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College of Visual & Performing Arts
Strategic Plan

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Program Outcomes & Assessments


Core Purpose

To foster excellence in the arts.

Mission Statement

To advance education in the arts through promoting scholarship and supporting creativity.

Vision Statement

The College of Visual and Performing Arts will be an exemplar for arts education in the nation and the school of choice for arts education.

The College of Visual and Performing Arts will:

The College of Visual and Performing Arts values and is committed to:



2010-2020 Strategic Priorities

Priority # 1- Increase Enrollment and Promote Student Success

We will grow and diversify our student population in order to improve higher education participation and supply a well-equipped, educated workforce for the state of Texas.

Goal 2009 2010 Change 2009 to 2010 2010 Target 2011 Target 2015 Target 2020 Target
Fall Enrollment 1,167 1,240 6.26% 1,196 1,200 1,250 1,305
Graduate Student enrollment as a % of total enrollment 22.54% 22.66% 0.12% 20.0% 21.0% 22.5% 25.0%
1-year retention rate 80.95% 83.89% 2.94% 81.0% 81.5% 83.0% 85.0%
2-year retention rate 69.94% 73.81% 3.87% 70.0% 71.0% 75.0% 80.0%
4-year graduation rate* N/A N/A N/A N/A N/A 45.0% 50.0%
6-year graduation rate 70.71% 67.18% -3.53% 61.0% 63.5% 65.0% 70.0%
Total degrees awarded (annual) 237 208 -29 239 240 250 261
Freshman Class in Top 25% of High School-Must be at least 50% (NRUF)** KPI not available 54.94% ----- 50.00% 52.00% 52.50% 55.00%
Freshman Class in 75th Percentile-SAT (NRUF)** KPI not available 30 ----- 25 25 25 25
Freshman Class in 75th Percentile-ACT (NRUF)** KPI not available 17 ----- 15 15 15 15

*Undergraduate programs reduced SCH requirements effective incoming freshman class, fall 2008; 2012 first reporting.
**The CVPA seeks first and foremost, artistically talented students while strongly weighing academic factors.

 

Key Strategies

  1. Seek increased private/corporate funding for talent-based and academic scholarships to qualified undergraduate and graduate students.
  2. Seek increased internal/external funding for graduate-level GA, TA, and GPTI appointments.
  3. Seek increased internal/external funding to be earmarked for recruiting.
  4. While increasing enrollment of freshman with increasing numbers of Pell Grant and First Generation College students, meet or exceed CVPA admission standards.
  5. Build, renovate, upgrade VPA facilities that are in compliance with National Arts Accreditation standards and are worthy of Tier 1 status (see also Priority 5 reference “World Class Facilities).

Key Challenges

  1. Resources for undergraduate talent-based scholarship funds to maintain current and expand future recruitment/retention of top scholars and artists and support NRUF’s criteria related to the quality of the freshman class.
  2. Resources for graduate support and assistantship levels to offset costs of education, impairing ability to recruit top graduate students.
  3. University prioritization of critical need for facility renovation and new construction along with funding commitment of such to come into compliance with National Arts Accreditation standards as well as to be competitive with other institutions with superior facilities.
   
 

Priority # 2- Strengthen Academic Quality and Reputation

We will attract and retain the best faculty in the country in order to enhance our teaching excellence and grow our number of nationally recognized programs.

