Strategic Planning

Next Meeting:

Monday, May 3, 9AM, Rock 123

External Factors Subcommittee Report (pdf)

Internal Report on Excellence and Innovation (pdf)

Internal Report on Quality Educational Programs (pdf)

Internal Report on Cohesive/Inclusive/Engaged College Community (pdf)

Internal Report on Unique Interdisciplinary Perspectives (pdf)

Internal Report on Active Citizenship within the University and Beyond (pdf)

Recommendations from the Task Forces on Master's and Doctoral Degrees (pdf)



Space, Facilities and Library (David Cannata) (pdf)

Program and Curriculum, Part 1 (Jeffrey Solow) (pdf)

Program and Curriculum, Part 2 (Jeffrey Solow) (pdf)

Financial Aid (Wright) (pdf)

Technology (Wright) (pdf)

Summary Statement of Goals


To support the core values of the Boyer College of Music and Dance (these would be listed above), these goals will be pursued during the next 3-5 years:




Create an updated image for the Boyer College of Music and Dance that reflects its mission of excellence,

interdisciplinarity, collegiality, service, and inspired leadership in local, national and international contexts.




Attract students of the highest quality through well-funded recruitment initiatives and an increase in all types of student financial support, with funds equitably allocated to all programs.




Encourage the full research and creative potential of all faculty through a progressive and equitable workload policy, increased financial resources and faculty lines, and an enhanced administrative infrastructure for research support.




Improve, expand, and consolidate existing facilities; and initiate a capital campaign for creation of a performing arts center that can accommodate the variety of performance modalities represented by the college.




Create an office/unit to coordinate and implement outreach, advocacy, and special initiatives that elevate the College's contribution to the community.




Streamline programs and continue working towards a clear organizational structure that integrates dance more effectively, clarifies roles and decision-making processes, builds a closer sense of community, and lays a solid foundation for growth.




Create a distinctive, substantial, and meaningful interdisciplinary environment.



Respectfully submitted: Karen Bond, David Cannata , Merián Soto



Ken's Value-Filtered Goals




•  To engage faculty and students in the formation of an image of the College that is consistent with its potentials and resources

Space and Facilities:

•  To provide the space and facilities needed to undertake the artistic objectives of the college


•  To develop an equipment budget that can appropriately support the artistic undertakings of the college


•  To increase funding for faculty projects, and presentation of their work at various professional venues

•  To insure that release time is offered to faculty at all ranks on an equitable basis

•  To significantly reduce faculty loads to allow for more research and creative work

•  To adjust percentages of time faculty spend in teaching, research/creative work, and service to reflect our artistic and scholarly mission as a Research I university

Student Body:

•  To increase funding for student projects, and presentation of their work at various professional venues.





•  To project an image of the college accurately represents the quality of education students will receive

Space and Facilities:

•  To provide the space and facilities needed to undertake the educational objectives of the college


•  To develop an equipment budget that can appropriately support the educational programs offered by the college

Operational Efficiency

•  To hire administrative and clerical staff needed to assist faculty in the administration of academic programs.

•  To develop an organizational structure that reflects educational priorities

•  To develop informational materials and communication protocols that will keep students abreast of their own programs and requirements, as well as University and College policies and procedures.

•  To unify policies and procedures across programs to the extent possible and advisable.

•  To decrease budgetary unpredictability from one year to the next, so that educational planning can be long-range


•  To lower faculty-student ratios in graduate programs

•  To increase presidential lines to reflect the number of degree programs offered and desired enrollment.

•  To decrease the faculty's involvement in service to the extent possible.

•  To establish a college-wide formula for computing work-loads and to enforce load limits consistent with a Research I university.

•  To establish endowed chairs for music and dance

•  To fund or otherwise support faculty participation in continuing education

•  To emphasize the importance of teaching excellence in merit, tenure, and promotion.

Student Body:

•  To utilize faculty in developing a recruitment and enrollment plan that is coordinated across the college.

•  To develop special recruitment plans for male dancers, male singers, and various instruments in orchestra.

•  To raise artistic and academic standards for admission to all programs within the college.

•  To increase scholarships and assistantships to attract the best students, and to award them in a timely way to compete with other institutions


•  To increase opportunities for student participation in ensembles.

