College of Architecture

1
www.aa.uic.edu
2

• Budget Presentation
• Judith Russi Kirshner
• Dean
• February 22, 2005

3

• Table of Contents
• Current Status
• Current Challenges
• College-wide Program Goals
• Budget Requests

4

• Current Status

5
College
Academic Units
Research and Exhibition Units
Instructional Support Units
Structure
6

• Strategic Planning Process began Spring 2004
• Mission Draft

Advancing creative leadership in the arts and
architecture, we research, invent and produce new
knowledge. Expanding critical research and
practice, disciplinary boundaries and imaginative
opportunities, we challenge students and faculty
with innovative education. Partnering with
public and private organizations, we promote and
leverage collaboration and study in the urban
university. Educating future audiences through
public exhibitions, lectures and performances, we
exemplify the expanding role of culture in global
society. Individual creativity generated in
Chicago, presented globally.
Excellence / Diversity Interdisciplinarity Great
Cities Economic and Cultural Contributions
7
Degree Programs

• Architecture
• Bachelor of Arts in Architectural Studies
• Master of Architecture (NAAB accredited)
• Master of Science in Healthcare Design
  Proposed Fall 2007
• Art and Design
• Bachelor of Fine Arts (NASAD accredited)
• in Art Education, Design and Studio Arts
• Master of Fine Arts in Design and Studio Arts
  (NASAD accredited)
• Master of Fine Arts in Design Research
  Proposed in Fall 2007
• Art History
• Bachelor of Arts in Art History
• Master of Arts in Art History
• Doctor of Philosophy in Art History
• Performing Arts
• Bachelor of Arts in Music and Theatre
• Bachelor of Fine Arts in Theatre (NAST
  accreditation pending)

8
College Profile

• Enrollment Fall 2004 UG Admissions
• School of Architecture 539 ACT Average
  22.9
• School of Art and Design 581 HSPR Avg.
  73.4
• Dept. of Art History 74
• Dept. of Performing Arts 100 Student
  Demographics
• Total 1294
• Graduate 184
• Undergraduate 1110
• Faculty Headcount (FTE)
• Tenure / Tenure Track Faculty 62 (62 FTE)
• Non- Tenure Track Faculty 58 (22.3 FTE)

UG Grad
African-Amer. 5.6 2.7
Asian 10.0 6.6
Hispanic 17.7 5.5
Caucasian 57.3 69.4
Foreign 2.4 8.2
Unknown 6.5 7.6
9
The state budget reached it's peak in FY02 before
the rescission. From FY99 at 6.8 M to FY02 at
8.6 M, a 25 increase. In FY02 there was a
rescission of 2.5, FY03 budget was cut by 7,
FY04 budget was cut another 11.13. However, in
FY04, a 2.5 salary increase and projected
graduate tuition differential were allocated in
the budget. The effective reduction in the budget
was 4.3. In FY05 budget was cut 3.8 and a 2.5
salary increase and projected undergraduate
tuition differential were allocated in the
budget. The effective increase in the budget was
7.7. The impact of the last four years budget
cuts - 8.6 M in FY02 to 8.4 M in FY05, a 3.13
decrease.
10
8,634,365
8,364,150
8,134,173
7,764,223
FY05 - Includes Tuition differentials
517,300 Graduate 149,400
Undergraduate 367,900
11
Enrollment Management / Funding Strategies

• Internal Funding
• Tuition increases
• Tuition differentials
• General education course funding
• Proposed new professional graduate programs
• External Funding
• Grant funding
• Search for a new director of advancement
• External communications/public relations
• Building on successful college benefit event
• Capital campaign goals
• Broadened donor base
• Increase scholarships

