Architecture Program Report Tulane University New Orleans ...
Architecture Program Report Tulane University New Orleans ... Architecture Program Report Tulane University New Orleans ...
external relations, with the principal goal being an increase in fundraising. With the goal of both sustaining and increasing fundraising levels substantially beyond the School's historical ability, the Dean of the School of Architecture also takes twelve (12) national trips per year, as well as six (6) regional trips per year. In addition, the School now has a formal Financial Strategic Plan, which seeks to double projected income to the School's annual fund. Gifts to the School have increased substantially and are now nearing the $120,000 mark. This increase is despite the School having been 'open' this past year only for the past few months.
Physical Facilities Another primary concern of the most recent Visiting Team Report was the condition of the Physical Facilities. As determined by the most recent VTR: "Past visiting teams have noted the problems with Richardson Memorial Hall, and some changes have been made and noted. Much, much more needs to be done as the state of the building is now clearly adversely affecting the program and the education Tulane can provide. There are no or limited faculty offices, institutional support space, and modern shop quarters, material lab spaces, mock-up spaces, and spray booths. The studio spaces reflect times past and will not support computer connections and peripherals. Code violations, including the lack of sprinkler systems and ADA violations are rampant. A $10 million building campaign is being devised that should finally allow the school of capitalize on all the many benefits intrinsic to the historic structure. It could not be soon enough. The profession of architecture is exceedingly competitive. The state of the building restricts the school's ability to produce students that can excel in it. The team has no doubts about the university's capacity to resolve the building's problems. In the last several years, the university has built new law, business and medical buildings...As stated in the most recent Visiting Team Report of 2002, significant progress has been made in this area, but there is still some way to go. This is no longer considered a deficiency, certainly not with respect to the studios." Nonetheless, the assumption of further progress was a substantial part of the most recent VTR, and is continuing in the following areas: ● The Capital Campaign continues, with expected funding levels to reach a goal of $8.2 million. After a recent $1.2 million dollar renovation, $600,000 in new funding has been achieved towards the stated goal. There is also a recent $400,000 bequest by an esteemed alumnus of the School. ● As noted, the studios are now fully operational in terms of computer connections and peripherals (all studios feature fully wireless—as well as wired —access to the School's vastly increased networks and servers). With new desks and a new heating, ventilation and air conditioning system, the studios have been fully "modernized" and are now commensurate with the School's peer institutions. Server capacity has been increased, and the School is in the midst of purchasing CNC milling
- 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 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: of book abstracts, articles and pro
- 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 102 and 103: ADMINISTRATIVE STAFF Scott Bernhard
external relations, with the principal goal being an increase in<br />
fundraising. With the goal of both sustaining and increasing fundraising<br />
levels substantially beyond the School's historical ability,<br />
the Dean of the School of <strong>Architecture</strong> also takes twelve (12)<br />
national trips per year, as well as six (6) regional trips per year. In<br />
addition, the School now has a formal Financial Strategic Plan,<br />
which seeks to double projected income to the School's annual<br />
fund. Gifts to the School have increased substantially and<br />
are now nearing the $120,000 mark. This increase is despite<br />
the School having been 'open' this past year only for the past<br />
few months.
Change language