gsc strategy p lan cover 7 /25/02 6:04 pm page 2 · gsc strategy p lan 02-06-48pgr 7 /25/02 5:51 pm...

GSC Strategy Plan Cover 7/25/02 6:04 PM Page 2

CONTENTS> >PAGE

1. THE PLANNING PROCESS >O2

2. THE PLANNING ENVIRONMENT

AND OVERVIEW OF ISSUES >O2

2.1 SMALL SPECIALIST INSTITUTION >O2

2.2 FUNDING AND INCOME >O4

2.3 LEARNING AND TEACHING >O5

2.4 WIDER ACCESS >O6

2.5 RESEARCH AND KNOWLEDGE TRANSFER >O7

2.6 POSTGRADUATE GROWTH >O9

2.7 OUR WIDER ROLE >O9

2.8 ORGANISATIONAL ISSUES >1O

3. BID FOR ADDITIONAL FUNDED PLACES >12

4. PROGRESS ON 2O01>20O2 PLAN >14

5. THE FUTURE 2O02>20O6 >23

5.1 VISION >23

5.2 AIMS AND OBJECTIVES >23

5.3 STRATEGIES, PLANS AND MEASURES OF SUCCESS >25

STRATEGIC PLAN

>O1

GSC Strategy Plan 02-06-48pgr 7/25/02 5:51 PM Page 1

1.THE PLANNING PROCESS

The Glasgow School of Art’s Strategic Plan has three purposes:

0 To create, internally, a shared vision for the future of the School to which all can commit.

0 To present, externally, a picture of the main directions in which the School ismoving and the priorities it embraces.

0 To provide the Scottish Higher Education Funding Council with the informationit requires as the School’s principal funder.

The planning process this year continues to adopt an open, transparent and inclusiveapproach. It has involved discussions across GSA at every level and, as a result, theStrategic Plan has a high degree of ownership within the institution. The format of theplan remains the same. It identifies annual Plans within the context of four-yearStrategies for the fulfillment of key long-term objectives.

This is the third strategic plan to be presented by a Directorate that was appointed in1999. In this period, the GSA has experienced rapid change and development. The firstStrategic Plan for the period 2000-2004, was far reaching in scope, establishing what isa continuing pattern of significant innovation and development. The Strategic Plan for2001-2005 maintained the high level of aspiration but set the ambitions at morerealistic and achievable levels. Most of the Plans identified for 2001-2002 have beenattained and only modest amendments to the Objectives and Strategies have beennecessary in the development of this current Strategic Plan for 2002-06.

SHEFC requires, as a condition of grant, that institutions address the key Councilpriorities of equality of opportunity and widening participation; continuousimprovement in learning and teaching; research and knowledge transfer; humanresources policies and management. The Glasgow School of Art addresses each ofthese priorities in this Strategic Plan.

2.THE PLANNING ENVIRONMENT AND OVERVIEW OF ISSUES

2.1 SMALL SPECIALIST INSTITUTION

The Glasgow School of Art is a small institution which specialises in education and research in art, design and architecture.

Its small size, compact campus and concentration on practice based visual disciplinesengender a close knit, collaborative and highly creative community which supportsstudents’ learning and ensures very high student retention and achievement rates.

>O2


STRATEGIC PLAN

The nature of the learning and teaching which the School provides is at the root of itsacademic success and the success of its graduates. Practice based, it takes placeprimarily in studios and workshops with supporting lectures and seminars. Projectbased learning and problem solving is at the core of an approach which developstechnical and conceptual skills, nurtures creativity and individuality, encourages innovation and also develops core skills, amongst others, of presentation,self-management and teamwork.

In Scotland, the distinctive four year degree in art and design enables clear articulationbetween the first and subsequent years of the programmes allowing for effectivesequencing of the learning experience in those early years. Other distinctive featuresof art and design education in Scotland include the provision of dedicated studio spacefor each student and a focus on drawing which remains fundamental to the curriculumfor fine art, design and architecture. The Scottish approach is more akin to theEuropean model of art and design education than to that which has developed in the rest of the United Kingdom.

Effective learning and teaching in art, design and architecture is, by its very nature,high cost in both delivery and support. It is based on one to one and small groupteaching. Its space demands are high - combining studio, workshop and lecture basedactivity - and the level of technical support and facilities required in both traditionaland new technologies is extensive. Nevertheless, it is this approach to learning andteaching which has consistently produced high quality students and graduates with an impressive record of success. And it is this approach to learning and teaching whichcontinues to attract a healthy stream of high quality applicants to GSA from the UK,European Union and overseas countries.

We welcomed the decision by the Scottish Higher Education Funding Council to designate GSA formally as a Small Specialist Institution (SSI). In doing so the Councilacknowledged that the School’s size and focus on visual subjects engendered adistinctive ethos which is of significant benefit to its students and underpins its international standing. The School’s size, however, also creates dis-economies of scaleparticularly in areas of student services, and the administrative and support systems necessary to sustain high quality education.

JM Consulting, commissioned by SHEFC, estimated those dis-economies of scale to be of the order of £800,000 per annum. He also confirmed that these were genuinedis-economies of scale and not the result of inefficiencies. SHEFC’s decision to provide only a fraction of that identified annual sum was extremely disappointing.We are using the additional funds to improve student services and to enhance organisational effectiveness and accountability but the scope of the improvements is significantly more limited than originally hoped for and many of the problems created by dis-economies of scale will continue to face GSA.

>O3


2.2 FUNDING AND INCOME

> TTEEAACCHHIINNGG AANNDD RREESSEEAARRCCHH FFUUNNDDIINNGG

The School’s financial circumstances have been further affected by SHEFC’s conversionof a proportion of fees only student places in Scottish higher education into fundedstudent places. The conversion formula was applied to a year in which GSA had unusually and unexpectedly low numbers of fees-only students and has resulted in a real terms reduction in GSA’s teaching grant of some £166,000. A one-off fluctuation in student numbers, therefore, has led to a significant and permanentreduction in teaching funding. This damaging reduction, which is entirely formuladriven, appears baffling and unfair when applied to an institution which has areputation for excellence in learning and teaching; is committed to continuous quality enhancement and is extremely successful in widening participation.In research, in contrast, a substantial increase in funding has been achieved.

The Glasgow School of Art moved from a 3b to a 4 in the recent Research AssessmentExercise as a result of very significant improvement in the numbers of staff who areresearch active and in the quality of their research outputs since the 1996 RAE.To fulfill our ambition of becoming a world class centre for research in art, design and architecture we must use the additional funds to develop additional researchactivity, and the infrastructure necessary to sustain it. It would be extremely shortsighted and wrong to see those funds, as has been suggested, as a convenient way ofameliorating financial constraints created by the reduction in teaching funding and the disappointing level of SSI funds.

> IINNCCRREEAASSEEDD IINNCCOOMMEE

Over the past three years, the foundations have been put in place to increase the level of non-SHEFC income.The recruitment of overseas students remains a key strategy for increasing income with approximately £1m currently contributed by overseas fees. An overseas recruitment strategy is in place with plans to increase numbers by 10% each year to 2006-7. The physical constraints of the current GSAestate, however, impose limitations on the numbers of overseas students who can realistically be accommodated.

A Business Development Office, set up at the end of 2000 with SHEFC and ScottishEnterprise Glasgow support, has been successful in meeting its initial income targetsfrom commercialisation and knowledge transfer projects and more challenging targetsare envisaged for the next four years. A Development and External Relations Office has been established. From a low base, sponsorship targets have been met and thefoundations laid for the launch, next year, of an Annual Fund, a Scholarship Fund and a Corporate Partners Programme. The Board of Glasgow School of Enterprises hasbeen reviewed and now includes more members with commercial backgrounds to focus the company on maximising profits.

>O4


STRATEGIC PLAN

Whilst it remains GSA’s intention to develop a stream of earned income, the level ofthat income, because of the nature of our specialist subjects, is extremely unlikely toequate to the proportionate levels achieved by the larger multi discipline highereducation institutions, particularly those with a science and technology base.GSA will remain, therefore, in large part dependant on Government funding for its core activity.

2.3 LEARNING AND TEACHING

> SSTTRRAATTEEGGYY

A new Learning and Teaching Strategy is now in place having been developed over thecourse of 2001-2002. Its aim is to further enhance the quality of the student learningexperience and to support staff to respond to new challenges in order to maintain theSchool’s reputation for excellence in learning and teaching. It will do this through thepromotion of a further shift from a teaching to a learning culture which places thestudent, their learning and their experience of learning, at the centre. It will respond tothe needs of an increasingly diverse student population. It will involve bettermanagement of time and resources; enhanced staff development and support forinnovative practice in learning and teaching. Great emphasis is being given, inparticular, to maximising the potential which GSA has, as a small specialist institution,for cross GSA synergies and collaborations.

> IIMMPPRROOVVIINNGG RREELLEEVVAANNCCEE AANNDD EEMMPPLLOOYYAABBIILLIITTYY

Work on improving relevance of learning and teaching to the needs of the economyand to changing student needs is a continuing focus of our efforts.

This chimes with the importance given to Higher Education in the Scottish Executive’svision of a Smart Successful Scotland 1 - “Our economic success depends on the peopleof Scotland, their creativity and enterprise. Education, whilst not narrowly focused onemployability alone, must actively enable young people to take part in a prosperousand competitive economy.”

There are three main strands:

Firstly, we have been exploring the transferable professional and life skills provided toenhance the employability of graduates. During 2002 - 2003, a programme ofenhancement will take place within each department, a specialist careers adviser willbe appointed and generic, cross GSA training will be piloted. We are also at the earlystages of planning a Masters in Entrepreneurial Design Practice, which will linkentrepreneurial and business skills with design.

11.. SSccoottttiisshh EExxeeccuuttiivvee:: SSmmaarrtt SSuucccceessssffuull SSccoottllaanndd:: aammbbiittiioonnss ffoorr tthhee EEnntteerrpprriissee NNeettwwoorrkkss

>O5


Secondly we are looking at the development of new courses which respond to the changing needs of the economy and the changing nature of industry.The Digital Design Studio is seeking funds to explore the development of a new arts and science degree to produce graduates with advanced digital visualisationcapabilities able to work in science and technology based research and development teams.

Thirdly, the changing profile of students demands flexibility in the nature of coursesprovided. In 2001-2 development funding was given to each School to explore the pros and cons of part time courses. 2002-3 will see the launch (subject to validation) of a part time distance learning based BA (Hons) in ceramics and the completion of a review into the part time provision in architecture. The use of digital technology in learning at GSA will also be reviewed and a GSA wide policy on Virtual Learning Environments put in place.

> QQUUAALLIITTYY AASSSSUURRAANNCCEE AANNDD EENNHHAANNCCEEMMEENNTT

Over the past few years quality assurance and enhancement at the Glasgow School ofArt has become strategic, systematic and deeply embedded. Our approach is describedin the School’s Quality Enhancement Strategy, which is available on request. It is anapproach which is underpinned by the principle of continuous improvement based on self-critical evaluation of current performance.

In 2001 we undertook a thematic review of GSA’s quality assurance and enhancement procedures based on the Quality Assurance Agency (QAA) codes of practice and in thefollowing year completed an improvement programme. The QAA Subject Review inArchitecture commended the learning and teaching, learning resources and studentprogression of the architecture courses.

We are confident that we have a robust quality assurance and enhancement systemwhich assures excellence in all our teaching and will perform well in the forthcomingQAA Institutional Audit in 2003-4. A programme of further Thematic Reviews is underway.It started with the Library in 2001-2002 and will be followed by Assessment in 2002-2003 and Student Services in 2003-2004.

2.4 WIDER ACCESS AND EQUAL OPPORTUNITIES

We are committed to the Scottish Executive’s agenda for social justice and for widening participation in higher education. This is reflected in one of our priorityobjectives - to widen participation at GSA from underrepresented groups in order to better reflect the cultural, social and economic diversity of the city and the nation.And we are having some success. In a recent Times Higher Education Supplement survey, the Glasgow School of Art was ranked third in the UK in its Access Elitedenoting high participation rates of students from non traditional backgrounds,combined with high retention rates and excellence in teaching and research.

>O6


STRATEGIC PLAN

We have put in place a Wider Access policy which operates in three arenas - recruitment, admissions and retention. Each is underpinned by equal opportunities principles. Our recruitment activity targets the lowest HE participationschools in Glasgow as part of the Greater Opportunities for Access and LearningScheme (GOALS). Our admissions policy has undergone a thorough overhaul and wehave augmented our learning support and counseling services to ensure that studentretention remains at its current excellent level.

Both SHEFC and the Scottish Executive see the effective collaboration of the HigherEducation and Further Education sectors to be an important plank in wideningparticipation. GSA’s relationships with Further Education have not, as yet, been systematically or fully explored and a review is planned for 2002-2003.

Of course, GSA is also taking steps not only to ensure compliance with recent legislation - the Special Educational Needs and Disability Act and the Race Relations(Amendment) Act - but also to engage actively in the positive promotion of ethnic and physical diversity. There is a major problem ahead, however, in addressing thephysical improvements which must be made to the estate in order to comply withDisability Legislation. The cost of necessary improvements is beyond our resources and cannot be achieved by 2005 without additional funding from SHEFC or theScottish Executive.

2.5 RESEARCH AND KNOWLEDGE TRANSFER

> RREESSEEAARRCCHH SSTTRRAATTEEGGYY

In the 2001 Research Assessment Exercise, GSA moved up from a 3b to a 4 - one of only a handful of institutions in the UK that advanced two steps in the ratings.This was achieved as a result of a 100% increase in the number of research active staff since the previous exercise in 1996 and a significant improvement in the qualityof research outputs. GSA is now the second largest centre for art, design and architecture research in the UK.

