College of Music & Dramatic Arts Strategic Plan

March 15, 1999

Preamble:

On August 26, 1998, the Board of Regents of the State of Louisiana approved the creation of the College of Music and Dramatic Arts. In approving this merger, the Board of Regents affirmed that (1) the LSU School of Music and the LSU Department of Theatre are two of the most visible and highly respected academic units on campus, (2) both units have broad reputations for excellence in teaching, research, service and performance, with selected programs within the two units having earned national distinctions, and (3) both units are poised to move to higher levels of achievement.

The College of Music and Dramatic Arts chooses to build on that affirmation as it advances to the next level of excellence. We shall do so by seeking true national prominence for our faculty, students and programs.

Vision Statement:

The LSU College of Music and Dramatic Arts seeks to become recognized as a national leader in the areas of music and theatre.

Goals and Objectives

Goals

Objectives

Comments

Performance Indicator(s)

Person(s) Responsible

Constraints

1) To achieve and sustain the highest standards of performance, creativity, pedagogy, research and scholarship in Music and Theatre
	1.1: Attract and retain top-quality faculty	Focus on faculty who either have national or international reputations in their field or who have the potential to acquire same	Increased number of faculty with national reputations: appointed to editorial boards, and/or receive invitations to present, perform or direct in the "broader arena"	Dean, department and division chairs, and area faculty	Salary levels not yet competitive; facilities need renovation
	1.2: Recruit and retain students of the highest caliber, at both undergraduate and graduate levels		Increased numbers of students with high GRE and/or ACT/SAT scores, or stronger performance levels	Associate and assistant deans, chairs, individual faculty	Grad. assts. must pay tuition from stipends
2) To offer programs that are both innovative and complementary
	2.1: Present high quality productions (drama and opera) and masterworks concerts	Drama and opera; masterworks and innovative new works (world premieres)	Improved critical reviews of major events	Artistic directors of opera and theatre, voice , orchestra and acting faculties	Facilities need immediate upgrading; staff support must be solidified
	2.2: Host regional, national, and international conferences	Emphasis on events that will enhance College's reputation	Garnered positive evaluations from conference participants	Individual faculty, graduate assistants, Office of Conferences	Facilities upgrade
	2.3: Offer interdisciplinary programs; explore new synergies with Music and Theatre	BFA degree with concentration in music theater; joint epic productions in Reilly Theatre	Energized faculty to enhance collaborative endeavors	Individual faculty, with leadership from college administrators
3) To create a unified image for the "new" college
	3.1: Develop a new logo for the college	Complete design and secure approval of logo	Achieved broad identification of new logo	PR staff	N/A
	3.2: Cross-list each unit's major events in calendar publications	Develop a publication common to both units	Patrons, faculty and staff relate to college as an entity	PR staff	N/A
	3.3: Assure adequate financial support of Performing Arts Series	Consider asking Student Government for $1 increase per semester	Have secured an adequate budget for a niche market series	Dean and chair of theatre; performing arts series cmte	Ability to "sell" increase to student body
	3.4: Develop college organizational structure	Preserve School of Music and Dept. of Theatre identities; maximize collaboration and cooperation; renegotiate Swine Palace contract with LSU Theatre and the University	Have prepared and adopted by-laws	Dean, division and department chairs; unit faculty	N/A
4) To provide resources sufficient to carry out the college's vision and mission
	4.1: Secure funding for facilities	Major renovation of M&DA Bldg., Union Theater, and construction of organ pavilion are high priorities	Have secured planning and construction funds from the Legislature	Dean, provost, chancellor, et al.	Legislative approval
	4.2: Secure sustainable funds for College's operating and equipment budgets		Faculty/staff travel, supplies, and equipment funds are at peer institution levels	Dean, provost	Status of state appropriations
	4.3: Improve funding for graduate assistantships	Recommended by NASM visitors and internal program review committee	GA "net" stipends are at levels commensurate with our peer institutions	Associate dean, dean, provost	University budget
	4.4: Add personnel needed to manage new college	Secretaries, technical support areas staff, administrative staff	Staff levels are at peer school averages	Dean, chair of theatre	University budget
5) To increase external funds from alumni, corporations and businesses, and patrons
	5.1: Add endowed chairs and professorships	For faculty enrichment	A majority of senior level faculty enjoy benefits of a titled professorship or chair	Dean, chair of theatre, development coordinator	Donor interest
	5.2: Secure approvals for special projects	Capital outlay projects, special music and theatrical productions, concerts, and events	Organ pavilion, band hall, guest artist series have become realities	Dean, chair of theatre, individual faculty, development coordinator	Donor interest
	5.3: Enhance relations with alumni	Implement periodic surveys of alumni: music (all areas), band, and theatre alumni	Greater participation by alumni in college activities; more support for college's special projects	Dean, chair of theatre, individual faculty, development coordinator	Availability of accurate data
	5.4: Expand endowed and non-endowed student scholarship funds	More scholarships needed in brass/percussion, low strings, voice	Success in establishing additional named scholarships	Dean, chair of theatre, individual faculty, development coordinator	N/A
	5.5: Maximize role and involvement of patron support groups	Friends of Music, Friends of Opera, Swine Palace Board	Increase in funds and support from external patron groups	Dean, chair of theatre
6) To achieve better coordination and focus for the performing arts
	6.1: Empower Dean of College of Music & Dramatic Arts to coordinate all campus performing arts facilities and programs	Transfer coordination and programming authority for LSU Union Theater to Dean of Music & Dramatic Arts	Transfer of supervisory responsibility is complete	Provost	LSU Union Theater is currently a student supported auxiliary
7) To provide technology commensurate with needs of new college
	7.1: Upgrade music student computer lab	For student research and support of the curricula	Computer lab is enlarged and outfitted with state-of-the-art equipment	Technology fee cmte	Vagaries of receiving approval of grant proposals
	7.2: Plan for M&DA Bldg. renovation to include up-to-date audio, video, and design equipment	Provide music and theatre students and faculty with lab and individual technology needs	Renovation is complete and satisfactory	Dean, chair of theatre, architects	State funding
	7.3: Complete planning and fund raising for final phases of Reilly Theatre	Sound, lighting equipment; furnishings	Reilly Theatre is comprehensively outfitted, suitable for a professional theatre company	Swine Palace board	Ability to engage in successful fund raising

