consulting

Credit program refinancing. VCFA annually runs

to help guide the process. These four – Monk, Pala-

surpluses and has always had a passing Financial

dino, Brendler, and Clarke – formed the strategic plan

Responsibility Composite Score with the US

steering group. In November 2016 the steering group

Department of Education.

hosted a two-day faculty strategic planning retreat,

And yet, our greatest success is measured in the outcomes of our students and our alumni, who have reported satisfaction rates with their experiences that sit at the zenith of any such results nationally.

to which all VCFA faculty were invited. Fifteen faculty attended, along with program directors and senior staff members President Tom Greene, CFO / Executive VP for Administration Erica Hare, VP for Enrollment Management David Markow, as well as

In short, ten years after our inspired beginning, VCFA

Matthew Monk and Angela Paladino. Brendler and

finds itself well positioned with a clearly defined

Clarke facilitated the retreat, which included discus-

mission, financial stability, and our eyes firmly

sion among the entire group, smaller working group

focused on a long horizon.

sessions, presentations, as well as informal and social opportunities for faculty and staff to exchange ideas. For the first time in VCFA ’s history, faculty and staff from every program gathered on campus at once. In December the steering group invited all staff to participate in a similar one-day staff retreat. Both retreat groups focused on generating ideas for envisioning the future of VCFA, with surprisingly similar outcomes. Extensive notes from both retreats were shared online at these links: http://bit.ly/vcfafacultyretreat2016 and http://bit.ly/vcfastaffretreat2016.

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THE STRATEGIC PLANNING PROCESS continued

In response to the outcomes and ideas generated in

In addition to the specific topics for working groups,

these retreats the steering group identified eleven

the steering group identified the following overall

key topics for further exploration by working groups,

assumptions, goals, and cross-cutting themes for all

to be populated by staff and faculty. In February 2017

working groups to consider:

the steering group appointed staff members and solicited faculty volunteers for the working groups, charging them to explore their key topics in greater depth and ultimately to produce a report of the group’s recommendations and a report defining problems, proposing goals, measurable objectives, strategies, resources, and timeframes for their recommendations. Those reports are at this link: http://bit.ly/2tyeFtF. It is important to acknowledge the value of the

Grow enrollment by adding new programs and growing existing programs where there is room for growth.

Enhance diversity and inclusion.

More fully realize mission as a global community of artists.

Safeguard VCFA ’s unique culture, and not lose the “magic.”

working group recommendations, which form the

In April 2017 the VCFA Board of Trustees held a

basis of the plan that follows. And yet, valuable as

productive two-day strategic planning retreat in

they may be, a number of the working group recom-

place of its usual April board meeting, facilitated by

mendations are not present in this plan, for one of

Brendler and Clarke. The Board identified and recom-

three primary reasons: first, many of those recom-

mended key issues for the plan to consider. During

mendations seemed more appropriate to address

their retreat, the Board took the opportunity to revisit

immediately and, as a result, are already under way;

the Mission Statement, suggesting opportunities for

second, many of them are important recommenda-

updates and improvement. After this meeting the

tions that VCFA should and will undertake, and yet

plan took shape, led by the steering group in close

they do not rise to the level of strategic planning; and

consultation with senior staff, while President Tom

third, given the many competing priorities and the

Greene revised the Mission Statement. The plan was

College’s finite resources of staff and funds, we were

submitted to the VCFA Board of Trustees and

unable to prioritize some recommendations within

approved at its meeting on July 15, 2017.

this five-year time frame.

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THE STRATEGIC PLANNING PROCESS continued

GOAL 1 SECURE VCFA’S FINANCIAL FUTURE

Senior staff will review the progress of the plan as a

While VCFA continues to successfully manage its finances,

group every six months to monitor the status of each

the College faces increasing revenue challenges. Historically

action item from the plan.

