School of Art


Published on

  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

School of Art

  1. 1. School of Art Strategic Plan 2007 Mission Statement The School of Art provides a stimulating and challenging environment in which students develop creative and scholarly potential, supports faculty members in the pursuit of excellence in teaching and research, serves and leads public and professional constituencies and promotes intercultural understandings through art. The School of Art provides a supportive, stimulating and challenging environment in which students develop creative and scholarly potential, faculty members pursue excellence in teaching and research, the needs of public and professional constituencies are addressed and promotes intercultural understandings through art. Vision Statement The School of Art will achieve national recognition as a pre-eminent art program in the Southwest. In faculty research, teaching and service, we will strive to advance critical discourse, institute innovative interdisciplinary approaches and expand our programs with contemporary technologies. We will motivate our students to strive for excellence to facilitate their development as critical and creative contributors to artistic, scholarly, and societal discourses. Core Values Excellence in the Advancement of Knowledge through • Excellence in teaching, research/creative activity, and service • Highest standards in performance • Creative Problem Solving • Effective communication • Critical thinking • Cultural literacy • Technological literacy • Responsiveness to the needs of students Respect and Appreciation for • Diversity • Academic Freedom and Shared Governance • Needs of our Larger Community and Society • Intellectual, Creative, and Academic Achievement • Traditions of Higher Education • Student’s Needs
  2. 2. STRATEGIC PRIORITIES, GOALS, AND STRATEGIES INVEST IN THE PEOPLE OF TEXAS TECH UNIVERSITY I. Access and Diversity: Recruit, retain, and graduate a more academically prepared and diverse student body. 1.1 Recruit qualified and capable students with varied backgrounds and who are motivated in seeking higher education in the visual arts. Strategies • Faculty will help to identify underrepresented group source areas (high schools, community colleges and universities) and implement recruitment plans to increase awareness of the educational opportunities in art at Texas Tech University. • Faculty search committees will seek (by directing letters, notices, phone calls to minority institutions and organizations) to increase the diversity of faculty candidate pools and to hire qualified candidates who will improve the attractiveness of Texas Tech to underrepresented student groups. • Seek increased private/corporate funding for talent-based and academic scholarships directed toward qualified undergraduate and graduate students. • Seek increased internal/external funding for graduate-level GA, TA, and GPTI appointments. • Seek increased internal/external funding to be earmarked for recruiting. • Seek ways to engage art alumni in the recruitment of highly qualified undergraduate and graduate program candidates. 1.2 Retain and graduate qualified and capable students with varied backgrounds and interests in art. Strategies • Implement ongoing Texas Tech University initiatives regarding program and course outcomes and assessments to enhance the quality of the artistic and academic experience. • Ensure that the School of Art is able to offer academic programs that meet the “Graduate on Time” program. • Work with internal and external constituencies in securing scholarships and fellowships for continuing students. • Ensure more faculty mentoring of students. • Give support to faculty and student organizations that promote student involvement in intellectual and social activities. • Seek ways to recognize and honor student achievements. • Examine the advisability of instating a B.A. degree in Studio Art in order to retain students seeking a broader degree than the BFA. 1.3 Establish an enrollment management plan for the School of Art that is consistent with institutional strategy. Strategies • The School of Art will meet the institutional enrollment target goal of 80%
  3. 3. undergraduate, 20% graduate students. • The School of Art will establish studio enrollment goals that are consistent with requirements and faculty resources.s 1.4 Offer1.4 Offer programs, curricula and instructional methods that include elements of cultural diversity and foster inclusive modes of creative inquiry. Strategies • The School of Art will: 1) review all art curricula and identify courses that appropriately stress social and cultural diversity, and 2) create faculty development programs that assist faculty in developing course objectives that increase student awareness of the value of the social, cultural and intellectual diversity. • The School of Art will encourage cultural diversity by including art practitioners each year whose work promotes cultural and ideological diversity. II. Human Resources and Infrastructure: Increase and use resources in order to recruit and retain quality faculty and staff as well as to support an optimal work environment. 2.1 Recruit, hire, and retain excellent and diverse faculty, staff, and administrators. Strategies • Seek new faculty lines that will attract diverse faculty. • Provide professional development opportunities for faculty, staff, and administrators. • Seek to increase benefits in the areas of workload credit, equipment, resources, assistants, and travel funds for faculty, staff and administrators within the School of Art. 2.2 Review and refine short- and long-term development goals. Strategies • Develop an appropriate strategy for meeting short- and long-term fundraising goals that are reflected in the annual Needs and Priorities list. • Develop plans for a School of Art/Medici Circle fundraising gala and/or other events. • Continue to work with the College Development Officer to establish new scholarship endowments in art. 2.3 Improve facilities and equipment. Strategies • The School of Art will continue to make improvements to facilities for better space utilization and to come into compliance with health and safety standards. 2.4 Increase the use of technology in the School of Art. Strategies