Department of Theater Strategic Plan

March 15, 1999

Preamble:

On August 26, 1998, the Board of Regents of the State of Louisiana approved the creation of the College of Music and Dramatic Arts, which merges the LSU School of Music and the Department of Theatre, two highly visible and respected academic units on campus. Both units have worked effectively to gain national reputations in some areas of their programs, and both now stand ready to move to higher levels of achievement with all of their programs.

Vision Statement:

The Department of Theatre aspires to national prominence in its undergraduate, MFA professional training, and Ph.D. programs, and in the teaching, artistry, and scholarship of its faculty.

Goals and Objectives

Goals	Objectives	Comments	Performance Indicators	Person(s) Responsible	Constraints
#1: To strengthen the undergraduate and graduate programs

	1.1: To recruit and retain reputable, high quality faculty	Use theatre conference network to recruit high profile scholars and artists	Faculty scholarship and artistry visible at national conferences and theatre organizations	Chair, faculty	Salaries not competitive for quality faculty
	1.2: To recruit the best undergraduate and graduate students regionally and nationally	Use outreach programs to LA high schools to recruit undergraduates and national conferences and advertising to recruit graduates	Credentials of students reflect higher academic GPA and GRE scores, and become more productive in national conference presentations	Chair, Undergraduate Advisor	Assistantship stipends not competitive
	1.3: To upgrade staff positions in the costume and scene shops to require terminal degrees	The scene shop foreman and costume shop foreman train students in laboratory situations. Terminal degrees for these positions insures that the staff has the prerequisite training and experience for training students	Students in scenery and costume laboratories become more efficient, more productive in those areas.	Production Manager, Chair	None
	1.4: To increase graduate assistantship and scholarship funds	Plan private sector fund-raising strategy	Increase in Departmental endowed accounts with LSU Foundation	Chair, faculty	Competition for external fund-raising
#2: To double present undergraduate theatre major enrollment (from 80 to 160)
	2.1: To include in the annual season at least one major production which has a cast and crew of undergraduates only	Swine Palace encourages participation of undergraduate actors. The more their opportunities, the higher their morale.	Increased use of undergraduates in production activity.	Faculty Directors, Chair	Undergraduate-only productions could diminish artistic quality
	2.2: To appoint one faculty member as leader, organizer, and liaison figure for undergraduates	Faculty leadership will enhance undergraduate unity	Undergraduate faculty advisor progress reports to chair	Undergraduate Faculty Adviser and Liaison	None
	2.3: To plan opportunities for undergraduate involvement in workshop productions	Workshop production provides practice and experience at low cost	Increase in undergraduate organized workshop productions	Production Manager, Undergraduate Faculty Advisor	Shortage of performing spaces to accommodate graduate and undergraduate productions.
#3: To strengthen and develop alliance of Swine Palace Productions (SPP) and Depart. of Theatre (LSU Theatre) for improvement of artistic and educational missions of both operations
	3.1: To develop a written mutual agreement that outlines the parameters of our mutual responsibilities to each other regarding our cooperative ventures	Specific yet flexible agreement that can permit negotiation and discussion	Periodic faculty evaluation of artistic and academic Swine Palace/ LSU Theatre alliance	SPP Artistic Director, Theatre Chair, Theatre faculty, production staff, and Dean	Almost impossible to cover effectively in a written agreement all the significant points that such co-production involves.