12
Strategy Tuition Differential Increases
Fall 2004 Actual Fall 2005 Projected Fall 2006 Projected Fall 2007 Proposed
Student Enrollment Student Enrollment Student Enrollment Student Enrollment Student Enrollment
Undergraduate 1110 1137 1167 1182
Graduate 184 205 214 239
Differential Tuition Rate Differential Tuition Rate Differential Tuition Rate Differential Tuition Rate Differential Tuition Rate
Undergraduate 432 462 481 800
Graduate 1,080 1,156 1,202 2,000
Differential Tuition Revenues (CAA) Differential Tuition Revenues (CAA) Differential Tuition Revenues (CAA) Differential Tuition Revenues (CAA) Differential Tuition Revenues (CAA)
Undergraduate 367,700 394,175 420,759 709,200
Graduate 149,400 177,674 192,893 336,000
Total 517,100 571,849 613,652 1,045,200
13
Strategy Impact of General Education funding

• In 2003-2004, Art History courses and Performing
  Arts (Music and Theatre courses) served 2,295
  non-majors/students campus wide. 
• With new general education funds, 724 additional
  students will be served in 2004-2005
• 8 new courses and 22 sections were established
  with 96,000 in campus funds to meet general
  education needs of UIC undergraduates.

Foundation for Lifelong Learning
14
Strategy Grants and Gifts Development
Includes Instructional units, City Design Center,
Gallery 400 and Jane Addams Hull House Museum
Development will be a priority entrepreneurial
activity added to UIC mission
15
Available Scholarship Funds
16

• Current Challenges
• Facilities
• Instructional
• Current facilities
• Faculty Offices
• Repairs and renovation
• Curricula
• Research and Service

The facility is a training laboratory for what
not to do from the NAAB Visiting Team Report,
Spring 2003
17
Challenges Instructional FacilitiesFacilities
need to support goals for excellence in
instruction

• Serious Safety and Code Violations
• Inadequate and inefficient buildings with
  hazardous conditions, poor ventilation
• Accreditation citations
• Building code violations
• Dispersal / Inefficiency in Space Allocation
• Situated in 8 separate buildings, students and
  faculty  are hindered by inefficient and
  insufficient facilities
• Cost efficiencies and academic collegiality
  suffer
• Lack of synergistic adjacencies
• Lack of sufficient faculty offices
• Maintenance/Renovation
• 10.3 million have been spent since 1997 to
  band-aid chronic substandard facilities
• Ongoing need for maintenance and renovation
• Expansion of digital infrastructure needed to
  support rapid evolution

18
Challenges Current Facilities

• Art and Design Sq. Ft.
• Art and Design Hall 400 S. Peoria 49,000
• Art and Architecture Building 845 W.
  Harrison 4,216
• Jefferson Hall 929 W. Harrison 2,952
• Jewel Space 1240 W. Harrison 34,000
• Circle Center (graduate studios) 710 S.
  Halsted 10,667
• Architecture
• Art and Architecture Building 845 W.
  Harrison 71,237
• Art History
• Henry Hall 935 W. Harrison 6,254
• Performing Arts
• Performing Arts (EPASW) 1040 W.
  Harrison 32,275
• UIC Theater 1044 W. Harrison 38,438
• City Design Center
• Leased space 820 W. Jackson 5,060
• Jane Addams Hull-House Museum
• Jane Addams Hull-House Museum 800 S. Halsted
• Gallery 400
• Jewel Space 1240 W. Harrison 9,500

19
Challenges Faculty Office Space
Insufficient faculty office space negatively
impacts student and faculty retention.
Faculty Faculty Offices Offices Offices
Academic Units T/T Faculty N-T Faculty Existing Required Short-fall
Architecture 17 16 16 26 10
Art and Design 25 20 12 35 23
Art History 11 6 12 15 3
Performing Arts 9 16 13 17 4
Total 62 58 53 93 40
Tenure Track Faculty Headcount 62 (FTE 62)
Non-Tenure Track Faculty Headcount 58 (FTE 22.3)
Basis for need per office - 1
Tenured/Tenure-track Faculty - 2 Non-tenured
Faculty
20
Challenges Repairs and Renovation
Art Architecture new roof, steel bridge,
interior restoration 1,285,000 Jefferson and
Henry Hall Administrative Office upgrades,
Student Services Office upgrades
412,500 Department of Performing Arts general
repair to classrooms, L280 HVAC, L280 new
seating, digital projectors and wiring
444,700 Art and Design Hall exterior
façade/masonry repair, basement, install
wireless, replace windows, upgrade rear
stair 1,130,250 Jane Addams Hull-House
Museum painting, roof repair, masonry repair,
replace windows, refinish wood floors
239,850 Total 3,512,300
21
Curricular Challenges As part of strategic
planning ongoing curricular evaluation and
improvements positively impact student
recruitment and retention.

