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Printable VPA Academic Strategic Plan PDF 417KB

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Objective #3.1: Organizational Structure

Build an organizational infrastructure that supports the academic mission, student experience, interdisciplinary study and research, efficiency and consistency of college operations.

• Strategy 3.1.1: Review the administrative structure of the college to ensure that it supports the academic mission and the vision of the faculty, staff and administration. 
• Strategy 3.1.2: Review VPA’s brand strategy. 

Objective #3.2: Physical Environment

Improve the academic and research environments to strengthen our commitment to the education of cultural leaders who will engage and inspire audiences through performance, visual art, design, scholarship, and commentary.

• Strategy 3.2.1: Assess the college’s current buildings and prioritize all capital projects including new construction and major renovations, including equipment and furnishings (see Appendix II for specific capital projects to be prioritized, including relocation of the School of Design to main campus and major renovations and expansion of the Drama/Syracuse Stage complex and construction of a new Setnor School of Music building across the street from Drama/Syracuse Stage).
• Strategy 3.2.2: Establish a Facilities Committee to develop a review process for assessing facilities, safety, fixtures and furnishings, etc. 
• Strategy 3.2.3: Provide training and guidelines to faculty and staff in identifying and reporting physical plant needs related to repairs, safety and emergency response plans, and other topics as appropriate.
• Strategy 3.2.4: Ensure VPA facilities meet or exceed unit accreditation standards (where applicable) and recognized best practices.
• Strategy 3.2.5: Develop new or improved training programs for faculty, staff and students on safety and security measures, i.e., shop safety, hazardous materials, physical safety, ergonomics, etc. 
• Strategy 3.2.6: Standardize the scheduling of classes to ensure facilities are available to students, faculty and staff and used effectively and efficiently.

Objective #3.3: Long Term Planning and Funding

Engage in systematic long-term planning with regard to funding facilities and infrastructure. (Please see Appendix II Facilities.)

• Strategy 3.3.1:  Continue  Continue to work with the upper administration, including the Office of Advancement and External Affairs to address planning and funding capital projects and operating budgets. 

Rationale:

The The college has a current enrollment of approximately 1900 undergraduates and 200 graduate students and is housed in 9 buildings located on main campus, south campus, and the City of Syracuse. The college also conducts significant academic programming using rental property in both New York City and Los Angeles. Evidence exists that the physical state and location of facilities has a direct effect on recruitment and retention of faculty and students, rankings, and effective delivery of curriculum. Current facilities range in age from 26 to 128 years and all need refurbishment or replacement to meet the goals of the Campus Framework: i.e., support academic excellence, enrich student life and contribute to a vibrant campus setting (see Appendix II).

In addition to the age and location limitations of the current facilities, the College is faced with inadequate or nonexistent mechanical systems, funding for refreshing technology, specialized equipment, fixtures and furnishings. These limitations have resulted in our diminished ability to attract and keep quality students, faculty and staff and to effectively deliver curriculum and provide a superior student experience.  

The College strives for a safe and healthy work and learning environment, while recognizing that certain health hazards and environmental risks are associated with the creation of art. Many of our buildings are not current with health, safety and security best practices. Facilities are spread around and beyond the main campus, forcing students to travel at off hours due to performances, rehearsals and studio work, while dependent on public transportation that is often unreliable.  The college is dependent on audiences for presentation of student and faculty work and has many visitors on a regular basis. This requires us to be conscious of their safety in our practices. Best practices in sustainability and environmental compliance are necessary for the health and safety of all, in the present and for the future.

The College recognizes that technology and major equipment frequently provide the vehicle by which our students, faculty and staff create and provide their work to audiences. As such, technology and major equipment permeates all aspects of teaching, learning, research and support in VPA. Our students, faculty and staff are savvy users of technology and we must provide an environment where equipment and technology is as state of the art as practicable. As we provide these resources they must be backed up with clear policies, training and access to support centrally.

The scope of needs for the college require a longer-term plan with regard to physical spaces and buildings. Capital improvements are inherently dependent upon donor support and funding. Within the next ten years, the College must consider its future needs and plan accordingly.

Goal 4:  Faculty Research

Objective #4.1: Interdisciplinary and Global Research

Bolster interdisciplinary research by facilitating more team-teaching across units and creating problem-oriented research hubs within VPA and with other schools/colleges. 