	3.2: To make feasible, efficient, and operable the scenic, costume, and technical support of SPP in Reilly Theatre by LSU Theatre Faculty and Staff	Communication among all production areas fostered by regular meetings	Periodic evaluation of production efficiency by theatre faculty	Same	Obtaining staff and faculty lines to meet production demands
#4: To provide facilities equal to those of theatre programs in other competitive Research I universities: rehearsal & performance spaces, classrooms, laboratories (for design students), and a technology infrastructure that effectively supports and enhances student learning.
	4.1: To create new thrust theatre space, as well as improved rehearsal, classroom, and laboratory space in the renovation of the M&DA Bldg.	The plans for the renovation of M&DA include converting the Shaver Theatre into a thrust stage environment, and plans call, too, for the creation of rehearsal space.	Creation of renovation plan that will permit theatre's use of space to advance markedly from the present state.	Chancellor, Provost, Dean, Chair of Theatre, faculty, facility development	Keep renovation within budget without sacrificing needs
	4.2: To secure technological equipment to enhance learning opportunities for undergraduate and graduate students.	We have applied for a grant (of about $35,000) to the LSU Technology Fee Fund.	Approval of funds for purchase of equipment	Chair, faculty	None
	4.3: To complete the renovation and technological outfitting of the Reilly Theatre so that Swine Palace Productions (and the Department of Theatre) can utilize the space for performances and for training students	Swine Palace and its Board are working to raise considerable additional funds from the private sector to equip the Reilly Theatre with appropriate sound, lights and seats.	Securing of funds	Swine Palace Board	Ability to raise sufficient external funds
#5 To review, revise, and expand curriculum necessary to meet demands of the next century
	5.1: To request faculty from each area of theatre (Undergraduate, Ph.D., MFA Acting, Directing, Design) to review present courses, for recommendations to drop, revise, retain, or to recommend new courses.	The chair and a committee will plan the review in stages, with the project covering a year's time	Chair and faculty monitor the progress of the project	Chair and faculty	None
	5.2: To develop new or revise selected current graduate courses to permit enrollment by students outside the area of specialization	Directors can learn from actors, designers can learn from directors, and so on	Student progress in courses; faculty and student evaluations of courses.	Chair, faculty, and students	None
	5.3: Increase opportunities through production, lectures, classroom instruction, forums, for all graduate students to interact intellectually, artistically, and socially	MFA students can learn from Ph.D. courses (such as Dramatic Theory), and Ph.D. students can learn from MFA courses (such as Shakespearean Acting.)	Same	Same	None
	5.4: Increase opportunities for undergraduates and graduate theatre students to interact through service to the department	Undergraduates often lament that in the department the graduates obtain all the best roles as well as the most attention	Evaluations from faculty and students on effectiveness of interaction	Students and faculty	None

School of Music Strategic Plan

March 15, 1999

Preamble:

The School of Music's strategic planning process has enjoyed the benefit of guidance by an Exxon strategic planning executive (also a music parent), input from our dean's advisory committee (which is chaired by the Exxon executive), and close supervision by the School's division council. Also, the plan has been praised by the on-site visitors from our accrediting agency, the National Association of Schools of Music (October, 1998). We therefore feel the plan is relevant and achievable.

Vision Statement:

By the year 2005, the LSU School of Music will be recognized as one of the top 10 comprehensive schools of music in the nation.

Goals and Objectives:

Goals

Objectives

Comments

Performance Indicators

Person(s) Responsible

Constraints

#1: To improve the School of Music's national reputation and rankings.
	1.1: Develop and implement marketing/PR plan	Target senior faculty and administrators at peer institutions and key stakeholders	Sch of Mus has advanced in the national surveys and rankings; quality of music majors has increased	Dean, PR coord., division council	Vagaries of national rankings
	1.2: Create distinguished, visiting professorship program	Invite nationally- and internationally-acclaimed composers, performers, and scholars for extended residencies	Special (external) funding has been secured	Dean, development coordinator, individual faculty, division chairs	Ability to secure external funds
	1.3: Host regional, national and international workshops and conferences	N/A	Prestigious music conferences have continued to be held on campus	Individual faculty, division chairs	Funding and facilities
	1.4: Increase visibility at national and international conventions, conferences, and forums	N/A	Faculty and students continue to be visible at national and international conventions and conferences	Individual faculty, division chairs	Lack of timely progress on facilities upgrade and operating budget improvements
#2: To provide capacity for music major enrollment to increase to maximum of 500
	2.1: Add full-time faculty in areas of need	Low brass; music education; opera stage directing or applied voice; piano (graduate)	Appointed persons to low brass, music education, and piano positions by Fall '99; opera or voice position by Fall '00	Dean, division chairs, faculty search committees	Availability of office space, equipment, adequate staff support
	2.2: Add part-time faculty in areas of need	Clarinet; harpsichord; guitar	Appointed qualified faculty to these positions by Fall '01	Dean, division chairs, faculty search committees	Availability of office space, equipment, adequate staff support
	2.3: Add staff personnel	Secretary to Ensembles & Conducting Div.; technology support; staff accompaniment	Appointed qualified staff persons to these positions by Fall '01	Dean, division chairs	Availability of office space, equipment, adequate staff support
	2.4: Upgrade facilities	See College Strategic Plan, Goal #4, and Sch of Mus Goal # 4 below	Secured legislative approval for funding	Dean, provost, chancellor, facility development	Political maneuvering
	2.5 Assure student financial aid is competitive	Consider adding small supplements to selected TOPS recipients; upgrade graduate assistantships	Targeted more u.g. scholarship funds for LA residents; earmarked more Concert Spectacular funds for GA stipends	Dean, assoc. dean, asst. dean, scholarship committees	Funding for enhanced GA stipends
#3: To improve faculty salaries
	3.1: Raise salaries to NASM and SREB averages	Focus on faculty at assistant and associate professor ranks	Using comparative data provided by LSU Budget & Planning and HEADS, have secured funding from Provost	Dean	State budget for LSU A&M
#4: To provide facilities, equipment, and technology infrastructure commensurate with a nationally-competitive school of music
	4.1: Renovate M&DA Bldg.; upgrade or replace Band Hall and Percussion Annex	M&DA Bldg. renovation is LSU's top capital outlay priority; existing Band Hall designed for 160 students, now must accommodate 325	Secured funding (planning funds needed for 99-00; construction funds, 00-01)	Dean, provost, chancellor, facility development	Ability to scale down renovation program design to apprx. $16-million
	4.2: Renovate LSU Union Theater	Needs acoustical, mechanical, and aesthetic upgrading	Earmarked deferred maintenance funds for $2-3 million plus renovation project	Dean, provost, director of LSU Union, facility development	Ability to transfer supervisory responsibility for LSU Union Theater to Dean of CM&DA
	4.3: Secure funding for and construct an organ/chamber music pavilion	Currently no venue or instrument on campus for organ students or organ faculty	Raised additional $1-million in private funds; linked project to M&DA renovation	Dean, provost	Ability to raise external funds for specialized project
	4.4: Plan for a performing arts center	Include concert hall, opera house, dramatic theater	Long-term project	Dean	Making this project a university priority
	4.5: Outfit studios, offices, rehearsal halls, performance venues and classrooms with appropriate audio, visual, and computer-related equipment	N/A	Incorporated into M&DA renovation project; have secured technology fee grants to upgrade facilities in New Music Bldg.	Dean, provost, facility development	N/A
	4.6: Upgrade Music Resources Center in Middleton Library	Move Listening Lab into MR Center and upgrade to digital technology; increase annual budget for book, journal, performance editions, score and recording acquisitions to level comparable with Research I universities	"Networked" with Library administration, provost, and chancellor to increase funding for Music Resources Center	Dean of libraries, dean of CM&DA, provost	Making this project a priority of the Library administration
#5: Upgrade curriculum for next millennium
	5.1: Add concentrations to MM degree	Collaborative piano; jazz pedagogy; chamber music	Secured Sch of Mus faculty approval	Assoc. dean	N/A
	5.2: Add concentrations to DMA degree	Instrumental conducting; piano pedagogy (possibly aligned with PhD degree)	Secured Sch of Mus faculty approval	Assoc. dean	N/A
	5.3: Enhance and "market" BA-Music degree	Develop selected concentrations and/or tracks; advertise degree's existence and functional uses	Secured Sch of Mus faculty approval	Asst. dean	N/A
	5.4: Expand course offerings	Music of the Americas; Non-Western (or World) Music; Music, Business and Technology	Identified and secured faculty expertise in these areas	Dean, division chairs	Determining staffing this area as a priority
	5.5: Explore and implement selected on-line course offerings	Develop gen. ed. and fr./soph. level courses; implement web-based instruction as an enhancement tool	Completed pilot-testing and evaluation of initial efforts	Assoc. and asst. deans	Faculty skill development