Mission of the School of Architecture and Construction Management

The School of Architecture and Construction Management is dedicated to the education of future architects and construction managers who are intellectually aware and who critically understand social, political and global conditions that have an impact on the profession of architecture and construction management. It is the intent of the School to graduate future professionals who are committed to excellence in the built environment through the incorporation of intellectual, analytical and artful aspects of each profession. Within this context, students and faculty seek to investigate issues within diverse contexts in order to creatively advance the built environment.

Preface:

The School of Architecture and Construction Management is implementing significant new changes in degree offerings for architecture and construction management. These changes will have a dramatic impact on the future of the School and the quality of our graduates. This plan outlines some specific goals that will lead the School into a new era of education for students in the design and construction professions. The School is committed to providing a progressive and inspiring educational environment that will foster the next generation of leaders in architecture and construction management, as well as thoughtful and responsible citizens.

This plan focuses upon the following topics that will serve to direct the future of the School.

• Strategic goals for the Architecture Program.

• Strategic goals for the Construction Management Program.

• Strategic goals for development of the School.

A. Strategic Goals for the Architecture Program.

Goal 1: Develop and enhance the existing reputation of graduates in architecture.

Goal 1: Sub goal 1: Continue to develop and define standards and expectations for students.

Strategies:

• Develop clearly defined learning objectives for undergraduate and graduate studio and theory courses.

• Identify and implement evaluation standards and process to access compliance with learning objectives in undergraduate and graduate courses.

• Define and implement a systematic review process for MARCH student design projects and research, course work, and summer modules (internship, travel, experiential design)

• Identify specific critical areas of design practice in the field of architecture and coordinate learning objectives in Design studio and Theory courses throughout the undergraduate and graduate curriculum.

Goal 1: Sub goal 2: Exposure of student and faculty work.

Strategies:

• Increase visibility of student and faculty work through exhibits, lectures and presentations at galleries, professional forums and regional, national and international publications.

• Continue to publish “Influx” and increase exposure of this document in the profession as well as academic venues.

• Develop and seek funding for a regionally oriented annual symposium bringing together academic and practitioner based audiences addressing currently significant problems and areas of design scholarship and critical design practice. Publish results of the symposium in a peer reviewed annual journal with high quality graphic design.

• Develop “electronic” newsletter to be sent to alumni, professionals and universities, which highlight student and faculty accomplishments.

• Develop and seek funding for a regionally oriented annual symposium bringing together academic and practitioner based audiences addressing currently significant problems and areas of design scholarship and critical design practice

• Continue to develop and encourage studio based opportunities that include student interaction with professionals and or communities on funded projects that incorporate multidisciplinary team work and interdisciplinary design.

• Continue to develop methods for the inclusion of professionals and the community in the results and outcomes of courses.

Goal 2: Identify specific areas of focus for the M Arch curriculum.

Goal 2: Sub goal 1: Provide identity to the graduate program through focused areas of study.

Strategies:

• Develop studio and technical course content to reinforce areas of emphasis for graduate work. Identify focus areas through utilizing faculty strengths as well as needs of the profession.

• Utilize summer module of M Arch curriculum to generate structured internship component that facilitates interaction between students and profession.

• Encourage professionals to become active in graduate program through structured critiques in Pullman and Spokane as well as off campus locations.

Goal 3: Work to develop resources to expand access to M Arch for non-traditional students.

Goal 3: Sub goal 1: Generate opportunities for students with non-professional degrees and degrees in other fields to receive a professional degree in architecture.

Strategies:

• Identify faculty needs and resources to accept students in this degree track at Pullman and Spokane campuses.

• Develop recruiting and promotional materials for this specific degree track and coordinate with materials from branch campus programs.

Goal 4: Continue to develop Master of Science in Architecture program.

Goal 4: Sub goal 1: Encourage the growth of the MS Arch degree, offering post professional research specialization in architecture and architecture related topics.

Strategies:

• Encourage faculty and curriculum interaction with interdisciplinary design and research graduate degrees in Spokane . i.e. Doctor of Design.

Goal 5: Work to optimize interaction between Spokane and Pullman campuses.

Goal 5: Sub goal 1: Work to allow faculty and student interaction between Pullman and Spokane to be as transparent as possible.

Strategies:

• Facilitate and promote interaction of faculty in courses between Pullman and Spokane .