The very significant increase in research funding which has resulted from this improvement in research performance will underpin the realisation of a new ResearchStrategy developed over the course of 2001-2002.

The new Research Strategy aims to build a mature research culture which attractsand retains research active staff; provides new opportunities for research, doctoral andpost graduate study; flows into learning and teaching; and generates new sources ofincome for further research growth. A new financial model will be introduced which is less reliant on RAE funding and more reliant on the generation of commercialincome and research funds from a wider range of sources.

>O7


> KKNNOOWWLLEEDDGGEE TTRRAANNSSFFEERR AANNDD TTHHEE CCRREEAATTIIVVEE EECCOONNOOMMYY

Scottish Enterprise and the Scottish Higher Education Funding Council place greatstore by the capacity of Scottish higher education to fuel the economy throughresearch and knowledge transfer 2. Scottish Enterprise has also identified the creative industries as one of Scotland’s priority economic clusters projected to haveone of the highest growth rates of any sector in the economy over the next ten years3.Within its Creative Industry Strategy, one of the four major objectives is to stimulateinnovation through research and its commercialisation.

The Glasgow School of Art is poised and extremely well placed to make a verysubstantial and important contribution to the creative economy of Scotland throughits research and commercialisation activities, particularly, but not exclusively,through the work of the Digital Design Studio and the Centre for Advanced Textiles.It is the quality of innovation which will give the Scottish creative industries theircompetitive edge in an international context and it is institutions like the GlasgowSchool of Art that can provide the research expertise to drive innovation.

To drive innovation, however, more attention must be given to the inadequacy of thecurrent support structures for research and knowledge transfer available in Scotlandfor the creative industries sector. There is no high level investment in the creativeindustries infrastructure of the kind available to science and technology through theScience Research Investment Fund. Those research investment funds which do exist,such as Scottish Enterprise’s Proof of Concept Fund are often based on a scientificmodel which does not easily fit the type of research activity predominant in creative industries.

Beyond the creative economy, GSA also has a role to play. GSA’s research in fine art,architecture and design disciplines supports the Scottish Executive’s National CulturalStrategy and Architecture Policy and makes an essential contribution to the culturallife of Scotland and beyond.

And, the Scottish Executive’s ambitions for school education are supported in our earlyplans for a Centre for Art, Design and Architecture in Education. The Centre will link tothe McCrone agenda for teacher development and will combine research, postgraduatestudy and continuing professional development for teachers.

>O8

22.. RReesseeaarrcchh aanndd KKnnoowwlleeddggee TTrraannssffeerr iinn SSccoottllaanndd:: aa RReeppoorrtt ooff tthhee SSccoottttiisshh HHiigghheerr EEdduuccaattiioonn FFuunnddiinngg CCoouunncciill aanndd

SSccoottttiisshh EEnntteerrpprriissee JJooiinntt TTaasskk GGrroouupp:: SSccoottttiisshh EExxeeccuuttiivvee:: SSmmaarrtt SSuucccceessssffuull SSccoottllaanndd:: aammbbiittiioonnss ffoorr tthhee EEnntteerrpprriissee NNeettwwoorrkkss

33.. CCrreeaattiivvee iinndduussttrriieess SSttrraatteeggyy:: SSccoottttiisshh EEnntteerrpprriissee


STRATEGIC PLAN

2.6 POSTGRADUATE GROWTH

The Glasgow School of Art’s input to the Scottish Enterprise Creative IndustriesStrategy does not lie only in supporting innovation through research and commercialisation. It also lies in meeting one of the Strategy’s other major objectives- expanding and developing Scotland’s talent and skill base. Scottish Enterprise setsitself challenging targets for growth - 10% a year for three to five years which represents some 30 - 50,000 additional workers in the creative industries sector.

The Scottish art and design colleges and faculties must be a primary source for thoseincreased numbers but they cannot fulfill those growth plans without expanding atboth undergraduate and postgraduate levels. The proportion of art and design studentsin the HE sector in Scotland (3.6%) is half that in the rest of the UK (6.9%).There is, therefore, a very strong case to be made for increasing funded numbers togrow the talent base for the Scottish creative industries and to balance HE provision in art and design across the UK.

GSA’s plans are to sustain the quality of its undergraduate provision with one important new course to be developed at the Digital Design Studio. Significant growth,however, will be in postgraduate.

Over the next ten years, GSA will shift from being a predominantly undergraduateinstitution to one which balances undergraduate with postgraduate study. Currentlysome 8% of students are postgraduate. The aim is to increase that proportion to 25%of students (taught and research) over ten years. The benefit is clear - a workforcewith advanced skills, knowledge and a flexible, creative and innovative approach to invest in the creative economy.

A bid for additional funded places is included in Section 4 of this Strategic Plan.

2.7 OUR WIDER ROLE

One of our aims is to play a leading role in the cultural, social, economic andeducational life of Glasgow, the nation and beyond. We do this in a number of ways.Representatives of the School are active in many of the debates in Scotland and theUK about the creative industries, about the development of the cultural sector, aboutthe built environment and about education. For example, the School is represented onthe recently formed Art Education Forum established by the Scottish Arts Council; onthe creative industries forum convened by the Minister for Culture, Tourism and Sport;on the Executive Committee of Universities Scotland; on the Scottish AdvisoryCommittee to the British Council and on the Advisory Panel of the Scottish Council Foundation.

>O9


sOur continuing education programme provides a rich diet of evening classes, childrenscourses and summer schools in a wide range of art, design and architecture subjectsfor the Glasgow community. In addition, Continuing Education portfolio classes provide an extremely effective gateway for entry to study at GSA or otherschools and colleges.

Our preservation and promotion of Charles Rennie Mackintosh’s great art schoolbuilding and of the School’s extensive archive and collection and archive makes a major contribution to the economy of the Glasgow and, of course, to the national heritage.

2.8 ORGANISATIONAL ISSUES

> SSTTRRUUCCTTUURREE

It was apparent that GSA needed a different organisational structure and culture if it was to deliver its ambitious aims and objectives and remain responsive to changes in its environment. With the help of Strategic Change Funding from SHEFC, GSAembarked on a structural review and a change management programme addressingthe culture of the institution. Both have proved extremely successful in defining andenergising the academic and institutional leadership in the School, facilitating cross-School synergies and liberating academic staff from inappropriate administrative tasks.

Student Services were also reviewed and a new vision and structure agreed which willenhance the range and quality of the support available to students, particularly incareers, welfare and learning. Some aspects of the new structure have been put inplace using SSI funds but others require additional resources which are not currently available.

The market for higher education is becoming increasingly competitive and increasinglyglobal. A recent consultancy report into GSA’s recruitment marketing suggested theneed for more strategic and focused institutional marketing. In 2002-3, therefore,a review of the recruitment, marketing, external relations and development functionsat GSA will be undertaken with a view to maximising marketing impact.

> HHUUMMAANN RREESSOOUURRCCEESS

A major area of deficiency has lain in the area of human resources but is now beingaddressed. The commitment to forward-looking human resources policies and toeffective leadership is total and remains fundamental to the delivery of the StrategicPlan. The Human Resources Strategy, which is now in place, is underpinned by equalopportunities principles and embraces Career Review and Development. It has meantan end to the historic practice of repeated issue of short-term contracts.

>10


It involves responsive staff development programmes; the introduction of activityplanning as part of the new HE2000 contract for academic staff; family friendlypolicies and the adoption of flexible working practices.

Data collection systems have also been refined to provide appropriate performanceindicators against which progress can be measured.

> IINNFFOORRMMAATTIIOONN TTEECCHHNNOOLLOOGGYY

The lack of any coherent or strategic approach to IT in the past had been a majorbarrier to modernisation of systems for academic and administrative purposes.A Head of IT was appointed and great progress is being made in standardizinghardware and software; centralising procurement and improving value for money;streamlining and focusing IT staffing structures and supporting the procurement ofmajor new IT systems including a new student record system and website.

The development and maintenance of an effective IT service which can underpinlearning and teaching, research, communication and data collection remains a priorityfor the school.

> EESSTTAATTEESS

The condition of the GSA estate is a matter of grave concern and remains the toppriority for the period of this plan. A large part of the estate is not fit for purpose andprovides a highly inadequate learning and work environment for students and staffwhich is rapidly becoming a barrier to recruitment. The current estate is wasteful ofresources and offers no scope for the growth in postgraduate and research activityenvisaged in this Strategic Plan.

Due to the condition of most of the buildings, simply keeping them open andfunctioning will require an investment of £20m, which we do not have, over a ten-yearperiod. As this would be an enormous and unjustifiable investment in buildings whichare, anyway, entirely unfit for purpose, the Board, instead, has agreed an estates strategy which proposes an investment of £38m over ten years to completelyregenerate the estate.

The strategy would consolidate on four sites in Garnethill and create a campus that ishighly fit for purpose, provides a quality work and study environment appropriate to a School of GSA’s international reputation, has reduced running costs and providesadequate space for postgraduate and research growth.

STRATEGIC PLAN

>11


GSA has no high value property of which it can dispose. Nor does it have anysignificant reserves. The major challenge, therefore, given the financial constraints weface, is to negotiate a substantial contribution towards the total needed from publicsector bodies and to raise the balance from private sources.Without the regeneration of the Estate, the School’s future looks bleak as we struggleto find funds to prop up inadequate and inappropriate old buildings against a backdropof intensifying UK and international competition for students, research contracts andhigh caliber staff. The redevelopment of the Estate is not an option. It is a necessity.

3.BID FOR ADDITIONAL FUNDED PLACES

Two arguments are presented to support our bid for additional funded places:

WWIIDDEERR AACCCCEESSSS12 (rising to 32 places in 2007-8) FTE funded places are requested for the new parttime BA (Hons) in Ceramics course planned to launch in 2003-2004.The new course, with mixed mode delivery both on and off campus, supports theGovernment’s priority of widening access. It will offer students in remote settings inScotland, and beyond, the same opportunities to study ceramics as more centrallylocated students.

CCRREEAATTIIVVEE IINNDDUUSSTTRRIIEESSThe major expansion in the talent and skill base signaled as a priority in the ScottishEnterprise Creative Industries Strategy can only be realised by a growth inundergraduate and postgraduate courses which supply those industries.

An additional 30 FTE funded postgraduate student places in 2003-4 (rising to 102 in2007-8) is requested. The numbers comprise a combination of new Masters courses (in Design Practice and in Fine Art disciplines) plus planned expansion of existingMasters courses (in 2D/3D Advanced Digital Visualisation and Motion Graphics; in Artand Design in Organisational Contexts and in Art, Design and Architecture inEducation) in order to meet growing demand.

An innovative new undergraduate programme is also in development. A uniquecombination of art and science the four year BSc course will develop a new breed of designer with advanced creative visualisation skills capable of working within inter-disciplinary teams in science and technology research and development.35 FTE funded student places are requested for 2004-5 rising to 140 in 2007-8.

>12


STRATEGIC PLAN BID FOR ADDITIONAL FUNDEDPLACES (BASED ON FTE)

SUBJECT FUNDING GROUP

AND TITLE OF PROGRAMME 2003/04 2004/05 2005/06 2006/07 2007/08

NEW PROGRAMMES

SSCCIIEENNCCEEDDiiggiittaall DDeessiiggnn SSttuuddiiooBSc Arts and Science - 35 70 105 140Undergraduate, Full-time (4 years)

CCRREEAATTIIVVEE AARRTTSS AANNDD HHOOSSPPIITTAALLIITTYYSScchhooooll ooff DDeessiiggnnBA in Ceramics Undergraduate 12 18 24 28 32Part-time (6 years)

Masters in Design Practice 16 20 25 28 30Taught PostgraduateFull-time (4 terms)

Masters in Design Practice 1 4 8 10 12Taught PostgraduatePart-Time (2 years)

SScchhooooll ooff FFiinnee AArrttMaster of Fine Art by Subject Specialism - 8 10 12 14Taught Postgraduate Full-time (4 terms)

EXPANSION OF EXISTING PROGRAMMES

(Bid based on additional numbers to reflect strategic growth in Postgraduate population)

CCRREEAATTIIVVEE AARRTTSS AANNDD HHOOSSPPIITTAALLIITTYYMPhil in Advanced 2D/3D 4 7 10 10 10Motion GraphicsTaught Postgraduate,Full-time (2 years)

MPhil in Art, Design andArchitecture in Education 2 3 4 5 6Taught Postgraduate,Part-Time (3 years)

MPhil in Art and Design in Organisational Contexts Taught 5 10 12 14 14Postgraduate, Full-Time (4 terms)

MPhil in Art and Design in Organisational Contexts Taught 2 4 8 12 16Postgraduate, Part-Time (2 Years)

STRATEGIC PLAN

>13


4.PROGRESS ON 2O01>20O2 PLAN

This section provides a summary of the major progress which the Glasgow School ofArt has made in fulfilling its objectives, strategies and plans during 2001-2002. It alsoidentifies areas in which progress has been slower. Further detail is contained in thefull Plan and Progress Reports lodged in the Library and within each School andsupport department.

AAIIMM 11:: TTOO PPRROODDUUCCEE CCRREEAATTIIVVEE,, CCOONNFFIIDDEENNTT,, HHIIGGHHLLYY MMOOTTIIVVAATTEEDD GGRRAADDUUAATTEESS AABBLLEE TTOO FFLLOOUURRIISSHH IINN TTHHEEIIRR CCHHOOSSEENN FFIIEELLDDSS..

