TRUCKEE MEADOWS COMMUNITY COLLEGE
PROGRAM/UNIT REVIEW
DEAN’S RECOMMENDATION
PROGRAM/UNIT REVIEWED: ARCHITECTURE
Self Study Committee Chair(s):
Kreg Mebust
Division: Technical Sciences
Year of Review: 2014-15
Date Submitted to PURC: January 12, 2015
Dean’s findings of strengths and weaknesses of the program/unit:
The self-study committee composed a very thorough review of the program’s history leading up to its current status, as
well as the results of actions taken based on recommendations from the prior program/unit review. It reflects the diligence
of the program faculty to respond to directives from the college and revise the program based on changing market
conditions. Several events have occurred since the last self-study in 2008 that have contributed to some instability in the
program; namely, the retirement of one full-time professor and the subsequent passing of another, resulting in the program
being fully staffed by a new instructor who worked for many years on temporary contracts. The instructor was hired on a
tenure-track position this year, bringing much-needed stability to the program.
The strengths of the self-study include a thorough summary of assessment activities as well as an assessment plan
designed to address past deficiencies.
The document accurately describes obstacles TMCC graduates with the AA in Architecture encounter when they consider
transferring to UNLV, despite our long-standing transfer agreements. The general education requirements of UNLV’s
Bachelor of Science in Architecture do not align seamlessly with TMCC’s Associate of Arts. TMCC graduates, therefore,
must enroll in additional general education courses to complete the BS at UNLV. Furthermore, UNLV’s Architecture
program is accredited at the graduate level only, while the vast majority of Architecture programs in the United States are
accredited at the baccalaureate level. Students wishing to become a licensed architect, must earn a master’s degree from
UNLV. As a result, the majority of AA graduates seek to continue their upper-division studies at out-of-state institutions.
TMCC has developed informal transfer agreements with the New School of Architecture, and the self-study correctly
identifies the need for formal agreements. It is unclear whether the self-study’s data on transfer rates reflects the number
of students transferring to these out of state schools.
Multiple sections of the self-study refer to a merger of the Architecture program with Construction Technologies,
frequently referring to the physical relocation of the Architecture program. The most beneficial aspect of the merger,
however, would be combining Architecture’s graduation statistics with the rest of the Construction Technologies. During
the economic downturn, enrollment and completion declined dramatically. The program persistently appeared on the
NSHE list of under-performing programs. The merger will allow Architecture to share resources, consolidate similar
classes for increased enrollment, and integrating completion statistics to smooth out market-induced peaks and valleys.
Under this plan, the Architecture AA and Residential Design AAS would be replaced by emphases under the existing
Construction Technologies AAS degree. No negative impacts are anticipated for students transferring to UNLV since the
existing AA to BS path is not a seamless path. The AAS emphasis can be built to address all requirements for UNLV. The
AAS designation also has no anticipated negative consequences for students transferring to out of state institutions.
The self-study includes very good descriptions of efforts to improve collaboration with secondary education, and factors
that are expected to affect the curriculum/program in the future. Architecture enjoys a student population that is younger
and more diverse than the college on average, and its female to male ratio exceeds published industry statistics. More
Dean’s Recommendation
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efficient class scheduling is leading to better student:faculty ratios, which should continue to improve with recovery in the
job market and increased enrollment.
The self-study could have explored options for improving the Residential Design program a bit more thoroughly. It did
not identify job placement as a primary goal for RD students, nor did it describe the advisory committee’s role for external
review of the overall program. Additionally, the report does not consider the potential for offering non-credit training for
incumbent professionals, such as workshops on emerging technologies such as Building Information Management.
Committee members identified dedicated studio space, restoration of a Landscape Architecture degree (or emphasis), and
the potential for a Bachelor of Applied Science in Interior Design as possible future developments. It will be necessary to
conduct thorough research to prove true benefits will be derived from these proposals. My informal research leads me to
believe that dedicated studio space is a luxury that few, if any, community college programs invest in. The report indicates
that the American Society of Landscape Architects and the Nevada State Board of Landscape Architects have encouraged
the college to restore Landscape Architecture, and the program may not require significant resources, but a full needs
assessment will be necessary to prove student and labor market demand exists. Likewise, the Interior Design BAS may be
feasible following UNR’s decision to discontinue their program for budgetary reasons, but a full analysis will be
necessary.
The conclusion of self-study’s Resources section included a wish list of new equipment and technology, but the body of
the report did not adequately describe the need or a justification for the expenditures. I don’t doubt the needs exist, but the
program must provide a written justification before it can be considered.
Summary action recommended for program/unit: Continue
Recommendations for development strategies and anticipated time lines:
 Develop a plan to merge Architecture with Construction Technologies, including physical space analysis,
curriculum consolidation, and degree modifications by Fall 2016.
 Update transfer agreements with UNLV following degree modifications, and complete formal agreements with
top three schools to which students traditionally transfer. All agreements should be completed by the 2016-17
academic year.
 Maintain the program’s strong student demographic characteristics by actively recruiting students from
underrepresented populations.
 Conduct at least one annual recruiting/outreach event to secondary education.
 Maintain a regular schedule of advisory committee meetings.
 Develop a prioritized list of equipment and technology needs along with valid justifications for submission to the
resource allocation process.
 Explore the potential of developing and offering non-credit professional workshops both for students and
incumbent workers by Fall 2016.
 By Fall 2017, conduct a needs analysis for Landscape Architecture to determine student and labor market
demand, including additional resources required for implementation of the program if so indicated by the analysis.
 By Fall 2018, conduct a needs analysis for Interior Design BAS to determine student and labor market demand,
including additional resources required for implementation of the program if so indicated by the analysis.
 By Fall 2016, develop a proposal for dedicated studio space accompanied by examples of comparable two-year
(or lower-division) architecture programs.
 Implement the assessment plan articulated in the self-study by Spring 2016.
Identify resources necessary for implementation of recommended development strategies:
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No price quotes were provided for equipment described in the self-study. Upwards of $50,000 for one-time
purchases may be necessary from sources such as the Perkins grant and Tech Fees. On-going software licensing
costs may be addressed through lab fees.
Additional faculty may be required for the Landscape Architecture program if the needs analysis confirms its
need, at an annual starting cost of $65,000 to $75,000.
If the needs analysis confirms the need for an Interior Design program, one additional faculty member, plus extra
funding for operating, travel, and professional development will be required, at an annual starting cost of $70,000
to $80,000.
Renovation of existing space for a dedicated studio may require a one-time investment of $150,000 to $250,000.
Describe impact of recommended development strategies on School planning:
 If needs analyses confirm the needs of Landscape Architecture and Interior Design, at least one additional
classroom will need to be assigned to each program and additional faculty offices will also be required.
 All recommendations should result in increased enrollment, resulting in greater revenue for the college and
greater efficiencies.
Describe impact of recommended development strategies on program/unit faculty:
 Additional faculty positions may be required. No other impact is anticipated for current program faculty.
Dean
Signature
Date
Jim New
Dean’s Recommendation
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