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.