School of Architecture Five Year Strategic Plan Outline January ...

School of Architecture
Five Year Strategic Plan Outline
January, 2007
SCHOOL OF ARCHITECTURE MISSION STATEMENT
Prepare students for professional engagement and lifelong learning in
architecture, urbanism and related fields
Preserve and develop knowledge for the profession, through research and
practice.
Share knowledge with the community, locally and internationally.
Promote building and community design goals of environmental responsibility,
social equity and economic sustainability.
The faculty and staff of the School of Architecture trace its roots to the founding of the
new community which created the University in 1926. Coral Gables emerged as a new
town during the City Beautiful era of the twentieth century, a high point in the history of
architecture and city making. The idealism of the founders, including the architects of
the city’s plan and first buildings, who where also the first faculty of the university’s
architecture program, continues to inspire the School’s faculty and programs.
The belief that architecture is a civic art, an act central to building community, always
part of a larger context, continues today as the foundation for our curriculum, the
faculty’s scholarly work, and the school’s outreach to both regional and national
audiences.
The study of architecture at the University of Miami has evolved from an undergraduate
program to an accredited professional degree program (accreditation achieved in 1967),
to the School of Architecture (formed 1983), to the multiple program entity of today. We
present a variety of topics to a range of students from high school summer-campers to
under-graduate and graduate level professional degree seekers, to mid-career community
building fellows.
The recent completion of new facilities for the school (the Jorge M. Perez Architecture
Center) has greatly improved the physical context for the school’s teaching and
community-oriented programs, and has enabled the faculty to turn its attention to the
discussion of long range improvements and growth largely related to the intellectual
resources of the School. These are represented by this five year plan for strategic action,
organized below as related to the following topics: the undergraduate program, the
graduate programs, those issues common to both levels of study, the faculty and staff, the
facilities, and miscellaneous others.

I
Common to Graduate and Undergraduate Program
1. Adjust curriculum to increase students’ exposure to new urbanism and green
building
Two topics of increasing professional importance require more explicit technical
instruction than currently available in coursework.
Y1 review coursework required and implement
Program Directors
2. Explore curriculum options for new collaborations with other programs
The undergraduate program requires a minor outside the school and classes are taught
jointly with faculty from the Architectural Engineering, and Science and Policy; faculty
have expressed an interest in additional interaction with Civil Engineering and the Center
for Hemispheric Policy. Medicine.
Y1 review options and assign faculty responsibility for correspondence with other
divisions; establish and re-establish secondary appointments with other divisions
Program Directors, Advancement
3. Develop information literacy agenda working with new architecture
librarian, New Urbanism
The hiring of a new librarian (by Richter Library in a search which involves School
faculty) to fill the vacated position in the School library offers the opportunity to provide
a new type of instruction in research and writing skills.
Y1 hire librarian; select faculty to work with librarian to develop curriculum component
Y2 teach first courses involving information literacy; review and assess results
Y3, 4, 5 expand curriculum offerings; continue assessment
Curriculum Committee
4. Increase student involvement in national competitions and awards programs
Competing nationally for recognition can be an important component of design
education. A host of student design competitions facilitate the opportunity. Taking
advantage of those opportunities requires faculty initiative in studio assignments.
Y1 review and assign faculty responsibility
Y2, 3, 4, 5 assess performance and adjust method as necessary
All Faculty
5. Explore feasibility of requiring a semester in Rome for all students
The faculty has for some time discussed the value of study in Rome and expanding that
opportunity for all students.
Y1 study budget and teaching resources required; project implementation
Y2, 3, 4, 5 potential implementation
Curriculum Committee
6. Improve graduation rate
Work with students who have 3-12 credits remaining for graduation to develop individual
plans for completion of program.

