Strategic Plan
Creative Futures:
A Strategic Plan for TCU’s College of Fine Arts
2025-2030
Goal 1: Innovate through Creative, Intellectual, and Cross-Disciplinary Endeavors
Cultivate creative activities (scholarship, research, and performance), and curricula at the forefront of innovation highlighting the national reputation of our programs that prepare students for professional success.
Strategy 1: Develop flexible curricular paths and program offerings.
- Identify intersections in departmental curricula to create interdisciplinary initiatives as a bridge between Schools and Departments.
Strategy 2: Explore an infrastructure for collaborative initiatives
- Discover capacity in the curriculum for collaboration by offering experiences and initiatives for students and faculty to find opportunities for social, cultural (artistic), and intellectual exchange.
Strategy 3: Support faculty and student endeavors for innovation in research and creative activities.
- Enhance the pursuit, presentation, and dissemination of research and creativity to enrich professional practice including the application of knowledge and skills in the professional marketplace.
Goal 2: Provide Student-Centered Teaching, Mentorship, and Experiences
Be recognized as a College that prepares students in and beyond the classroom by providing experiences that foster intellectual curiosity and creative leadership.
Strategy 1: Explore contemporary adaptive pedagogy establishing partnerships with faculty and professional advisors to prioritize teaching and faculty mentoring.
- Develop, design, and apply emergent pedagogy.
Strategy 2: Strengthen existing and develop new bridges of collaboration and mentorships with community partners.
- Promote external relationships that lead to professional experiences for students.
Strategy 3: Educate students to be ethical citizens and arts leaders in a global community.
- Model values of integrity, engagement, and excellence to foster future global arts leaders
Goal 3: Foster Community, Connection, and Belonging
Actively practice university, college, and departmental community, connection, and belonging initiatives.
Strategy 1: Recruit, hire, and retain faculty and staff with varied professional, educational, and personal experiences.
- Continue a commitment to enhance a culture of belonging by creating a supportive environment for students, faculty, and staff.
Strategy 2: Enhance discipline-specific student, faculty, and staff wellness initiatives.
- Description: Bolster support services and initiatives appropriate to artistic and creative disciplines
Strategy 3: Identify opportunities for students, faculty, and staff to engage with our communities.
- Description: Increase our visibility in the community and develop robust professional training, preparation, and guest artist programs.
Goal 4: Cultivate Sustaining Resources, Facilities, and Support Services
Identify pathways to increase internal and external resources to support innovative academic and creative enterprises.
Strategy 1: Establish an intentional approach to prioritizing resources that fulfill our mission, values, and goals.
- Support both new and existing initiatives aimed at acquiring, implementing, and maintaining emerging and industry-standard technology to enhance pedagogical methods and professional practices within our educational spaces.
Strategy 2: Increase funding and revenue generating opportunities.
- Create ways to generate income that supports student scholarship, endowed faculty positions, and sponsors for collaborative enterprises.
Strategy 3: Support an infrastructure to facilitate processes to obtain internal and external grants.
- Continuing and expanding training and support resources educating faculty, staff, and students how to maximize access to grant opportunities