•  To integrate improvisation more fully into music curricula.

•  To integrate technology more fully into all curricula.

•  To develop a coordinated plan for offering electives that meet the educational needs of students in various programs.

•  To continue in the tradition of self-evaluation, and to act upon the findings


•  To hire a librarian to coordinate and manage the satellite libraries scattered throughout the college

•  To develop a long-range plan for bringing Paley's resources in music and dance up to standards for a Research I university.

•  To develop a plan for bringing all holdings in music and dance into one library, located near the academic programs




Operational Efficiency:

•  To develop an organizational structure that promotes and facilitates communication among administration, faculty, and students, across all locations.

•  To reduce the number of departments

•  To insure that all administrative and clerical staff are adequately and equitably paid

•  To insure that staff represent diverse ethnic, racial, social and economic backgrounds

•  To include staff in departmental and collegial meetings as appropriate

•  To provide more opportunities for large assemblies of students, faculty, administration, and staff

•  To insure that all available space is shared equitably

•  To develop meeting schedules that allow wide participation by all

•  To increase faculty involvement in budgetary decision-making, and to make the college budget more available to the departments


•  To allocate and configure space to maximize interaction among all units of the college


•  To insure that salaries are equitable across the college, and do not reflect bias with regard to gender, ethnicity, race, or socioeconomic background.

•  To reduce intradepartmental and interdepartmental tensions

•  To insure rotation of department chairs

•  To decrease burn-out among faculty, and especially those who have been marginalized


•  To recruit students that represent diverse ethnic, racial, social, and economic backgrounds


•  To widen programs offered at Music Prep to be more inclusive of various departments in the college

•  To strengthen and expand existing community programs in Dance



Operational Efficiency

•  To insure that the name of the college includes dance.

•  To allocate funds from the Dean's grant for interdisciplinary research


•  To provide replacement funds to allow full-time faculty to develop and offer interdisciplinary courses on a rotational basis across departments.


•  To establish a center for interdisciplinary studies in music and dance, with goals and resources for teaching, research, creative work, and service

•  To begin offering interdisciplinary programs at Music Prep, and to change the name to include Dance

•  To begin offering interdisciplinary courses

•  To consider development of interdisciplinary degree program(s)

•  To recruit students with music and dance backgrounds

•  To require music students to take electives in dance, and dance students to take electives in music




Operational Efficiency

•  To develop goals for active citizenship that build upon the mission statements and accomplishments of the Dance

Department and Music Prep

•  To apprise the University of the College's own mission of service


•  To increase connections between Prep and College and University

•  To increase and expand outreach programs already offered by the College

•  To assess the relevance of music and dance electives offered to the University

•  To explore relationships with WRTI

•  To capitalize on relationships with the community already built by Prep

•  To increase opportunities for fieldwork experiences in the various degree programs

•  To promote students and faculty to develop research and creative projects that benefit the local or regional community

•  To develop music and dance programs for the local and regional communities


•  To allocate and configure space for community programs


•  To emphasize the importance of service in criteria for merit, tenure, and promotion


Responses to the Call for Prioritized Goals

(Edited for punctuation; identities removed)

Opinion #1


1. Become a “first choice” school for undergraduate and graduate students.

2. Successful enrollment of highest quality graduates and undergraduate students.

3. Expand substantially current faculty's opportunities to publish and/or perform through an increase in load release time and a decrease in service.

4. Attract senior faculty from other institutions to join EBCMD through more endowed chair positions.

5. Significantly improve EBCMD's image and identity as a regional arts institution.

6. Create distinctive Summer Programs.

7. Create a distinctive, substantial, and meaningful interdisciplinary environment.

8. Apply for grants specifically designated for EBCMD.

9. Incorporate the alumni more meaningfully into the EBCMD environment.

10. Create performance archives.



Opinion #2


1. To achieve an appropriate level of funding to facilitate competitive salaries and workloads for faculty and administrative staff.

2. To create an excellent facility ( Fine Arts Center ) providing the best possible spaces and technical support for learning and performing.

3. To increase student financial aid to a competitive level.

4. To develop an image of the university as a leader in creative expression through innovative interdisciplinary curricular projects and performances.



