201- 351 11 Avenue S.W. Calgary AB T2A 0C7 CANADA Phone 403 261 5767 Fax 403 261 5644 www.quickdrawanimation.ca 2011–2014 Strategic Plan Compiled in May 2011 in partnership with Amy Lister Consulting Inc. 1 1. OVERVIEW AND SITUATION ASSESSMENT INTRODUCTION Purpose of the Document This Strategic Plan is intended to articulate the strategic direction and supporting activities of Quickdraw Animation Society (QAS) for 2011-2014. Plan Structure The plan is structured as follows: Summary & Context for Strategy – Provides the context within which Quickdraw operates and highlights the key strategic issues needing to be addressed. Strategic Direction – Describes the organization’s vision, mission, value statements, goals, key success factors, and indicators of success (previously known as ‘health indicators’). Implementation Strategies – Outlines the framework for ongoing communication, planning, decision-making, trouble shooting, and leveraging current strengths within Quickdraw Animation Society’s operations. Action Priorities – Defines tactics for 2011-2014. Action Plans not included. Resources – Provides further detail about the planning process, planning terms, and documents that informed the strategic plan. SUMMARY OF BACKGROUND/CONTEXT About QAS Quickdraw Animation Society (QAS) has had a presence in Calgary for over 30 years. It was founded by Rita Egizii, in May of 1984. QAS provides education, facilities for production and for appreciation of animation. Quickdraw has 190 members, 5 staff, 9 Board members, 8 volunteersvolunteers, 5 key funders and 12 community partners. Currently, QAS’ annual community events and program include GIRAF, Animation Lockdown, summer animation camps and a soon to be Minds in Motion Program for the Calgary Board of Education. QAS also offers services for youth and adults, including animation classes, and facilities for animation production. QAS Offerings 1. promotes the study of animation by providing lectures, workshops and courses on all aspects of animation production to students from a wide range of ages, abilities and interests. 2. encourages the production of animation, as well as experimentation in innovative film and digital techniques by providing members with the appropriate equipment and facilities. 2 3.maintains a rare and thorough selection of resource materials on animation for the use of the general public in order to encourage the study and appreciation of animation. 4. shows animation in screenings, film festivals and exhibitions in order to elevate the aesthetic enrichment of the general public. 5. engages in cultural exchange with other like-minded organizations by participating in local, provincial, national and international festivals and arts events. SUMMARY OF QUICKDRAW ANIMATION SOCIETY CONTEXT & STRATEGIC DIRECTION Vision Quickdraw Animation Society is recognized as a leading organization locally, nationally and globally. Quickdraw offers facilities, resources, programs and events to support, celebrate and appreciate independent animation. Mission Quickdraw Animation Society facilitates the production, education, and appreciation of independent animation. Value Statements Quickdraw promotes a diverse membership by welcoming all individuals. Quickdraw cultivates healthy communities by encouraging creative expression through animation. Quickdraw fosters a high level of artistic excellence by serving as a hub for connection, innovation and creativity. Strategic Outcomes (previously listed as ‘Health indicators’) – all decisions made related to QAS operations are made based on support in the pursuit of one or more of the following: A. Recognition of Quickdraw Artists’ level of artistic excellence & innovation B. Recognition of Quickdraw as a dynamic centre for the production, education & appreciation of animation C. Growth in the number of works produced & exhibited D. Growth in Production, Education & Exhibition Activities – over 3 years + E. Financial health F. Scope of Strategic Focus -2011-2012 Local - 2012-2013 National - 2013-2014 Global KEY DRIVERS A summary of key external drivers (that have impacted QAS in recent years and/or are expected to have impacts on the organization in the future) and their potential implications for QAS are summarized below. STAFFING QAS offers jobs in the arts Factors to be considered when planning ahead: for artists or for people -Staff burn out is a danger. With every new initiative added to staff’s who want to support accountabilities, consideration needs to be made about what can be the arts. removed. -Increased staffing is needed to help manage the growth of scope and mandate over time in a sustainable way. -Simplified recruitment processes will provide enhanced efficiency. -Introduce practices of staff recognition, acknowledgement and celebration of individual and collective success to maximize and sustain engagement