About
Laguna College of Art + Design’s 2020-2025 Strategic Plan1 was approved by the Board of Trustees in the Fall of 2019 and an updated amendment was approved on January 18, 2020 to allow a pivot during the Covid pandemic.
The college’s five-year rolling strategic plan is a critical tool for advancing organizational sustainability. College leadership have prioritized the time and effort needed to shape this strategy, which outlines goals for growth, academic excellence, student experience, and financial strength. Spanning from academic year 2018/19, and amended during the Covid pandemic in 2020, the plan provides direction for trustees, staff, and faculty through specific,
measurable objectives that remain adaptable to changing circumstances. At the end of each academic year, the plan is assessed and updated to reflect current needs and progress.
This inclusive, living document promotes communication, fosters ownership, and serves as a benchmark for the college’s progress. The college is confident that our community will embrace the plan to harness LCAD’s potential, benefiting students and advancing our mission to prepare creative professionals in art and design.
1 Updated from the 2019-2024 Strategic Plan
2020-2025 Strategic Planning Process
The strategic planning process for Laguna College of Art and Design (LCAD) began in October 2018, guided by Trustee Ron Holecek, President Jonathan Burke, and Provost Hélène Garrison. Designed to be a highly collaborative effort, the planning process sought to gather input from all corners of the LCAD community, including faculty, staff, students, alumni, and the Board of Trustees. This inclusive approach aimed to ensure that the plan reflected the collective
aspirations and insights of LCAD’s diverse stakeholders.
The process started with a kick-off announcement by President Johnathan Burke and initial input gathering in the form of a Strategic Planning Survey distributed to students, alumni, faculty, and staff to capture their perspectives on future needs, financial priorities, and institutional growth. This feedback provided the foundation for a series of visioning exercises, which brought together representatives from each group to identify key themes and values. Through these exercises, participants collectively defined core priorities, including a culture of
excellence, care, support, and a strong sense of place.
In 2018, Laguna College of Art and Design (LCAD) conducted a strategic planning visioning exercise to determine its core values through a multi-phase process involving different stakeholder groups: the Steering Committee, Administrative Staff, Faculty, and Students & Alumni. The exercise was structured into four main phases:
- Identify Strategic Objectives: Establishing the goals, defining stakeholders, and creating timelines.
- Stakeholder Visioning: Gathering individual and group input through attributes/keywords and direct questions to stakeholders. This produced both qualitative and quantitative results.
- Identify Insights: Analysis and synthesis of the collected data to formulate actionable insights.
- Present Outcomes: Sharing the findings and delivering results to inform LCAD’s strategic direction. A total of 2,234 responses were gathered from constituents across the LCAD Community.
This visioning sessions were aimed at providing a comprehensive understanding of the current standing and future direction of LCAD. The input was categorized into tangible and intangible attributes identified by stakeholders, prioritizing attributes like small class sizes, outstanding faculty, technology, and a culture of care. The exercise concluded with a focus on the college transitioning towards greater prominence while maintaining core elements like small class sizes and personal touch.
Overall, the results were used by LCAD’s president and the steering committee to guide strategic planning and ensure alignment with the community’s values and vision for the future.
2020-2025 Strategic Plan
Annual Timeline and Progress Report Assessments
The strategic plan comprises four (4) primary goals, each with associated objectives and strategies measured annually according to the fiscal year . Each goal demonstrates progress through designated acNviNes, marked as completed, ongoing, or in planning stages, with evidence provided by key stakeholders for accountability.
YEAR 1 2020-2021
YEAR 2 2021-2022
YEAR 3 2022-2023
YEAR 4 2023-2024
YEAR 5 2024-2025
By the commencement of the 2021-2022 fiscal year, 61.7% of 34 initiatives have been completed and tracked by the Strategic Planning Steering Committee, leaving 38.2% of the remaining 13 initiatives in the planning stages.