Y1 identify and list students to be addressed and invite students to interviews to tailor
programs
Y2, 3, 4, 5 follow up with students, begin ongoing tracking of enrolled students
II
Undergraduate Program
1. Improve quality of entering class: increase SAT 75 th percentile score from
1330 to _____________.
This can be partially achieved by the reduction in enrollment, assuming that
admission of a smaller class will be more selective.
Y1 1350 Y2 1370 Y3 1390 Y4 1410 Y5 1430
Academic Services: what has been yearly SAT increase
2. Aim for overall five year enrollment goal of 340 undergraduates
This assumes maintaining approximate even enrollment in each of the program’s five
years. This assumes the normal 10% attrition after the first year (many transfer into
another division in the University) augmented by a similar number of transfers into the
third year.
Y1 370 students Y2 Y3 Y4 Y5 340 students
Academic Services
3. Reduce enrollment of freshman class from 80 to 70
In recent years, the freshman class has grown beyond our goals for it, as a result of an
unpredictable combination of freshman admission and transfers from within the
University who enter the B Arch program with the freshman cohort. The larger
enrollment stresses teaching capacity, requiring a high proportion of part-time faculty,
and has resulted in an overall school enrollment exceeding the capacity of our facilities.
Y1 no change, Y2, Y3, Y4, Y5 70 students
Academic Services: Questions: what is relation of SAT to performance and GPA What
SAT will reduction of 10 students produce What is current freshman retention rate
4. Consider adding requirement of portfolio review for freshman admission
This is a requirement of a number of our peer schools. Faculty discussion to date
has revolved around the appropriate time for portfolio review: prior to admission or after
a year of academic performance as a threshold for continuation.
Y1 review with faculty and decide options
Y2 potential implementation
Y3, 4, 5 assessment of portfolio review in terms of performance, retention, et al
Undergraduate Director
5. Institute University‘s Quality Enhancement Program (QEP)
The QEP is being developed during the ongoing SACS accreditation process. Assuming
the program will focus on communication skills, a curriculum adjustment will be required
to establish uniform goals and assessment measures for drawing, writing, and speaking
skills.
Y1 participate in University wide QEP discussion

Y2 establish QEP goals for School of Architecture; plan required curriculum revisions
and assessment measures
Y3 implement QEP curriculum
Y4 implement assessment measures; establish annual review of School QEP
Y5 annual review of School QEP
Program Directors
6. Vacate studio in Memorial Building; increase studio space at the school
Currently 22 student studio desks are located at 201 Memorial Hall 201 as a result of
enrollment outgrowing school facilities. The intended enrollment reduction will enable
this number of students to be housed once again in the school’s buildings. However,
additional studio space is still needed for a number of reasons: for each student work area
as determined by a space study of two years ago; for increasing graduate enrollment; and
for the possibility that the large number of students currently spending a semester in
Rome may not be sustainable, and we may see the need to accommodate them once again
on campus.
Y1 engage University Housing office regarding possibility of expanding into buildings
adjacent to school
Y2 begin relocation of Memorial studio
Y3, 4, 5 continue expansion of studio space into surrounding buildings
Associate Dean
III
Graduate Programs
1. Improve quality of enrolling class: increase average GRE score from 1080 to ____.
This will require increased attention to recruitment and getting the word out about the
faculty, research, publications, and placement of graduates, as well as increased financial
aid. Consider renaming M. Arch. in Suburb and Town Design to M. Arch. in New
Urbanism.
Y1 redesign recruiting strategy and material
Y2 implement new recruiting activities and material
Y3, 4, 5 assess and adjust recruitment, enrollment, and student performance
Academic Services: what has been yearly GRE increase
2. Increase overall graduate programs enrollment from 65 to ____ students
This represents an ideal enrollment: M Arch I, 20 students; M Arch II 5 students;
M Arch S&T, 10 students; M Arch Research Rome, 10 students
Y1 no change; Y2 70 students; Y3 80 students; Y4 90 students; Y5 95 students
Academic Services
3. Increase financial aid for graduate students
Work with university’s Graduate School to seek a more effective way to allocate existing
financial aid resources vis a vis yield. Seek additional endowment funds for scholarships.
Y1 revise method of allocating financial aid
Y2, 3, 4, 5 assess effects on yield and student performance; adjust method
Advancement