• Strategy 4.1.1: Explore options for more curricular creativity, flexibility, and load relief (1 credit workshops) to incentivize more collaborative teaching opportunities that lead to research.
• Strategy 4.1.2: Create appropriate “research hubs” within the college or in collaboration with other schools/colleges to attract, retain, and develop faculty scholarship. Increase the number of VPA faculty who participate in University committees, competitions, faculty fellow, and mentoring programs designed to promote research activity.
• Strategy 4.1.3: Pursue alumni or donor options as well as greater use of the SU office of Research to support interdisciplinary research and global scholarship.

Goal 5: Community Engagement

By their very nature, programs in VPA are instinctively involved in a variety of forms of community engagement.  The work of our students and faculty require audiences or are project-based, with many of the projects taking place within local, regional, even global communities.  These forms of engagement are critical to our pedagogical mission as well as our faculty and graduate student research.   

Objective #5.1:

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Curriculum Development

Formalize Engagement Across Curricula.  •    

• Strategy 5.1.1: Continue to enlarge and enhance involvement of students and faculty in community engagement, building on activities like the Syracuse Poster Project, Talent Agency, public art commissions, Connective Corridor, etc. Research and catalog current VPA programs and projects that fall under the umbrella of “Community Engagement” and link to other SU initiatives. Explore or implement an Arts Engagement Conference. Explore college curriculum requirement for Community Engagement (e.g., service-learning, internships and the like).

Goal 6:  Budget Collaboration and Accountability

Objective #6.1: Budget Collaboration and Accountability

Create clear and explicit reporting documents for senior leadership identifying current and prior year budget performance to facilitate effective collaboration and communication between responsible parties and appropriate monitoring of performance and accountability. 

• Strategy 6.1.1:  Create a financial reporting package to be distributed on a regular basis to the College leadership team (Dean, Chairs and Directors). 

Objective #6.2: Internal Controls

Ensure there are effective internal controls in place to prevent excessive financial commitments and overspending.

• Strategy 6.2.1:  Implement procurement policies (IT, supplies, travel, entertainment, etc.) that are clearly defined and monitored, and perform a monthly audit of expenses to ensure spending is appropriate.
• Strategy 6.2.2:  Review processes and procedures to identify efficiencies by eliminating duplication, automating processes, consolidating services, etc.

Objective #6.3: Need-based Budgets 

Develop budgets that are reflective of each units’ funding needs (based on enrollments, curriculum, strategic initiatives, research, equipment, etc.) that are in alignment with the College’s resources.

• Strategy 6.3.1: Work with chairs and directors to perform a needs assessment and related budget.  Each unit’s budget should be reflective of the priorities in the University, College, and unit strategic plans.
• Strategy 6.3.2: Identify areas of significant investment and calculate return on investment (ROI) for activities performed (i.e., academic initiatives, recruiting, advancement, student services, etc.).   

Objective #6.4: Program Sustainability

Evaluate the fiscal health of academic programs to ensure they are sustainable.

• Strategy 6.4.1: Work with the central Office of Budget and Planning to appropriately allocate revenue and expenses to identify the net contribution for academic programs.
• Strategy 6.4.2: Continue to assess cost-benefit of community partnerships (i.e., Syracuse Stage, Talent Agency, Photo & Literacy Project, 914 Gallery, etc.)

Objective #6.5:

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Course Enrollments 

Refocus our efforts to identify appropriate min/max enrollments in all VPA courses and develop a plan to minimize the occurrence of low-enrollment courses. 

• Strategy 6.5.1: Systematically review enrollment caps in all VPA courses, providing a pedagogically sound justification for each cap, as well as a tolerable range above each cap by which students could be added by permission without significantly impacting the quality of instruction.  

Objective #6.6: Resource Allocation 

Ensure the College is utilizing available resources to achieve goals outlined in the strategic plan.  

• Strategy 6.6.1: Shift resources (salary and operating) as necessary in response to changes in enrollment, curriculum, market demands, and strategic plan needs.  This should consider faculty retention, academic programming, student needs, research initiatives, equipment upgrades/replacement, etc.
• Strategy 6.6.2: Further explore opportunities to fund research through external sponsored sources.  

Objective #6.7:  Advancement Planning  Planning  

Establish short and long-term development plans with specific funding targets.

• Strategy 6.7.1: The Assistant Dean for Advancement will work with the College leadership team to identify needs that are appropriate to fund through advancement efforts and are in support of the priorities outlined in this strategic plan.
• Strategy 6.7.2: Work with units to develop a network of students and alumni.

Rationale:

Creating and maintaining a balanced budget through effective stewardship of the College's financial resources is critical to the College of Visual and Performing Art’s ability to implement its academic strategic plan.  It is imperative that financial planning be transparent, and effective in protecting the College’s fiscal health and in supporting its College-wide and unit-level priorities.   