  4. 4. • Seek and support professional educational and training opportunities for faculty and staff. • Maintain and improve School of Art website that communicates the School of Art’s public image, programs, activities, and accomplishments. • Utilize appropriate funds and resources to support current trends in art technology. • Seek ways to make Visual Resources Center’s holdings more directly accessible to faculty and students. ENRICH THE EDUCATIONAL EXPERIENCE III. Undergraduate and Graduate Teaching, Learning, and Professional Education: Enhance our national recognition as an exemplary School of Art. 3.1 Strengthen undergraduate, graduate, and professional programs in the School of Art. Strategies • Participate in an internal and external assessment of degree programs (NASAD, Graduate Program Review). • Review and expand summer school program offerings. • Enhance/develop the School of Art programs based on the results of our program outcomes and assessments initiative. • Seek internal and external funding for additional financial support for art students in undergraduate and graduate programs. • Maintain and improve interactions with Honors College. • Improve the full-time to part-time ratio of faculty. • Regulate class sizes and faculty loads to optimize the instructional effectiveness and the creative/scholarly potential of the faculty. 3.2 Expand opportunities through national/international initiatives, external centers, and institutes in art. Strategies • Encourage faculty and students to participate in international collaborative programs (TTU-Seville, TTU-Cholula, SACI, etc.) • Encourage faculty and student participation in program offerings in the Hill Country centers. • Maintain and enhance institutional affiliations through International Affairs in order to facilitate education, teaching, and research abroad. 3.3 Develop artistic and educational programs that bring regional, national, and international prestige to the School of Art. Strategies • Develop exhibition projects/proposals with other schools of aArt to bring honor and distinction to the School of Art. • Develop unique certificate programs that will distinguish the School of Art from peer institutions. • Work collaboratively with other academic units to determine where programs might be created that cross normally discrete academic boundaries. • Increase attendance and support at lecture series presenting research by
  5. 5. faculty members and nationally known visiting scholars. • Increase local, regional and national participation and support for School of Art sponsored art conferences, symposia, exhibitions, and gallery programs. • Maintain our program of exhibitions, lectures and workshops that enrich and challenge the intellectual community. 3.4 Promote and support our exemplary, innovative interdisciplinary Fine Arts Doctoral Program. Strategies • Along with the college graduate studies committee, market the unique character of the Fine Arts Doctoral Program. • Network with art graduates of the Fine Arts Doctoral Program to explore innovative ways to enhance and promote the degree offering. • Seek internal and external funding for additional financial support for art students in the Fine Arts Doctoral Program. • The unit School of Art Fine Arts Doctoral Committee will identify professions that are potential beneficiaries of the Fine Arts Doctoral Program. If existing or new vocational and or professional constituencies are identified, the committee will consider curricular adaptations designed to make the current degree more attractive to such professions or vocations. • Maintain contributions to the unique Fine Arts Doctoral Program by faculty offering art core courses, serving on examination and dissertation advisory committees, and participating in the Fine Arts Doctoral Committee. IV. Engagement: Provide scholarly outreach opportunities that contribute to students’ learning and that benefit our communities, the state, and nation. 4.1 Establish and promote additional service-learning opportunities. Strategies • In harmony with the university goal, add service-learning components to new or modified courses. • Bring to campus art service learning experts. • Encourage service learningservice-learning components to academic coursework, especially as it contributes to goals of excellence and diversity. • Provide outreach and Advanced Placement programs at the Junction campus. • Increase the number and diversity of participants in the Saturday Morning Art Project, in Artery, and in programs for secondary students at Junction. • Support projects and/or leave (residency?) proposals with other sSchools of aArt. 4.2 Develop additional School of Art outreach opportunities. Strategies • Examine feasibility of adding graduate certificate programs that enhance professional development. • Continue to seek greater collaboration with other galleries and museums. • Support and/ or organize national exhibits.