and to build a culture of fun, excellence and sense of community that retains employees. VIEWERS QAS offers a broad range Factors to be considered when looking at increasing viewer engagement of facilities & service to -Tapping into diverse viewer groups as potential members is vital. animator enthusiasts Recent member feedback suggests the existence of a few different viewer groups to consider, such as: a) those whose animated-related memories are from childhood; b) those who enjoy more niche programming; c) those who continue to watch more modern / mainstream shows; and d) those from contemporary arts backgrounds (often interested in more experimental work) -Increased easy access to animation makes it important to find ways to offer viewers something they could not get from their movie rental store, Netflix or watching animation online i.e. member curated by shows, critique nights, Saturday a.m. cartoon showing, animation in public/projecting in the Community, lecture series, famous animators visiting etc. 4 MEMBERSHIP (PRODUCING MEMBERS) Significant changes are Some key drivers within the local community that inform QAS current occurring within the and future operations: community that QAS aspires to serve • Fast changing technology is creating a demand for up to date technological facilities and software packages to meet the needs of animators across the spectrum (from student to producing and professional animators) i.e. permanent suites, newest animation effects software, drop in short term computer use stations, sound editing centre, relationships with other production resources in the city to expand access to quality technology (CDI) etc. • Limited funding for artists is contributing to increasing demand for programs and offerings for producing & animators i.e. mentorship, artist in residence programs, scholarships, critiquing and promotion of works, re-start relationship with ACAD, career support (making artists aware of opportunities and options) etc. • Limited funding and limited awareness of animation artists in Calgary are fuelling needs for more active career support i.e. exhibition opportunities, distribution of works, funding etc. • Competition for local funding is increasing and therefore, a desire for more formal recognition of QAS member work is growing i.e. award nominations, festival entries, web presence, media coverage etc. • Cost of living increasing and available income to invest in personal/professional development is becoming increasingly limited i.e. need for subsidized or affordable training opportunities for staff, members, volunteers etc. • New artist-oriented communities and activities are emerging in the city fuelling a need for more visible and usable space for gathering groups for exhibitions, programs, creative work projects, day to day interactions- to assist in building a dynamic community presence. 5 VOLUNTEERS Volunteer behaviour is also QAS volunteer resources are experiencing some shifts, such as: undergoing change • Increasing emphasis on the volunteer experience (more than the cause/organization) makes it vital for QAS to explore how to appeal to, engage and retain volunteers. FUNDING Competition for funding Non-Government Funding continues to increase • Heightened competition for funding, intensified by new corporate funding limit due to the challenging economic times. • Shifting priorities of some major funders. Government Funding • Mentorship seems to be an area of increasing focus for the government. • Increasing requirement to link program results with measurable outcomes. • Federal government (Canada Council) priorities and funding are being focused on: artistic merit, impacting art form, artists in the community and nationwide. They value organizational stability (financial, infrastructure, Board of Governance and clear goals that are achievable. • Provincial government (AFA) priorities and funding are being focused on: community impact (Southern Alberta specifically); programs for budding artists; and, ensuring volunteers are in the organization mandate. Their grants are formulaic and based on quantitative data. • Municipal funding (CADA) priorities and funding are being focused on: community building advocacy; arts activities for all people (amateur to professional); and, attracting people to Calgary. QAS Partnerships & Revenue / Capital Generation • Monthly webinars hosted by reputable animators to be launched on an updated website. This will increase workshop revenue, while also raising QAS profile locally, provincially, nationally, and internationally. • Development of corporate services or commercial animation ventures is under discussion i.e. advertising, web content, 6 movies, team building etc. It could serve as a source of sustainable income. • Development of strategic partnerships that involve a win-win exchange. This could decrease the dependency