Goal 7: Monitoring Implementation of VPA's Academic Strategic Plan 

Objective #1: Monitoring Implementation

No strategic plan can be successfully implemented without someone charged to monitor its progress and keep everyone on the same page as the plan unfolds and evolves.

• Strategy 7.1.1: Establish a VPA Strategic Plan Implementation Committee through Faculty Council to meet regularly, develop an implementation and monitoring plan, and document and track progress in accomplishing the goals, objectives and strategies outlined in this plan.  Committee should report regularly to the dean and to the faculty at large.
• Strategy 7.1.2: Create an Excel spreadsheet to track progress, identify due dates, stakeholders, expertise and resources needed, and persons accountable for each objective/strategy.
• Strategy 7.1.3: Charge the VPA Strategic Plan Implementation Committee with periodically reviewing the major goals outlined in the Syracuse University Academic Strategic Plan to monitor alignment with VPA strategic objectives and strategies.

Appendices

Appendix I:  Big Ideas for VPA

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Specific Academic Initiatives

Implement BS in Gaming -- interdisciplinary program between VPA’s Department of Transmedia and Setnor School of Music and the College of Engineering; two faculty members would be needed in virtual reality and gaming theory; VPA currently offers a minor in gaming.

Establish Department of Arts Administration -- offer traditional BA/BS in Arts Administration and MA in Arts Administration (online degree); an interdisciplinary program with the Whitman School and perhaps with the School of Law; all students would be required to minor in an arts area.  The new department would share faculty with the School of Design’s Museum Studies Program and the Department of Drama’s Theatre Management program; Syracuse Stage and Everson Museum would be key partners.     

Create a partnership between the State, County, and SU whereby VPA’s Department of Transmedia’s film program and the S.I. Newhouse School of Public Communication partners with the Central New York/DeWitt Film Hub -- this bold initiative would require additional tenure-track film faculty and staff, but would strengthen our connection to the entertainment industry and increase job placement.  Please see the following link for additional information: http://www.syracuse.com/news/index.ssf/2017/01/5_reasons_the_states_15m_syracuse_film_hub_has_flopped_so_f ar.html

Implement BFA/MFA in Theatrical Props: Design and Technology -- only LSU, the University of North Carolina School for the Arts, Ohio University, University of Delaware and Yale offer this degree.  We envision a collaborative endeavor between the Department of Drama, the Schools of Art and Design and Syracuse Stage.

Implement MFA in Theatrical Projection Design -- only the Yale School of Drama, Carnegie Mellon and the University of Maryland have viable graduate programs.  We envision an interdisciplinary program between the Departments of Drama and Transmedia (computer art and virtual reality), College of Engineering and Syracuse Stage.

Expand BS in Drama to include direct entry -- this program would require three full-time faculty lines; at present the drama faculty have a three/four teaching load, one of the heaviest loads on campus.  Metrics suggest that this unit has the national reputation to attract a highly competitive cohort; the program can’t be implemented without additional facilities on campus and/or after a Department of Drama/Syracuse Stage Regent Theatre Complex expansion and renovation.

Expand the BM in Sound Recording Technology and Music Industry Programs -- job placement is robust; additional faculty and space would be required. In addition, implement a BS in Music Engineering degree in collaboration with the College of Engineering. Setnor’s BM in Sound Recording majors already have the option to minor in Electrical Engineering (EE) or Computer Science (CS), following minor plans designed specifically for BM in SRT majors by the College of Engineering. BS in Music Engineering degrees are jointly accredited by the National Association of Schools of Music (NASM) and the Accrediting Board for Engineering and Technology (ABET). MUE degrees thus require a NASM accredited Music program and ABET accredited Electrical or Computer Engineering program at the same institution, which SU has. Both the extant and STEM centric BM in SRT major and the proposed BS in MUE degrees would retain music study at their core, with a greater emphasis placed on College of Engineering coursework in the BM in MUE degree. If implemented, we would be one of a few exclusive programs that offer a music degree of this type, with proven job placement opportunities across many industries.  

Implement BS/BA in Design -- it is our contention that there is a market for design students who want to pursue a more generic design program with more electives.  This program would cater to those students who want to study a design-based program that is less focused on studio work and leverages the full breadth of learning at a research university.  We feel that there is a good chance this program would be the highest recruiter in the School and would reduce or even eliminate those students who currently transfer.

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Implement MBA Design Management -- we — we propose the development of a collaborative MBA in design management with the Whitman School of Management and/or a minor in design management.

