SCHOOL OF ARTS AND COMMUNICATION PACIFIC LUTHERAN UNIVERSITY STRATEGIC PLANNING DOCUMENT JUNE 1, 2016 THROUGH TO MAY 31, 2020
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1 SCHOOL OF ARTS AND COMMUNICATION PACIFIC LUTHERAN UNIVERSITY STRATEGIC PLANNING DOCUMENT JUNE 1, 2016 THROUGH TO MAY 31, 2020 The School of Arts and Communication (SOAC) at Pacific Lutheran University is dedicated to building and enhancing our community through the study, practice, and understanding of artistic expression. SOAC combines the best practices of liberal arts education and exploration with the values and benefits of applied and professional study. Our focus, through creative expression and outreach, is to play a significant and meaningful role regionally, nationally and globally in developing processes for sustainable cultural enhancement. GOAL I: Find ways to encourage collaboration and promote entrepreneurship. Objective 1: Commit to exploring and developing greater opportunities for interdisciplinary collaboration across SOAC academic programs. Increase collaborations across SOAC disciplines in ways that demonstrate the centrality of the communicative, creative, and performing arts to express and reflect upon the human experience. Broaden the cross-curricular dialog and collaboration between our disciplines and across the university. Attract, support, and foster students interested in inter-arts experiences that would require involvement in cross-disciplinary arts events or projects that both fulfill departmental major requirements and provide students real-world, applied experience in the ways art is made, promoted, interpreted, and received by its culture. Encourage professional arts and communication understanding by supporting preprofessional experiences in art, music, theatre, dance, and communication through the promotion of performances, gallery openings, and media productions/products, as well as supporting career connections in all areas. Consider the establishment of new collaborative programs that would attract both new and existing students.
2 Objective 2: Emphasize new, inspired, and innovative thinking and actions. Be more adroit and flexible in our curricula without sacrificing quality or core values. Enhance entrepreneurship across all disciplines. Move forward with the creation of new certificate, undergraduate and/or graduate programs in such areas as: Creative Media, Digital Arts, Film Studies, Music Education (summer graduate), Music Therapy, Opera (certificate); and Visual Communication, among others. Fully assess all current curricular offerings to determine if changes should be made and different directions explored. Find innovative ways to further incorporate current co-curricular experiences (such as student media, theatre and dance performances, and music ensembles) into curricula. GOAL II: Engage with the world and find ways to enhance our reach across the broader liberal arts base. Objective 1: Ensure that our aspirations are rooted in the mission of PLU - a Lutheran institution with a deeply embedded value for the benefit and importance of a liberal arts education. Help our students find vocational paths to life-long learning, not just viable careers. Better integrate the how approach exemplified by professional-style training with the inquiry-based approach of the liberal arts. Further integrate non-western curricular offerings into current degree requirements in all areas. Objective 2: Integrate SOAC and non-soac departments in projects that foster a holistic experience and increase awareness of the ways the arts contribute to human knowledge. Highlight performances that ask big enough questions with multiple pathways of knowledge. Multi-disciplinary events should integrate the curricular and cocurricular elements to facilitate a larger conversation about key issues. Use high profile performances, presentations, forums, and the SOAC FOCUS Series to strengthen the integration of SOAC and non-soac departments, such as English, Religion, Global Studies, and Sociology. Find ways to increase campus-wide student audience at SOAC events. Encourage other disciplines across campus to embrace the basic knowledge of professional communication by offering workshops, continuing education classes, and other relevant and impactful opportunities. Further highlight existing interdisciplinary collaborations between SOAC and other units across campus (Publishing and Printing Arts) and develop new interdisciplinary collaborations between SOAC and other units across campus, such as: Arts Management (Business School); Health Communication (Nursing); and Playwriting/Screenwriting (English). 2
3 GOAL III: Address changing technology and media by identifying ways that we can be innovative and up to date with technology across all of our disciplines. Objective 1: Enhance our curricula with hybrid and online courses, as well as other nontraditional methods of instruction as ways of enriching our current and future degree offerings. Strategically consider areas within each department and degree program where non-traditional instruction can complement existing faculty strengths and provide additional avenues for student success, schedule flexibility, and a broader and deeper conversation and exploration. Further partner with the Wang Center to create additional SOAC-specific J-term offerings to enhance the curricula. Increase continuing education offerings, taking advantage of the expertise of our faculty, alumni, and community connections and partnerships. Increase flexibility in curricular offerings across all disciplines. Objective 2: Enhance instructional design capabilities by providing SOAC faculty, staff, and students with the necessary tools and support to work effectively. Provide opportunities for increased instruction and access to changing technology and media. Develop programs to fund and support innovative initiatives proposed by faculty, staff, and students. Ensure that all faculty have access and instruction to effectively use university sanctioned technology such as Sakai to better facilitate learning and clear communication. Offer more opportunities for our faculty and students to attend professional conferences where innovations in technology and media are explored and discussed with national experts. GOAL IV: Address rapidly declining facilities (Ingram Hall) and inadequate offcampus instructional spaces. Objective 1: Ensure that a new Arts & Communication Center is included within the top priorities for PLU s next capital campaign. Prepare a Case for Support that fully articulates and advocates for the need and rationale for the replacement of Ingram Hall. Work with local companies to generate architectural drawings to fully support the vision for a state-of-the-art facility that is designated for student learning. Ensure that the design for the new facility ensures space for Art & Design, Communication & Theatre, and Music resulting in a permanent solution to bringing together the dispersed contingent faculty from current remote locations on and off campus. 3
