College of Visual & Performing Arts
Strategic Plan

Strategic Priorities, Goals, And Strategies
Invest in the People of Texas Tech University

Access and Diversity: Recruit, retain, and graduate a larger, more academically prepared, and more diverse student body.

• Identify and sponsor targeted college recruitment efforts.
• Involve greater numbers of current students to assist with the recruiting process and further develop a broadly diverse student ambassador group.
• Seek increased private/corporate funding for talent-based and academic scholarships to qualified undergraduate and graduate students.
• Seek increased internal/external funding for graduate-level GA, TA, and GPTI appointments.
• Seek increased internal/external funding to be earmarked for recruiting.

• Along with ongoing Texas Tech University initiatives in the implementation of program outcomes and assessment, enhance the quality of the artistic and academic experience.
• Enhance the quality of the academic experience through a college project of augmented electronic advising.
• Along with Texas Tech University's commitment to the "Graduate on Time" program, work with individual units to ensure that we are able to offer academic programs that meet these criteria.
• Work with internal and external constituencies to assist continuing students in securing scholarships and fellowships.

Human Resources and Infrastructure: Increase and use resources to recruit and retain quality faculty and staff and to support an optimal work environment.

• Along with the university initiative in recruiting, seek effective ways by which we can advance the name of Texas Tech University and the College of Visual and Performing Arts to attract and hire excellent and diverse individuals.
• Provide professional development opportunities for faculty, staff, and administrators.

• Along with the annual review by the Office of Institutional Advancement of development goals and priorities, build a short- and long-range fundraising plan in collaboration with unit chair/directors.
• Develop an appropriate strategy for meeting short- and long-term fundraising goals.
• Develop plans for a major fundraising gala and/or other events.

• Along with the provost, the president, and the chancellor, ensure that the facility is included on the Master Project (MP) list for the university.
• Along with college unit chair/directors and faculty, develop "futures" plan(s) for new college facilities construction, as well as renovation of existing facilities for better space utilization, and to come into compliance with health and safety standards.
• Identify nationally and internationally recognized consulting firms with proven experience in the technical, design, and operational issues of performing and visual arts centers.
• Identify nationally and internationally recognized architectural firms with proven experience in the technical, design, and operational issues of performing and visual arts centers.
• Along with the TTU Office of Facilities Planning and Construction in conjunction with a recognized architectural firm that specializes in performing and visual art centers, begin to project estimated costs.
• Seek approval from TTU upper-level administrative leadership and the Office of Institutional Advancement to begin a capital campaign for facilities construction and improvement.

• Annually evaluate and develop an effective budget preparation process for state/local budget accounts and the Cultural Activities Fee.
• Seek approval from TTU upper-level administrative leadership to alter budgets when and where strategically and/or tactically essential.

• Utilize a dedicated budget line in the college/units to implement a technology replacement plan.
• Seek and support professional educational and training opportunities for college faculty, staff, and administrators.
• Investigate the possibilities for web-streaming college courses and events to internal/external constituencies.

Enrich The Educational Experience

Undergraduate and Graduate Teaching, Learning, and Professional Education: Attain national distinction as a top public educational, creative, and research college.

• Undertake an internal and external assessment of the traits desired in all of our degree programs.
• Based on the results of the TTU program outcomes and assessments initiative, the college will assist the units in the development and implementation of any new or revised proposals to enhance undergraduate and graduate curricula throughout the college.

• Along with unit leaders and the college ad hoc committee on international study, develop innovative programs for both students and faculty.
• Explore collaborative programs/agreements between and among institutions such as TTU-Seville, TTU-Puebla, creation of a new TTU arts center in northern Italy, and with the European League of Institutes of the Arts (ELIA).
• Along with leaders of the Hill Country centers and unit chair/directors, work collaboratively to bring an enhanced level of academic and programmatic offerings.
• Identify and seek internal and external funding to expand programs.

• Along with unit leaders and faculty, discover academic and creative areas that may be described as "niche" programs; target-market those programs regionally, nationally, and internationally.
• Work collaboratively with other colleges to determine where programs might be created that cross normally discrete academic boundaries.

• Along with the college graduate studies committee, market the unique character of the Fine Arts Doctoral Program.
• Along with the college graduate studies committee, assess and revise the core curriculum of the FADP so that: (1) it exemplifies a core interdisciplinary experience; and, (2) it reflects program outcomes and assessments.

• Consonant with the university goal, add service-learning components to new or modified courses.

• Examine feasibility of adding graduate certificate programs that enhance professional development.

Advance Scholarly And Creative Endeavors

Scholarly and Creative Productivity: Increase scholarly and creative productivity and funding for all areas of inquiry within the college.

• Along with the Vice President for Research, enhance the quality and quantity of research, scholarship, and creative activity.
• Seek increased internal and external funding to be earmarked for student and faculty professional development and travel.

• Schedule major events, competitions, symposia, and exhibitions.
• In the college budget process, determine sources of funding that will support participation.
• Seek internal and external grants that will provide additional sources of funding.

Strengthen Partnerships

Partnerships:Build strategic partnerships and alliances that disseminate knowledge in the arts.

• Identify potential partnerships.

• Identify principal contributions in the arts that increase TTU and community prestige, economic impact, and quality of life.

• Create advisory boards in the School of Art and in the Department of Theatre and Dance.

Invest in the People of Texas Tech University

Access and Diversity: Recruit, retain, and graduate a larger, more academically prepared, and more diverse student body.

Human Resources and Infrastructure: Increase and use resources to recruit and retain quality faculty and staff and to support an optimal work environment.

Enrich The Educational Experience

Undergraduate and Graduate Teaching, Learning, and Professional Education: Attain national distinction as a top public educational, creative, and research college.

Engagement: Provide scholarly outreach opportunities that contribute to students' learning and that benefit our communities, the state, and nation.

Advance Scholarly And Creative Endeavors

Scholarly and Creative Productivity: Increase scholarly and creative productivity and funding for all areas of inquiry within the college.

Strengthen Partnerships

Partnerships: Build strategic partnerships and alliances that disseminate knowledge in the arts.