4. Consider adding requirement of portfolio for all graduate admission
Y1 review with faculty and decide options
Y2 potential implementation
Y3, 4 assessment in terms of student performance
Graduate Director
5. Institute semester in Rome for M Arch I and M Arch II
Currently, a small percentage of graduate students participate in the semester in Rome
program. The graduate curriculum has been recently adjusted to enable a larger
participation. Increased financial aid is needed to allow students to take advantage of this
opportunity.
Y1 8 students; Y2 10students; Y3 12 students; Y4, 5 15 students
Graduate Director, Academic Services, Advancement
6. Institute M.A. in Real Estate Development and New Urbanism
As an outgrowth of the Knight Program in Community Building and its successful
symposium courses, this program is intended to enrich the school’s offerings for
architecture students, increase the appeal of its professional degree programs, and bring
new support to the school from the development industry. The symposia will be
continued as a component of the M.A. as well as for the certificate program.
Y1 present program to University administration for approval and implementation;
continue existing courses as electives; begin recruitment of students for fall 2007
Y2 begin coursework for first full class of 12 students
Y3 increase enrollment to 24 students; assess first year performance; establish dedicated
faculty line; consolidate staffing need
Y4, 5 continue program and assessment of student performance and resulting placement
Knight Program Director, Dean, Graduate Program Director, Advancement
IV
Faculty and Staff
1. Increase national recognition of full time faculty from 30% to 60% of full-time
faculty
Currently 11 out of 31 faculty members are involved with scholarly work or practice that
is recognized outside our region. Several have important but unrecognized design work
which merits acclaim through publication and award programs.
Y1 identify individuals and review initiative required to address recognition venues;
review with faculty criteria for merit salary increases
Y2, Y3, 4, 5 repeat through annual review process
All Faculty
2. Re-balance proportion of faculty levels
The distribution of full, associate and assistant professors is top-heavy with small
representation at the entry level. This is at least in part due to the current high demand in
the profession, and requires continuation of and creativity in the search for young faculty.
Y1 extend faculty search

Y2,3,4,5 keep balance a priority in faculty composition as faculty come and go
Dean
3. Initiate funding search for named visiting professorship in design
Several endowed professorships have been included in the school’s Momentum
Campaign list. This represents a renewed fund-raising focus.
Y1 compile new list of potential donors; implement cultivation and proposals
Y2, 3, 4, 5 continue until achieved
Dean, Advancement
4. Increase faculty salaries to be competitive with peer group
Y1 assemble comparative information; review and refine criteria for increases; determine
five year goal
Y2, 3, 4, 5 implement phased increase
Dean, Lombard
5. Review organizational structure of school staff
Changes in programs, facilities and technology over the last decade point to the potential
for staffing changes to reflect these and for greater efficiency.
Y1 work with Human Resources to assess current condition
Y2 implement restructuring
Dean, Associate Dean
V
Facilities
1. Disperse students’ computer printing and plotting services to facilitate use in
proximity to studios; develop electronic payment system
Y1 determine location for new equipment and install
Associate Dean, IT Manager
2. Model Shop: install dust collector/exhaust system; purchase laser cutter;
plan for expansion
Y1 install dust collector (funded by University)
Y2 seek funding to purchase laser cutter; with Facilities Department begin planning for
future expanded location.
Associate Dean, Model Shop Manager
3. Construct Phase II of new facility approved by Trustees in 1998
This is a $1.5 million project that includes elevator tower for building 48 required for its
renovation and for library improvements.
Y1 select and hire architect; begin design; continue fund-raising currently underway
Y2, 3, 4, 5 continue fundraising; begin construction
Dean, Advancement
4. Restore Buildings 48 and 49