on funding for certain elements of QAS operations i.e. exchange of commercial auditing service for services and resources required by QAS i.e. equipment, space, legal/accounting services, marketing/media etc. • Explore revenue generating ideas and implement the best ones i.e. vending machine on site, annual DVD etc. Implications for QAS • Need to diversify funding sources, and get more creative about how we get what we need – stop feeding our current funding dependency on one or two key sources. • Invest in influencing funder priorities or be responsive to shifting priorities. • Need to shift ‘artist scarcity’ mindset to ‘innovative abundance’ mindset i.e. Discover and create ways to be artists, make money and maintain creative integrity • There is a need to increase efforts to engage funders. • Need to continue to increase local, national and global presence • Partners may be bringing their priorities through contribution of their volunteers (i.e. their agenda) – QAS will need a strong orientation process and transparent rules of engagement to guide volunteer understanding of what is needed and how they can participate most fully. COMPETITIVE / POTENTIAL COLLABORATIVE ENVIRONMENT People, Communities, The following organizations within North America provide services that Organizations sharing are similar or complementary to QAS or to elements of QAS’ vision in mandate or audience with some way, representing both opportunities for collaboration and QAS alternatively, possible competition for funding: In relation to services offered to students and producing members: Alberta College of Art and Design, (Calgary, AB) –Media arts program (includes character animation) Media Arts Xcelerator Campus (MAX Campus, Drumheller, AB) – offering current, intensive, innovative training and the latest technology in the media arts along with career development support. 3D modeling and Animation Program, Visual College of Art and 7 Design, Vancouver, BC- http://www.vcad.ca/l_v_british_columbia_vancouver_vcad_prog rams Media Arts Program, The Art Institute of Vancouver- http://wherecreativitygoestoschool.com/vancouver/programs/m edia_arts/ Pacific Audio Visual Institute, Vancouver, BC – “known as the ‘Harvard’ of 3D Animation and Gaming schools”. http://www.pacificav.com/landing/landingGD.html?gclid=COvF_ Ja84agCFQQbKgod73SvEA Ryerson University Image Arts Program, Toronto, ON- http://www.imagearts.ryerson.ca/ Animation Mentor- The Online Animation School, Emeryville, CA, USA http://www.animationmentor.com/company/ Canadian Animation Resources http://www.canadiananimationresources.ca/ In relation to viewers and potential members (animation enthusiasts): Canadian Animation Directory (Ottawa, ON – on-line platform) http://www.animationdirectory.ca Canadian Animation Resources – offering on-line access to animation and events within animation community. It provides daily coverage of animation-related news and events, tracking of industry trends, nationwide job posts, and commentary from key players in the community. Their goal is to provide the forum where information can be shared, ideas exchanged, and opportunities uncovered, and in so doing, to promote the growth of the animation industry and culture. http://www.canadiananimationresources.ca National Film Board of Canada – Offer access to viewing hundreds of animation films on-line. http://wwwonf- nfb.gc.ca/eng/animation Other arts-based organizations and initiatives in Calgary that are emerging and offering events, exposure to multidisciplinary arts and artists works in the areas of dance, music, theatre, design etc. i.e. Alberta Song sessions, One Yellow Rabbit, Fringe Festival, Wordfest, Decidedly Jazz annual show, CPO, Opera etc. Non arts-based organizations, events, initiatives in Calgary that provide a ground for capturing the attention of potential future members i.e. Lilac & Children’s Festival, Heritage Park, Zoo, Calgary Stampede, Fundraising (Walk to End Breast Cancer etc.) 8 Vision Quickdraw Animation Society is recognized as a leading organization locally, nationally and globally. Quickdraw offers facilities, resources, programs and events to support, celebrate and appreciate independent animation. Mission Quickdraw Animation Society facilitates the production, education, and appreciation of independent animation. Continuous Learning & Improvement Exhibition Production Partnerships Education / Outreach Facilities Internal Structures & Systems Value Statements Quickdraw promotes a diverse membership by welcoming all individuals interested in animation. Quickdraw cultivates healthy communities by encouraging creative expression. Quickdraw fosters a high level of artistic excellence by serving as a hub for connection, innovation and creativity amongst animation appreciators (students, artists/producers, viewers). External Drivers Internal Drivers 9 IMPLEMENTATION