Quickdraw Strategic Plan 2011-2014 - Quickdraw Animation Society by yaofenji

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									 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.
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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.
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                              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.
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                      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.
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                               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,
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                                   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
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       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.)
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                                                                 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
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                                          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
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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
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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
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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’
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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
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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
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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
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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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