• Increase critical major course offerings so
  students can achieve degree completion in a
  timely manner.
• Undergraduate revision in Architecture to meet
  2009 State of Illinois license change for
  professional education.
• Undergraduate BFA in Art and Design changes to
  meet challenges of professional education and new
  technology.
• Proposed creation of new graduate programs to
  meet demands of contemporary practice M.S. Arch
  in Health Care Design, MFA in Design Research,
  MFA in Theatre Performance.

22
Research and Service Challenges

• Reduction in Great Cities and Humanities
  Institute Grants
• Reduced research support for City Design Center
• Reduced public support for the arts at public,
  state and federal levels
• Faculty members receive grants for individual
  scholarships
• Discipline specific definitions of research
  inhibit college-wide initiatives
• Insufficient College funds for research
  incentives
• Projected increase in sections due to increase in
  undergraduate enrollments.
• Additional faculty line due to 3 new proposed
  masters and professional programs in Fall 2007.
• Proposed increase in tuition differentials to
  fund additional course sections and faculty lines.

23

• College-wide Goals FY06-09
• Excellence in Instruction
• Faculty/Staff
• Digital Technology
• Facilities
• Great Cities Initiatives
• Proposed Professional Programs
• Proposed Enrollment Increase

24
Goals FY06-09 Excellence in Instruction

• Re-establish Arts Reach Diversity Recruitment
  program through IBHE-HECA Funding.
• Expand recruitment efforts at Chicago Public
  Schools, Gallery 37 and Community arts
  organizations.
• Expand interdisciplinary curricular connections
  among college undergraduate programs through
  innovative cross discipline seminars (graphic
  design, industrial design and electronic
  visualization).
• Maintain high admission standards while
  incrementally increasing enrollments.
• Modify curricula in college to align them with
  current arts practice and the design profession.
• Respond to dramatic increase in Digital
  Technology.
• Develop institutional partnerships for curricular
  program development with community colleges
  Elgin Community College-Theatre and VanderCook
  College of Music (music education).

25
Goals FY06-09 Excellence in Faculty

• Recruit and retain promising new tenure track and
  accomplished tenured faculty
• Continue positive steps to improve diversity of
  the tenured/tenure track faculty
• Increase minority faculty in all disciplines and
  female faculty in disciplines where they are
  underrepresented
• In past five years, of 20 new tenure/tenure track
  hires 50 have been female (10) and 30 have been
  minority (6)
• More vigorous mentoring of tenure track faculty
  to assure retention
• Provide opportunities and resources for faculty
  development
• 8 new tenured/tenure track hires for FY2006
• 6 from unit based searches currently in progress
• 2 target of opportunity/minority hires

26
Goals FY06-09 Excellence in Faculty
Faculty Retirements/Resignations and Hires
27
College Profile Tenured/Tenure Track Faculty
Diversity
Access to Excellence Excellence is Diversity
Women Minorities
FY00 28 9
FY01 32 9
FY02 40 13
FY03 39 14
FY04 39 15
Represents of Tenure/Tenure faculty in the
respective year
28
Goals FY06-09 Excellence in Staff

• Shrinking pool of tenured/tenure track faculty
  for academic leadership, governance and
  administrative roles
• Less academic support to faculty/students due to
  increases in administrative burdens, reduced
  staff and changing demands of UI-Integrate
  implementation
• Large professional schools (Architecture and Art
  and Design) require additional professional staff
  for serving critical student and faculty needs
• Last strategic plan requires updating
• Lacking Associate Dean for Academic Affairs