STRATEGIES TACTICS WHO? BY WHEN? Inspiration Establish a practice of posting inspiring stories or art to keep people’s energy up! Establish on-going learning and training opportunities for staff and volunteers Decision Making Establish decision making practices - Outline what kinds of decisions are made by whom using what method & what ways people can participate or offer input/feedback when appropriate. -processes need to be outlined -more staff brainstorming sessions -need to build safety to encourage more voices to speak up during decision making processes and ensure thoughtful dialogue not just ‘play nicely’ approach (meeting guidelines) Accountability Clarify roles & responsibilities for all stakeholders & communicate it. -make staff meetings more fun!/more honest by creating processes for soliciting people’s ideas/feedback (guidelines for participation) -Discussion and achieve agreement about how to hold each other accountable- leader to team member, between peers, team member to leader etc. -Supporting and maintaining a respectful workplace – review and uphold policies & implement operational practices that foster trust amongst staff, volunteers and members Support & Establish celebration traditions and ways for stakeholders to exchange support. -more parties/dinners Celebration -recognition events, social networking events, volunteer recognition, “paper plate” awards -start on-going celebration/support practices -provide significant opportunities for member contributions to the organization -have ‘critic nights’ Communication Establish communication practices with stakeholders to increase timely flow/exchange of information. -more meetings with members! -create a communication strategy i.e. when awards are won, communication to the local, national and global community can happen in a timely manner 10 ACTION PRIORITIES - 6 KEY STRATEGIC OUTCOMES & TACTICS (ACTION PLANS TO BE DEVELOPED) Key Area: Internal Structures and Systems Strategic Outcome #1: QAS’ internal structures and systems facilitate good decisions, are efficient, effective and biased to action. 1.1 Establish simple and consistent practices in all areas of QAS operations and programs i.e. Keep implementing the strategic plan as the central focus of QAS operations & simplify its execution 1.2 Establish and maintain two way communications with members 1.3 Simplify existing Board and organizational policies 1.4 Establish consistent governance practices i.e. annually review policies and contracts (set & revise policies as needed/staff contracting/ keep policies/contracts up to date) 1.5 Simplify recruiting process for all volunteer and staff roles 1.6 Staff executes the strategic plan 1.7 Track responses to initiatives 1.8 Sustain Board membership & recruitment NOTE: This strategic direction focuses on: Staff, Board, and Members. Success Indicators for Strategic Outcome #1: 1.2a/ 1.5a Increased membership 1.2b/1.5b Increased member participation (increased numbers in programs and increased number of productions) 1.1a/ 1.2c/1.4a/ 1.5c/ 1.6a/ 1.7a/ 1.8a Increased communication between members and staff, members and Board, Board and staff, and with funders and community partners. 1.2d/ 1.5d Increased number committee members 1.2e/1.5e/1.7b increased number of volunteers 1.2f/1.5f/1.7c/1.8b Increased number of volunteer hours 1.1b/1.3a/1.4b/1.5g Sufficient staff i.e. staff are working efficiently without feeling burnt out 1.6b In 3 years, QAS has: 10 staff (animators, educators, organizers) 1.8c In 3 years, there is a full strong committed Board (with more artists on it) 1.1c/1.3b/1.4c In 3 years, QAS is ready to launch a 3 year fundraising campaign for 2-3 million dollars 1.5h/1.6c/1.8dIn 5 years, people are lined up to be on the QAS Board and QAS has 15 staff 11 Key Area: Facilities Strategic Outcome #2: QAS facilities are ”technically innovative, affordable, accessible, and sustainable.” 2.1 Work towards owning our own building i) build long term comprehensive funding plan ii) strike a building committee iii) Make a formal decision on the nature of the relationship between MAVA & QAS 2.2 Obtain updated innovative technology & equipment i) Attain funding grants for equipment – sponsorship etc. ii) Develop a long term equipment replacement plan iii) Establish an outline of goals and responsibilities for production committee 2.3 Upgrade and maintain our current facilities & space i) Attain funding or a sponsor to assist in renovating rooms ii) Explore opportunities to improve QAS’ professional image iii) Make QAS facilities and building more easily accessible NOTE: This strategic direction focuses on: Current, New, Past/Returning and Potential Members Success Indicators for Strategic Outcome #2: 2.1a Applications for funding submitted 2.1b Attain funding 2.1c Go to MAVA meetings (if we decide to continue with this relationship in a formalized way) 2.2a Attain up to date software and equipment 2.2b Increased rentals and revenue 2.2c Increased amount of rentable equipment 12 Key Area: Education / Outreach Strategic Outcome # 3: QAS will continue to develop its Education / Outreach Programming. 