College of Arts and Architecture and University Arts Services Strategic Planning Initiatives 2005 through 2008

Goal #1 - Academic Excellence

College Goal

To achieve excellence in teaching, learning, advising, and research and creative accomplishments through self-evaluation and enhanced support for programs of proven and potential strength.

Objective 1:

To realize the existing high expectations in teaching, learning, research, creative accomplishment, and advising and pursue quality enhancements through the rigorous evaluation of all academic programs, linked to a systematic plan for reallocation that encourages achievement, innovation, and the advancement of the college's core mission.

Actions:

Provide for an annual reallocation of up to 1% of the college's budget beyond the 1% reallocation mandated by the University in support of (1) the improvement of quality in teaching, scholarship, and research, and (2) strategic investment in the areas of strength at both the undergraduate and graduate levels.

Establish a rotating internal review process for selected academic programs within the college that focuses on quality, centrality to the college and university missions, changes within disciplines, and program demands in order to establish priorities and identify programs for enhancement, expansion, redefinition, or possible elimination.

Through internal reallocation of funding from faculty lines and general operating funds, aided by an infusion from other sources of funds, we will enhance programs in ceramics and graphic design.

Through internal reallocation of funding from faculty lines and general operating funds, aided by an infusion from other sources of funds, we will develop a three-year accredited Master of Landscape Architecture program (replacing the IUG) and expand support of graduate programs in music theory/musicology and voice.

With the continuous input from faculty and administrators throughout the planning cycle, we will assess other undergraduate and graduate programs in the college as possible targets for enhancement.

In collaboration with the College Committee on Enrollment Management, we will determine the optimum size of the Bachelor of Architecture program, in order to best utilize faculty resources and to ensure budgetary efficiency.

Guided by the re-accreditation of our architecture programs, we will establish a focus or develop emphases for the Master of Architecture post-professional graduate program.

In cooperation with the Institute for the Arts and Humanities, we will expand the number of IAH summer residencies for graduate students from the college.

Implement a requirement for student-owned laptop computers in selected programs.

Regularly assess advising practices in the college by adopting an on-line assessment survey for all programs and establish structured focus groups in our pursuit of a stronger student-centered emphasis in the college.

Implement the plans for a college-based Student Advisory Council to aid the dean and administrative heads in programmatic reform and renewed emphasis on student needs. Focus on processes aimed at improving student persistence and time to graduation.

Assess the need to develop a separate student focus group for University Arts Services.

Continue to develop the digital visual archive of the college, specifically drawing from the collection of the Palmer Museum, the Visual Resource Center within Art History, and visual images from the School of Visual Arts and the Departments of Architecture and Landscape Architecture to enhance the teaching and outreach objectives of the college and to share these images more broadly with others beyond the college. Expand the resources allocated to the Visual Resource Center, including the possible hire of a digital imaging technician.

Reduce the required number of student credit hours for graduation in Architecture and Music Education.

Objective 2:

To continue to advance teaching and learning by developing new courses and programs of study that address the changing demands of the disciplines and needs of society. The highest priorities for the college are the integration of the new initiatives proposed in 04-05, funded by the campus and listed as the first four bulleted actions, below.

Actions:

Complete the implementation of the new core curriculum, and develop a plan to regularly assess how this curriculum is meeting the needs of our students, faculty, and degree programs.

Integrate the new Institute for e-Learning and Research in the Arts and Design within the fabric of the College. Complete the full staffing as funded and establish program priorities for implementation.

Complete the integration of the Digital Arts, Design, and Fabrication degree in the College and solidify the Bachelor of Design degree in this program and in graphic design.

Establish the college-based new initiative in Historic Places, supported by the provost and president’s new initiative funds in the arts.

Expand the online course offerings within the genre of “popular music,” beyond the History of Popular Music and Evolution of Jazz. Within this broad spectrum, develop courses in rock and roll, musical theatre history, punk music, and other popular music forms.

Investigate the potential for and interest in a new degree program in arts administration, enhanced by collaboration with the Center for the Performing Arts, the Palmer Museum of Art, Pennsylvania Centre Stage, and other museums, galleries, and arts agencies across Penn State.

Objective 3:

To create an environment where collaboration is encouraged as the norm--within and among the disciplines in the college, with other units within the University, and through alliances with peer institutions, government, business, industry, funding agencies, and professional service organizations.

Actions:

Institute a program of shared faculty appointments and other incentives that encourage cross-disciplinary cooperation and inter-college alliances. In addition to inter-departmental alliances within the college, we will explore collaborative hiring and programs with IST, Engineering, and Computer Science, and will build upon current cooperation in computer animation, immersive environments and technology, and outreach programs across Penn State.

In conjunction with the Center for the Performing Arts and the Institute for the Arts and Humanities, expand the visiting scholar and artist residency programs, concentrating on interdisciplinary efforts.

Continue the ongoing strategic relationship with the Institute for the Arts and Humanities, focused on the development of annual programs that link courses, workshops, symposia, speakers, etc., to help expand the funding base, visibility, and effective reach of scholarly activities and programs across the arts and humanities.

Build upon initiatives within the Center for the Performing Arts and the Palmer Museum of Art that enhance teaching and learning at Penn State by expanding areas of curriculum integration and by creating partnerships with faculty and students. Continue to build upon the existing efforts within the “Curriculum Connections” in the Center for the Performing Arts, collegiate and departmental lecture series, the Palmer Film Series, and the Museum Studies program.

Develop the already-funded interdisciplinary Historic Places Initiative and explore potential joint appointments for faculty teaching within this program.

Objective 4:

To immerse all students in intercultural activities and perspectives and expand education abroad opportunities for our students that better prepare them for employment in a global marketplace and for adult lives in an increasingly diverse society.

Actions:

Make international and intercultural courses and activities an essential element of all programs. Develop and promote the following specific courses and/or areas of study:

            1. Art and Architecture of India and Southeast Asia

            2. Monuments of Asia

            3. Issues in SE Asian Art and Architecture

            4. Art and the Life Cycle in Africa

            5. African Artists After World War II

            6. Theory of Japanese Modern Architecture

Increase the enrollment in and impact of the new International Arts minor.

Increase the number of our students participating in education abroad programs by at least 20% above current levels over the three-year planning period and continue to evaluate the potential to require semester study abroad in disciplines within the college in addition to those in Architecture and Landscape Architecture (see Addendum A for baseline data).

In addition to current programs in Puebla, Mexico; Ireland; Todi, Italy; the Czech Republic; and Rome, explore other disciplinary and interdisciplinary international programs of study in support of the college's education abroad objectives. Carefully evaluate the Drama in Britain and the Panama programs, and determine whether to continue or close them.

Explore international faculty exchange programs with collegiate entities of similar structure to Arts and Architecture, expanding upon current understandings with the Victorian College of Art and universities in Brazil.

Initial document prepared: January 23, 2002
Revised October 2002; modified by Executive Council, December 3, 2002
Revised: January 2005; approved by College Executive Council, January 2005