About CAA
CAA STRATEGIC PLAN PRIORITIES AND STRATEGIES SUMMARY
2006–2010
Revised and approved by the CAA Board of Directors, February 18, 2007
The following summarizes revisions provided by CAA board and staff to the Priorities and Strategies of the 2005-2010 Strategic Plan:
Priority 1: Better serve the membership through communication
- Strategy I: Make more visible and coherent our various member services; create a member-services component within all appropriate aspects of CAA’s work
- Strategy II: Assert our leadership role as a center for the exchange of ideas and information on the visual arts and for arts professionals on the internet
- Strategy III: In order to encourage greater interest by CAA members in serving on the board of Directors and to increase member influence on the board, make the work of the board more transparent and accessible to our members
Priority 2: Become financially self-sufficient, independent of earnings from the endowment
- Strategy IV: In order to acquire additional sources of support (a) for the programs identified as priorities in the strategic plan, and (b) to build capacity throughout the organization, cultivate grant-making agencies and apply for grant support. This includes private and corporate foundations and government agencies with a history of supporting CAA as well as carefully researched new prospects
- Strategy V: Cultivate philanthropic contributions and gifts
- Strategy VI: Use existing CAA programs to assist development efforts. These include the Annual Conference Distinguished Scholar Sessions, the Travel Grant Program, CAA publications, regional professional-development programs, and other programs
- Strategy VII: Encourage all board members to be active fundraisers, to fulfill their annual $500 donations, and to contribute annually to CAA's funds beyond that sum
- Strategy VIII: Improve existing revenue-generating programs and develop new ones. This includes reviewing CAA’s pricing structure and adding fee-based services and products
Priority 3: Retain and increase membership
- Strategy IX: Increase membership by the end of this strategic-plan period.
- Strategy X: In membership recruitment, target groups that will produce the greatest results.
- Strategy XI: Centralize and expand our professional-development services, especially mentoring and other support services for members at all career stages.
- Strategy XII: Enhance the Annual Conference as a core CAA activity, as the major venue of exchange between artists and scholars, and as a bridge to the larger community.
- Strategy XIII: Offer regional events and programs in collaboration with affiliated societies, institutional members, and art organizations.
- Strategy XIV: Increase advocacy on workforce issues and monitor and respond to issues affecting pedagogy and curricula. Obtain data on national trends in higher education, the arts, and cultural institutions to support current and new advocacy efforts. Continue advocacy efforts on copyright, censorship, and arts-and-humanities funding and related issues.
Priority 4: Build an integrated electronic information program that strengthens CAA’s management and programs and establishes CAA as a primary source of research data in the visual arts and higher education
- Strategy XV: Construct an integrated, versatile Association Management System (AMS), an information-technology (IT) system designed to gather, evaluate, and present internal (bibliographic and quantitative) and external (field) research data, in order to carry out our programs and research—including, but not limited to, member outreach, advocacy, field research, and surveys; improve department efficiencies; and provide data to guide strategic decisions
- Strategy XVI: Collect, analyze, and disseminate quantitative and qualitative information on the fields of art and visual culture; analyze trends reflected in these data
Priority 5: Evaluate the program of exhibitions
- Strategy XVII: To increase services to artist members, develop new exhibition opportunities comparable in quality to our prestigious publications program; expand caa.reviews to include exhibition reviews; and seek high-profile partner institutions with whom to cosponsor and develop exhibitions
Priority 6: Maintain the excellence of our publications program
- Strategy XVIII: Develop best-practices guidelines and up-to-date information in publishing-related areas such as intellectual-property law and practices for the arts, tenure publishing, peer review, source citation, plagiarism, good editorial practice, censorship, etc.; enhance our publications program’s visibility (particularly aspects of it beyond the three journals)
Privacy Policy | Refund Policy | Website Requirements | RSS
Copyright © 2009 College Art Association.
275 Seventh Avenue, 18th Floor, New York, NY 10001 | T: 212-691-1051 | F: 212-627-2381 | nyoffice@collegeart.org
The College Art Association supports all practitioners and interpreters of visual art and culture, including artists and scholars, who join together to cultivate the ongoing understanding of art as a fundamental form of human expression. Representing its members’ professional needs, CAA is committed to the highest professional and ethical standards of scholarship, creativity, connoisseurship, criticism, and teaching.