3.1 Establish a presence at Calgary special events i) Integrate 2012 Cultural City Initiative with QAS Outreach Initiative ii) Extend Animate the City to be shown throughout the year iii) Develop animations for major holiday events- Christmas, July 1st, Folk fest, Calgary Stampeded iv) Ensure ownership of animations v) Align with CADA’s communication thrust vi) Develop and offer cyber education i.e. webinars, classes vii) Develop a marketing strategy plan for raising awareness about QAS 3.2 Invest in the next generation of animators i) Invest in and grow Quick Kids program ii) Cultivate workshops in high schools iii) Get into K-12 programs iv) Develop private school animation programs v) Host school field trips to QAS – learn how to create animation 3.3 Be the influence leader in animation in Canada i) Establish a partnership strategy that outlines the benefits for organizations to partner with QAS ii) Establish partnerships with educational institutions across Canada – ACAD, Drumheller school, Emily Carr, UBC, and others iii) Support training and development opportunities for staff/program facilitators to build/enhance competencies and capabilities NOTE: This strategic direction focuses on: Current, new and potential members. Success Indicators for Strategic Outcome #3: 3.1a Relationships with educational institutions are established 3.1b Have animations shown at the Calgary Stampede 3.1c Have contracts established 3.2a/3.3a Increased membership 3.2b Double participants in Quick Kids 3 years 3.2c Increased participants in Quick Teen programs 3.2 d More advanced classes established 3.1d/3.2e/ 3.3a QAS is more open, inclusive (measured by number, diversity of new membership each year) 3.2f Quick Kids getting attention i.e. media coverage, increased enrolment etc. 3.2g AYAP & YAP aligned with QAS operations – students – members- producers…(3 yrs.) 3.2h Establish a connection with ACAD 3.2i Have a Quick Kid graduate produce something 3.2j More education from beginner to producer and mentor- more classes, more technology, 3.2k Continue work with Aboriginal community’s scholarship and artist in residency programs 3.3 b Establish ‘Memorandums of Understanding’ 13 Key Area: Production Strategic Outcome # 4: QAS will increase the level of production – incorporating both film and digital. 4.1 Address financial needs of producing members i) Establish annual self-directed residencies 4.2 Establish a three year plan for attaining professional quality digital resources i) Attain Toon Boom Animate Pro for video by Fall 2011 ii) Attain Post Production studio for video and sound by 2013 iii) Attain Maya by 2014 iv) Use the updated resources to support promotional and networking efforts i.e. produce an annual DVD/ travelling curated show 4.3 Establish mentoring opportunities available for the duration of a production – from beginning to end NOTE: This strategic direction focuses on: Producing members- current and potential. Success Indicators for Strategic Outcome #4: 4.1a Support the production of enough animations to produce a DVD 4.1b Increased number of fully completed projects 4.1c A self-directed residency runs yearly 4.1d Receive lots of applications for the self-directed residency 4.1e Draw in and attract people from outside of the local community to produce, mentor and/or attend a residency 4.1f Increased variety of animation productions 4.1g Increased variety in animation programs 4.2a Achieve higher production value i.e. better looking animation 4.2b Produce a DVD 4.2c Produce a curated travelling animation exhibition 4.2d Improved and updated technology attained 4.2e More access to technology secured 4.2f More variety of technology attained 4.3a Completed projects have higher production value 4.3b Increased number of completed projects 4.3c QAS member presence at International Film Festivals 4.3d Establish new staff position related to production support i.e. Production Liaison 4.3e Establish a contract position for a Senior Member Mentor 4.3f People coming to Calgary to produce work at QAS 4.3g More support for independent artists 14 Key Area: Exhibition / Viewer Engagement Strategic Outcome #5: QAS has increased level of exhibition activity & viewer engagement. 