Goal 2009 2010 Change 2009 to 2010 2010 Target 2011 Target 2015 Target 2020 Target
Total doctorates awarded 23 21 -2 15 16 20 25
Total Ph.D.s awarded (NRUF) 9 12 3 6 7 10 20
Master's Graduation Rate-Must be ≥ 56% (NRUF) KPI not available 82.5% ----- 75% 75% 75% 80%
Doctoral Graduation Rate - Must be ≥ 58% (NRUF) KPI not available KPI not available ----- 61% 68% 70% 75%
Doctoral Time to Degree - Must be ≤ 8.0 Years (NRUF) KPI not available 5.73 ----- 8.00 8.00 8.00 8.00
% of Full-Time Equivalent Teaching Faculty who are Tenured or Tenure-Track (THECB) 83.17% 92.86% 9.69% 90% 90% 90% 90%
Tenure or Tenure-Track Faculty Teaching Lower Divison Student Credit Hours (THECB) KPI not available 26.67% ----- 25% 26% 30% 30%
Student to Faculty Ratio (THECB Accountability System) 10:1 16:1 Reporting changed 10:1 10:1 10:1 10:1
 

Key Strategies

  1. Implement a strategic hiring plan that will attract and hire excellent and diverse individuals through competitive salaries and optimal work environment.
  2. Offer faculty development workshops and services to enhance faculty teaching, research/creative activity and outreach capabilities.
  3. Provide professional development opportunities for staff and administrators.
  4. Undertake periodic internal and external assessment of the traits and outcomes expected in all of our degree programs congruent with accreditation standards.
  5. Identify and seek internal and external funding in support of CVPA programs.
  6. Market the unique character of the Fine Arts Doctoral Program.
  7. Generate a master plan to enhance classroom library and learning resources in the context of an expanding student population and increased research/creative scholarship activity (see also Priority 5 reference “World Class Facilities”).

 Key Challenges

  1. Declining state support for instruction, which is the primary source for instructional salaries.
  2. Improved start-up for new faculty.
  3. Resources to encourage and incentivize faculty.
  4. University prioritization of need and resources for critical capital renovations, improvements, and new construction of VPA facilities.
 

Priority # 3 - Expand and Enhance Research and Creative Scholarship

We will increase scholarly and creative productivity and funding for all areas of inquiry within the college in order to advnace knowledge and improve the quality of life in our state and nation.

Goal 2009 2010 Change 2009 to 2010 2010 Target 2011 Target 2015 Target 2020 Target
Academic Production - publications, compositions, playscripts, professional presentations 413 325 -88 430 430 445 455
Creative/Research Production - exhibitions, performances, client-based projects 503 502 -1 500 500 510 525
Expenditures for professional development of faculty, students, and staff $114,189 $186,396 $72,207 $134K $135K $160K $175K
Enhanced facilities - new, renovated, or upgraded (including health & safety) $100,000 $4,978,000 $4,878,000 $4.1M $2M $20M $20M
Number of collaborative creative, academic, and research partnerships 7 6 -1 7 7 10 10
 

Key Strategies

  1. Increase the number of research, scholarship, and creative activity proposals submitted.
  2. Enhance the quality and quantity of research, scholarship, and creative activity.
  3. Seek increased dedicated internal and external funding for student and faculty professional development and travel.
  4. Increase the square footage of research/creative, and performance space (see also Priority 5 reference “World Class Facilities").
  5. Schedule major events, competitions, symposia, and exhibitions.
  6. Utilize the strategic research themes, as appropriate, to advance disciplinary, multidisciplinary, and interdisciplinary research.
    • (8) Creative Capital-Arts and Design Technologies
    • Others (1-7) as appropriate

 Key Challenges

  1. Resources to expand support of student and faculty professional development and travel for research and creative scholarship/activity in view of the budget reduction process.
  2. University prioritization of need and resources for critical capital renovations, improvements, and new construction of VPA facilities.
 

Priority # 4 - Further Outreach and Engagement

We will expand our community outreach and promote higher education in order to improve our communities and enrich their quality of life by building strategic partnerships and alliances that disseminate knowledge in the arts.

