Architecture Program Report Tulane University New Orleans ...
Architecture Program Report Tulane University New Orleans ... Architecture Program Report Tulane University New Orleans ...
financial resources are a prerequisite for maintaining the current operation and achieving this improvement. This plan is a flexible document that will evolve over time. In setting out broad trajectories for the future, it neither describes the School typo (RGZ) in its entirety, nor contains solutions to all issues confronting the School. Furthermore, it establishes institutional goals and priorities while not precluding the initiatives of any individual or group of individuals over time. Initiative 1: People a. Strengthen compensation for all faculty and staff by establishing a goal of increasing the salary pool within the School by an amount at least equal to the increase in the Consumer Price Index. In addition, strengthen competitiveness of compensation packages for our most productive faculty and staff by creating a separate pool for merit pay increases. Define criteria for identifying most productive faculty and staff, identify costs, and suggest implementation plan. Reference: Priority 1a Lead individual or group: Dean of the School of Architecture; Associate Dean of the School of Architecture; Executive Committee of the School of Architecture. Long-term action steps (three to five years) ●Secure salary relieving and enhancing fellowships, chairs and professorships ●Increase graduate program enrollment by 36 students ●Increase Graduate Program tuition revenue by 50% ●Increase Undergraduate enrollment by 10 students ●Increase Undergraduate retention by offering degree alternative to M.Arch, one that still requires the thesis experience, though at an undergraduate (B.A./baccalaureate) level ●Increase research funding, taking advantage of the potential opportunities and programs relating to the post-Katrina environment Short-term action steps (one year) ●Establish short-term merit increase pool ●Reassign existing chairs and professorships according to established criteria ●Establish Deans' Incentive Fund to support research/creative activity, particularly as this research and creative activity corresponds to changes effected by the post-Katrina environment ●Secure funding for Dean's position to relieve and reassign salaries ●Increase Graduate program enrollment by 5 b. Develop parity between faculty salaries and those of peer and aspirant schools of architecture by increasing salaries to commensurate levels. Reference: Priority 1b Lead individual or group: Dean of the School of Architecture; Executive Committee of the School of Architecture.
Long-term action steps (three to five years) ●Achieve parity between faculty salaries and those of peer and aspirant schools of architecture (5 years) ●Achieve parity by staging faculty salary increases (3 years) Short-term action steps (one year) ●Develop benchmarking material to identify levels of parity at peer and aspirant institutions of architecture ●Locate benchmarks of national university programs in architecture (re: Association of Collegiate Schools of Architecture) c. Develop parity between staff salaries and those of similar positions within region. Reference: Priority 1c Lead individual or group: Dean of the School of Architecture; Executive Committee of the School of Architecture. Long-term action steps (three to five years) Short-term action steps (one year) ●Develop benchmarking material to identify levels of parity at peer and aspirant institutions of architecture ●Locate benchmarks of regional university programs in architecture (re: Association of Collegiate Schools of Architecture/ACSA) d. Identify non-salary incentives to recognize, reward and continue to encourage outstanding performance by individual faculty and staff within the School of Architecture. Make these incentives consistent with strategic plan. Define the criteria for identifying outstanding performers, the types of rewards to be given, and the mechanisms for administering rewards. References: Priority 1d Lead individual or group: Dean of the School of Architecture; Associate Dean of the School of Architecture; Executive Committee of the School of Architecture. Long-term action steps (three to five years) ●Implement and enhance programs regarding merit increases and other incentives, to be consistent with strategic planning outline. Short-term action steps (one year) ●Develop criteria for merit, to include merit in teaching, research and scholarship and service. Conform criteria to strategic plan e. Create a Diversity Plan that incorporates faculty, student and staff diversity. Continue to diversify the faculty and staff at all levels, focusing particularly on minorities and women in areas where they are underrepresented. Analyze
- Page 1 and 2: Architecture Program Report Tulane
- Page 3 and 4: 1. 1. DESCRIPTION AND HISTORY OF TU
- Page 5 and 6: sponsors the annual Summer School.
- Page 7 and 8: INSTITUTIONAL MISSION 1. 2. INSTITU
- Page 9 and 10: PROGRAM HISTORY
- Page 11 and 12: Architecture in 1953; he was succee
- Page 13 and 14: PROGRAM MISSION STATEMENT
- Page 15 and 16: Please Note- This Strategic Plan dr
- Page 17 and 18: Architectural Education Architectur
- Page 19: ● The initiation and development
- Page 23 and 24: concern and merit to architectural
- Page 25 and 26: Architecture and Urban Studies," pa
- Page 27 and 28: of the strategic plan under the Urb
- Page 29 and 30: ●Reinforce and develop position o
- Page 31 and 32: campaign. Reference: Priority 4b Le
- Page 33 and 34: APPENDIX 4. Environmental Scan Perh
- Page 35 and 36: technologies, the expanding consume
- Page 37 and 38: Establishing "standards without sta
- Page 39 and 40: highest level. In the United States
- Page 41 and 42: 6. Program Self-Assessment [NAAB VT
- Page 43 and 44: apidly and radically changed design
- Page 45 and 46: world through which students pass t
- Page 47 and 48: levels as well. Given the quality o
- Page 49 and 50: 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
financial resources are a prerequisite for maintaining the current operation and achieving<br />
this improvement. This plan is a flexible document that will evolve over time. In setting<br />
out broad trajectories for the future, it neither describes the School typo (RGZ) in its<br />
entirety, nor contains solutions to all issues confronting the School. Furthermore, it<br />
establishes institutional goals and priorities while not precluding the initiatives of any<br />
individual or group of individuals over time.<br />
Initiative 1:<br />
People<br />
a. Strengthen compensation for all faculty and staff by establishing a goal of<br />
increasing the salary pool within the School by an amount at least equal to the increase<br />
in the Consumer Price Index. In addition, strengthen competitiveness of compensation<br />
packages for our most productive faculty and staff by creating a separate pool for merit<br />
pay increases. Define criteria for identifying most productive faculty and staff, identify<br />
costs, and suggest implementation plan.<br />
Reference: Priority 1a<br />
Lead individual or group: Dean of the School of <strong>Architecture</strong>; Associate<br />
Dean of the School of <strong>Architecture</strong>; Executive Committee of the School of <strong>Architecture</strong>.<br />
Long-term action steps (three to five years)<br />
●Secure salary relieving and enhancing fellowships, chairs and<br />
professorships<br />
●Increase graduate program enrollment by 36 students<br />
●Increase Graduate <strong>Program</strong> tuition revenue by 50%<br />
●Increase Undergraduate enrollment by 10 students<br />
●Increase Undergraduate retention by offering degree alternative to<br />
M.Arch, one that still requires the thesis experience, though at an<br />
undergraduate (B.A./baccalaureate) level<br />
●Increase research funding, taking advantage of the potential<br />
opportunities and programs relating to the post-Katrina environment<br />
Short-term action steps (one year)<br />
●Establish short-term merit increase pool<br />
●Reassign existing chairs and professorships according to established<br />
criteria<br />
●Establish Deans' Incentive Fund to support research/creative activity,<br />
particularly as this research and creative activity corresponds to changes<br />
effected by the post-Katrina environment<br />
●Secure funding for Dean's position to relieve and reassign salaries<br />
●Increase Graduate program enrollment by 5<br />
b. Develop parity between faculty salaries and those of peer and aspirant schools of<br />
architecture by increasing salaries to commensurate levels.<br />
Reference: Priority 1b<br />
Lead individual or group: Dean of the School of <strong>Architecture</strong>; Executive<br />
Committee of the School of <strong>Architecture</strong>.