VCFA has relied significantly on leasing income, which has

Work on overall objectives and strategies will commence immediately, with various deadlines for individual action items between now and the completion of the plan. Completion of all action items is scheduled by spring 2022.

diminished in recent years, with other anticipated leasing revenue losses on the horizon. With this in mind, VCFA will make a concerted effort to continue to grow enrollment as we seek greater independence and a more secure financial future.

GOAL 1 OBJECTIVES Grow enrollment for long-term sustainability.

Accumulate cash to build contingency fund.

Build Artists Development Fund to at least five million dollars.

STRATEGIES Identify market capacities and practical institutional capacities for existing programs.

Grow existing programs, where possible.

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GOAL 1 SECURE VCFA’S FINANCIAL FUTURE continued

Add new programs: Formulate budget for conducting market research and developing proposals.

GOAL 2 ELEVATE VCFA’S PROFILE AS A LEADING INSTITUTION OF THE ARTS

With academic programs of the highest caliber and worldclass faculty, staff, students, and alumni, VCFA is poised to thrive as a global presence. We will continue to refine how we tell our story, to better identify and reach specific markets

Conduct market research to inform development

for potential students, and to continuously redefine contem-

of new programs.

porary arts education by developing, promoting, and launch-

Establish clear guidelines for developing and assessing proposals from both internal and external sources.

ing the highest quality academic programming, partnerships, and initiatives.

Generate a schedule for developing new programs over the next five years.

Continue to explore opportunities to generate revenue from existing facilities and property through leasing, development, partnerships, etc.

Focus development efforts on Artists Development Fund to support targeted discounting endeavors.

GOAL 2 OBJECTIVES Develop more effective, leading edge, data-driven marketing approaches.

Adopt indirect and unconventional marketing techniques to supplement existing traditional approaches.

Broaden and deepen our reach.

Review current state of institutional discounting, identify ways to mitigate growth of discounting as a percentage of budget, and develop a more strategic, effective, data-driven model of institutional discounting.

RESPONSIBLE: Finance, Development, Admissions, Senior Staff

STRATEGIES Implement comprehensive strategic marketing plan, including social media and non-traditional marketing methods.

Identify and articulate current and potential audiences to attract the most talented and most diverse population from across the US and around the world.

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GOAL 2 ELEVATE VCFA’S PROFILE AS A LEADING INSTITUTION OF THE ARTS continued

Communicate the exceptional VCFA story as it continues to evolve.

Determine and fund realistic and appropriate budgets for effective marketing.

Actively and regularly publicize work of students, alumni, and faculty to advance their practices and raise VCFA’s profile.

RESPONSIBLE: Marketing, Academic Programs, Alumni Relations,

Senior Staff

GOAL 2 OBJECTIVES As appropriate, expand existing initiatives for promotion.

Develop new initiatives for promotion.

STRATEGIES Support faculty and program engagement at national conferences, and increase presence at other industry events.

Develop alumni ambassador program.

Build undergraduate partnerships, dual-degree partnerships with other graduate schools, and non-educational offerings/relationships.

Raise VCFA’s standing in national rankings.

RESPONSIBLE: Academic Programs, Alumni Relations, Senior Staff

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GOAL 3 IMPROVE SUPPORT FOR TEACHING AND LEARNING AT VCFA

Known for delivering the highest quality education through unconventional educational models, VCFA’s academic programs are, and always have been, at the forefront of excellence and innovation. As conventional educational institutions are increasingly expanding into alternative educational offerings, bringing increased competition, VCFA must remain at the forefront of higher education in

the arts and must continue to support our programs with appropriate resources, facilities, and technologies, always at the highest standards.

GOAL 3 OBJECTIVE Anticipate, embrace, and adapt to emerging technologies.

STRATEGIES Integrate IT and Library into an Educational Resources Center (ERC).

Examine appropriate ERC staffing structure.

Investigate options for/timing of integrating all programs and departments under one student management software package (SMS), allowing the College to manage prospective students, current students, and alumni on one platform.