29
Goals FY06-09 Excellence in Digital Instruction
Environment

• The college responds to dramatic increases in
  the use of digital technology in arts industry
  and academic curricula by shifting its resource
  model for technology
• 1. Take advantage of the rapidly expanding
  student computer base by moving to student
  required laptop policies
• 2. Leverage this new mobile student computing
  model to improve the quality of the students
  digital experience by focusing technology budgets
  on
• Improve and expand technical services and
  infrastructure to support student mobile
  computing
• Provide cutting-edge industry-specific digital
  arts production facilities
• Continue to re-configure and outfit instructional
  spaces to take advantage of the newest digital
  methods of student classroom participation and
  interaction.
• 3. Develop a new expanded model of technical
  assistance that supports the full range of
  digital activities from basic problem-solving
  through digital curriculum development and
  providing students with skills to master the
  evolving digital workplace.

Creating, Sharing and Applying New Knowledge
30
Goals FY06-09 Digital Technology in Instruction
77.02 Total
59.37 Total
31
Goals FY06-09 Digital Technology in Instruction
32
Goals 06-09 Excellence in Facilities

• Proposal for Consolidated College Building
• (submitted November 2004)
• Cost 99,164,080

Signature University Architecture for 21st
Century Global City
33
Goals FY06-09 Great Cities Initiatives

• Community and Corporate Relations/Great Cities
  Initiatives
• Corporate Funding
• Sustain opportunities for continuing education,
  Corporate funding for Interdisciplinary Product
  Development, 50,000 annually (with College of
  Business and College of Engineering)
• Sustain housing initiative with Prairie Crossing
  Development
• Continue Arts Education K-12 with CPS/Gallery 37,
  Museum of Contemporary Art, Hyde Park Arts Center
  and Duncan YMCA.
• Extend Housing Studio to community organizations,
  i.e. North Lawndale (Architecture, City Design
  Center)
• Initiate funding for Jane Addams Hull-House
  Museum to increase public profile and external
  support
• Initiate solicitation of gift funds for Graduate
  assistantships, student scholarships, etc.
• Community Presentations (selected)
• Affordable Housing Exhibit Out of the Box at
  the Field Museum
• Chicago Architecture Ten Visions at the Art
  Institute of Chicago, 3 UIC faculty
• Joyce Award to Gallery 400 to sponsor
  African-American artist Edgar Arcenaux
• Jane Addams Hull-House Museum NEH Landmarks
  Teacher Workshops

34
Proposed Professional Programs
35
Proposed MS in Healthcare Design (Architecture)

• Background
• The School of Architecture proposes to establish
  a graduate concentration and post-professional
  degree program in the design of healthcare
  architecture.
• Initiated by Health Affairs leadership and
  supported by discussion with principals from
  Chicagos leading healthcare architecture firms
  and national leaders in the Academy of
  Architecture for Health of the American Institute
  of Architects.
• Market
• Out of 113 accredited schools of architecture in
  the United States, only 2 have programs in
  healthcare design Texas AM in College Station,
  TX (SMSA population 152,000) and Clemson
  University, in Clemson, SC (SMSA 122,000)
• There is growing demand among large, regional
  healthcare firms and service providers for
  trained architecture graduates with specialized
  knowledge in healthcare design
• Curriculum
• We project additional enrollment of 33 full-time
  post-professional graduate students by 2009 in a
  36 credit hour post professional degree program

36
Proposed MS in Healthcare Design (Architecture)

• We anticipate additional opportunities for
  part-time students, evening continuing education
  courses, and special, revenue-generating summer
  institutes
• Close collaboration with other units in the
  university, including the College of Medicine,
  the College of Applied Health Sciences, the
  School of Nursing, the School of Public Health,
  and the College of Urban Planning and Public
  Affairs, among others
• Funding
• This program will position UIC architecture and
  building science programs in the looming national
  and global healthcare challenge, and establish
  its leadership in the national and international
  professional communities
• This program will stimulate external funding,
  form of tuition revenue, gifts, endowments, and
  grants (healthcare research collaboration with
  university partners in Health Affairs qualifies
  architecture for participation in major NIH and
  NSF grant initiatives) as well as tuition revenue