OObbjjeeccttiivvee 11:: DDeevveelloopp aanndd iimmpplleemmeenntt aa LLeeaarrnniinngg aanndd TTeeaacchhiinngg SSttrraatteeggyy wwhhiicchh iiss::

0 EExxpplliicciittllyy lliinnkkeedd ttoo rreesseeaarrcchh

0 SSuuppppoorrttss ccrroossss SScchhooooll ccoollllaabboorraattiioonn

0 IIss rreessppoonnssiivvee ttoo cchhaannggeess iinn tthhee eexxtteerrnnaall wwoorrlldd

PPrrooggrreessss

0 A comprehensive Learning and Teaching Strategy has been developed ready for implementation from Academic Year 2002-3.

0 Quality Assurance and Enhancement Procedures have been further strengthenedfollowing the Thematic Review of Quality Assurance and plans for the introduction of a Common Academic Framework progressed.

0 QAA Subject Review of Architecture courses had a successful outcome. QAA had confidence in the courses and commended their learning and teaching,learning resources and student progression. Architecture courses were also revalidated by the Joint Validation Panel of the Architects Registration Board and Royal Institute of British Architects.

0 3 M.Phil courses were revalidated for a further 5 years.

0 Vertical integration between First Year and Second Year programmes in Fine Art and Design has been improved.

LLaacckk ooff PPrrooggrreessss

0 Membership of the Institute of Learning and Teaching remains low.The new Learning and Teaching Strategy will address this.

OObbjjeeccttiivvee 22:: EEnnssuurree tthhaatt aallll ssttuuddeennttss hhaavvee ooppppoorrttuunniittiieess wwiitthhiinn tthhee ccuurrrriiccuulluumm ttoo aaccqquuiirree tthhee ffuullll rraannggee ooff pprrooffeessssiioonnaall aanndd lliiffee sskkiillllss wwhhiicchh wwiillll ssuuppppoorrtt tthheemm tthhrroouugghhoouutt tthheeiirr ccaarreeeerrss..

>14


STRATEGIC PLAN

PPrrooggrreessss

0 A Staff conference agreed a plan for enhancing professional and life skills in the curriculum. All Student Handbooks now include explicit reference to the professional and life skills and all Departments have been charged with reviewing and enhancing professional and life skills in the curriculum in the course of Academic Year 2002-3.

0 Scottish Enterprise Glasgow has continued its support of the Industrial Liaison post in the Product Design Engineering Department and is discussing its extension to other disciplines.

0 A Certificate of basic IT competence was made available to students on a voluntary basis with a move to compulsory provision for all new students planned for 2002-3.


0 Discussions are underway with Scottish Enterprise Glasgow and the Cultural Industries Unit about further opportunities for live projects, industry placements, incubators but specific proposals have not yet been agreed.

OObbjjeeccttiivvee 33:: EEnnssuurree tthhaatt aallll ssttuuddeennttss,, aass ppaarrtt ooff tthheeiirr pprrooggrraammmmeess ooff ssttuuddyy,, ccaann aacccceessss ssttaaffff aanndd rreessoouurrcceess aapppprroopprriiaattee ttoo tthheeiirr nneeeeddss aanndd wwoorrkk ccoollllaabboorraattiivveellyyaaccrroossss SScchhoooollss aanndd DDeeppaarrttmmeennttss..

PPrrooggrreessss

0 Practical projects which enhance cross School collaboration for undergraduate students in Fine Art, Architecture and Design were put in place.

0 Phase 1 of the merger between the Painting and Printmaking Departments and of the integration of the Sculpture and Environmental Art programmes weresuccessfully completed.

0 Discussions were initiated with Edinburgh College of Art and the Art and DesignFaculties of Robert Gordon University in Aberdeen and the University of Dundee on collaborative postgraduate provision.


0 The new Digital Design Studio undergraduate arts and science course has a new proposed start date of 2004-5 (subject to development funding and validation)

0 Investigation of a new BA (Hons) European Fine Art and BA (Hons) Electronic Media is on hold until the arrival of the newly appointed Head of the School of Fine Art.

>15


OObbjjeeccttiivvee 44:: PPrroovviiddee cclleeaarr lleeaarrnniinngg aaggrreeeemmeennttss wwhhiicchh mmaakkee eexxpplliicciitt tthhee eennttiittlleemmeennttss aanndd rreessppoonnssiibbiilliittiieess ooff tthhee GGllaassggooww SScchhooooll ooff AArrtt aanndd iittss ssttuuddeennttss..

PPrrooggrreessss

0 All student handbooks have been rewritten according to an agreed template to make clear responsibilities and entitlements.

OObbjjeeccttiivvee 55:: PPrroovviiddee aa ddeevveellooppmmeenntt pprrooggrraammmmee ffoorr aallll ssttaaffff wwhhiicchh eennaabblleess tthheemm ttoo ddeelliivveerr eeffffeeccttiivvee lleeaarrnniinngg,, tteeaacchhiinngg,, rreesseeaarrcchh aanndd ssuuppppoorrtt.

PPrrooggrreessss

0 A new Career Review and Development system was put in place and is being rolled out progressively across the School.

0 A Staff Development Plan was launched with a week of training seminars in September 2001 and development sessions throughout the year including customer care for Library and other front line support staff, disability discrimination and commercialisation.

0 A new Staff Training and Development Strategy was approved for 2002-3.

OObbjjeeccttiivvee 66:: CCrreeaattee aa hhiigghh qquuaalliittyy pphhyyssiiccaall eennvviirroonnmmeenntt aanndd aa rraannggee ooff tteecchhnniiccaall aanndd iinnffoorrmmaattiioonn rreessoouurrcceess tthhaatt mmeeeett tthhee cchhaannggiinngg nneeeeddss ooff tthhee GGllaassggooww SScchhooooll ooff AArrtt aanndd iittss ssttuuddeennttss..

PPrrooggrreessss

0 The Estates Strategy was revisited in the light of plans for growth in postgraduate and research activity over the next ten years. A new Estates Strategy was agreed by the Board in December 2001 and meetings with public sector funders are underway.

0 The GSA estate continues to be upgraded as far as the limited funds permit.Upgrades completed this year include Fine Art Electronic Media Area; Digital Design Studio 1; Bourdon Building computer areas; Foulis Building foyer areas;Mackintosh reception area and the Mackintosh Room; refectory and kitchen;and a new telephone system.

0 Considerable progress has been made in further refining and implementing the IT strategy following the appointment of a Head of IT - upgrading,rationalisation and standardisation of hardware and software; revised line management arrangements for IT staff; and centralised procurement.

>16


STRATEGIC PLAN

0 A temporary upgrade to the Student Record System was completed and work is underway to specify a new system to be operational by the beginning of 2004-5.

0 A Thematic Review of Information Services was undertaken and an enhancement plan put in place for implementation from 2002-3.Communication with students and staff has improved and reciprocalarrangements with other libraries have been extended.


0 A review of studio and technical space in the Foulis Building was completed but the cost of the solution to the problems was far beyond the estates budget.

0 Digital Design Studio 2 will be upgraded in 2002-3.

OObbjjeeccttiivvee 77:: WWoorrkk iinn aa mmooddeerrnn fflleexxiibbllee wwaayy ttoo eennssuurree tthhee GGllaassggooww SScchhooooll ooff AArrtt iiss eeffffeeccttiivvee,, rreessppoonnssiivvee ttoo cchhaannggee aanndd aaddeeqquuaatteellyy ffiinnaanncceedd..

PPrrooggrreessss

0 A new organisational structure at senior level was put in place to enhance academic and institutional leadership and promote cross-School synergies.Improvements to administrative support structures for academic staff in the three Schools were also made.

0 A Review of Student Services at GSA was undertaken and a new vision and structure were proposed, aspects of which have been realised.

0 Phase 2 of the streamlining of the committee structure of Academic Council has been completed.

0 The Scottish Joint Application Scheme for Art and Design, operated by the four Scottish colleges/faculties, was disbanded and a plan for transition torecruitment via UCAS from 2003-4 put in place.

0 Significant progress has been made in developing good human resources practice with the introduction of career review and development; staff development programmes; family friendly policies in maternity and paternity,job sharing, and recognition of part time staff rights; the transfer of approximately 70 staff from fixed term to permanent contracts; and final agreement on the HE2000 contract.

0 Value for money investigations have included the market testing of cleaning services and reviews of current procurement procedures particularly in IT and energy.

>17


0 Avenance has been contracted to provide student and hospitality catering.They provided financial assistance towards the refurbishment of refectory and kitchen as part of the contract.

0 Business development and sponsorship income targets have been met.


0 A planned review of workforce utilisation focusing on annualised hours has beendeferred for further discussion.

0 Income targets from an increase in GSA Enterprises contribution and the launch of Corporate Partners and the Annual Fund have not been met.

OObbjjeeccttiivvee 88:: RRuunn eeffffeeccttiivvee ssyysstteemmss ffoorr mmeeaassuurriinngg aanndd eevvaalluuaattiinngg pprrooggrreessss aaggaaiinnsstt aaiimmss aanndd oobbjjeeccttiivveess..

PPrrooggrreessss

0 A new twice yearly reporting regime of qualitative and quantitative data to evaluate progress against aims and objectives from 2002-3 has been agreed.

AAIIMM 22:: TTOO EENNSSUURREE TTHHAATT TTHHEE SSCCHHOOOOLL AANNDD IITTSS GGRRAADDUUAATTEESS PPLLAAYY AA LLEEAADDIINNGG RROOLLEE IINN TTHHEE CCUULLTTUURRAALL,, EECCOONNOOMMIICC,, SSOOCCIIAALL AANNDD EEDDUUCCAATTIIOONNAALL LLIIFFEE OOFF TTHHEE CCIITTYY,, TTHHEE NNAATTIIOONN AANNDD BBEEYYOONNDD..

OObbjjeeccttiivvee 11:: OOppeerraattee aann eessttaabblliisshheedd,, ccoohheerreenntt aanndd iinncclluussiivvee SScchhooooll--wwiiddee rreesseeaarrcchh ssttrraatteeggyy tthhaatt::

0 SSuuppppoorrttss lleeaarrnniinngg..

0 EEnneerrggiisseess tthhee ccrreeaattiivvee lliiffee ooff tthhee SScchhooooll..

0 HHaass aa ssiiggnniiffiiccaanntt ssttrraatteeggiicc iimmppaacctt oonn tthhee ccuullttuurraall,, eeccoonnoommiicc,, ssoocciiaall aanndd eedduuccaattiioonnaall lliiffee ooff tthhee CCiittyy,, tthhee NNaattiioonn aanndd bbeeyyoonndd..

0 IIss aattttrraaccttiivvee ttoo eexxiissttiinngg aanndd nneeww ssoouurrcceess ooff ffuunnddiinngg aanndd iinnvveessttmmeenntt..

0 HHaass eeffffeeccttiivvee ssuuppppoorrtt ssttrruuccttuurreess iinn ppllaaccee..

PPrrooggrreessss

0 A comprehensive long term research strategy was developed and agreed.

0 A positive launch pad for the new research strategy was provided by the successful outcome to the 2001 Research Assessment Exercise which saw GSA move from a 3b to a 4 with a significant increase in research funding.

>18


STRATEGIC PLAN

0 Research clusters continued to be consolidated

˚A formal agreement was signed establishing the International Drawing Research Institute and a successful Drawing Colloquium was held with the international partners at GSA.

˚The School of Design received an Arts and Humanities Research Board Grant for £272,000 for research into the design practice and educational philosophy of Robert Stewart.

˚A consortium comprising the University of Strathclyde, Queen Margaret University College and GSA Product Design Engineering Department secured a major grant of £340,000 from the Engineering and Physical Sciences Research Council for an inclusive design project for older adults.

˚Using a Science Research Investment Fund grant, the technical infrastructure was installed to develop collaborative research between the School ofArchitecture and the Digital Design Studio using 3D digital visualisation and interaction.

0 Research Centres continue to develop:

˚The growth strategy for Digital Design Studio developed by Strategem (consultants funded by Scottish Enterprise Glasgow) provided the basis for discussion with Scottish Enterprise about investment and relocation.

˚The Centre for Advanced Textiles has embarked on research projects into printing on leather and cashmere. Initial financial targets for commercialincome proved unrealistic and were revised with commercial income now in line to meet revised targets.

˚A scoping and feasibility study has been completed into the development of a Research Centre for Art, Design and Architecture in Education.

0 The number of postgraduate students at GSA continued to grow with an additional 11 PhD students in the Schools of Design and Fine Art, the Centre for Advanced Textiles and the Digital Design Studio and additional MPhil students at the Digital Design Studio.

0 Improved procedures and structures were put in place to support the growth in research students including a centralised admissions procedure, a PhD co-ordinator and a detailed handbook.


0 There has been no success to date in securing funds for the Mackintosh Centrefor Collections and Archives or for the development of the Gillespie Kidd and Coia archive following unsuccessful AHRB submissions.

0 There has been a delay in developing the planned MPhil in Design Practice which has a new start date of 2003-4 and in developing a Master of Fine Art in specialist disciplines which awaits the arrival of the new Head of the School of Fine Art.

>19


OObbjjeeccttiivvee 22:: BBee aann iinnfflluueennttiiaall iinnssttiittuuttiioonn iinn SSccoottllaanndd aanndd bbeeyyoonndd,, rreessppeecctteedd ffoorr iittss vviieewwss aanndd ccoonnssuulltteedd bbyy nnaattiioonnaall aanndd llooccaall ggoovveerrnnmmeenntt,, bbuussiinneessss aanndd mmeeddiiaa..

