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Funding Priorities
In Fall 2007, the College of Liberal and Applied Arts launched a series of faculty committees to explore future directions upon which it could build an identity for excellence at the regional and national levels. The committee recommendations were presented at focus group sessions in Houston and Dallas to obtain feedback from alumni, parents, and the professional community. Additionally, each academic department in the College prepared a “case statement” outlining its funding needs accompanied by a supporting rationale. On the basis of these multiple avenues of input, the College has a clear sense of priorities and the steps that must be taken to accomplish them.
Our priorities are shaped by three themes that were consistently echoed throughout the strategic planning process:
- The College should develop “programs of excellence” that will enhance its profile for conducting cutting-edge research into topics of public importance;
- The College’s curriculum in the humanities and social sciences should be updated in a way that introduces students to practical skills and experiences to ensure that they are competitive in the contemporary marketplace;
- The College should establish a “brand” that separates itself from regional rivals and it should promote this distinctive identity through sustained media outreach in the major metropolitan areas of Texas.
In short, the College’s funding priorities have been defined and refined through a year-long analysis. We are confident that our proposals are reasonable, well-founded, and integral to the mission of the university. Without a strong liberal arts foundation, no university can be successful in meeting its commitment to student achievement.
Funding Priorities
The College is engaged in shifting its program direction to address the challenges of the 21st century. As social problems, student expectations, and the marketplace change, the College must adjust to remain relevant. Our funding priorities are calculated to accommodate a transition that should position us to achieve a reputation for quality and academic leadership. We propose to implement the three themes recommended from our strategic planning process by founding two research centers and redesigning our curriculum to combine intellectual with practical approaches toward knowledge. In the process, the College will brand itself as the place where you “experience your education.”
In general, the College is requesting funds for similar activities: endowed chairs, scholarships, internships, etc. However, the difference is that we are targeting these requests strategically to build our twin priorities of research centers and curriculum redesign. Each academic department will benefit equally because the priorities are interdisciplinary in nature. In rank order, the funding priorities are the following:
1. Center for a Livable World
- Staff, space, equipment, O&M budget (endowment at $1 million)
- Annual conference (endowment at $500,000)
- Endowed chair (endowment at $1.5 million)
- Student scholarships (endowment at $350,000)
- Faculty development grants (endowment at $500,000)
- Visiting professorship (endowment at $500,000)
- Civic engagement fund (endowment at $500,000)
- Washington Square Project ($1 million)
2. Center for New Media and eCulture
- Staff, equipment, O&M budget (endowment at $1 million)
- Renovation of Boynton Building, including inter-media lab ($5 million)
- Annual conference (endowment at $500,000)
- Endowed chair (endowment at $1.5 million)
- Student scholarships (endowment at $350,000)
- Student internship support (endowment at $500,000)
- Faculty development grants (endowment at $500,000)
- Visiting professorship (endowment at $500,000)
3. International Development
- Dual degree fund (endowment at $1 million)
- Latin American Studies Center in Costa Rica ($5 million)
- Speaker series (endowment at $250,000)
The priority list is carefully formulated to advance the College to realize its long-term goals.
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