Built in 1947 and partially renovated for the new school in 1983, these buildings have
long been in need of total renovation. The Real Estate, Campus Planning and
Construction Department has been setting aside funds for window replacement but a
renovation plan has yet to be drawn up.
Y1 develop a plan for renovation; hire architect (possibly same as for Phase II above);
review funding options with University administration (renovations are not a big naming
draw)
Y2 continue fund-raising
Y3, 4, 5 continue fund-raising; begin construction
Dean, Advancement
5. Combine library, computer lab, and image archive as new learning and
research center
The focused staffing of the school’s book, slide and film collections (current search) and
the evolving use of computing in the studios, together offer the opportunity to integrate
these facilities and improve and increase the holdings. This requires additional library
space among the school’s facilities.
Y1 hire new librarian; working with Richter Library, develop building program and
propose fund-raising campaign for University approval.
Y2, 3, 4, 5 select and hire architect; begin design for new architecture library; implement
cultivation and proposals to raise funds for new building; reorganize existing school
library to allow phased transfer of Richter architecture collection to begin.
Y3, 4, 5 continue fund-raising; begin construction for new facility
Dean, Librarian
VI
Miscellaneous
1. Expand Archive for the New Urbanism
The Archive was established in 2004 with a call for submissions to the members of the
Congress for the New Urbanism. Over 300 items are currently shelved and catalogued as
a long term resource for the School and for an international community of interest. The
Archive expansion required the new librarian’s attention, ongoing outreach and
resources.
Y1 develop method for graduate student TA involvement in ongoing archiving
Y2, 3, 4, 5 continue
Librarian, Dean
2. Re-design web site, identify and train webmaster
Recognized as communication critical to the success of the School’s student body
ambitions, the web site must reflect the character and quality of our programs
Y1 initiate and complete
Dean, Public Relations Director
3. Develop comparative rating system to track school’s standing among peers

The rating of architecture schools nationally is virtually non-existent. The school has
been identified as the most prominent on the topic of new urbanism. We believe that we
are outstanding in a number of other areas and that it is critical to be explicit about this in
order to achieve enrollment goals above.
Y1 select schools and topics to be researched for rating list; begin correspondence with
these schools to seek information; compile and assess results; incorporate as appropriate
in school literature and recruiting
Y2, 3, 4, 5 renew and reassess data annually
Dean, Lombard
4. Hire full-time advancement officer
The advancement position currently serving the school is shared with the Lowe Museum.
Given the reputation and opportunities that the school currently enjoys, we wager that
full-time attention would more than repay that investment.
Y1 reassign advancement office responsibilities to provide school with full time fundraising
attention; at year end assess results
Y2 continue; at year end assess results: if wager is lost, school budget will pick up half
advancement salary
Dean, Provost
5. Knight Program: pursue endowment to maintain annual Fellowship and
Charrette programs
The existing program is coming to the end of its funding by the Knight Foundation. A
number of initiatives are underway to fund its continuation, including the courses in real
estate and new urbanism, and individual funding of fellows.
Y1 continue fundraising; consolidate work with charrette communities of program’s first
four years to ensure good reputation; assess ability to continue fellowship program
Y2, 3, 4, 5 continue work with emerging real estate and new urbanism graduate program;
assess program ability to produce funds
Dean, Advancement, Knight Program Director
6. Center for Urban and Community Design (CUCD): pursue funding to
dedicate a faculty line and staff support
The CUCD was founded in 1992; its successful post-hurricane community planning work
was parlayed into an ongoing regional resource that has largely relied on minimal grants
and volunteer work from faculty and students to carry out its work. Our ability to
continue in like manner is at risk. The CUCD’s recent engagement with West Coconut
Grove that was funded by USHUD and a foundation showed the effectiveness of an effort
under full-time faculty attention.
Y1 assign faculty to study organization and funding of similar centers in other schools,
and to produce a plan for the Center; include examination of potential collaboration with
Knight Program; develop new fundraising plan
Y2, 3, 4, 5 continue fundraising; implement new organization
Dean, Advancement
7. Develop Annual School Publication

A number of efforts in past decades have produced iterative publications related to the
School’s work, such as New City and Black And White. These are useful for increasing
recognition of the School’s work. A regular publication will require funding and faculty
time.
Y1 determine mission, organizational structure and schedule for implementation; begin
fund raising
Y2, 3, 4, 5 implement; continue fund raising
Dean, Program Directors, Advancement