Rationale

For more than forty-five years, Concordia University’s Faculty of Fine Arts has actively shaped the artistic and cultural ecosystems of Montreal, Quebec, Canada and beyond by contributing to the training of artists, designers, performers, cultural workers, creative arts therapists, educators and scholars.

With 4,000 students enrolled in 60 undergraduate and graduate programs, the Faculty of Fine Arts is unique in Canada: no other university offers as wide a range of fine arts curriculums.

While we are a world away from the first fine arts department, founded by three professors in 1961, their experimental spirit still inspires us. We continue to foster innovation through our research, our pedagogical practices and the innumerable ways we interact with creative and scholarly communities.

Since its creation in 1976, the Faculty of Fine Arts has expanded and diversified remarkably. Our teaching and research have changed to address contemporary social needs. Our creative and scholarly practices have evolved toward interdisciplinarity, and greater engagement with technology, sustainable practices, accessibility and community partnerships.

We must continue to evolve to meet the future head-on. Today’s students want more diversity in the classroom, more flexibility in program offerings and more extra-curricular support; faculty and staff seek agility, adaptability and efficiency in the models, processes and (infra)structures that support teaching, research and work; and our community is calling for socially and environmentally sustainable study and work environments.

To address these calls for change, we need to establish a strategic plan that is built upon a thorough analysis of our strengths, challenges and development opportunities.

Our faculty has often described itself as innovative, student-oriented, connected to the community, and committed to experiential learning. These strategic planning exercises will enable us to ask ourselves to what degree these values still hold and how we can take concrete, measurable actions to support them. We can also allow ourselves to be bold, to develop entirely new strategic directions.

We are embarking on a consultative process on will allow us to ask ourselves what we can be best at, where we can distinguish ourselves and how we continue to be relevant. A strategic plan will provide us with a framework to plan for the future of this faculty, to seize new opportunities and navigate change together.

Annie Gérin
Dean of the Faculty of Fine Arts
Concordia University

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