Opinion #3


1. Increase scholarship support

2. Improve advertisement look and placement

3. Add more presidential faculty lines (including resident string quartet)

4. Streamline program course-requirements

5. Establish a BCM advising office staffed with knowledgeable and empowered advisors

6. Hire a full-time music librarian in charge of all of the Boyer libraries

7. Organize Boyer outreach to high schools throughout the region (performances, workshops, master classes)

8. Improve stage lighting system in Rock Hall and acoustics (needs some sound absorption)

9. Establish Boyer relationship with Temple Rome and/or London and Japan

10. Create summer workshop/performance/teaching sessions



Opinion #4


1. Reconfigure the college to capitalize on strengths and opportunities and eliminate weaknesses and threats. (Streamline programs, integrate dance into college structure more effectively (assoc. dean for dance) institute interdisciplinary program of core classes, create a central office for faculty support.


2. Create endowment(s) for undergraduate and graduate scholarships to be equitably distributed across programs


3. Improve facilities. Build a new performance space that can accommodate the variety of performance modalities produced by the college. Upgrade existing facilities. There must be an emphasis on inclusiveness and equity across programs.


4. Institute an Office of Special Programs and Outreach (there's probably a better name for it) that would coordinate and facilitate and outreach programs, capitalize on /publicize existing programs (performances/lectures/special projects) and create and implement special projects (summer arts festival, outreach initiatives with local schools, etc) to elevate the college's image and contribution to the community. Another function would be to coordinate lobbying initiatives for the college and insure a presence of the college in major arts and scholarly events locally, nationally, and internationally.



Opinion #5


1. Major building program on Presser/environs site to bring Music and Dance together in (mostly) one place.


2. Complete the process of reconfiguring college admin/ academic structures to streamline college operations, lay a solid foundation for growth, and promote dance/music community-building (appoint dance representative to senior admin).


3. Increase resources for college doctoral/scholarly faculty as befitting a Research 1 University (enabling more time for scholars to do research through course load and service reduction; new positions; support for presenting research, etc.) [Enhance strength; reduce weakness/threat, niche opportunity]]


4. Facilities upgrades for dance and music - including shift of Dance Department offices out of Vivacqua Hall to a space (in close proximity to studios) where existing faculty/staff can function more effectively and needed growth can be accommodated. [Reduce weakness/threat]


5. Correct any resource inequities/inefficiencies in the college. [Reduce internal weakness]


6. Recruitment: endowments for scholarships, etc. [opportunity; reduce threat]


7. Targeted development of inter-disciplinary programs/ collaborations in music and dance [opportunity to build strengh/community/excellence/education; niche]


8. Develop relationship with Temple Partnership Schools [service opportunity that would promote all core values]



Opinion #6


1. Faculty loads and duties (committees, etc.) must be brought into line with such in other Carnegie Research 1 Institutions and with “sister schools” as identified by the Dean's Self Study Document of 2003.


2. Facilities: The Temple University Center for Performing Arts. Only then will the incorporation of Dance be fully finalized, and the incorporation of theater—perhaps the only discrete “opportunity” identified thus far by the Strategic Planning Committee—be feasible.


3. Students: More scholarships so as to attract the most talented students.

Opinion #7


1. Faculty loads must be lowered to be consistent with Research I universities.


2. To increase scholarships in all areas, and to allocate them equitably to all degrees in the College.


3. To create building spaces with facilities that are congruent with our goals.


4. To develop a clear organizational structure for the College that facilitates decision-making by the appropriate parties, delegates responsibilites to the appropriate positions, and builds a closer sense of community. This should include a reduction in the number of departments.


5. To add a number of staff positions that would relieve faculty and deans of duties that are best handled by administrative and clerical staff, such as: a librarian for the college satellite libraries, an assistant to the Director of Admissions, a recruiter, student advisors, administrative degree coordinators (e.g., doctoral, master's, undergraduate), and department secretaries. 



Opinion #8


1. Align faculty loads and responsibilities with those of other NASM schools within research universities.


2. Attract more talented and better prepared students.


3. Improve the placement of graduates


4. Increase alumni giving


5. Streamline curriculums and administrative practices to simplify schedules and reduce bureaucratic delays for students, faculty and administrators.


6. Provide technical and clerical support comparable to that of other NASM schools within research universities.