5.1 Establish a pro quo arrangement with other festivals to provide QAS animation venues other than GIRAF to be seen i) Seek screening opportunities i.e. approach UFF, CIFF, $100, SLED 5.2 Monitor trends and research audience preferences through trial and error i) Screen a wide range of subject matter and styles and gather feedback via survey & audience planted ‘spies’ ii)Attain feedback form 60% of audience members using technology –o- bobs 5.3 Establish a monthly animation night at the Plaza i) Cater to preferences of Calgary’s audiences based on feedback received and tracked over time 5.4 Infiltrate grassroots animation and contemporary arts scene i.e. get involved with other viewings in town etc. i)Determine the ideal ratio of exhibiting QAS-made animation vs. sourced animation NOTE: This strategic direction focuses on: Viewers who enjoy niche programming, unidentified animation lovers, & current viewers of popular/Hollywood animation Success Indicators for Strategic Outcome #5: 5.1a A decision is made about GIRAF and growth i.e. ‘how big is big enough for GIRAF? When does GIRAF spin off into its own entity and require a dedicated staff? 5.1b Established a way to measure QAS brand recognition across Canada 5.1c In 3 yrs., increased screenings and programming in the community 5.1d In 5 yrs., GIRAF is competing with Ottawa for biggest animation festival in Canada 5.1e In 5 yrs., Quickdraw has a known brand across Canada (how will we measure this?) 5.4a An ideal ratio has been established for QAS-made animation vs. sources animation being exhibited. 5.1f / 5.4b Non-GIRAF screenings are member and committee driven. 5.4c Established co-op with NFB – could help coordinate QAS database, equipment and animation loans from the library etc. 5.4d Making use of QAS library to begin to profit from nostalgia 5.4e Have a minimum of 1 guest curator per year 5.3a/ 5.4f Partner with potential competitors in town i.e. what is everyone doing on a Friday night… Partner with events and organizations attracting crowds and followings on the weekends 15 Key Area: Partnerships Strategic Outcome #6: QAS has strong community and government partnerships that leverage expertise and resources – to enhance and underscore the importance of Quickdraw’s activities. 6.1 Establish and build a strong local presence i) Identify ideal partners and their role in achieving QAS strategic outcomes .i.e. Identify what we need and target forging partnerships based on that ii) Identify what QAS has that potential partners may want and use it to ‘pitch’ the partnership iii) Partner with community organizations such as- retirement homes- and use animation to capture stories iv) Partner with well-founded recreational events and community organizations/groups in Calgary i.e. Calgary Flames, Zoo, Calgary Stampede, Hotel Arts, CPO, Folk fest, Airports, Hospitals Universities, \colleges, Board of Education etc. 6.2 Establish a strong national presence i) Identify ideal partners and their role in achieving QAS strategic outcomes .i.e. Identify what we need and target forging partnerships based on that ii) Identify what QAS has that potential partners may want and use it to ‘pitch’ the partnership iii) Partner with well-founded recreational events and community organizations/groups in Canada 6.3 Establish a strong international presence i) Identify ideal partners and their role in achieving QAS strategic outcomes .i.e. Identify what we need and target forging partnerships based on that ii) Identify what QAS has that potential partners may want and use it to ‘pitch’ the partnership iii) Partner with well-founded internationally based recreational events and community organizations/groups i.e. Olympics, Special Olympics, International conferences, International Film Festivals etc. 6.4 Get nominated for awards 6.5 Offer services to corporate groups i.e. animation for events, team building events 6.6 Establish a strong partnership with the media 6.7 Change focus from ‘structure QAS to get members’ to a ‘structure that attracts partners’ NOTE: This strategic direction focuses on: New and current producing members, and funders Success Indicators for Strategic Direction #6: 6.1a Compile a small show of animation made by residents of retirement home 6.4a Nominated for Western Legacy Awards 6.4b Nominated for Calgary Arts Award 6.4c Nominated for Governor General Award 6.4d Nominated for Aboriginal Youth Award 16 6.5a Offer corporate team building events in exchange for sponsorship or funding 6.5b Get one big company to do it each year and provide QAS a testimonial 6.1b/6.5c Create an animation for a CPO show 6.1c/6.5d Create an intro teaser animation for Calgary Flames 6.1d/6.5e Create an animation for the Zoo 6.1e/6.5f Create an animation for Calgary Folk fest 6.2a/6.3a/6.5g Create an animation for West Jet/ Air Canada flights & Calgary airport screens 6.1f Increased screenings in the community (secret cinema, member animation screenings, support scholarship/artist in residence) 6.1g Greater presence in the community (programming and education) 6.6a QAS shows up in the media as a commentator on animation 6.2b/6.6b QAS has a known brand across Canada in 5 years (how will we measure this?) 6.1h/ 6.2c/ 6.3b/ 6.6c In 5 yrs., reaching a wider geographic community (on line) 6.1i/ 6.2d/ 6.3c/6.5h/6.7a In 3 yrs., QAS serving a more diverse range of interest groups including- independent animators, arts scene lovers, appreciators, learners etc. 6.1j/ 6.2e/ 6.3d In 3 yrs., people use QAS membership to explain what kind of person they are. 6.1k/ 6.2f/ 6.3e In 3 yrs., people know what QAS is and how to get involved. 