PPrrooggrreessss

0 The first annual Honorary President’s Dinner was held for prospective donorsand supporters.

0 GSA participated in the UK with NY Festival in New York in October 2001 with exhibitions at Hunter College and Parsons School of Design. This led to GSAinvolvement in the elite Skowhegan Summer School Matching PartnersProgramme; the Bowieart.com website and to official involvement in Tartan Day in New York in the Spring.

0 GSA continued to promote a lively programme of high quality exhibitionsincluding international exhibitions from Japan, India and Hungary.

0 A Directory of Experts with details of the expertise and achievements of staff is launched to press, media and public bodies in July.

0 GSA staff continued to give papers and keynote speeches at major conferences worldwide and to exhibit nationally and internationally.


0 The first report of GSA’s research activity will now be published in 2002-3 and annually thereafter.

OObbjjeeccttiivvee 33:: TToo wwiiddeenn ppaarrttiicciippaattiioonn aatt GGllaassggooww SScchhooooll ooff AArrtt ffrroomm uunnddeerr rreepprreesseenntteedd ggrroouuppss ttoo bbeetttteerr rreefflleecctt tthhee ccuullttuurraall,, ssoocciiaall aanndd eeccoonnoommiicc ddiivveerrssiittyy ooff tthhee cciittyy aanndd nnaattiioonn tthhrroouugghh ccaarreeffuullllyy ttaarrggeetteedd eedduuccaattiioonnaall ooppppoorrttuunniittiieessuunnddeerrppiinnnneedd bbyy eexxcceelllleennccee iinn tteeaacchhiinngg,, rreesseeaarrcchh aanndd ssttuuddeenntt ssuuppppoorrtt..

PPrrooggrreessss

0 GSA was third in the UK in the Times Higher Education Supplement Access Elite. This listed institutions with high levels of participation of students from non traditional backgrounds, combined with high retention rates and excellence in learning and teaching and research.

0 The GSA wider access programme is making significant progress and is being embedded into every relevant aspect of GSA’s operation. It has become a model of good practice in the UK and internationally:

˚The programme of activity with local GOALS schools has been strengthenedto include Artist and Designers in Education and Portfolio Classes.

>20


˚A new Admissions Policy has been agreed which embeds wider access and equal opportunities principles.

˚A team of three Learning Support Tutors is being recruited, using the WiderAccess and Disability Premium funds from SHEFC and the studentcounseling service has been enhanced.

0 Significant progress has been made in most areas to meet the requirements of the Disability Discrimination Act but the cost of the necessary improvements to the Estate is beyond our resources and cannot be achieved without additional funding from SHEFC or the Scottish Executive.


0 The exploration of relationships with Further Education has been deferred until 2002-3.

0 It did not prove possible to identify a means of providing affordable child care facilities at GSA or in collaboration with other HEIs but discussions continue.

0 The target for scholarships bursaries for people from disadvantaged backgroundswas not met although several applications are being positively considered.

OObbjjeeccttiivvee 44:: PPrroovviiddee aa rraannggee ooff lleeaarrnniinngg ooppppoorrttuunniittiieess wwhhiicchh aarree rreessppoonnssiivvee ttoo tthheecchhaannggiinngg nneeeeddss ooff ssttuuddeennttss aanndd ssoocciieettyy..

PPrrooggrreessss

0 The exploration of part time provision continues with a review of the part timeBArch course in the School of Architecture and the development of a part time,distance learning course in Ceramics for validation in 2002-3 and launch atEaster 2003.

OObbjjeeccttiivvee 55:: EEnnccoouurraaggee ssttaaffff aanndd ssttuuddeennttss ttoo ppllaayy aann aaccttiivvee rroollee iinn ccoommmmuunniittiieess,, iinnssttiittuuttiioonnss aanndd bbuussiinneesssseess ((tthhrroouugghh pprroojjeecctt wwoorrkk,, iinnvvoollvveemmeenntt oonn BBooaarrddssaanndd aaddvviissoorryy ggrroouuppss,, ccoonnttiinnuuiinngg eedduuccaattiioonn pprrooggrraammmmeess,, ccoommmmiissssiioonnss,, rreessiiddeenncciieess aanndd ootthheerr mmeeaannss))..

PPrrooggrreessss

0 The Review of the Continuing Education Department was completed and a new vision, structure and finance plan agreed.

0 The introduction of career review and development will encourage staff to contribute to communities through secondments, exchanges, networking and consultancies.

STRATEGIC PLAN

>21


OObbjjeeccttiivvee 66:: SSeeeekk aa wwiiddeerr rraannggee ooff aalllliiaanncceess aanndd ccoollllaabboorraattiioonnss..

PPrrooggrreessss

0 Meetings have been held with senior staff in the Universities of Glasgow and Strathclyde, Edinburgh College of Art, RSAMD and Glasgow Caledonian University to discuss the potential for collaboration. As a result:

˚Sports and recreation facilities at Glasgow University will be available toGSA staff and students from summer 2002. Reviews of Health and Safety Procedures and Policies and of Estates Management.

˚Policies and Procedures have been carried out for GSA by University ofGlasgow staff.

˚The four art and design colleges/faculties are collaborating on a pilot joint overseas recruitment campaign in India and on transition arrangements for the move to UCAS.

OObbjjeeccttiivvee 77:: TTaakkee ssiiggnniiffiiccaanntt sstteeppss ttoo pprrootteecctt aanndd pprroommoottee tthhee SScchhooooll’’ss hheerriittaaggee iinn wwaayyss wwhhiicchh ssuuppppoorrtt tthhee SScchhooooll’’ss eedduuccaattiioonnaall aanndd rreesseeaarrcchh ppuurrppoosseess..

PPrrooggrreessss

0 The entrance hall to the Mackintosh Building and the Mackintosh Room havebeen refurbished.

0 All new students now receive an induction into the GSA Collections and Archivesand this has resulted in increased use.


0 The preparation of an application to the Heritage Lottery Fund to restore theMackintosh Building and create a Research Centre for Collections and Archives has been deferred until funding for the overall estates strategy is clarified.

OObbjjeeccttiivvee 88:: MMaannaaggee aa hhiigghhllyy ffooccuusseedd ccoommmmuunniiccaattiioonnss ssttrraatteeggyy ddeessiiggnneedd ttoo pprroommootteeaanndd eennhhaannccee tthhee GGllaassggooww SScchhooooll ooff AArrtt’’ss rreeppuuttaattiioonn..

PPrrooggrreessss

0 A new visual identity was developed by Meta Design and rolled out.

0 The first stages of the redevelopment and redesign of the GSA website were completed with the relaunch planned for November 2002.

0 A communications strategy was agreed and a part time press officer employed to improve press and media coverage.

>22


0 A new home recruitment strategy was agreed and financial targets for overseas recruitment were met.

0 Consultants produced a report into GSA home and overseas recruitment marketing which provides a basis for future marketing development.


0 Estates signage using the new visual identity will be undertaken in 2002-3.

5. THE FUTURE 2O02>20O6

The following sections outline the high level institutional Vision, Aims and Objectivesarrived at through the planning process.

The pages thereafter describe the Strategies (2002-2006), the Plans (2002-2003) andthe Measures of Success relating to each Plan. Each of the three Schools, the DigitalDesign Studio and each of the Support Departments has produced a more detailed setof Strategies and Plans which are contained in the Full plan and Progress Reportslodged in the Library and within each School and support department.

Priority Objectives are in italics.

5.1 VISION

To be a world leader in the study and advancement of fine art, design and architecture.

5.2 AIMS AND OBJECTIVES

AAiimmss

0 To produce creative, confident highly motivated graduates able to flourish in their chosen field.

0 To ensure that the School and its graduates play a leading role in the cultural,economic, social and educational life of the City, the nation and beyond.

OObbjjeeccttiivveess

AAiimm:: TToo pprroodduuccee ccrreeaattiivvee,, ccoonnffiiddeenntt hhiigghhllyy mmoottiivvaatteedd ggrraadduuaatteess aabbllee ttoo fflloouurriisshh iinn tthheeiirr cchhoosseenn ffiieelldd..

0 Develop and implement a Learning and Teaching Strategy which is:

˚Explicitly linked to research.

˚Supports cross school collaboration.

˚Is responsive to change in the external world.

STRATEGIC PLAN

>23


>24

0 Ensure that all students have opportunities within the curriculum to acquire the full range of professional, life and key skills which will support them throughout their careers.

0 Ensure that all students, as part of their programmes of study can access staff and resources appropriate to their needs and work collaboratively across Schools and Departments.

0 Provide a development programme for all staff which enables them to delivereffective learning, teaching, research and support.

0 Create a high quality physical environment and a range of technical and information resources that meet the changing needs of GSA and its students.

0 Work in a modern, flexible way to ensure GSA is effective, responsive to change and adequately financed.

0 Run effective systems for measuring and evaluating progress against aims and objectives.

AAiimm:: TToo eennssuurree tthhaatt tthhee SScchhooooll aanndd iittss ggrraadduuaatteess ppllaayy aa lleeaaddiinngg rroollee iinn tthhee ccuullttuurraall,, eeccoonnoommiicc,, ssoocciiaall aanndd eedduuccaattiioonnaall lliiffee ooff tthhee CCiittyy,, tthhee nnaattiioonn aanndd bbeeyyoonndd..

0 Operate an established, coherent and inclusive School wide research strategy that:

˚Supports learning.

˚Energises the creative life of the school.

˚Has a significant strategic impact on the cultural, economic, social and educational life of the city, the nation and beyond.

˚Is attractive to existing and new sources of funding and investment.

˚Has effective support structures in place.

0 Be an influential institution in Scotland and beyond, respected for its views and consulted by national and local government, business and the media.

0 Widen participation at GSA from under represented groups to better reflect the cultural, social and economic diversity of the city and nation (through carefully targeted educational opportunity underpinned by excellence in teaching, research and student support).

0 Provide a range of learning opportunities which are responsive to the changing needs of students and of society.

0 Encourage staff and students to play an active role in communities, institutions and business (through project work, involvement on Boards and other groups,continuing education programmes, commissions, residencies and other means).

0 Seek a wider range of alliances and collaborations.

0 Take significant steps to protect and promote the School’s heritage in ways which support the School’s educational and research purposes.

0 Manage a highly focused communications strategy designed to promote and enhance GSA’s reputation.


STRATEGIC PLAN

Impl

emen

t th

e le

arni

ng a

nd

teac

hing

str

ateg

yIm

plem

ent

the

lear

ning

and

teac

hing

str

ateg

y ag

reed

by

Aca

dem

ic C

ounc

il in

Jun

e 20

02.

Dev

elop

act

ion

plan

wit

h cl

ear

outc

omes

and

tar

gets

.

Esta

blis

h a

Lear

ning

and

Teac

hing

Dev

elop

men

t Fu

nd

to s

uppo

rt g

ood

and

inno

vati

ve p

ract

ice

Proj

ect

fund

s ag

reed

/ ev

alua

tion

requ

irem

ent

in p

lace

Out

com

es a

nd t

arge

ts r

ealis

ed

Incl

ude

teac

hing

as

a pr

iori

tyar

ea in

the

Car

eer

Revi

ewpr

oces

s an

d w

here

app

ropr

iate

in p

erso

nal d

evel

opm

ent

plan

s

Pers

onal

Dev

elop

men

t Pl

ans

in p

lace

Obj

ecti

ve 1

:D

evel

op a

nd im

plem

ent

aLe

arni

ng a

nd T

each

ing

Stra

tegy

whi

ch is

:0

expl

icit

ly li

nked

to

rese

arch

0

supp

orts

cro

ss s

choo

l 0

colla

bora

tion

0is

res

pons

ive

to c

hang

e in

0

the

exte

rnal

wor

ld

Enco

urag

e an

d su

ppor

t ac

adem

ic a

nd t

echn

ical

sta

ff

to jo

in t

he IL

T

Incr

ease

d nu

mbe

rsPr

omot

e m

embe

rshi

p of

th

e In

stit

ute

for

Lear

ning

and

Teac

hing

am

ongs

t ac

adem

ic

and

tech

nica

l sta

ff

Expa

nd t

he r

ole

of s

elf

crit

ical

refl

ecti

on o

n th

e Q

A/E

pro

cess

in

Ann

ual C

ours

e M

onit

orin

gan

d Pe

riod

ic R

evie

w

Add

itio

nal s

ecti

ons

in Q

A r

epor

tsFu

rthe

r re

fine

Qua

lity

Enha

ncem

ent

Stra

tegy

GSA O

BJECTIVE

S

TRATEGY 2

OO0>20O6

P

LAN 2

O02>20O3

MEASURE O

F S

UCCESS

0AA

iimm 11

:: TToo

pprroodd

uuccee

ccrreeaa

ttiivvee

,, ccoonn

ffiiddee

nntt.. hh

iigghhll

yy mm

oottiivv

aatteedd

ggrraa

dduuaatt

eess aa

bbllee

ttoo ff

lloouurr

iisshh

iinn tt

hheeiirr

cchhoo

sseenn

ffiieell

dd

>25

5.3 STRATEGIES, PLANS AND MEASURES OF SUCCESS


Refe

r hi

gh le

vel o

utco

mes

fro

mA

nnua

l Cou

rse

Mon

itor

ing

into

plan

ning

cyc

le a

nd r

epor

t ac

tion

to E

xecu

tive

Gro

up

Esta

blis

h a

wor

king

par

ty t

oex

plor

e E-

Lear

ning

and

Vir

tual

Lear

ning

Env

iron

men

ts a

ndde

velo

p a

GSA

wid

e po

licy

and

stra

tegy

Dev

elop

a p

olic

y on

the

use

of

tech

nolo

gy in

lear

ning

Polic

y ag

reed

by

Exec

utiv

eG

roup

by

Mar

ch 2

003

Act

ions

com

plet

ed a

nd r

epor

ted

Pilo

t a

Vir

tual

Lea

rnin

gEn

viro

nmen

t in

the

con

text

of

new

par

t ti

me

Cer

amic

s D

egre

e

Cou

rse

valid

ated

in 2

002-

3

Impl

emen

t ch

ange

s to

ens

ure

aC

omm

on A

cade

mic

Fra

mew

ork

appl

ies

acro

ss G

SA

Cha

nges

in p

lace

for

200

3-4

Ensu

re t

hat

GSA

com

plie

s w

ith

the

Scot

tish

Com

mon

Qua

lific

atio

nsFr

amew

ork

Prod

uce

sche

dule

of

prep

arat

ion

for A

udit

bas

ed o

n Q

AA

ter

ms

of r

efer

ence

Und

erta

ke a

the

mat

ic r

evie

w

of a

sses

smen

tRe

view

com

plet

ed b

y D

ecem

ber

2002

and

enh

ance

men

t pl

an

in p

lace

Prep

arat

ions

com

plet

ed

Prep

are

for

QA

A In

stit

utio

nal

Aud

it in

200

4

GSA O

BJECTIVE

S

TRATEGY 2

OO0>20O6

P

LAN 2

O02>20O3

MEASURE O

F S

UCCESS

>26


STRATEGIC PLAN

Dev

elop

a s

trat

egic

app

roac

h to

the

pro

visi

on o

f pr

ofes

sion

al a

ndlif

e sk

ills

in a

ll pr

ogra

mm

es o

f st

udy

Impl

emen

t th

e ou

tcom

es o

f th

e G

SA s

taff

con

fere

nce

inPr

ofes

sion

al a

nd L

ife S

kills

an

d in

par

ticu

lar:

0ar

ticu

late

as

lear

ning

0

outc

omes

the

pro

fess

iona

l 0

and

life

skill

s al

read

y 0

prov

ided

in t

he c

urri

culu

m0

enha

nce,

whe

re

0ap

prop

riat

e,th

e pr

ofes

sion

al0

and

life

skill

s de

liver

ed in

all

0G

SA p

rogr

amm

es in

clud

ing

0pl

acem

ents

and

live

pro

ject

s

Stat

ed in

Stu

dent

han

d-bo

oks

by O

ctob

er 2

002.

Prof

essi

onal

and

life

ski

llsen

hanc

ed a

nd d

escr

ibed

as

lear

ning

out

com

es in

stu

dent

hand

book

s fo

r 20

03-4

Obj

ecti

ve 2

:En

sure

tha

t al

l stu

dent

s ha

veop

port

unit

ies

wit

hin

the

curr

icul

um t

o ac

quir

e th

e fu

llra

nge

of p

rofe

ssio

nal,

life

and

key

skill

s w

hich

will

sup

port

the

mth

roug

hout

the

ir c

aree

rs

Pilo

t a

prog

ram

me

of g

ener

iccr

oss

GSA

or

cros

s Sc

hool

prof

essi

onal

and

life

ski

llstr

aini

ng d

urin

g AY

200

2-3

Pilo

t ev

alua

ted

succ

essf

ully

and

plan

s in

pla

ce f

or 2

003-

4

Revi

ew t

he P

rofe

ssio

nal P

ract

ice

Cou

rse

in A

rchi

tect

ure

Cou

rse

revi

ewed

and

re

com

men

dati

ons

agre

ed f

orim

plem

enta

tion

in 2

003-

4

Intr

oduc

e a

com

puls

ory

Cer

tifi

cate

of

IT C

ompe

tenc

y fo

ral

l new

stu

dent

s

In p

lace

by

Oct

ober

200

2

GSA O

BJECTIVE

S

TRATEGY 2

OO0>20O6

P

LAN 2

O02>20O3

MEASURE O

F S

UCCESS

>27


Esta

blis

h a

pro

acti

ve C

aree

rsA

dvis

ory

Serv

ice

whi

ch m

eets

the

spec

ialis

t ne

eds

of a

rt,d

esig

n an

dar

chit

ectu

re s

tude

nts

Serv

ice

esta

blis

hed

duri

ng20

02/0

3

Esta

blis

h m

echa

nism

s w

hich

crea

te s

yner

gies

and

enc

oura

geco

llabo

rati

on b

etw

een

Scho

ols

and

Dep

artm

ents

in o

rder

to

enha

nce

stud

ent

choi

ce

GSA O

BJECTIVE

S

TRATEGY 2

OO0>20O6

P

LAN 2

O02>20O3

MEASURE O

F S

UCCESS

Esta

blis

h a

spec

ialis

t ca

reer

sse

rvic

e/ in

vest

igat

e po

tent

ial

for

colla

bora

tion

wit

h ot

her

crea

tive

HEI

s

Plan

ned

for

2003

-4

Plan

ned

for

2003

-4

Esta

blis

h tw

o ne

w p

roje

cts

whi

ch p

rom

ote

cros

s G

SA

colla

bora

tion

and

syn

ergi

es:

0pi

lot

a jo

int

lect

ure

seri

es

0on

vis

ual c

ultu

re a

cros

s 0

Fine

Art

,Des

ign

and

0A

rchi

tect

ure

Scho

ols

0de

velo

p a

cros

s di

scip

linar

y0

proj

ect

invo

lvin

g ad

vanc

ed

0st

uden

ts f

rom

arc

hite

ctur

e,0

fine

art

,des

ign

and

0di

gita

l des

ign

Dev

elop

link

s w

ith

the

Scot

tish

Inst

itut

e fo

r En

terp

rise

to

enab

le s

tude

nts

to a

cces

sev

ents

,cou

rses

and

bus

ines

spl

an c

ompe

titi

ons

Dev

elop

stu

dent

s’en

trep

rene

uria

l ski

lls

Hig

h le

vel o

f st

uden

t pa

rtic

ipat

ion

Obj

ecti

ve 3

:En

sure

tha

t al

l stu

dent

s,as

par

t of

the

ir p

rogr

amm

es o

f st

udy

can

acce

ss s

taff

and

res

ourc

esap

prop

riat

e to

the

ir n

eeds

and

wor

k co

llabo

rati

vely

acr

oss

Scho

ols

and

Dep

artm

ents

Hig

h le

vel o

f st

uden

t pa

rtic

ipat

ion

Expa

nd t

he P

yram

id A

war

dBu

sine

ss P

lan

Sem

inar

ser

ies

spon

sore

d by

Deu

tsch

e Ba

nk

Con

tinu

e th

e jo

int

Firs

t Ye

ar

lect

ure

seri

es f

or F

ine

Art

,D

esig

n an

d A

rchi

tect

ure

stud

ents

fol

low

ing

the

succ

essf

ul p

ilot

in 2

001-

2

Join

t Fi

rst

Year

lect

ure

seri

es d

eliv

ered

>28


STRATEGIC PLAN

GSA O

BJECTIVE

S

TRATEGY 2

OO0>20O6

P

LAN 2

O02>20O3

MEASURE O

F S

UCCESS

Gui

delin

es in

pla

ce M

arch

200

3fo

r im

plem

enta

tion

in 2

003-

4

Stre

amlin

e de

part

men

ts a

nd

prog

ram

mes

to

enha

nce

stud

ent

choi

ce a

nd r

efle

ct c

hang

ing

prof

essi

onal

con

text

Tim

etab

les

publ

ishe

dPu

blis

h ti

met

able

s fo

r th

eth

ree

Scho

ols

in c

omm

on

form

at b

y th

e en

d of

200

2-3

Posi

tive

eva

luat

ion

resu

lts

Refo

cus

Act

ivit

ies

Wee

k to

invo

lve

mor

e st

aff

and

stud

ents

in O

ctob

er/N

ovem

ber

2002

Dev

elop

an

agre

ed s

et o

f pr

inci

ples

for

a c

ontr

olle

d,st

uden

t in

itia

ted

and

staf

f va

lidat

ed m

echa

nism

for

acc

ess

to in

telle

ctua

l and

phy

sica

lre

sour

ces

wit

hin

acad

emic

depa

rtm

ents

Com

plet

e Ph

ase

2 of

the

m

erge

rs o

f Pa

inti

ng a

ndPr

intm

akin

g /S

culp

ture

and

Envi

ronm

enta

l Art

pro

gram

mes

Phas

e 2

com

plet

ed

Inve

stig

ate

and

deve

lop

new

in

terd

isci

plin

ary

and

colla

bora

tive

cour

ses

and

prog

ram

mes

Secu

re f

undi

ng t

o de

velo

p an

inno

vati

ve a

rts

and

scie

nce

unde

rgra

duat

e de

gree

bas

ed

at t

he D

igit

al D

esig

n St

udio

Fund

ing

secu

red.

Dev

elop

men

tun

derw

ay w

ith

a vi

ew t

o va

lidat

ion

in 2

003-

4 an

d st

art

2004

-5

>29


GSA O

BJECTIVE

S

TRATEGY 2

OO0>20O6

P

LAN 2

O02>20O3

MEASURE O

F S

UCCESS

Prop

osal

for

ele

ctiv

e ag

reed

and

in p

lace

for

200

3-4

Init

ial e

xplo

rati

on c

ompl

eted

Dev

elop

a c

ross

GSA

wri

ting

elec

tive

wit

h Sc

hool

of

Fine

Art

in t

he le

ad

Del

iver

a p

rogr

amm

e of

sta

ffde

velo

pmen

t lin

ked

to r

ecen

tle

gisl

atio

n in

Dis

abili

tyD

iscr

imin

atio

n,Ra

ce R

elat

ions

,D

ata

Prot

ecti

on a

nd in

the

fort

hcom

ing

Free

dom

of

Info

rmat

ion

Act

Posi

tive

eva

luat

ion

of

effe

ctiv

enes

s of

dev

elop

men

t in

incr

easi

ng k

now

ledg

e of

the

impa

ct o

f re

cent

legi

slat

ion

Expl

ore

the

pote

ntia

l for

a n

ewBA

(H

ons)

Eur

opea

n Fi

ne A

rtw

ith

othe

r Eu

rope

an p

artn

ers

Obj

ecti

ve 4

:Pr

ovid

e a

deve

lopm

ent

prog

ram

me

for

all s

taff

whi

chen

able

s th

em t

o de

liver

eff

ecti

vele

arni

ng,t

each

ing,

rese

arch

an

d su

ppor

t

Posi

tive

eva

luat

ion

of

rele

vanc

e an

d ef

fect

iven

ess

of s

taff

dev

elop

men

t

Del

iver

a p

rogr

amm

e of

st

aff

deve

lopm

ent

eman

atin

gfr

om t

he le

arni

ng a

nd

teac

hing

,res

earc

h an

d w

ider

acce

ss s

trat

egie

s

Del

iver

a s

taff

dev

elop

men

t st

rate

gyth

at p

rovi

des

a cl

ear

fram

ewor

k fo

r co

ntin

uous

pro

fess

iona

l and

pe

rson

al d

evel

opm

ent

for

all s

taff

Ana

lysi

s co

mpl

eted

U

nder

take

a t

rain

ing

need

san

alys

is t

o in

form

fut

ure

prog

ram

mes

>30


STRATEGIC PLAN

GSA O

BJECTIVE

S

TRATEGY 2

OO0>20O6

P

LAN 2

O02>20O3

MEASURE O

F S

UCCESS

Plan

rol

led

out:

wit

h H

eads

of

Dep

artm

ents

bet

wee

nSe

ptem

ber

and

Dec

embe

r 20

02 a

nd t

o al

l sta

ff b

yD

ecem

ber

2003

Furt

her

deve

lop

case

and

id

enti

fy r

oute

/ pa

ckag

e fo

r pu

blic

sec

tor

fina

ncin

g of

th

e es

tate

s st

rate

gy

Cas

e de

velo

ped.