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Implement Ph.D. in Communication and Rhetorical Studies -- will — will need one tenure-track line; the unit has identified a person of color they would like to recruit from the University of Illinois to round out the faculty needed for this new degree.

Implement Dance Minor -- national — national data shows that students in the STEM fields gravitate to institutions that offer dance as a minor; VPA would not benefit under the current RCM model, but the University as whole would benefit from offering this minor.  In short, dance is a powerful recruiting tool.  (Note:  although the School of Education currently offers a minor in Dance, it is focused on exercise science and NOT dance as an art form:  ballet, modern, jazz, musical theatre style – the — the genres the aforementioned students seek.)

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To begin the process of developing a strategic plan for VPA facilities it is necessary to supplement the findings of Sasaki and the Campus Framework. The arts are a glaring absence from the Framework and must be included if the University is to be successful in reaching the Framework’s goals. It would be beneficial to the University and VPA to engage a consultant, be it Sasaki or another firm, to develop a vision for arts facilities on campus.

Until such time that a strategic plan for arts facilities can be developed, the college has identified six facilities that require immediate attention:

1. Nancy Cantor Warehouse – School of Design

   1. VPA would like to explore the feasibility of renovating an existing building or constructing a new facility in proximity to the Shaffer Art Building, Comstock Art Facility, the School of Architecture, the College of Engineering and the iSchool.

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1. 1. We continue to see and hear from current and prospective Design students and their families that the location of the Warehouse causes hardship. Students are significantly removed from campus life, spend considerable time bussing to and from the facility, and incur additional expenses by being located off-campus (i.e., parking fees for private lots, lack of bookstore access, etc.).
   2. A facility located on or near main campus would alleviate these hardships for Design students and also provide an opportunity for synergy between programs that is currently lacking or difficult to facilitate. Prior to 2005, Design programs were located in various facilities on main campus, but within reach of the School of Architecture, the iSchool, and the School of Engineering. Since being consolidated within a single facility the collaboration within the School of Design has grown exponentially, while the synergy between the School of Design and our most obvious partners has waned, perhaps due to an “out of sight, out of mind” mentality.
   3. Additionally, a new Design facility located on main campus (or adjacent to Comstock Art) would provide the college opportunity to improve our operational processes by eliminating redundancies in services across the college that are currently necessary simply due to location, particularly wood, metal and print shops, all operated at considerable cost.  (For example, we operate wood/metal shops at the Cantor Warehouse, Smith Hall, and Comstock Art.)

2. Crouse College – Setnor School of Music

   1. The College would like to explore the feasibility of development of a School of Music Building in close proximity to the Regent Theater Complex (home of the Department of Drama and Syracuse Stage), 820 E. Genesee Street. The building would become the new home to the Setnor School of Music, as well as support facilities for the Theater Design and Theater Management programs with the Department of Drama, currently housed above Phoebe’s Restaurant.
   2. Built in 1888, Crouse College is a beautiful, impressive and historical fixture on the Syracuse University campus. It is, however, not an appropriate facility for a 21^st century school of music, most notably for nonexistent sound abatement, inconsistent HVAC (including humidity control), and lack of modern performance and practice/rehearsal venues.
   3. Ideally, the Setnor School of Music and the Department of Drama would be in close proximity as they share similar needs for curricular space for delivery of music lessons, performance, stage management instruction, and prop, costume, lighting and sound shops. 
   4. In addition, having a highly visible performing arts center and concert hall on campus can serve the entire campus community as a central hub and venue for major on-campus events and performances while remaining sensitive to its primary purpose in serving the educational mission of the School of Music and Department of Drama.

3. Regent Theater Complex (home of the Department of Drama and Syracuse Stage)

   1. The need for renovation and updating the Regent Theater Complex becomes essential. The degree programs in acting and musical theater are the most competitive programs at Syracuse University and yet are housed in facilities built in 1919 and last updated in the 1980's. A state-of-the art theater complex is crucial to maintaining the caliber of students applying for admission to the BFA in acting/musical theater. Current facilities are inflexible and utilize outdated technology, lighting, sound, rigging, etc. and do not support academic excellence

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2. Crouse College – Department of Communication and Rhetorical Studies (CRS)

   1. As one of the first academic programs in the country to offer an academic program in communication and rhetoric, it is fitting to provide a historic facility to house CRS. The development of a performing arts center to house the Setnor School of Music would allow the college to relocate the Department of Communication and Rhetorical Studies from Sims Hall to Crouse College. Crouse College was built in 1888 and is in need of restoration to its fully glory, as well as integration of appropriate HVAC systems, instructional spaces, technology, etc. With this renovation, we anticipate having the ability to increase undergraduate enrollment, implement a new PhD program, and reestablish a competitive debate team.