37
Proposed MFA in Design Research (Art and Design)

• Background
• Over the past 10 years business industry have
  increasingly embraced the value of design as a
  source of innovation differentiation for their
  products  services.
• Market
• Smart businesses engage design research
  consultants that use the principles of
  ethnographic research to discover opportunities
  to design things that people want and need.
• Curricular
• An MFA in Design Research would enable the School
  of Art and Design to develop in our design
  students a theoretical understanding of human
  experience as it relates to work in product
  design, communication design and information
  design.
• Enrollment
• 8 10 graduate students

38
Proposed MFA in Theatre (Dept of Performing Arts)

• Background
• Create a professional degree program which is
  more in keeping with the profile and purpose of a
  Research I institution
• Market
• Recognize an increasing demand for diversity of
  expertise in the marketplace for theatre artists
  by creating a unique Illinois graduate degree
  program which combines two interrelated areas of
  specialization into a single curricular construct
  
• Curricular
• Maximize current programmatic and curricular
  strengths within the Division of Theatre while
  simultaneously recognizing the necessity of
  improving faculty, staff, and facility resources
  in order to achieve program and University
  objectives
• Provide increased opportunities for curricular
  bridges across the College, including shared
  instruction, cross-disciplinary opportunities,
  expansion of study abroad opportunities, and
  professional internships
• Provide an increase in opportunities for
  performance research
• National Association of Schools of Theatre (NAST)
  accreditation

39
Goals FY06-09 Enrollment-Driven Revenue Increases

New Program Differential - - - - 4,000 4,160 4,326
New Program Enrollment - - - - 15 28 43
Grad Differential Rate 1,000 1,080 1,156 1,202 2,000 2,080 2,163
Graduate Enrollment 171 184 205 214 224 233 235
UG Differential Rate - 432 462 481 800 832 865
UG Enrollment 898 1110 1137 1167 1182 1197 1197
40
Goals FY06-09 Excellence in Instructional
Delivery
Student FTEs
Faculty FTEs

• Benchmark Ratios (published 2002-03)
• NAAB National Architecture School Average 14.34
• NASAD National Art School Average 17.8

41

• Budget Requests
• Jane Addams Hull-House Museum
• Diversity Hires
• Proposed 3 New Masters Programs
• Capital Request

42
Budget Request FY06Jane Addams Hull-House Museum

• History and Present Status
• Social settlement founded 1889 museum opened
  1967 with more than 2,000 artifacts
• 11,000 visitors per year, visitors per day
  increased 50 from 31 in FY01 to 47 in FY04
• Annual conferences, e.g. Using the Past to Shape
  the Future
• Pots of Promise exhibition and publication
• Selected External Funding
• 150,000 NEH Landmarks of American History
  Workshops for School Teachers
• 14,900 Richard H. Driehaus Foundation, for
  Using the Past to Shape the Future
• 20,000 Outreach planning grant from Joyce
  Foundation
• 15,000 Individual donors

