PCA&D pursuing partnerships in community

Listen to this article

Rather than operate as isolated campuses, colleges should serve as creative anchors within their communities. 

Such is the view of Pennsylvania College of Art & Design President Andy Barnes, who is working to realize a vision that sees PCA&D pursuing partnerships with businesses, nonprofits, artists, and civic leaders to create shared opportunity. 

“My vision for Pennsylvania College of Art & Design is to position the College not simply as an academic institution, but as a creative partner and workforce partner for the region,” said Barnes. “The most successful colleges today are not isolated campuses; they are embedded in their communities and economies, working alongside businesses, nonprofits, artists and civic leaders to create shared opportunities.” 

Barnes said PCA&D is building partnerships where students gain real-world experience while organizations gain creative support and new ideas. 

“That might mean students developing branding and marketing materials for nonprofits, working on design and communications projects with regional businesses, collaborating on community art initiatives or gaining hands-on experience in industries like live events, digital media and product design,” said Barnes. “One such example is our Live Experience Design & Production program (LiveX) in collaboration with the Academy of Live Technology at Rock Lititz. Students produce real experiences alongside seasoned industry professionals. Students in our Graphic Design major intern at local companies like Force Packaging, where one of our alumni now works.” 

Barnes believes such partnerships create a shared value model. 

“Students graduate with experience, portfolios and professional networks,” he stated. “Organizations gain access to creative talent and new perspectives. And the region benefits from a stronger creative workforce and a more vibrant cultural and business environment. That is the role we believe a college like PCA&D should play: not just educating students but helping strengthen the creative and economic ecosystem around us.” 

Barnes said institutions that demonstrate tangible regional value, through workforce development, cultural investment and community partnerships, are the most resilient. 

“Higher education is facing significant pressure right now, including rising tuition concerns, demographic shifts and increasing questions about return on investment,” he stated. “Institutions that will be most resilient are the ones that clearly demonstrate their value to students, families and the communities they serve.” 

Barnes feels that colleges that contribute to workforce development, cultural vitality and economic growth become essential community partners, not optional institutions. He added that when a college is helping build the local workforce, supporting nonprofits, contributing to arts and culture, and partnering with businesses, it becomes part of the region’s infrastructure. 

“Resilience in higher education today comes from relevance,” Barnes said. “If an institution is clearly preparing students for careers, supporting regional industries and contributing to quality of life in a community, it becomes something people want to invest in, whether that investment comes from students, donors, businesses or civic leaders. Graduates from PCA&D tend to stay in the community, opening businesses like Decades, Curio, and Black Altar Collection, and working at stores like Webstaurant and West Arts. 

“At PCA&D, we think a lot about how we can be useful to our region, not just as a college, but as a workforce partner, cultural partner and community partner. That mindset is critical for the future of smaller institutions.” 

Barnes spoke of the creative workforce, including digital media, live entertainment, and why employers are seeking technically skilled creative professionals. 

“The creative workforce is often misunderstood,” said Barnes. “People tend to think only of artists or designers working independently, but today’s creative economy includes digital media producers, brand designers, user experience designers, content creators, video and animation specialists, live event production managers, lighting programmers, fabricators and many other technically skilled roles.” 

As industries like live entertainment, digital marketing, content creation, experiential design and product development grow, they require people who can think creatively while working with technology, managing projects, collaborating across teams and communicating ideas. 

“Employers are looking for people who can do more than operate software,” said Barnes. “They want employees who can solve problems, tell stories, design experiences and think strategically. Those are creative skillsets. 

“This is where conversations about artificial intelligence become very interesting. Many people assume AI will replace creative jobs, but in many ways, it does the opposite. As AI makes certain tasks easier or faster, the ability to think creatively, develop ideas, tell stories and differentiate brands and organizations becomes even more valuable. Technology can generate content, but it cannot replace human perspective, creativity and problem-solving. Businesses still need people who can think and offer distinctive vision. 

“While we teach our students the fundamentals of using AI, are core focus is giving students the space and time to develop their own voices that will make their art practice unique.” 

Barnes noted Research and Markets estimates that the live entertainment market will grow at a Compound Annual Growth Rate of 5.6% by 2030. 

“That growth requires technically skilled workers to execute top-notch experiences, creating valuable opportunities and career pathways for our LiveX graduates interested in event design and production,” he said. “Such roles can lead to competitive salaries – NAMM estimates the average salary range for a lighting programmer at $60,900 to $64,000 and a front-of-house engineer at $71,000 to $84,000. 

“We are hearing consistently from employers that they need graduates who are technically skilled, but also adaptable, collaborative and creative thinkers. That combination is exactly what creative education develops.” 

Small colleges can help close the gap. 

“Smaller institutions like PCA&D are uniquely positioned to help close the creative workforce gap because we can be flexible, industry-connected and highly focused on experiential learning,” said Barnes. “Our students work on real projects, with real clients, often before they graduate. They build portfolios, complete internships, collaborate across disciplines, and present their work to professionals. They graduate not just with a degree, but with experience and professional confidence.” 

Barnes cited the LiveX program as a great example of how smaller colleges can respond directly to workforce needs. 

“That program was built specifically around industry demand and prepares students for careers in live events and production, which is a growing sector with strong career opportunities and economic impact,” Barnes said. “Event planner jobs alone are expected to grow by 7.03% over the next five years in the U.S. Preparing students here in the Midstate bolsters the workforce pipeline and equips the region’s events market with fresh, innovative talent.” 

Barnes views PCA&D’s Center for Creative Exploration as part of the workforce pipeline. 

“Through youth and adult programs, we are helping people build creative skills, confidence and technical abilities long before they enter college, the workforce or pivot careers,” said Barnes. “It becomes a gateway into creative careers and creative industries, and it also serves as a resource for businesses and organizations seeking creative collaboration and experiential learning partnerships. 

“Smaller colleges can move quickly, build partnerships easily and focus on hands-on learning. That allows us to prepare students not just academically, but professionally. That’s where I think institutions like PCA&D can make a significant impact: by connecting education directly to careers and regional workforce needs.”