Via

ble

fina

nce

opti

ons

esta

blis

hed

and

fund

ing

subm

issi

ons

prep

ared

Roll

out

the

plan

for

Car

eer

Revi

ew a

nd d

evel

opm

ent

linke

d to

the

pla

nnin

g pr

oces

s

All

staf

f re

ceiv

e in

duct

ion/

po

siti

ve f

eedb

ack

Dev

elop

fou

r st

age

staf

f in

duct

ion

proc

edur

es f

or a

llst

aff

incl

udin

g in

duct

ion

into

IT e

quip

men

t an

d pr

oced

ures

Dev

elop

a c

ompr

ehen

sive

Indu

ctio

nPr

ogra

mm

e fo

r al

l new

sta

ff

Intr

oduc

e a

new

Car

eer

Revi

ew

and

Dev

elop

men

t pr

oces

s w

hich

ispr

acti

cal,

effe

ctiv

e an

d in

form

s th

est

aff

deve

lopm

ent

stra

tegy

Infa

stru

ctur

e in

pla

ceEs

tabl

ish

the

infr

astr

uctu

re –

staf

fing

,fun

drai

sing

com

mit

tee

and

init

ial s

eed

fina

nce

– t

ola

unch

a c

apit

al f

undr

aisi

ngca

mpa

ign

Fina

lise

the

esta

tes

stra

tegy

and

emba

rk o

n im

plem

enta

tion

of

Phas

e1,

the

rede

velo

pmen

t of

the

J D

Kelly

and

Ric

hmon

d si

tes

App

oint

a P

roje

ct D

irec

tor

to o

vers

ee t

he e

stat

es

deve

lopm

ent

Proj

ect

Dir

ecto

r ap

poin

ted

Obj

ecti

ve 5

:C

reat

e a

high

qua

lity

phys

ical

envi

ronm

ent

and

a ra

nge

of

tech

nica

l and

info

rmat

ion

reso

urce

s th

at m

eet

the

chan

ging

nee

ds o

f G

SA a

nd

its

stud

ents

>31


GSA O

BJECTIVE

S

TRATEGY 2

OO0>20O6

P

LAN 2

O02>20O3

MEASURE O

F S

UCCESS

Con

tinu

e to

upg

rade

the

GSA

est

ate

in t

he s

hort

ter

m a

s fu

nds

perm

itD

evel

op a

nd im

plem

ent

a sh

ort

term

pla

n fo

r ur

gent

impr

ovem

ents

to

the

Esta

te in

clud

ing;

0cr

itic

al m

aint

enan

ce0

acco

mm

odat

ion

for

0le

arni

ng s

uppo

rt a

nd

0st

uden

t w

elfa

re s

ervi

ces

0D

DS

Stud

io 2

Plan

in p

lace

.Wor

k co

mpl

eted

in

tim

e an

d to

bud

get

Arc

hite

ctur

al c

ompe

titi

on

orga

nise

dO

rgan

ise

an A

rchi

tect

ural

com

peti

tion

for

est

ate

Nec

essa

ry a

ddit

iona

l sp

ace

crea

ted

Revi

ew e

xist

ing

use

of

acad

emic

and

tec

hnic

al

spac

e to

res

pond

to

shor

t te

rm n

eeds

Ensu

re o

ptim

um u

se o

f ac

adem

ican

d te

chni

cal s

pace

and

cre

ate

room

for

grow

th in

the

sho

rt t

erm

Plan

in p

lace

and

wor

kco

mpl

eted

on

tim

e an

d to

bud

get

Ensu

re e

stat

e is

com

plia

nt w

ith

requ

irem

ents

of

Dis

abili

tyD

iscr

imin

atio

n A

ct

Dev

elop

a c

oste

d es

tate

sim

prov

emen

t pl

an t

o en

sure

com

plia

nce

wit

h D

isab

ility

Dis

crim

inat

ion

legi

slat

ion

by20

05 a

nd u

nder

take

fir

st p

hase

of im

plem

enta

tion

>32


STRATEGIC PLAN

Furt

her

refi

ne a

nd im

plem

ent

the

IT s

trat

egy

GSA O

BJECTIVE

S

TRATEGY 2

OO0>20O6

P

LAN 2

O02>20O3

MEASURE O

F S

UCCESS

IT d

epar

tmen

tal s

truc

ture

im

plem

ente

d by

Jul

y 20

03.

Impl

emen

t ne

w IT

man

agem

ent

stru

ctur

e an

d lin

e m

anag

emen

tar

rang

emen

ts

Inte

grat

ed in

to o

vera

ll G

SAin

duct

ion

prog

ram

me

bySe

ptem

ber

2002

Intr

oduc

e in

duct

ion

proc

ess

for

new

sta

ff in

to IT

eq

uipm

ent

and

proc

edur

es

>33

In p

lace

by

Oct

ober

200

2D

evel

op k

ey IT

pol

icie

s an

d st

rate

gies

Stat

emen

t pu

blis

hed

by

Oct

ober

200

2Pu

blis

h a

stat

emen

t of

ITSe

rvic

es a

nd S

tand

ards

Dis

aste

r Re

cove

ry P

lan

agre

ed

by O

ctob

er 2

002,

Impl

emen

ted

and

test

ed b

y Se

ptem

ber

2003

.Bu

sine

ss C

onti

nuit

y Pl

an

agre

ed b

y Ju

ly 2

003

Dev

elop

and

impl

emen

t IT

Dis

aste

r Re

cove

ry P

lan

and

GSA

Bus

ines

s C

onti

nuit

y Pl

an

Con

nect

GSA

res

earc

h ce

ntre

sth

roug

h lo

cal a

nd w

ide

area

IT

net

wor

ks

Requ

irem

ents

and

fun

ding

esta

blis

hed

and

cent

res

conn

ecte

d as

req

uire

d

Con

tinu

e to

rat

iona

lise

and

stan

dard

ise

IT e

nvir

onm

ent

Mor

e ef

fect

ive

syst

ems

in p

lace

Prov

ide

relia

ble

and

effe

ctiv

e IT

infr

astr

uctu

re


>34

GSA O

BJECTIVE

S

TRATEGY 2

OO0>20O6

P

LAN 2

O02>20O3

MEASURE O

F S

UCCESS

Ensu

re h

ealt

h an

d sa

fety

pol

icie

san

d pr

oced

ures

rep

rese

nt g

ood

prac

tice

acr

oss

GSA

Impl

emen

t th

e fi

ndin

gs o

f th

eRe

view

of

Hea

lth

and

Safe

tyPo

licie

s an

d Pr

oced

ures

Reco

mm

enda

tion

s ag

reed

an

d im

plem

ente

dO

bjec

tive

6:

Wor

k in

a m

oder

n fl

exib

le w

ay

to e

nsur

e G

SA is

eff

ecti

ve,

resp

onsi

ve t

o ch

ange

and

ad

equa

tely

fin

ance

d

Ensu

re o

rgan

isat

iona

l str

uctu

res

and

proc

esse

s ar

e w

orki

ng t

o m

axim

umef

fect

iven

ess

Revi

ew t

he r

ecru

itm

ent,

mar

keti

ng,e

xter

nal r

elat

ions

and

deve

lopm

ent

func

tion

s at

GSA

incl

udin

g w

ebsi

te

man

agem

ent

and

impl

emen

tan

y ch

ange

s ne

eded

to

ensu

rem

axim

um e

ffec

tive

ness

Cha

nges

in p

lace

and

ope

rati

ngef

fect

ivel

y by

Mar

ch 2

003

Inst

all a

new

Stu

dent

Re

cord

s Sy

stem

U

nder

take

the

bus

ines

s pr

oces

s an

alys

is a

nd a

gree

pr

ocur

emen

t ro

ute

New

Stu

dent

Rec

ord

Syst

emop

erat

iona

l for

AY

200

4-5

Con

tinu

ousl

y im

prov

e th

e se

rvic

epr

ovid

ed b

y th

e Li

brar

yA

ctio

n pl

an im

plem

ente

d

Pilo

t un

derw

ayPi

lot

sche

me

for

reci

proc

albo

rrow

ing

righ

ts f

or s

tude

nts

at o

ther

HE

libra

ries

Impl

emen

t th

e re

com

men

dati

ons

of t

heTh

emat

ic R

evie

w in

to t

heLi

brar

y in

line

wit

h th

e Li

brar

yQ

ualit

y En

hanc

emen

t Pl

an


STRATEGIC PLAN

>35

GSA O

BJECTIVE

S

TRATEGY 2

OO0>20O6

P

LAN 2

O02>20O3

MEASURE O

F S

UCCESS

Eval

uati

on c

ompl

eted

by

Aug

ust

2003

Revi

ew c

ompl

eted

by

June

200

3Re

view

the

rol

e an

d gr

adin

g of

tec

hnic

ians

Enha

nce

and

expa

nd t

he s

ervi

ces

avai

labl

e to

stu

dent

s at

GSA

Phas

e 1

in p

lace

and

obj

ecti

ves

achi

eved

by

June

200

3Im

plem

ent

a ne

w

orga

nisa

tion

al v

isio

n fo

r st

uden

t su

ppor

t se

rvic

es

Ensu

re G

SA c

ompl

ies

wit

h re

cent

and

fort

hcom

ing

legi

slat

ion

Prod

uce

and

publ

ish

Dat

a Pr

otec

tion

Pol

icie

s an

d Pr

oced

ures

incl

udin

g in

form

atio

n m

anag

emen

t an

d m

onit

orin

g sy

stem

s

Proc

edur

es a

nd m

onit

orin

g sy

stem

in p

lace

and

un

ders

tood

by

staf

f

Eval

uate

the

eff

ecti

vene

ss

of t

he n

ew A

dmin

istr

ativ

eSu

ppor

t St

ruct

ures

in

supp

orti

ng a

cade

mic

sta

ff

in t

he t

hree

Sch

ools

Add

ress

the

req

uire

men

ts o

fth

e Fr

eedo

m o

f In

form

atio

nA

ct a

nd a

gree

an

acti

on p

lan

Act

ion

plan

agr

eed

Con

tinu

e to

impl

emen

t th

eD

isab

ility

Act

ion

Plan

to

ensu

reco

mpl

ianc

e w

ith

Dis

abili

tyD

iscr

imin

atio

n A

ct

Year

2 a

ctio

n pl

an c

ompl

eted


GSA O

BJECTIVE

S

TRATEGY 2

OO0>20O6

P

LAN 2

O02>20O3

MEASURE O

F S

UCCESS

Polic

y pu

blis

hed

and

acti

onpl

an in

pla

ce

Expl

ore

the

pros

and

con

s of

see

king

degr

ee-a

war

ding

pow

ers.

Ensu

re A

dmis

sion

s pr

oced

ures

op

erat

e in

acc

orda

nce

wit

h U

CA

SFi

rst

UC

AS

adm

issi

ons

cycl

e su

cces

sful

ly c

ompl

eted

Mon

itor

the

tra

nsit

ion

from

th

e Sc

otti

sh J

oint

App

licat

ion

Sche

me

to U

CA

S

Impl

emen

t th

e H

uman

Re

sour

ce S

trat

egy

Polic

ies,

proc

edur

es a

nd

acti

ons

deliv

ered

Esta

blis

h a

new

Rac

e Re

lati

ons

Wor

king

Gro

up t

o pr

oduc

e Ra

cePo

licy

and

Act

ion

Plan

by

Nov

embe

r 20

02

Dev

elop

impr

oved

man

agem

ent

info

rmat

ion

syst

ems

Impr

ove

fina

ncia

l man

agem

ent

repo

rtin

g sy

stem

s w

ith

enha

nced

cos

t ce

ntre

ana

lysi

s

Impr

oved

fin

anci

al r

epor

ting

syst

em im

plem

ente

d by

end

of

Aug

ust

2002

Impr

ove

Valu

e Fo

r M

oney

Perf

orm

ance

Und

erta

ke v

alue

for

mon

eyst

udie

s in

fin

ance

,ad

min

istr

atio

n an

d re

sour

ces

incl

udin

g pr

ocur

emen

t

Thre

e Va

lue

For

Mon

ey s

tudi

espr

oduc

ed a

nd i

mpr

ovem

ents

esta

blis

hed

Impl

emen

t ag

reed

pri

orit

y ar

eas

wit

hin

the

Hum

an R

esou

rces

Stra

tegy

incl

udin

g th

e ro

ll of

out

the

HE

2000

con

trac

t an

dac

tivi

ty p

lann

ing

guid

ance

an

d th

e ex

plor

atio

n of

fle

xibl

ew

orki

ng a

rran

gem

ents

Revi

ew t

he p

ros

and

cons

of

seek

ing

degr

ee a

war

ding

pow

ers

and

repo

rt t

o A

cade

mic

Cou

ncil

and

the

GSA

Boa

rd

Reco

mm

enda

tion

s an

d re

port

to

Aca

dem

ic C

ounc

il an

d Bo

ard

bysu

mm

er 2

003

>36


STRATEGIC PLAN

Impr

ove

Inco

me

Gen

erat

ion

GSA O

BJECTIVE

S

TRATEGY 2

OO0>20O6

P

LAN 2

O02>20O3

MEASURE O

F S

UCCESS

Pric

ing

and

cost

ing

syst

emap

plie

d ac

ross

GSA

by

July

200

3

Targ

et o

f £8

0,00

0 ac

hiev

ed

Pote

ntia

l ide

ntif

ied

and

plan

agr

eed

Dev

elop

a P

rici

ng a

nd C

osti

ngSt

rate

gy t

o en

able

GSA

to

iden

tify

the

rea

l cos

ts o

f pr

ogra

mm

es a

nd t

o ch

arge

re

alis

tica

lly f

or s

ervi

ces

Expl

ore

the

pote

ntia

l for

CPD

/con

sult

ancy

in c

reat

ive

met

hodo

logi

es

Dev

elop

and

impl

emen

t a

Kno

wle

dge

Tran

sfer

Str

ateg

yco

veri

ng c

onsu

ltan

cy,c

onti

nuin

gpr

ofes

sion

al d

evel

opm

ent

and

com

mer

cial

isat

ion

whi

ch

sets

cle

ar t

arge

ts f

or in

com

ege

nera

tion

Incr

ease

inco

me

from

Dev

elop

men

t Sc

hem

es in

clud

ing

Cor

pora

te a

rtne

rs,S

chol

arsh

ipFu

nd,A

nnua

l Giv

ing,

Trus

ts

Inco

me

of £

200,

000

achi

eved

Impr

ove

stan

dard

s of

Cor

pora

teG

over

nanc

eEn

hanc

e th

e qu

alit

y of

Gov

erna

nce

at G

SA t

hrou

gh:

0im

prov

ed G

over

nor

0H

andb

ook

0in

duct

ion

proc

ess

0re

view

of

Cor

pora

te

0G

over

nanc

e Po

licy

and

0Re

gist

er o

f In

tere

sts

0an

nual

boa

rd e

ffec

tive

ness

0qu

esti

onna

ire

by M

arch

200

3

by D

ecem

ber

2002

by D

ecem

ber

2002

by O

ctob

er 2

002

>37


GSA O

BJECTIVE

S

TRATEGY 2

OO0>20O6

P

LAN 2

O02>20O3

MEASURE O

F S

UCCESS

To P

rivy

Cou

ncil

by M

arch

200

3

Intr

oduc

e ne

w p

roce

dure

s to

ev

alua

te p

erfo

rman

ce a

gain

st a

ims

and

obje

ctiv

es

Obj

ecti

ve 7

:Ru

n ef

fect

ive

syst

ems

for

mea

suri

ng a

nd e

valu

atin

g pr

ogre

ss a

gain

st a

ims

and

obje

ctiv

es

Repo

rtin

g an

nual

ly in

Oct

ober

and

Febr

uary

to

star

t 20

03

Mec

hani

sms

in p

lace

Revi

ew G

SA O

rder

of

Cou

ncil

inre

lati

on t

o vo

ting

rig

hts

of p

art

tim

e st

aff

Ensu

re t

hat

mec

hani

sms

are

inpl

ace

to r

epor

t to

SH

EFC

und

erit

s ne

w c

ondi

tion

of

gran

tre

quir

emen

ts

Impl

emen

t ne

w p

roce

dure

s fo

r co

llect

ing

and

repo

rtin

gPe

rfor

man

ce In

dica

tors

to

the

Boar

d

>38


STRATEGIC PLAN

Impl

emen

t th

e ne

w R

esea

rch

Stra

tegy

Obj

ecti

ve 1

:To

ope

rate

an

esta

blis

hed,

cohe

rent

and

incl

usiv

e Sc

hool

wid

e re

sear

chst

rate

gy t

hat:

0su

ppor

ts le

arni

ng0

ener

gise

s th

e cr

eati

ve li

fe o

f 0

the

scho

ol0

has

a si

gnif

ican

t st

rate

gic

0

0im

pact

on

the

cult

ural

,soc

ial,

0ec

onom

ic a

nd e

duca

tion

al li

fe

0of

the

cit

y,th

e na

tion

0

and

beyo

nd0

is a

ttra

ctiv

e to

exi

stin

g an

d 0

new

sou

rces

of

fund

ing

0an

d in

vest

men

t0

has

effe

ctiv

e su

ppor

t st

ruct

ures

0in

pla

ce

GSA O

BJECTIVE

S

TRATEGY 2

OO0>20O6

P

LAN 2

O02>20O3

MEASURE O

F S

UCCESS

0AA

iimm 22

:: to

ensu

re t

hat

the

Scho

ol a

nd it

s gr

adua

tes

play

a le

adin

g ro

le in

the

cul

tura

l,ec

onom

ic,s

ocia

l and

ed

ucat

iona

l life

of

the

Cit

y,th

e N

atio

n an

d be

yond

Act

ion

plan

tar

gets

met

and

acti

ons

take

nO

vers

ee t

he im

plem

enta

tion

of

a f

ive

year

act

ion

plan

Esta

blis

h a

tran

spar

ent,

cent

rally

loca

ted

rese

arch

bud

get

base

don

the

res

earc

h st

rate

gy

Esta

blis

hed

and

posi

tive

fe

edba

ck

Max

imis

e re

sear

ch in

com

e fr

ompu

blic

and

pri

vate

sou

rces

Expl

ore

new

res

earc

h pa

rtne

rs

in t

he p

ublic

and

pri

vate

se

ctor

s an

d de

velo

p re

sear

chpr

opos

als/

proj

ects

Prof

itab

le r

esea

rch

rela

tion

ship

san

d co

ntra

cts

esta

blis

hed

>39


Sust

ain

ongo

ing

Rese

arch

C

entr

e de

velo

pmen

t

GSA O

BJECTIVE

S

TRATEGY 2

OO0>20O6

P

LAN 2

O02>20O3

MEASURE O

F S

UCCESS

Stro

ng R

esea

rch

Cen

tres

hi

ttin

g ta

rget

s in

qua

lity

and

quan

tity

of

rese

arch

out

puts

and

inco

me

gene

rati

on

Dev

elop

exi

stin

g Re

sear

ch C

entr

es:

0C

entr

e fo

r Adv

ance

d Te

xtile

s0

Mac

kint

osh

Envi

ronm

enta

l0

Arc

hite

ctur

e Re

sear

ch U

nit

0M

acki

ntos

h C

entr

e fo

r0

Col

lect

ions

and

Arc

hive

s0

Inte

rnat

iona

l Dra

win

g 0

Rese

arch

Inst

itut

e

Expl

ore

the

esta

blis

hmen

t of

new

res

earc

h ce

ntre

s in

Dra

win

g;in

Art

,Des

ign

and

Arc

hite

ctur

e in

Edu

cati

on;i

nFi

ne A

rt;i

n fu

ture

hom

es

and

the

Hyd

ra in

itia

tive

in

arch

itec

ture

,3D

vis

ualis

atio

nan

d in

tera

ctio

n

Agr

eem

ent

reac

hed

on

futu

re d

evel

opm

ent

Impl

emen

t th

e G

row

th P

lan

for

the

Dig

ital

Des

ign

Stud

ioN

egot

iate

inve

stm

ent

in D

DS

grow

th w

ith

Scot

tish

Ent

erpr

ise

Gla

sgow

and

Sco

ttis

h En

terp

rise

Nat

iona

l and

dev

elop

im

plem

enta

tion

pla

n

Inve

stm

ent

agre

ed a

nd

impl

emen

tati

on p

lan

in p

lace

Dev

elop

and

impl

emen

t a

plan

fo

r th

e gr

owth

of

post

grad

uate

ed

ucat

ion

at G

SA t

o 25

% o

f th

est

uden

t po

pula

tion

Dev

elop

gro

wth

pla

n th

at

iden

tifi

es b

alan

ce o

f po

stgr

adua

te s

tude

nts

in t

erm

sof

dis

cipl

ine,

PG-t

augh

t an

d PG

-res

earc

h,w

ith

refe

renc

e to

fina

nce,

infr

astr

uctu

res

and

staf

fing

nee

ded

to s

uppo

rtpl

anne

d gr

owth

Gro

wth

Pla

n in

pla

ce a

nd

Year

1 t

arge

ts m

et

>40


STRATEGIC PLAN

Obj

ecti

ve 2

:To

be

an in

flue

ntia

l ins

titu

tion

inSc

otla

nd a

nd b

eyon

d,re

spec

ted

for

its

view

s an

d co

nsul

ted

by n

atio

nal

and

loca

l gov

ernm

ent,

busi

ness

an

d th

e m

edia

GSA O

BJECTIVE

S

TRATEGY 2

OO0>20O6

P

LAN 2

O02>20O3

MEASURE O

F S

UCCESS

Firs

t en

tran

ts in

200

3-4

Valid

ate

new

M.P

hil i

n D

esig

n Pr

acti

ce

Scho

ol o

f Fi

ne A

rt t

o ex

plor

e th

e po

tent

ial f

or

0M

aste

rs in

Fin

e A

rt

0sp

ecia

list

disc

iplin

es0

an in

tern

atio

nal M

FA w

ith

0pa

rtne

rs in

Eur

ope,

Nor

th0

Am

eric

a an

d A

ustr

alia

Prel

imin

ary

disc

ussi

ons

com

plet

ed a

nd a

ctio

n ag

reed

by

Dec

embe

r 20

02

Rais

e fu

nds

from

tru

sts,

spon

sors

and

bene

fact

ors

to s

uppo

rt r

esea

rch

stud

ents

in p

rior

ity

area

s

3 Ph

D s

chol

arsh

ips

secu

red

-£9

0,00

0 ov

er t

hree

yea

rs

Org

anis

e an

d co

ntri

bute

to

high

prof

ile a

nd in

flue

ntia

l con

fere

nces

,ex

hibi

tion

s,fe

stiv

als

and

othe

r pu

blic

eve

nts

Org

anis

e th

e se

cond

Hon

orar

yPr

esid

ent’

s di

nner

bri

ngin

gto

geth

er o

pini

on f

orm

ers

inSc

otla

nd a

nd p

oten

tial

don

ors

Succ

essf

ul e

vent

wit

h G

SAm

essa

ge c

omm

unic

ated

Seek

way

s of

rel

easi

ng s

taff

to

con

trib

ute

to h

igh

prof

ileco

nfer

ence

s,fe

stiv

als,

exhi

biti

ons

and

othe

r ev

ents

in

ord

er t

o pr

omot

e G

SA

exce

llenc

e in

lear

ning

,tea

chin

g,re

sear

ch a

nd o

ther

are

as

Incr

ease

d le

vel o

f st

aff

acti

vity

Agr

ee r

esea

rch

need

s an

dap

proa

ch t

arge

t tr

usts

,spo

nsor

san

d in

divi

dual

ben

efac

tors

>41


GSA O

BJECTIVE

S

TRATEGY 2

OO0>20O6

P

LAN 2

O02>20O3

MEASURE O

F S

UCCESS

Exhi

biti

ons

linke

d to

res

earc

h,te

achi

ng a

nd lo

cal n

eeds

Aud

it c

urre

nt in

tent

ions

acr

oss

GSA

for

maj

or c

onfe

renc

es o

ver

the

next

fiv

e ye

ars

and

agre

e a

prog

ram

me

5 ye

ar p

rogr

amm

e of

co

nfer

ence

s ag

reed

Prom

ote

the

Dir

ecto

ry o

fEx

pert

s w

idel

y to

enc

oura

ge

the

pres

s an

d m

edia

to

seek

opin

ion

from

GSA

sta

ff

Incr

ease

d re

fere

nce

to G

SAst

aff

in g

ener

al a

nd s

peci

alis

tpu

blic

atio

ns

Esta

blis

h an

ann

ual r

evie

w

of G

SA s

taff

con

trib

utio

ns t

oco

nfer

ence

s as

par

t of

ann

ual

mon

itor

ing

Proc

edur

e in

pla

ce.

Firs

t re

port

Jan

uary

200

3

Prom

ote

the

skill

s an

d ex

pert

ise

of G

SA s

taff

and

gra

duat

es t

o th

eou

tsid

e w

orld

Publ

ish

a re

port

of

GSA

re

sear

ch a

ctiv

ity

Repo

rt p

ublis

hed

in 2

003

Esta

blis

h a

cohe

rent

sys

tem

fo

r re

cord

ing,

prom

otin

g an

dup

dati

ng t

he f

ull r

ange

of

staf

fre

sear

ch in

tere

sts

and

expe

rtis

elin

king

GSA

Web

site

/SRI

S/RA

E

Syst

em in

pla

ce

Revi

ew t

he e

xhib

itio

nspr

ogra

mm

e ac

ross

the

cam

pus

and

link

mor

e cl

osel

y w

ith

rese

arch

and

tea

chin

g an

d th

ene

eds

of t

he G

lasg

owco

mm

unit

y

>42


STRATEGIC PLAN

Impl

emen

t st

rate

gies

for

re

crui

tmen

t of

ent

rant

s fr

om u

nder

repr

esen

ted

grou

ps t

o en

sure

:

010

% in

crea

se y

ear

on y

ear

in0

entr

ants

fro

m G

OA

LS s

choo

ls t

o0

Fine

Art

,Des

ign

and

Arc

hite

ctur

e

0en

tran

ts f

rom

oth

er lo

w

0pa

rtic

ipat

ion

neig

hbou

rhoo

ds 0

0re

mai

n ab

ove

the

sect

or

0be

nchm

ark

0en

tran

ts f

rom

less

wel

l 0

repr

esen

ted

soci

al c

lass

es0

rem

ain

abov

e th

e se

ctor

0

benc

hmar

k

0ta

rget

s fo

r ra

ce,d

isab

ility

0

and

entr

ance

fro

m s

tate

sch

ools

0ar

e se

t an

d m

et

GSA O

BJECTIVE

S

TRATEGY 2

OO0>20O6

P

LAN 2

O02>20O3

MEASURE O

F S

UCCESS

Stra

tegy

in p

lace

Dat

a co

llect

ed

Dat

a co

llect

ed

Con

tinu

e th

e pr

ovis

ion

of A

rtis

tsan

d D

esig

ners

in E

duca

tion

and

Port

folio

cla

sses

to

GO

ALS

sch

ools

Dev

elop

a s

trat

egy

for

recr

uitm

entf

rom

oth

er lo

w

part

icip

atio

n ne

ighb

ourh

oods

id

enti

fied

by

post

code

dat

a

Col

lect

acc

urat

e da

ta in

ord

er

to s

et t

arge

ts in

200

3-4

Col

lect

acc

urat

e da

ta in

ord

er

to s

et t

arge

ts in

200

3-4

Obj

ecti

ve 3

:To

wid

en p

arti

cipa

tion

at

GSA

fr

om u

nder

rep

rese

nted

gro

ups

tobe

tter

ref

lect

the

cul

tura

l,so

cial

an

d ec

onom

ic d

iver

sity

of

the

city

and

nati

on (

thro

ugh

care

fully

ta

rget

ed e

duca

tion

al o

ppor

tuni

tyun

derp

inne

d by

exc

elle

nce

in

teac

hing

,res

earc

h an

d st

uden

t su

ppor

t)

Esta

blis

h a

new

lear

ning

su

ppor

t te

am a

nd c

olla

bora

tive

wor

king

wit

h tu

tors

Lear

ning

Sup

port

tea

m in

pla

ceEn

sure

sup

port

str

uctu

res

are

in p

lace

to

supp

ort

the

lear

ning

,pr

ogre

ssio

n an

d re

tent

ion

of

stud

ents

fro

m u

nder

re

pres

ente

d gr

oups

Incr

ease

GO

ALS

ent

rant

s to

Des

ign,

Arc

hite

ctur

e an

d Fi

neA

rt b

y 10

%

>43


Ensu

re G

SA a

dmis

sion

s pr

oced

ures

are

fair,

clea

r an

d co

nsis

tent

GSA O

BJECTIVE

S

TRATEGY 2

OO0>20O6

P

LAN 2

O02>20O3

MEASURE O

F S

UCCESS

New

Adm

issi

ons

proc

edur

e in

pla

ce

Esta

blis

h a

Scho

lars

hip

fund

(ta

rget

£500

,000

) to

sup

port

stu

dent

s fr

omdi

sadv

anta

ged

back

grou

nds

and

over

seas

stu

dent

s

Put

in p

lace

a n

ew a

dmis

sion

s pr

oced

ure

in li

ne w

ith

tran

siti

on

to U

CA

S w

hich

em

brac

es g

ood

prac

tice

in t

erm

s of

equ

al

oppo

rtun

itie

s an

d w

ider

acc

ess

Expl

ore

and

agre

e th

e ba

sis

for

deve

lopi

ng f

utur

e re

lati

onsh

ips

wit

h Fu

rthe

r Ed

ucat

ion

Col

lege

s

Polic

y to

war

ds f

urth

er e

duca

tion

agre

ed a

nd a

ctio

n id

enti

fied

Dev

elop

con

stru

ctiv

e an

d re

leva

ntre

lati

onsh

ips

wit

h Fu

rthe

r Ed

ucat

ion

in o

rder

to

wid

en p

arti

cipa

tion

Revi

se a

nd im

plem

ent

the

GSA

Equa

l Opp

ortu

nity

Pol

icy

for

staf

f an

d st

uden

ts in

the

ligh

t of

new

legi

slat

ion

incl

udin

g m

onit

orin

g pr

oced

ures

Equa

l Opp

ortu

niti

es p

olic

yre

view

ed a

nd im

plem

ente

d.M

onit

orin

g pr

oced

ures

in p

lace

.

