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Practice : Spring 2012
We are fundamentally committed to: achieving consistent educational excellence; sustaining our community; increasing our recognition in order to enhance our resources; and to building those resources for institutional stability and change. In developing this plan over the past year, we have asked: What is the BAC’s role in creating knowledge? How do we promote and use research in school, and in practice? How do we best deliver o n the promise of sustainable design? How do we best employ new technologies? How do we best build communities, here and globally? How should we coordinate our curricula with schools offering other disciplines such as engineering or management? How do we best measure the quality of our education? What should our physical plant consist of? How should we balance onsite learning facilities with online learning opportunities? Should we provide student housing? How do we sustain institutional and governance flexibility while meeting the require me nts of multiple accreditors? How can our Overseers and Trustees be the best possible stewards of the institution, and how ought they to connect with our students and faculty? How can we best reach beyond our traditional constituencies to engage members of the broader community in the design thinking and learning that distinguish us as an independent professional college? How do we stre ngthen our institutional advance me nt and financing resources to suppor t the school apar t from tuition reve nues? What other reve nue sources might be available to us? The Strategic Plan approved by our Board addresses many of these questions at a policy level, not mandating specific programs and initiatives, but setting forth the values and principles we hold most dear. We are a comprehensive, practice-based design college that is open and accessible.The Strategic Plan reinforces that we are fundamentally committed to: achieving consistent educational excellence; sustaining our community; increasing our recognition in order to enhance our resources; and, building those resources for institutional stability and change. Each year’s budget will set forth specific incremental and transformative steps to stabilize our strengths, and to find innovative ways of addressing the economic challenges that lie ahead. We have become more innovative, community-based, and global over the past five years because we have been flexible and agile in our approach to what we seek to achieve as an excellent professional design educational institution. We continue to value your support in the years to come . PRINCIPLES & VALUES President Ted Landsmark PRACTICE 53