Architecture Program Report Tulane University New Orleans ...
Architecture Program Report Tulane University New Orleans ... Architecture Program Report Tulane University New Orleans ...
evenue. Reference: Priority 4d Lead individual or group: Dean of the School of Architecture; Executive Committee of the School of Architecture, Curriculum Committee Long-term action steps (three to five years) ● Inaugurate new curricular offerings, including a Masters of Architecture/Masters in Business Administration Degree, a Masters of Architecture/Masters in Environmental Law Degree and Masters of Architecture and Urban Design Degree Short-term action steps (one year) ●Develop and implement new curricular strategies for all programs ●Proceed with benchmarking and analysis of peer and aspirant programs for the School of Architecture ●Develop a plan for new curricular offerings, including a Masters of Architecture/Masters in Business Administration Degree, a Masters of Architecture/Masters of Environmental Law Degree and a Masters of Architecture and Urban Design Degree. Stage the plan according to academic years e. Develop world class program and faculty supporting the overall mission of creating and transmitting knowledge to students. Reference: Priority 4e Lead individual or group: Dean of the School of Architecture; Executive Committee of the School of Architecture; Curriculum Committee, New Faculty Committee. Long-term action steps (three to five years) ●Hire new faculty based on national and international recognition of excellence in research and teaching, in particular in the areas of urban studies and digital technologies. Keep an eye on long-term growth potential in these areas as they are affected by changes to the City and region, and to the profession and discipline as might be initiated post- Katrina Short-term action steps (one year) ●Target new faculty hires based on national and international recognition of excellence in both research and teaching, in particular in the areas of urban studies, urban design and digital technologies.
APPENDIX 4. Environmental Scan Perhaps the single most important economic and market force—insofar as the university, city and region are concerned—is architectural practice within the post-Katrina environment. New considerations include a renewed emphasis on urban design and planning, reinforced and reinforcing technologies, and sustainable environments. After the catastrophe of Katrina, which brought the city and the region to its knees, was the result of both natural and man-made conditions. While natural conditions can only be ameliorated, man-made problems are another question. These problems can and should be addressed not only by architects, planners, government officials, and the community, but are the responsibility of private sector, as it is engaged with the public sector, as well. There are specific opportunities for the School of Architecture. As quoted from the Tulane Renewal Plan: The School of Architecture's expertise is urgently needed in rebuilding New Orleans and setting examples for urban planning worldwide. The school will add programs to address the challenges of creating healthy, sustainable cities. This new emphasis on urban design will complement existing strengths in building design and historic preservation. A new Tulane City Center will be established, located in downtown New Orleans, to provide a home for community-based design and urban development. Architecture will work with the School of Liberal Arts to develop the new interdisciplinary undergraduate degree in Urban Studies. In addition, Tulane University's "Plan for Renewal" will color the entire scope of architectural education at Tulane, including curricular and other strategic issues. Faculty, staff, and students will be affected tremendously by the plan's call for several modifications and enhancements to not only the curriculum, but the ethos of the School. These will include the following changes, overseen by the new Center for Public Service, changes which stress Service Learning and other community service initiatives: ● Significantly increased Service Leaning opportunities ● Oversight of a new graduation requirement in Public Service ● Creation of a "Semester in NOLA" program for non-Tulane students that will combine academic coursework with extensive Service Learning components ● Internships in public service institutes and non-profit organizations (Academic Affairs, Career Services, Student Affairs) ● Community Service through CACTUS (Community Action Council of Tulane University Students), Habitat for Humanity, Outreach Tulane, the orientation NOLA program and other student-led initiatives ● Research opportunities in departments and centers and a new community research program for faculty to engender more Service Learning options
- 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 and 20: ● The initiation and development
- Page 21 and 22: Long-term action steps (three to fi
- 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: campaign. Reference: Priority 4b Le
- 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
- 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
evenue.<br />
Reference: Priority 4d<br />
Lead individual or group: Dean of the School of <strong>Architecture</strong>; Executive<br />
Committee of the School of <strong>Architecture</strong>, Curriculum Committee<br />
Long-term action steps (three to five years)<br />
● Inaugurate new curricular offerings, including a Masters of<br />
<strong>Architecture</strong>/Masters in Business Administration Degree, a Masters of<br />
<strong>Architecture</strong>/Masters in Environmental Law Degree and Masters of<br />
<strong>Architecture</strong> and Urban Design Degree<br />
Short-term action steps (one year)<br />
●Develop and implement new curricular strategies for all programs<br />
●Proceed with benchmarking and analysis of peer and aspirant programs<br />
for the School of <strong>Architecture</strong><br />
●Develop a plan for new curricular offerings, including a Masters of<br />
<strong>Architecture</strong>/Masters in Business Administration Degree, a Masters of<br />
<strong>Architecture</strong>/Masters of Environmental Law Degree and a Masters of<br />
<strong>Architecture</strong> and Urban Design Degree. Stage the plan according to<br />
academic years<br />
e. Develop world class program and faculty supporting the overall mission of<br />
creating and transmitting knowledge to students.<br />
Reference: Priority 4e<br />
Lead individual or group: Dean of the School of <strong>Architecture</strong>; Executive<br />
Committee of the School of <strong>Architecture</strong>; Curriculum Committee, <strong>New</strong><br />
Faculty Committee.<br />
Long-term action steps (three to five years)<br />
●Hire new faculty based on national and international recognition of<br />
excellence in research and teaching, in particular in the areas of urban<br />
studies and digital technologies. Keep an eye on long-term growth<br />
potential in these areas as they are affected by changes to the City and<br />
region, and to the profession and discipline as might be initiated post-<br />
Katrina<br />
Short-term action steps (one year)<br />
●Target new faculty hires based on national and international recognition<br />
of excellence in both research and teaching, in particular in the areas of<br />
urban studies, urban design and digital technologies.