Architecture Program Report Tulane University New Orleans ...

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ADMINISTRATIVE STAFF Scott Bernhard Wendy Sack Kathy Branley Nicole Heyman Dan Etheridge Olivia Stinson Emilie Taylor City Center Francine Stock Sam Richards Victor Garcia Interim Dean Int. Dir., Tulane City Center Asst. Dean for External Affairs Budget Coordinator Executive Assistant to Dean and Associate Dean Asst. Dir., Tulane City Center Senior Program Coordinator, Tulane City Center Program Coordinator, Tulane Visual Resources Curator (half-time) Building Manager (half-time) MicrosystemsTechn.(half-time) ADDITIONAL STAFF (not under Dean’s supervision) Alan Valesquez Shirley Burns Peggy Messina Library Technician Librarian Assistant Advising INTERNAL ADMINISTRATIVE ORGANIZATIONAL STRUCTURE AND DISTRIBUTION OF RESPONSIBILITIES* The Faculty of the School of Architecture, including the Associate Dean, report directly to the Dean of the School of Architecture. Dean’s Office The Dean of the School of Architecture reports directly to the Provost of the University who in turn reports to the President of the University and the Board of Directors. The Dean is charged with the direction of general matters pertaining to the School of Architecture; his responsibilities include academic direction, faculty matters, including curriculum and course development, and teaching assignments. In addition, the Dean is charged with fundraising and development responsibilities, the formation and coordination of strategic planning, the promotion of the program within the University and beyond, and the engagement of discussions with the various constituent groups associated with the school. The Dean is an academic officer of the university. The Associate Dean reports directly to the Dean of the School of Architecture. The Associate Dean, in conjunction with the Dean and faculty, is responsible for the formulation and implementation of the structural components of the curriculum of the School of Architecture. She is responsible for student and new faculty advising, and acts as the
secondary advisor for admissions. In conjunction with the faculty and the Dean, she is also charged with the implementation of university and school policies, and acts as the designated School of Architecture member on University Committees pertaining to student affairs. The Executive Assistant to the Dean and Associate Dean is part of the Dean's Office. She is responsible for the Dean and Associate Dean’s day-to-day affairs. She is also responsible for the Dean’s schedule and correspondence (alumni, donors, etc.). The Assistant Dean for External Affairs reports directly to the Dean of the School of Architecture. The Budget Coordinator, in conjunction with the Dean, is responsible for the fiduciary affairs of the school, including the execution of financial operations such as purchasing, internal transfers, salary data, and the financial oversight of work and research project budgets internal to the School of Architecture. General Offices of the School of Architecture The Executive Assistant to the Dean and Associate Dean operates as the "Chief of Staff" of the General Offices of the School of Architecture. All Office Staff (including the Assistant Dean and Budget Director) report to the Executive Assistant to the Dean and Associate Dean. (The position is currently occupied by Nicole Heyman.) The Executive Assistant to the Dean and Associate Dean is responsible for the Dean’s and Associate Dean’s correspondence with the faculty. She is also responsible for faculty correspondence pertaining to school affairs. All Student Advising now takes place in the Advising Center of the University. Those responsible for the School of Architecture's student advising report to the Executive Director of Student Advising. The Administrative Assistant reports directly to the Assistant Dean. The Administrative Assistant acts as a telephone and office receptionist and assists in general office activities, including filing and aid to faculty as necessary. The Visual Resources Curator reports directly to both the Dean on policy and to the Assistant Dean on fiduciary matters. The VR Curator is responsible for the development and maintenance of the slide library collections internal to the School of Architecture. She is also responsible for the documentation (digitally and on slides) of year-end work. In extraordinary circumstances, the VR Curator works with the faculty on the procurement of grant monies that aid in course development and the purchase and use of audio-visual and digital communication equipment. This position is currently budgeted as half-time. The Building Manager reports directly to the Dean on policy and to the Assistant Dean on fiduciary matters. The Building Manager also acts as the Woodshop Director and is responsible for the coordination of building systems management internal to the School of Architecture. The Building Manager acts as the principle liaison with the University Grounds and Building Maintenance and Physical Plant. As Woodshop Director, he is also charged with the procurement and maintenance of
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Architecture Program Report Tulane
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1. 1. DESCRIPTION AND HISTORY OF TU
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sponsors the annual Summer School.
