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Strategic Plan

Program Outcomes & Assessments

Core Purpose

To promote excellence in the practice and scholarship of theatre and dance.

Mission Statement

The Department of Theatre and Dance at Texas Tech University fosters the highest standards of scholarship and creative activity and provides opportunities for students to work actively in both areas. We champion training and education in a breadth of specialized programs, encourage students to cross boundaries between them, and prepare students for careers in both practice and pedagogy. By integrating the practical and the scholarly, the Department serves as a vital force in the cultural and intellectual life of our society.

Vision Statement

The Department of Theatre and Dance will exhibit and promote the highest standards of artistry, professionalism, diversity, and collaboration in arts training, education, and scholarship.

The Department of Theatre and Dance will:

The Department of Theatre and Dance Values and is committed to:

Department of Theatre and Dance Strategic Plan 2010-2020 (2012 Report)

 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 2011 2012 Change 2011 to 2012

2012

Target

2013

Target

2015

Target

2020

Target

Fall Enrollment 199 160 -19% 235 240 250 300
Graduate student enrollment as a % of total enrollment

15.58%

         35% 35%
 1-year retention rate  75.61%  85.71%  +13%  81.5%  82.5%  83.0% 85.0%
 2-year retention rate  64.0%  63.41%  -009%  80.0%  82.0%  85.0% 90.0%
 4-year graduation rate  N/A  41.18%  N/A  35.0%  40.0%  45.0% 50.0%
 6-year graduation rate  57.41%  58.06%  +01%  63.5%  64.0%  65.0% 70.0%
 Total degrees awarded (annual)  44  38  -13%  40  42  45 50
 Freshman Class in Top 25% of High School - Must be at least 50% (NRUF)**  74.29%  43.75%  -41%  52.00%  52.00%  52.50% 55.00%
 Freshman Class in 75th Percentile - SAT (NRUF)**  7  2  -5  4  6  10 15
 Freshman Class in 75th Percentile - ACT (NRUF)**  7  1  -6  10  12  15 15

 *Undergraduate programs reduced SCH requirements effective incoming freshman class, fall 2008; 2012 first reporting.

**Theater & Dance seeks first and foremost, artistically talented students while strongly weighing academic factors.

Key Strategies

Key Challenges

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 2011 2012 Change 2011 to 2012

2012

Target

2013

Target

2015

Target

2020

Target

Total doctorates awarded 7 5 -2 7 7 10 15
Total Ph.D.s awarded (NRUF) 7 5 -2 7 7 10 15
Master's Graduation Rate - Must be ≥ 56% (NRUF) 75% 55.56% -25% 75% 75% 75% 80%
% of Full-Time Equivalent Teaching Faculty who are Tenured or Tenure-Track (THECB) 91.23% 87.5% -4% 90% 90% 90% 90%
Tenure or Tenure-Track Faculty Teaching Lower Division Student Credit Hours (THECB) 13.6% 9.85% -27% 26% 27% 30% 30%
Student to Faculty Ratio (THECB Accountability System) 26:1 23:1 3:1 10:1 10:1 10:1 10:1

 

Key Strategies

Key Challenges

 

 

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 department in order to advance knowledge and improve the quality of life in our state and nation.

Goal 2011 2012 Change 2011 to 2012

2012

Target

2013

Target

2015

Target

2020

Target

 Academic Production - publications, compositions, play scripts, professional presentations 36 41 +13%  35  37  40  45
 Creative/Research Production - exhibitions, performances, client-based projects  110 93  -15%  110  115  120  125
 Expenditures for professional development of faculty, students, and staff $50,000 $100,341  +1.2%  $35,000  $40,000  $45,000  $50,000
 Enhanced facilities - new, renovated, or upgraded (including health & safety) $1,530,000 TBD*  TBD*  TBD*  TBD*  TBD*  TBD*
 Number of collaborative creative, academic, and research partnerships 4 7  +75%  3  3  4  5

 

Key Strategies

  1. (8) Creative Capital-Arts and Design Technologies
  2. Others (1-7) as appropriate

* The CVPA and its units are currently engaged in facilities project programming

Key Challenges

 

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 2011 2012

Change 2011 to

2012

2012

Target

2013

Target

2015

Target

2020

Target

Number of performances, exhibitions, scholarly, and educational outreach opportunities 137 120 17 135 136 140 150
Number of distance and off-campus credit and non-credit instructional offerings 2 2 0 3 3 4 5
Number of service-learning courses 1 1 0 1 1 2 4
Enrollment in SL courses 9 15 +6 15 18 25 30
Number of students participating in Study Abroad programs 2 14 +12 10 11 15 20

 

 Key Strategies

Key Challenges

 

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  2011  2012

 Change 2011 to

2012

2012

Target 

 2013

Target

2015

Target 

2020

Target 

Total weighted student credit hours  21,616 20,815.29  -800.71  25,000  26,000  30,000  50,000
Scholarship endowments  $198,275  $140,745  -57,530  $250,00  $265,000  $300,000  $350,00
Fundraising  $91,835  $89,375    $45,000  $48,000  $50,000  $100,000
New Facilities  TBD*  TBD*  TBD*  TBD*  TBD*  TBD*  TBD*
Renovated facilities  $330,000  $27,694.54  -$302,305  $2,000,000  $2,500,000  $3,000,000  $24,000,000
Upgraded facilities & Equipment  $1,130,000  $535,695  -$584,304  TBD*  TBD*  TBD*  TBD*

 

Key Strategies

*The CVPA and its units are currently engaged in facilities project planning.

Key Challenges