4 GOAL V: Move forward to having all departments in SOAC fully accredited (or accreditable) by their respective national accreditation body. Objective 1: Explore the feasibility of separating the Communication and Theatre programs into separate stand-alone departments The Department of Communication and the Department of Theatre & Dance. Evaluate a realistic multi-year timeline that would enable such a move to occur and ensure a successful transition, as well as stability and future potential growth. Evaluate the overall budget in the current COTH department, as well as the Dramatics budget, and determine the steps necessary to ensure future financial stability as two separate departments. Review whether there are other PLU-wide budgetary issues that should be considered. Evaluate staffing within each program to ensure future curricular and support staff viability as two separate departments. Objective 2: All SOAC departments will be accredited, on their way to accreditation, or accreditable. Invite outside consultants from accreditation bodies to begin the review process as the first steps to accreditation. Based upon the recommendations reported from the consultants, examine the budgetary impact and articulate to the PLU administration the goals and steps necessary to achieve national accreditation. Maintain national standards as required to ensure the Music Department s continued accreditation with NASM. Where accreditation is determined to not be the department/program goal, criteria for distinction should be developed, in accordance with national standards and benchmarks. GOAL VI: Create large-scale splash-type events and fund raising initiatives. Objective 1: Find opportunities to add the wow factor in our artistic season to gain attention on campus, regionally, and nationally. Special events with impact will benefit our students and reputation. Bring annually at least one figure of national stature to PLU (rotated among the various SOAC disciplines). Hold at least one significant SOAC fund raising event each year. Engage the SOAC Advisory Board in assisting and supporting significant splashtype and fund raising events. Coordinate splash-type events with Admissions to attract strong prospective students. 4
5 Objective 2: An endowed Arts & Lecture Series will be established to ensure a breadth of SOAC Arts and Lecture events for our students and community. Work with Advancement to identify potential donors. Create a Case for Support for an Arts & Lecture Series. Work with existing arts and non-profit organizations to explore potential collaborations on sharing expenses and sponsorship for guest artists and speakers. Ensure that guest artists and speakers are fully engaged on campus during their visit with opportunities for student interaction and/or instruction. When possible, explore collaborative SOAC opportunities for PLU-wide guest artists and speakers. Use Big Splash events as collaborations across disciplines, such as: Forensics Program and Politics & Government Department. Develop a Public Affairs Forum/Symposium that draws on PLU s location between Olympia (political center) and Seattle (media center) and gives the Center for Media Studies a Public Affairs focus. GOAL VII: Ensure that SOAC is engaged in community-focused and service-focused directions. Objective 1: Establish significant internship programs with Puget Sound area arts organizations, non-profits, and for-profit companies that serve as a bridge to careers in our respective fields. Fully identify our current internship offerings and community relationships. Enhance networking opportunities for current students and recent alumni. Promote our faculty and staff to serve in important, professional and advisory roles in the community. Explore opportunities to partner and work with colleagues across the arts. Objective 2: SOAC will attract students both for their involvement in our inter-arts experiences and for their association in the public mind with the ideas of service to community and culture. Ensure that our students continue to engage in significant service learning, internship, and performance projects that place our school in the regional conversation. Develop highly-coordinated outreach, communication, and promotion for SOAC - including faculty, students, and alumni in the design. 5
6 Objective 3: SOAC will leverage our institutional resources to serve the community and the world directly through our programs and through our alumni. Enhance Continuing Education offerings: graduate and the community. Continue to promote external facing programs such as the Center for Media Studies (CMS) and Artist Mentoring Program (AMP). Design performances and exhibitions in part around community needs and issues. Integrate with university summer bridge program; create summer SOAC programs for high school students. Reach out to the underserved communities of Parkland and the greater Tacoma area through university centers, such as the Center for Media Studies (and its umbrella organizations) and the Center for Community Engagement and Service. GOAL VIII: Enhance our efforts on student recruitment by discipline and medium to ensure fully enrolled programs. Objective 1: Recruit nationally for our programs (either all or those that are most competitive). Offer 3-4 regional auditions across various locations. Work with Admissions to develop a SOAC Recruitment Administrator position. Target an increased number of transfer students in our recruitment strategies. Gradually increase admission level standards in all professional programs. Review current SOAC Artistic Achievement Awards (process, numbers, disciplines) to ensure that we are leveraging our resources in the most prudent ways possible to fully enhance student recruitment. Objective 2: Leverage our people and programs to make others more aware of our presence and our identity. Increased faculty, student and program exposure through multiple strategic initiatives (ex. PBS national and local broadcasts, on-demand cable and internet broadcasts, off-campus performances, collaborative performances with local and regional arts organizations). Enhanced collaborations with MarCom, Advancement, and Alumni. Leverage Music tours to further expand our reach and scope and increase exposure of our programs in strategic markets. Look for additional off-campus performance and touring opportunities for our other SOAC areas (theatre and dance, for example). Further increase marketing and PR of events and programs to the community to increase accessibility and participation. Collaborate with MarCom to improve campus signage, as well as creating marquees and/or poster boxes highlighting upcoming events. Foster greater community awareness of innovative projects through the SOAC Outreach Coordinator, Student Media and its outreach, and MarCom. 6
7 Summary The strategic goals and objectives as presented in this document support SOAC s vision to become the strongest professional arts and creative academic program in the Pacific Northwest as well as PLU s overall mission to educate students for lives of thoughtful inquiry, service, leadership and care for other persons, for the community and for the earth. Fully realizing PLU s priorities as a university of the 1 st rank is a key goal in the development of these goals and objectives. This strategic planning document endorsed by the School of Arts and Communication Faculty on May 13,
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