• Provide resources for faculty to travel between Pullman and Spokane for extended periods of time to work with students.

• Create design problems that can be shared between studios in Pullman and Spokane .

• Utilize computer and communication technologies to enhance interaction between campuses.

B. Strategic Goals for the Construction Management program.

Goal 1: Develop and enhance existing reputation of graduates in construction management.

Goal 1: Sub goal 1: Increase standards and expectations for students in construction management.

Strategies:

• Require that students entering the professional program must have a minimum 2.5 g.p.a.

• Students must maintain a 2.5 g.p.a. to remain in good standing

• Limit the number of students in the professional program to thirty.

• Continue to encourage and develop student interaction with professionals

• Develop recruiting material targeted for high school students.

Goal 1: Sub goal 2 Integrate required internship/ practicum program for CM students.

Strategies:

• Develop partnerships with construction firms in the Northwest to provide broad construction experience for students during the summers.

• Identify specific knowledge areas that interns should acquire.

• Develop monitoring process between firms and faculty to ensure student achievement during internship

Goal 2: Revise existing five- year curriculum.

Goal 2: Sub goal 1: Develop new four- year undergraduate construction management curriculum.

Strategies:

• Engage in a comprehensive analysis of program and critical pedagogical requirements for undergraduate cm education.

• Work with advisory board and industry for feedback and input.

• Complete proposal for implementation of changes for Fall 2003.

• Establish curriculum to offer a minor in CM

Goal 3: Continue to build Graduate Program in Construction Management in Spokane

Sub goal 3: Sub goal 1: Develop and expand one- year masters program in Spokane with alternate focus areas.

Strategies:

• Build and expand upon existing design- build program to include Vancouver campus.

• Generate new resources for this program.

• Develop proposal for Master of Science in Construction Management.

• Develop alternative tracks for graduate cm degrees (i.e. management, business).

Goal 4: Develop curriculum to allow partnerships and shared resources with other departments in college.

Goal 4: Sub goal 1: Initialize process for establishing a chaired position between Civil and CM for a specialized track in Civil Engineering.

Strategies:

• Identify firms to help fund endowment.

• Develop marketing campaign with promotional materials.

• Set target date for implementation.

Goal 4: Sub goal 2: Provide greater linkages between architecture and construction management.

Strategies:

• Include CM students in architecture design studio projects.

• Establish required CM course for architecture students.

• Establish joint lecture series between architecture and construction management.

• Continue to encourage team projects in shared architecture and construction courses (i.e. ECS, Structures).

C. Strategic goals for the development of the School.

Goal 1: Enhance contact and communication with alumni and profession.

Goal 1: Sub goal 1: Develop methods to allow the flow of communication between the School and outside constituencies.

Strategies:

• Organize and develop an alumni association to help in promoting the goals and objectives of the School.

• Begin compiling a “master list” of e-mail addresses of alums.

• Develop electronic newsletter to be distributed once a year.

• Utilize web site to acknowledge accomplishments of students and faculty.

• Encourage faculty to become and continue involvement in professional organizations.

Goal 2: Recruit highest caliber students who have the desire and passion to achieve excellence in architecture and construction management.

Goal 2: Sub goal 1: Develop comprehensive recruiting process.

Strategies:

• Develop promotional material on CD to be sent to high school students.

• Utilize alumni network to help in recruiting.

• Generate scholarship opportunities for first and second year students.

• Help retain students by using peer mentors within the School.

• Expand recruiting efforts at high schools and community colleges.

Goal 3: Identify specific areas for external funding and support.

Goal 3: Sub goal 1: Target specific resource needs that can be supported through donations and gifts.

Strategies:

• Develop funding for CM lecture series.

• Develop funding for reconfiguration for CM classroom.

• Develop funding for new architecture scholarships.

• Identify funding for digital media (hardware).

• Investigate feasibility for endowed faculty positions in architecture and construction management.

Goal 4: Continue to foster and support faculty excellence.

Goal 4: Sub goal 1: Support, encourage and reward faculty for excellence in work related to teaching, scholarship and service.

Strategies:

• Nominate and encourage faculty to apply for award programs that focus on individual areas of excellence.

• Continue to provide funding for faculty scholarship.

• Develop methods for faculty to make presentations to alums and professionals regarding their work.

• Continue to support faculty writing and publication of scholarly and creative work.