Texas Tech University

Strategic Plan

 

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

  • Seek increased private/foundation funding for talent-based and academic scholarships to qualified undergraduate and graduate Theatre and Dance students.
  • Seek increased internal/external funding for graduate-level GA, TA, and GPTI appointments.
  • Seek increased internal/external funding to be earmarked for recruiting.
  • While increasing enrollment of freshman with increasing numbers of Pell Grant and First Generation College students meet or exceed CVPA admission standards.
  • Build, renovate, upgrade Theatre and Dance facilities that are in compliance with NAST & NASD standards (see also Priority 5 reference "World Class Facilities").

Key Challenges

  • 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.
  • Resources for graduate support and assistantship levels to offset costs of education, impairing ability to recruit top graduate students.
  • 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 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

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

Key Challenges

  • Declining state support for instruction, which is the primary source for instructional salaries.
  • Improved start-up for new faculty.
  • Resources to encourage and incentivize faculty.
  • 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 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

  • Increase the number of research, scholarship, and creative activity proposals submitted.
  • Enhance the quality and quantity of research, scholarship, and creative activity.
  • Seek increased dedicated internal and external funding for student and faculty professional development and travel.
  • Increase the square footage of research/creative, and performance space as per NAST and NASD accreditation standards (see also Priority 5 reference "World Class Facilities").
  • Schedule major Theatre and Dance performances.
  • Utilize the strategic research themes, as appropriate, to advance disciplinary, multidisciplinary, and interdisciplinary research.
  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

  • 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.
  • 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 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

  • Identify principal contributions in the Theatre and Dance that increase TTU and community prestige, economic impact, and quality of life.
  • Expand web-streaming of Theatre and Dance events to internal and external constituencies.
  • Identify potential opportunities to establish new partnerships with local, state, federal, and international entities, and with other educational institutions and centers.
  • Promote existing, and establish additional upper-level undergraduate and graduate certificate programs.
  • Establish and promote additional service-learning opportunities.
  • Expand and/or establish appropriate advisory boards and activities in all college units.
  • Build, renovate, and upgrade Theatre and Dance facilities to bring them into compliance with NAST & NASD standards (see also Priority 5 reference "World Class Facilities).

Key Challenges

  • 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.
  • 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  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

  • Integrate Responsibility Center Management into departmental operations, to the extent possible, so that the department is in a better position to maximize fiscal performance.
  • Assess and improve institutional effectiveness -integration of data, assessment and evaluation, planning, and resource allocation.
  • Review and refine plans and appropriate strategies for meeting short- and long-term fundraising goals.
  • Work with the Dean to ensure that plans for any new and renovated facilities for the department are included on the Master Project (MP) list for the university.
  • Participate in "futures" planning for new college and department 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.
  • Identify nationally and internationally recognized consulting firms with proven experience in the technical, design, and operational issues of performing and visual arts centers.
  • Identify and utilize nationally and internationally recognized architectural firms with proven experience in the technical, design, and operational issues of performing and visual arts centers.
  • Participate in the development of projected costs of CVPA facility needs with the TTU Office of Facilities Planning and Construction I conjunction with a recognized architectural firm that specializes in performing and visual art centers.
  • Utilize a dedicated budget line in the college/units toward an ongoing technology enhancement and replacement plan.

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

Key Challenges

  • Dealing with a shifting and short-notification budgetary process.
  • Potential increase in state-mandated budget reductions.
  • Recruitment and retention of high quality personnel.
  • Reduced dividends in scholarship endowments; impact of economic climate on donors and potential donors.
  • 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.

Contact

School of Theatre and Dance