6.1l/6.2g/ 6.3f In 3 yrs., people think it’s a cool place to be and/or community to be a part of 6.1m/6.2h In 5 yrs., QAS has an intrinsic place in Calgary as it resonates with and binds the community 6.1n In 5 yrs., creative people want to stay here in Calgary partly because of QAS REFERENCE DOCUMENTS 1. Strategic Plan 2008-2011 2. QAS Team Planning Report December 4 & 5 2010 3. Agenda and Slides from Strategic Planning Session – April 2011 4. Action Planning Brainstorm Notes from Strategic Planning Session – April 2011 5. Commitments set by participants at Strategic Planning Session –April 2011 6. Member feedback January-April 2011 7. Funders Criteria (provided by Executive Director April 2011) 8. QAS Strategic Plan Summary for 2011-2014 (attached) 9. Recommendations for Next Steps 1 QUICKDRAW ANIMATION STRATEGIC PLAN SUMMARY DRAFT: OUR DIRECTION FOR 2011- 2014 VALUE STATEMENTS: Quickdraw promotes a diverse membership by welcoming all individuals. Quickdraw cultivates healthy communities by encouraging creative expression through animation. Quickdraw fosters a high level of artistic excellence by serving as a hub for connection, innovation and creativity. VISION: Quickdraw Animation Society is recognized as a leading organization locally, nationally and globally. Quickdraw offers facilities, resources, programs and events to support, celebrate and appreciate independent animation. MISSION: Quickdraw Animation Society builds welcoming, healthy communities through fostering connection, innovation, creativity and artistic excellence through animation production, education and appreciation. STRATEGIC INTENT: Build capacity to support a vibrant and innovative animation community GOALS (Purpose driven long-term goals of the organization) DESIRED OUTCOMES (End results we are NB - Goals are not listed in a particular order of priority: striving for): 1) Recognition of QAS 1. promotes the study of animation by providing lectures, workshops/courses on all aspects of Artists’ level of artistic excellence & innovation animation production to students from a wide range of ages, abilities & interests. (local, national, global) 2. encourages the production of animation & experimentation in innovative film & digital 2) Recognition of QAS as a dynamic centre for the techniques by providing members with the appropriate equipment and facilities. production, education & appreciation of animation 3. maintains a rare & thorough selection of resource materials on animation for the use of the 3) More works produced & exhibited general public in order to encourage the study & appreciation of animation. 4) Sustainable growth in production, education & 4. shows animation in screenings, film festivals and exhibitions in order to elevate the aesthetic exhibition activities enrichment of the general public. 5) Financial health 5. engages in cultural exchange with other like-minded organizations by participating in local, 6) Scope of Strategic Focus- 2011-2012 Local, 2012- provincial, national and international festivals and arts events. 2013 National, 2013-2014 Global CONTEXT FOR PLANNING (Factors that are drivers for action): 1. Membership- Changing technological & financial needs within STRATEGIC PRIORITIES (Essential to achieve organization’s long term goals & address strategic community that QAS aspires to serve issues): 2. Volunteers- Changing behaviours & expectations i.e. Increased 1) QAS’ Internal structures and systems facilitating good decisions, and are efficient, effective and emphasis on volunteer experience (vs. cause) to appeal/engage and biased to action. retain 2) QAS facilities are innovative, creative, functional, affordable and sustainable. 3. Sustainable Funding- Increasing competition for government, non- 3) QAS continues to develop its Education/Outreach programming in response to member & government & corporate funds community needs. 4. Competitors/Potential Partners- turning sources of competition into 4) Increasing level of production- incorporating both film & digital. collaboration opportunities 5) Increased level of exhibition activity locally, nationally, globally. 5. Space/Presence – Need to increase presence Locally and Nationally. 6) Strong community & government partnerships that leverage expertise and resources to sustain, 6. A need to consolidate Growth for support enhance & underscore the importance of QAS activities. 7. global communities of animation enthusiasts to maintain viability & excellence.
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