43
Budget Request FY06
Jane Addams Hull-House Museum Jane Addams Hull-House Museum Jane Addams Hull-House Museum
Current Budget Request (Recurring Funds)
Personnel Assistant Director Interpretation Grant Writer Events Coordinator TAs 399,519 200,000
Program Collection Management New Research Fellow Program Marking funds for external grants 26,273 50,000
Outreach Docent Training English as a second language Conferences 10,850 50,000
Total 436,642 300,000
44
Budget Request FY06
Diversity Hires Diversity Hires Diversity Hires
Salary (Recurring) Research Support (3 Years)
Associate Professor School of Art and Design 80,000 30,000
Associate Professor Department of Performing Arts 60,000 30,000
Total Request 140,000 60,000
45
Budget Request FY08 - FY09
Proposed New Masters Programs Proposed New Masters Programs Proposed New Masters Programs
Seed Money (for 2 years) Non-recurring Non-recurring
Seed Money (for 2 years) FY08 FY09
MS in Healthcare Design School of Architecture 100,000 200,000
MFA in Design Research School of Art and Design 85,000 115,000
MFA in Theater Department of Performing Arts 75,000 75,000
Total Request 260,000 390,000
46
NEW CONSOLIDATED BUILDING SPACE REQUIREMENTS NEW CONSOLIDATED BUILDING SPACE REQUIREMENTS NEW CONSOLIDATED BUILDING SPACE REQUIREMENTS NEW CONSOLIDATED BUILDING SPACE REQUIREMENTS NEW CONSOLIDATED BUILDING SPACE REQUIREMENTS NEW CONSOLIDATED BUILDING SPACE REQUIREMENTS NEW CONSOLIDATED BUILDING SPACE REQUIREMENTS
          AREA gsf EST. COST
1 COLLEGE ADMINISTRATION COLLEGE ADMINISTRATION COLLEGE ADMINISTRATION COLLEGE ADMINISTRATION 33,570 7,553,250
  Dean's Office, Student Services, CDC, Visual Resource Center, Gallery 400, Project Lab, Lecture Hall. Dean's Office, Student Services, CDC, Visual Resource Center, Gallery 400, Project Lab, Lecture Hall. Dean's Office, Student Services, CDC, Visual Resource Center, Gallery 400, Project Lab, Lecture Hall. Dean's Office, Student Services, CDC, Visual Resource Center, Gallery 400, Project Lab, Lecture Hall.    
  Not included Jane Addams Hull House Museum and Dining Hall Not included Jane Addams Hull House Museum and Dining Hall Not included Jane Addams Hull House Museum and Dining Hall Not included Jane Addams Hull House Museum and Dining Hall    
2 SCHOOL OF ART AND DESIGN SCHOOL OF ART AND DESIGN SCHOOL OF ART AND DESIGN SCHOOL OF ART AND DESIGN 106,173 27,186,440
3 SCHOOL OF ARCHITECTURE SCHOOL OF ARCHITECTURE SCHOOL OF ARCHITECTURE SCHOOL OF ARCHITECTURE 71,073 17,815,328
4 DEPARTMENT OF PERFORMING ARTS DEPARTMENT OF PERFORMING ARTS DEPARTMENT OF PERFORMING ARTS DEPARTMENT OF PERFORMING ARTS 51,052 17,283,720
  Included 300 Seat Recital Hall Included 300 Seat Recital Hall Included 300 Seat Recital Hall Included 300 Seat Recital Hall 51,052 17,283,720
  300 Seat Drama Theater 300 Seat Drama Theater 300 Seat Drama Theater 300 Seat Drama Theater 51,052 17,283,720
5 DEPARTMENT OF ART HISTORY DEPARTMENT OF ART HISTORY DEPARTMENT OF ART HISTORY DEPARTMENT OF ART HISTORY 7,105 1,621,335
  TOTALS TOTALS 268,973 71,460,073
6 FM Space FM Space FM Space   26,000 3,900,000
Total for Space Total for Space   75,360,073
7 Furniture Equipment Furniture Equipment Furniture Equipment Furniture Equipment   5,000,000
8 A/E Contractors Fees 15 A/E Contractors Fees 15 A/E Contractors Fees 15 A/E Contractors Fees 15   11,304,007
9 10 Contingency 10 Contingency 10 Contingency 10 Contingency   7,500,000
TOTAL     99,164,080
47
Capital Request FY06-FY09

• Repairs and Renovation  
  3,512,300
• Capital request 
•       New Consolidated College Building
  99,164,080

Campus will be physical manifestation of
UICs excellence and a destination in Chicago
48
Great Cities Commitment
School of Architecture School of Art and
Design Department of Art History Department of
Performing Arts Gallery 400 Jane Addams
Hull-House Museum City Design Center