Goal 2009 2010 Change 2009 to 2010 2010 Target 2011 Target 2015 Target 2020 Target
Number of performances, exhibitions, scholarly, and educational outreach opportunities 759 768 9 800 805 815 835
Number of distance and off-campus credit and non-credit instructional offerings 17 22 5 20 21 26 28
Number of service-learning courses 2 2 0 5 5 5 6
Enrollment in SL courses 35 35 0 66 66 68 76
Number of students participating in Study Abroad programs 44 29 -15 37 40 48 55
 

Key Strategies

  1. Identify principal contributions in the arts that increase TTU and community prestige, economic impact, and quality of life.
  2. Expand web-streaming of college events to internal and external constituencies.
  3. Identify potential opportunities to establish new partnerships with local, state, federal, and international entities, and with other educational institutions and centers.
  4. Promote existing, and establish additional upper-level undergraduate and graduate certificate programs.
  5. Establish and promote additional service-learning opportunities.
  6. Expand and/or establish appropriate advisory boards and activities in all college units.
  7. Build, renovate, upgrade VPA facilities that are in compliance with National Arts Accreditation standards and are worthy of Tier 1 status (see also Priority 5 reference “World Class Facilities).

 Key Challenges

  1. Communicating the value of the Visual & Performing Arts to the upper administration and the immense impact of our contributions in this area toward the university’s goals.
  2. University prioritization of need and resources for critical capital renovations, improvements, and new construction of VPA facilities.
 

Priority # 5 - Increase and Maximize Resources

We will increase funding for scholarships, professorships, and world-class facilities and maximize those investments through more efficient operations in order to ensure affordability for students and accountability to the State of Texas.

Goal 2009 2010 Change 2009 to 2010 2010 Target 2011 Target 2015 Target 2020 Target
Total weighted SCH 104,769 99,064 -5,705 100,000 101,000 103,000 105,000
Scholarship endowments $3,188,792 $3,917,853 $729,061 $4M $4.13M $4.45M $4.8M
Fundraising $508,801* $591,809* $83,008* $435K $450K $520K $625K
New facilities $0 $3,804,227 $3,804,227 $53.8M $75M $75M $75M
Renovated facilities $100,000 $1,130,000 $1,030,000 $1.25M $2.15M $3.2M $4.2M
Upgraded facilities & equipment $59,392 $109,254 $49,862 $125K $210K $325K $375K
Major arts center/arts campus $0 $0 $0 $0 $0 $100M $100M

* As provided by Development; Development figures for 2010 and change 2009-2010 are not represented.
 
Key Strategies
  1. Establish a consistent and reasonable budgetary process, to the extent possible, so that the college is in a better position to maximize fiscal performance.
  2. Assess and improve institutional effectiveness -integration of data, assessment and evaluation, planning, and resource allocation.
  3. Review and refine plans and appropriate strategies for meeting short- and long-term fundraising goals.
  4. Ensure that plans for new and renovated CVPA facilities are included on the Master Project (MP) list for the university.
  5. Develop a “futures” plan 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 as well as accreditation standards.
  6. Identify nationally and internationally recognized consulting firms with proven experience in the technical, design, and operational issues of performing and visual arts centers.
  7. Identify nationally and internationally recognized architectural firms with proven experience in the technical, design, and operational issues of performing and visual arts centers.
  8. Develop projected costs of CVPA facility needs with the TTU Office of Facilities Planning and Construction in conjunction with a recognized architectural firm that specializes in performing and visual art centers.
  9. Seek approval from TTU upper-level administrative leadership and the Office of Institutional Advancement to commence a capital campaign for CVPA facilities construction and improvement to be in compliance with National Arts Accreditation standards and meet “world class” standards.
  10. Utilize a dedicated budget line in the college/units toward an ongoing technology enhancement and replacement plan.

 Key Challenges

  1. Dealing with a shifting and short-notification budgetary process.
  2. Potential increase in state-mandated budget reductions.
  3. Recruitment and retention of high quality personnel.
  4. Reduced dividends in scholarship endowments; impact of economic climate on donors and potential donors.
  5. University prioritization of critical need for facility renovation and new construction along with funding commitment of such to come into compliance with National Arts Accreditation standards as well as to be competitive with other institutions with superior facilities.