Identify and implement effective platform for teleconferencing.

RESPONSIBLE: IT/Library/ERC, Senior Staff

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TEACHING AND LEARNING AT VCFA continued

GOAL 4 ENHANCE THE VCFA EXPERIENCE FOR FACULTY, STUDENTS, STAFF & ALUMNI

GOAL 3 OBJECTIVE

For most of our students and faculty the VCFA experience

GOAL 3 IMPROVE SUPPORT FOR

Maximize use of property and facilities for current and future campus needs.

STRATEGIES Conduct space- and property-use assessment, creating

comprises time spent on campus during intensive residencies, as well as time spent off campus as they conduct the semester’s academic duties. Making the most of these combined experiences will allow VCFA to continue to attract and retain the finest, most diverse groups of faculty, students, and staff, and to support them in their work. We will continue

multi-purpose spaces prioritizing studios, dorm upgrades,

to ensure that every member of this community has a clear

student gathering space, ADA improvements, storage, gym,

voice, that we acknowledge, respect, and hear those voices,

and parking.

and that the College community is dynamic, inclusive, safe,

Create dedicated exhibition space and explore related

and supportive.

logistical considerations.

RESPONSIBLE: Facilities, Senior Staff

GOAL 4 OBJECTIVES Ensure that faculty compensation is competitive and reflects work beyond teaching.

GOAL 3 OBJECTIVE Continue to improve and support academic programs.

STRATEGIES Develop and implement thorough program assessment plans.

Identify ways to enhance career services offerings for students and alumni.

Clarify and expand faculty role in program and College governance.

STRATEGIES Develop revised faculty compensation plan that includes compensation for program/College service.

Reinvigorate Academic Council with a clear role in College planning and governance, with regular opportunity to meet on campus.

RESPONSIBLE: Academic Programs, Alumni Relations, Senior Staff RESPONSIBLE: Academic Programs, HR, Senior Staff

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GOAL 4 ENHANCE THE VCFA EXPERIENCE FOR FACULTY, STUDENTS, STAFF & ALUMNI continued

GOAL 4 OBJECTIVES Expand and improve services for students and faculty on campus making stays safer, more productive, and more enjoyable.

GOAL 4 OBJECTIVES Streamline and improve internal communications and staff effectiveness.

Strengthen relationships with alumni.

Increase diversity and inclusion across the College.

Advance environmentally conscious efforts College wide.

STRATEGIES Overhaul intranet to decrease the volume of internal email,

STRATEGIES Develop plan for food services.

Implement 24/7 facilities staffing.

Install keyless entry to exterior of dorm buildings.

Establish adequate staffing for student services, ADA, Title IX, and diversity.

Provide in-house airport transportation/shuttle.

Provide on-site mental health services.

Perform an audit of the College’s environmental impact and develop a pathway toward reduction.

RESPONSIBLE: Facilities, Campus Services, Diversity Committee,

Senior Staff

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provide more thorough orientation for new staff members, improve knowledge of policies, and provide a stronger sense of connection throughout the College.

Open Operations Committee and any cross-departmental committees to all staff, with minutes posted on intranet for reference.

Pool staff professional development budgets; create policy for fair access.

Charge IT/Library/ERC staff to assess the College’s software platforms to ensure we are best handling the data needs of students, prospective students, alumni, and staff.

Look closely at recent alumni survey to develop effective plan for fostering alumni engagement.

RESPONSIBLE: IT/Library/ERC, Marketing, HR, Finance, Senior Staff

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This Strategic Plan VCFA22, FY 2018-22, supersedes all others and was approved by the Vermont College of Fine Arts Board of Trustees on July 15, 2017. For more information please contact President’s Office Vermont College of Fine Arts 36 College Street Montpelier, Vermont 05602 802-828-8613 angela.paladino@vcfa.edu www.vcfa.edu