3. Shaffer Art Building – Department of Transmedia

   1. The Shaffer Art Building was completed in 1990 and has not been updated since. We have consistent complaints from students and faculty about the lack of air conditioning, ventilation, and functioning windows. The Department of Transmedia offers a highly-ranked program in film, yet has limited facilities and technology to deliver its curriculum. We propose that Shaffer Art Building be renovated to more fully accommodate the Transmedia curriculum, to include film and photo studios, sound studios, editing suites, and graduate student studios.

4. The Belfer Laboratory -- Setnor School of Music

   1. The Belfer Laboratory, administered by SU Libraries, features a Live End/Dead End recording studio and control rooms designed by Chips Davis, nationally recognized acoustic expert and recording studio designer. One control room is furnished entirely with digital equipment by Syracuse University's Setnor School of Music. It is used as a teaching laboratory for students in the Music Industry and Bandier programs, the Sound Recording and Technology program, and the Audio Arts program.  With increased enrollments in these programs, we have outgrown this antiquated facility.  Last semester VPA discussed with David Seaman, Dean of Libraries and University Librarian, the idea of expanding this facility by adding a second floor that would connect to Byrd Library. Dean Seaman is supportive of the project.

Upon completion of these renovations the college would release associated spaces currently utilized in the Nancy Cantor Warehouse, Smith Hall and Sims Hall.

Appendix III: Work/Life Balance

Issues of Work/Life balance allows faculty, staff and students the best ability to meet the goals and mission of VPA and Syracuse University

Objective #1:

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Culture 

Provide a welcoming, supportive, collaborative atmosphere that supports high job satisfaction, values individual ideas and contributions, and provides good governance with respect, positivity, creativity, and fun for faculty, staff, and students.   

•  Strategy 1.1: Build positive and productive faculty-staff relationships and community by fostering a culture of accountability for actions, responsibilities, etc., and to recognize exemplary work.
• Strategy 1.2: Improve mentoring for faculty and staff (Faculty Council Ad Hoc Committee on Faculty Mentoring may provide a model for both faculty and, with modification, staff). 
• Strategy 1.3: Promote transparency in terms of the operations of the college.
• Strategy 1.4: Review resources within the college to identify where sharing of assets may be of assistance. •            
• Strategy 1.5: Support healthy governance structures; cultivate strong communication among Academic Council, Faculty Council, and Staff Council and from these representative bodies to faculty and staff.
• Strategy 1.6: Provide information during on boarding so faculty and staff understand the expectations of their position, the protections, and the responsibilities.
• Strategy 1.7: Schedule campus-wide experts to present in a number of areas, including but not limited to Title IX, Crisis Management, Safety, Implicit Bias, Cultural Competency, Bystander Training.
• Strategy 1.8: Address retention strategies to keep current employees.
• Strategy 1.9:  Continually review faculty/staff workloads by examining current organizational structures.

Objective #2:

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Diversity and Inclusion 

Support greater diversity and inclusion.  Create an understanding of diversity, broadening the spectrum of what a diverse faculty, staff and student population includes and create an atmosphere that values diverse experience and varied point of views.  

• Strategy 2.1: Engage faculty and staff in diversity workshops and awareness seminars, etc.

• Strategy 2.2: Evaluate recruiting and hiring practices, recognizing that current standards may be excluding or limiting some demographics.
• Strategy 2.3: Encourage diverse experiences to provide for better recruiting, retention, and workplace satisfaction for all.
• Strategy 2.4: Create a diversity and inclusion statement for the college.

Rationale:

Most programs and guidelines regarding work/life balance at the University are the purview of the Office of Human Resources, and thus beyond the scope of our College’s strategic plan.  The issues outlined above are those that can be managed at the College level and would promote greater overall well-being among faculty and staff. 

Conclusions 

This VPA Academic Strategic Plan provides a general blueprint for the collaborative effort of VPA faculty, staff, and administrative leadership to strengthen the College’s future, acknowledging threats and weaknesses and taking steps to manage them; identifying opportunities to build on existing and emerging strengths; and exploring best practices from beyond our usual sources to make VPA an even better place for students to thrive in the company of great faculty and staff.  Our goal is to accomplish this plan in the most fiscally responsible way possible, with appropriate assistance from University leadership, because this academic strategic plan instills a level of confidence about the directions we are pursuing and the way we plan to accomplish them.