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INSTITUTIONAL MISSION 1. 2. INSTITU
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PROGRAM HISTORY
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Architecture in 1953; he was succee
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PROGRAM MISSION STATEMENT
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Please Note- This Strategic Plan dr
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Architectural Education Architectur
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● The initiation and development
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Long-term action steps (three to fi
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concern and merit to architectural
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Architecture and Urban Studies," pa
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of the strategic plan under the Urb
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●Reinforce and develop position o
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campaign. Reference: Priority 4b Le
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APPENDIX 4. Environmental Scan Perh
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technologies, the expanding consume
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Establishing "standards without sta
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highest level. In the United States
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6. Program Self-Assessment [NAAB VT
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apidly and radically changed design
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world through which students pass t
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levels as well. Given the quality o
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2. 1. SUMMARY OF RESPONSES TO TEAM
Page 51 and 52: eliminated, replaced by a return to
Page 53 and 54: of book abstracts, articles and pro
Page 55 and 56: Physical Facilities Another primary
Page 57 and 58: Per the first concern, that of Comp
Page 59 and 60: A significant positive aspect of th
Page 61 and 62: 3.1. PROGRAM RESPONSE TO NAAB PERSP
Page 63 and 64: Tulane University is justly proud o
Page 65 and 66: ody is itself diverse; along with u
Page 67 and 68: engage architecture and design on a
Page 69 and 70: PROGRAM SELF-ASSESSMENT PROCEDURES
Page 71 and 72: Tulane Renewal Plan, a response to
Page 73 and 74: FACULTY POLICY ON PROMOTION AND TEN
Page 75 and 76: Professional accomplishment Traditi
Page 78 and 79: Promotion to Professor Recommendati
Page 80 and 81: conducting the review for continuat
Page 82 and 83: Because the thesis year is situated
Page 84 and 85: depth. New directions and initiativ
Page 86 and 87: PUBLIC INFORMATION
Page 88 and 89: SOCIAL EQUITY
Page 90 and 91: Mirroring the proactive strategies
Page 92 and 93: 3.5. Studio Culture Policy Tulane a
Page 94 and 95: HUMAN RESOURCES
Page 96 and 97: ecently. It should be noted that th
Page 98 and 99: FACULTY AREA(S) of EXPERTISE Profes
Page 100 and 101: *See also current draft of Tenure a
Page 104 and 105: necessary equipment, the monitoring
Page 106 and 107: HUMAN RESOURCES DEVELOPMENT
Page 108 and 109: In addition to a full academic prog
Page 110 and 111: Academic - The Tulane City Center w
Page 112 and 113: y the School of Architecture in 200
Page 114 and 115: A wide range of academic scholarshi
Page 116 and 117: Students serve in various elected b
Page 118 and 119: options available in Athens or Rome
Page 120 and 121: Recently, the University developed
Page 122 and 123: 2004 Greg Lynn 2003 Eric Owen Moss
Page 124 and 125: . TSA ARCHIVE In 2006, Clare Olsen,
Page 126 and 127: RICHARDSON MEMORIAL HALL Designed i
Page 128 and 129: Further information regarding the c
Page 130 and 131: INFORMATION RESOURCES 3. 9. INFORMA
Page 132 and 133: In addition to books and serial pub
Page 134 and 135: distribute digitized images from th
Page 136 and 137: Computer Resources available to Stu
Page 138 and 139: The University's ten libraries toge
Page 140 and 141: NEW ORLEANS RESEARCH LIBRARIES and
Page 142 and 143: drawings, documents, and photograph
Page 144 and 145: 3. 10. FINANCIAL RESOURCES AND INST
Page 146 and 147: ADMINISTRATIVE STRUCTURE
Page 148 and 149: The School of Architecture The admi
Page 150 and 151: the Faculty and Staff. Provides ass
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Comparison to Other Professional De
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3. 12. PROFESSIONAL DEGREES AND CUR
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particularly in the second and thir
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University Elective (Cultural Knowl
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School's distribution of electives
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Certificate in Preservation Studies
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Advanced Technology Elective 3 Arch
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6 E l e c t i v e 3 E l e c t i v e
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Studio in Building Preservation 6 H
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Because the University is concerned
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PREAMBLE As an aid to the Accredita
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discipline and practice. Second-yea
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ut directs design. In essence, the
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As a part of the preparation for th
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1. Speaking and Writing Skills Abil
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and critical thinking. While not re
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to the idea of programming and the
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spatial principles, as well as the
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110 during the year) focus intermit
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As has been noted in the section
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esearch and intermittent courses on
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Technological Systems II (ATCS 310)
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core design sequence (DSGN 110 thro
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uilding systems integration also ex
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studio course: a Professional Conce
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34. Ethics and Professional Judgmen
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SUPPLEMENTAL INFORMATION" DESCRIPTI
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Special Student Students aged twent
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August). In each subsequent semeste
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PRIVATE ACADEMIC POLICIEStc \l 5 "A
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of the Student Grievance Procedures
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ecorded. The student may re-enroll
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the time of withdrawal. Withdrawal
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4.2. STUDIO CULTURE POLICY
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The Studio culture fosters intellec
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[Student Studio Culture Policy—DR
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proper time management. One of the
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considered an “outreach charrette
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