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

Goal #5 - Financial Resources

College Goal

To develop a comprehensive business plan for the college to acquire and husband the financial resources necessary to achieve excellence in teaching, research/creative activity, and service.

Objective 1:

To create new revenue streams for the college through encouragement and support of entrepreneurial activities, increased development efforts in raising discretionary funds and personnel resources, the development of alliances with external partners, the promotion of increased activity in strategically valuable grants and endowments, and the building of internal alliances within the Penn State system in addition to utilizing better stewardship of current resources.

Actions:

Utilize the e-Learning Cooperative and the World Campus to deliver online courses in the arts, by expanding the college presence in online delivery and by creating new revenue streams through the development of technologically delivered courses made available throughout the Penn State system and beyond. (see Addendum D)

Develop and disseminate guidelines on how the College Development office interacts, intersects, and supports the fundraising priorities of the various units in the college.

Increase the number of endowed scholarships, Trustee Scholarships, endowed faculty positions, graduate assistantships and fellowships, and undergraduate scholarships (with an emphasis on first-year awards to aid in student recruitment) by providing significant focus to our development efforts. (see Addendum E)

Continue deaccessioning works of art in the Palmer Museum that have been identified as not supporting the museum’s mission or its collection philosophy. This refinement of the collection will generate funds needed to acquire additional works of art that do meet collection development goals and will also clear space in the present storage areas.

Continue to raise average audience attendance in the Center for the Performing Arts from 2 to 3% in each season during this planning cycle (see Addendum F) We will use the 04-05 season as a base line.

Seek sources of funding to expand the operations budget of the School of Music and the Department of Architecture.

Expand financial support for student recruitment, including recruitment travel for units.

Identify and secure additional external funds to support extended residencies by our visiting artists to provide more direct interaction with them in the classroom and in co-curricular settings.

Objective 2:

To secure funding for the renovation of existing buildings and to complete program planning for these renovations and for additional facilities already committed to the college

Actions:

Secure permanent space to house the college’s new core curriculum program.

Complete the planning for and renovation of the Borland Lab building for the college units that will be housed in that space.

Complete the move of Printmaking to the Visual Arts Building and the move of chemical photography to adjacent space in the same building.

Prior to the move to Borland Lab, secure a space for receipt, processing, and dispersal of new technology equipment for the college.

Seek the inclusion in the University’s Capital Plan of a priority position for the renovation or major maintenance of aging college buildings, which can no longer adequately support the academic, creative, and outreach missions of the college and university (listed in priority order):

Arts Building and Playhouse Theatre, including new construction of added space to house faculty, students, and operational spaces to be relocated from the Academic Activities building to the Arts Building complex.

Esber Recital Hall and Music Building I

Arts Cottage (or suitable replacement space for Art Education)

Because the majority of its events support the University outside this college, seek the inclusion of renovations to Eisenhower Auditorium in the University’s major maintenance and renovation plan.

Secure a place on the University’s Capital Plan for the eventual expansion of the Palmer Museum of Art in order to accommodate a growing permanent collection and the promised gifts of works of art.

Begin the process of seeking approval to expand the Eisenhower Auditorium physical space to make them more “friendly” to audiences and to create appropriate spaces to support the CPA mission

Objective 3:

To reduce administrative and operational costs across the College through the systematic review, reorganization, and restructuring of existing support services and practices and to fund additional critical personnel in the college that support the overall mission.

Actions:

With internal reallocation of resources, continue to administer a centralized IT support strategy, including SALA personnel, that ensures quality and efficiency in purchasing, maintenance, and planning for our expanded needs in technology.

Fully integrate Campus Photography within the academic structure of the college and press the University to honor the commitment to Campus Photography and eliminate or reduce ad-hoc competitive ventures.

Investigate the feasibility of a digital-imaging technician, housed within the Visual Resource Center, to aid in the digitization of visual images across the college.

Provide increased support for the Office of the Associate Dean for Research and Graduate Studies, including an investigation of the need for a grant support person.

Objective 4:

To increase the salary levels of faculty and staff to properly recognize their individual meritorious contributions

Action:

Monitor salary comparisons between the college faculty and staff and external peers and, where data indicates a need to address significant disparity, develop a resource stream to better recognize substantive achievement and meritorious effort.

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