  6. 6. • Continue to seek increased attendance at School of Art gallery openings and other special events. • Continue to develop strategies, plans, and additional initiatives to improve the quality of School of Art gallery-sponsored events. • Continue to develop field-based activities in area schools. • Increase outreach to public schools by participating in university events such as University Day, and School of Art based workshops. • Continue to offer teacher workshops and outreach through programs offered by Landmark Arts Gallery, at the Junction campus, etc. ADVANCE SCHOLARLY AND CREATIVE ENDEAVORS V. Scholarly and Creative Productivity: Increase scholarly and creative productivity and funding for all areas of inquiry within the School of Art. 5.1 Develop scholarly and creative programs that bring regional, national, and international prestige to the School of Art. Strategies • Seek increased internal and external funding to be earmarked for student and faculty professional development and travel. 5.2 Increase opportunities for School of Art students, faculty, and staff to participate in regional, national, and international venues. Strategies • Seek increased funding to schedule major events, competitions, symposia, and exhibitions. • Seek internal and external grants that will provide additional sources of funding. • Improve support for involvement with national professional organizations. • Encourage faculty to apply and write grants for development leaves. • Seek increased funds for faculty travel/research. • Seek the establishment of an exhibition/research facility or liaison in an urban or other site within the state. STRENGTHEN PARTNERSHIPS VI. Partnerships: Build strategic partnerships and alliances with the School of Art. 6.1 Maintain and develop collaboration between the School of Art and EC-12 art education and community colleges. Strategies • Work with LISD and other regional Fine Arts Coordinators to engage faculty and students in teaching and workshop opportunities. • Identify potential partnerships with area and regional community colleges. • Publicize and maintain Artery, Saturday Morning Art Project and programs that connect the School of Art with various art constituencies in the community. • Promote collaborative symposia and lectures which are multidisciplinary or
  7. 7. interdisciplinary in scope. • Continue to offer Advanced Placement training courses, teacher workshops, and outreach programs for high school students at the Junction campus or at an alternative site such as Fredericksburg or Marble Falls. 6.2 Develop partnerships between the School of Art and local, university, state and federal agencies. Strategies • Promote exchange exhibitions. • In cooperation with the Office of Research Services, investigate grant opportunities from arts agencies such as Lubbock Arts Alliance, Texas Commission on the Arts, National Endowment for the Arts, the department of Education, CH Foundation, and the Helen Jones Foundation and other private funding sources. • Promote partnerships with local and regional technology vendors for educational support for the program 6.3 Continue to strengthen the work and mission of the Medici Circle supporters of The School of Art. Strategies • Review and update the Medici Circle By-laws. • Maintain an accurate mailing list of donors and contributors. • List all contributors and donors in the annual alumni newsletter, the new School of Art website, and other areas as appropriate. Strategic Priorities, Goals, and Benchmarks 2006 INVEST IN THE PEOPLE OF TEXAS TECH UNIVERSITY I. Access and Diversity: Recruit, retain, and graduate a more academically prepared and diverse student body.
  8. 8. Responsible Target Benchmarks Party Date RECRUIT: Enrollment: 80% undergraduate and 20% graduate SOA Annually Increase culturally diverse student enrollment SOA FY11 Number of recruiting events SOA Annually Increase funding for recruitment CVPA and SOA FY09 Update web site and print materials within new TTU CVPA and SOA Annually protocols Provost, Graduate Increase scholarship funding at undergraduate and School, College, FY09 graduate levels and SOA Provost, Graduate FY09 Increase funding level of graduate assistantships School, College, and SOA SAT Scores for entering freshman among the top CVPA and SOA Annually third of colleges at TTU RETAIN: Achieve 85% or better freshmen-to-sophomore SOA Annually retention rate Increase endowed scholarship funds CVPA and SOA FY09 Provost, Graduate Increase number and funding level of graduate FY09 School, College, assistantships and SOA GRADUATION RATES: Increase 4- and 5-year graduation rates for