Furt

her

deve

lop

and

impl

emen

t a

com

preh

ensi

ve E

qual

Opp

ortu

niti

es

Polic

y ac

ross

all

aspe

cts

of G

SA

Incl

ude

Equa

l Opp

ortu

niti

es w

ith

focu

s on

Rac

e,D

isab

iliti

es a

nd S

exD

iscr

imin

atio

n,as

pri

orit

y ar

ea in

the

staf

f de

velo

pmen

t st

rate

gy

Posi

tive

eva

luat

ion/

Equa

lO

ppor

tuni

ties

kno

wle

dge

impr

oved

Plan

for

maj

or f

undr

aisi

ng a

ucti

on20

0 it

ems

secu

red

for

auct

ion

in 2

003

Laun

ch A

nnua

l Fun

d an

d C

orpo

rate

Part

ners

Pro

gram

me

£85,

000

secu

red

>44


STRATEGIC PLAN

GSA O

BJECTIVE

S

TRATEGY 2

OO0>20O6

P

LAN 2

O02>20O3

MEASURE O

F S

UCCESS

£45,

000

secu

red

Enha

nce

rout

es t

o G

SA v

iaC

onti

nuin

g Ed

ucat

ion

App

roac

h Tr

usts

and

Indi

vidu

als

Dev

elop

par

t-ti

me

dist

ance

Cer

amic

s pr

ogra

mm

e in

Des

ign

Scho

ol f

or v

alid

atio

n in

200

2-03

Cou

rses

val

idat

ed a

nd s

tude

nts

recr

uite

d fo

r Ea

ster

200

3

Revi

ew p

art

tim

e pr

ovis

ion

inar

chit

ectu

re a

nd e

xplo

re a

no

n-pr

ofes

sion

al o

r re

vise

d pr

ofes

sion

al s

chem

e

Opt

ions

ana

lysi

s co

mpl

ete

and

rout

e m

ap a

gree

d

Dev

elop

a F

ive

Year

pla

n fo

r M

.Phi

lin

Art

,Des

ign

and

Arc

hite

ctur

e in

Educ

atio

n

Plan

in p

lace

by

Sept

embe

r 20

02

Expl

ore

deve

lopm

ent

pote

ntia

l of

part

tim

e m

ode

of M

Phi

l in

Art

and

Des

ign

inO

rgan

isat

iona

l Con

text

s

Pote

ntia

l exp

lore

d an

d fu

ture

dire

ctio

n ag

reed

Acc

redi

t a

prop

orti

on o

f G

SAac

cess

cla

sses

Cou

rses

acc

redi

ted

Obj

ecti

ve 4

:Pr

ovid

e a

rang

e of

lear

ning

oppo

rtun

itie

s w

hich

are

re

spon

sive

to

the

chan

ging

ne

eds

of s

tude

nts

and

of s

ocie

ty

Expl

ore

pote

ntia

l for

dev

elop

ing

part

-tim

e pr

ovis

ion

>45


GSA O

BJECTIVE

S

TRATEGY 2

OO0>20O6

P

LAN 2

O02>20O3

MEASURE O

F S

UCCESS

App

oint

new

Hea

d of

Dep

artm

ent

New

Hea

d A

ppoi

nted

by

Aut

umn

2002

Cle

ar r

ole

and

func

tion

agr

eed

and

com

mun

icat

ed

Obj

ecti

ve 5

:En

cour

age

staf

f an

d st

uden

ts

to p

lay

an a

ctiv

e ro

le in

co

mm

unit

ies,

inst

itut

ions

and

busi

ness

es (

thro

ugh

proj

ect

wor

k,in

volv

emen

t on

Boa

rds

and

othe

rgr

oups

,con

tinu

ing

educ

atio

n pr

ogra

mm

es,c

omm

issi

ons,

resi

denc

ies

and

othe

r m

eans

)

Refo

cus

the

GSA

Con

tinu

ing

Educ

atio

n pr

ogra

mm

e to

ens

ure

it s

erve

s cl

earl

y th

e ai

ms,

obje

ctiv

es a

nd p

rior

itie

s of

th

e Sc

hool

Esta

blis

h th

e ke

y ro

le a

nd

func

tion

for

Con

tinu

ing

Educ

atio

nw

ithi

n G

SA in

clud

ing:

0C

PE p

rovi

sion

0Su

mm

er S

choo

l0

Port

folio

pro

gram

mes

0C

omm

issi

on w

ork

for

0G

OA

LS p

roje

ct

Esta

blis

h a

wid

e ra

nge

of a

llian

ces

and

colla

bora

tion

s w

ith

othe

r in

stit

utio

ns a

nd o

rgan

izat

ions

in

orde

r to

impr

ove

effi

cien

cy a

nd

valu

e fo

r m

oney

Seek

alli

ance

s an

d co

llabo

rati

ons

in t

he f

ollo

win

g ar

eas:

0St

uden

t Re

side

ntia

l0

Acc

omm

odat

ion

0C

hild

care

0

Fina

nce

and

Adm

inis

trat

ion

0W

ider

Acc

ess

init

iati

ves

0En

glis

h as

a s

econ

d la

ngua

ge0

Stud

ent

Serv

ices

0Pr

omot

ion

of M

acki

ntos

h 0

heri

tage

0A

cade

mic

pro

gram

mes

0

(RSA

MD

)

Dis

cuss

ions

con

clud

ed a

ndac

tion

s ag

reed

Obj

ecti

ve 6

:Se

ek a

wid

er r

ange

of

allia

nces

and

colla

bora

tion

s

>46


STRATEGIC PLAN

GSA O

BJECTIVE

S

TRATEGY 2

OO0>20O6

P

LAN 2

O02>20O3

MEASURE O

F S

UCCESS

Prom

ote

Mac

kint

osh

and

the

heri

tage

of

Gla

sgow

Sch

ool

of A

rt t

hrou

gh h

igh

qual

ity

exhi

biti

ons

and

publ

icat

ions

Esta

blis

h re

alis

tic

wor

king

re

lati

onsh

ip w

ith

a w

ider

ran

ge

of p

artn

ers

Rang

e of

par

tner

s in

pla

ce

Plan

in p

lace

At

leas

t on

e ex

hibi

tion

pla

nned

Obj

ecti

ve 7

:Ta

ke s

igni

fica

nt s

teps

to

prot

ect

and

prom

ote

the

Scho

ol’s

heri

tage

in w

ays

whi

ch s

uppo

rtth

e Sc

hool

’s e

duca

tion

al a

ndre

sear

ch p

urpo

ses

Seek

a w

ider

ran

ge o

f in

vest

men

tpa

rtne

rs f

or r

esea

rch

and

com

mer

cial

isat

ion

Prod

uce

a vi

able

and

cos

ted

Plan

for

subm

issi

on t

o H

erit

age

Lott

ery

Fund

,His

tori

c Sc

otla

nd a

nd a

nyot

her

rele

vant

bod

ies

Secu

re M

acki

ntos

h an

d ar

chiv

e ba

sed

exhi

biti

ons

in a

ssoc

iati

on

wit

h fo

reig

n pa

rtne

rs (

Rese

au A

rtN

ouve

au N

etw

ork;

Cit

y of

Ale

sund

;Vit

ra D

esig

n M

useu

m)

and

in t

he G

SA m

useu

m

Incr

ease

the

use

of

the

Col

lect

ion

and

Arc

hive

s by

sta

ff a

nd s

tude

nts

Incr

ease

d st

uden

t us

eM

acki

ntos

h C

urat

or a

nd G

SAA

rchi

vist

wor

k w

ith

acad

emic

st

aff

to im

prov

e st

uden

t an

d st

aff

use

of c

olle

ctio

n an

d ar

chiv

e

Esta

blis

h th

e M

acki

ntos

h C

entr

e fo

r C

olle

ctio

ns a

nd A

rchi

ves

on

an e

nhan

ced

and

mor

e se

cure

fi

nanc

ial b

asis

Fund

ing

appl

icat

ions

sub

mit

ted/

som

e fu

ndin

g se

cure

dA

pply

for

fun

ds t

o se

cure

a f

irm

basi

s fo

r th

e Re

sear

ch C

entr

e fo

rC

olle

ctio

n an

d A

rchi

ves

Secu

re f

undi

ng f

rom

the

Her

itag

eLo

tter

y Fu

nd a

nd o

ther

sou

rces

to

res

tore

the

Mac

kint

osh

Build

ing

and

deve

lop

an e

nvir

onm

enta

llyco

ntro

lled

Rese

arch

Cen

tre

faci

lity

for

the

Col

lect

ion

and

Arc

hive

s

>47


GSA O

BJECTIVE

S

TRATEGY 2

OO0>20O6

P

LAN 2

O02>20O3

MEASURE O

F S

UCCESS

Impl

emen

t th

e co

mm

unic

atio

ns

stra

tegy

to

enha

nce

GSA

’s p

rofi

le

in k

ey c

onst

itue

ncie

s at

hom

ean

d ab

road

Expl

ore

the

prod

ucti

on o

f fa

bric

sba

sed

on d

esig

ns b

y Ro

bert

Stew

art,

Mac

kint

osh

and

Luci

enne

Day

and

a n

ew p

rodu

ct r

ange

wit

hV

itra

Des

ign

Mus

eum

Busi

ness

pla

n ap

prov

ed

Ove

rsea

s an

d H

ome/

EU

recr

uitm

ent

targ

ets

met

Publ

icat

ions

pro

duce

d

Obj

ecti

ve 8

:M

anag

e a

high

ly f

ocus

ed

com

mun

icat

ions

str

ateg

yde

sign

ed t

o pr

omot

e an

den

hanc

e G

SA’s

rep

utat

ion

Impl

emen

t th

e re

com

men

dati

ons

of t

he R

iley

cons

ulta

ncy

into

hom

e an

d ov

erse

as r

ecru

itm

ent

mar

keti

ng a

t G

SA

Laun

ch a

n al

umni

mag

azin

e an

dG

SA a

nnua

l rep

ort

Stra

tegy

and

mon

itor

ing

mec

hani

sm in

pla

ceFo

cus

pres

s an

d m

edia

str

ateg

y on

key

pri

orit

y ar

eas

Dev

elop

the

GSA

web

site

as

a m

ajor

str

and

in G

SA m

arke

ting

an

d co

mm

unic

atio

n st

rate

gy

Web

site

ope

rati

onal

by

Nov

embe

r 20

02Re

deve

lop

and

rede

sign

the

G

SA w

ebsi

te

Esta

blis

h a

dyna

mic

new

vis

ual

iden

tity

for

GSA

Sign

age

in p

lace

by

June

200

3C

ompl

ete

the

roll

out

of t

he n

ewvi

sual

iden

tity

and

inst

all s

igna

geth

roug

hout

the

cam

pus

Dev

elop

a s

trat

egy

for

impr

oved

inte

rnal

com

mun

icat

ion

and

know

ledg

e m

anag

emen

t

Reco

mm

enda

tion

s ag

reed

by

Mar

ch 2

003

Expl

ore

mod

els

in o

ther

HEI

s an

d m

ake

reco

mm

enda

tion

s

Ensu

re G

SA r

emai

ns c

ompe

titi

ve

in a

ttra

ctin

g ap

plic

atio

ns f

rom

unde

rgra

duat

e an

d po

stgr

adua

test

uden

ts in

crea

sing

the

num

ber

ofgr

adua

ting

ove

rsea

s st

uden

ts b

y10

% p

er a

nnum

Wor

k w

ith

Cen

tre

for A

dvan

ced

Text

iles,

GSA

Ent

erpr

ises

and

co

mm

erci

al p

artn

ers

to p

rodu

ceco

mm

erci

al h

erit

age

base

d pr

oduc

ts

>48


STRATEGIC PLAN


gsc strategy p lan cover 7 /25/02 6:04 pm page 2 · gsc strategy p lan 02-06-48pgr 7 /25/02 5:51 pm...

Documents