Presentation on theme: "Presented to the Faculty Senate Michael Kornelsen, Associate Dean of the Arts April 9, 2014 College of the Arts School of Art School of Music School of."— Presentation transcript:
Presented to the Faculty Senate Michael Kornelsen, Associate Dean of the Arts April 9, 2014 College of the Arts School of Art School of Music School of Theatre
Our proposal is the culmination of a decade of work by: The Faculty and Staff of the arts departments The Chairs of Art, Music, and Theatre LAS Dean Administration
Our proposal: Outlines the strategic and competitive necessities for imminent restructuring Addresses the Transition Task Force’s procedure for establishing a new college and new schools
Our proposal: Proposes a lean administrative leadership structure that will enhance forward progress of our arts programs to benefit the entire University.
What work has already been done? White Paper – Vision for the Arts – 2007 Proposal to the Academic Structures Review Committee – Spring, 2008 Unanimous recommendation from the Academic Structures Review Committee – Spring, 2009 Vision for the Arts Memo – Spring, 2009 Positioning the Arts at Metro State for Preeminence: Next Steps – Memo by Chairs with Presentation to President – Spring, 2010 Staffing Steps – Arts Advisor, Assoc. Dean – 2011-2013
What work has already been done? Metropolitan State College of Denver became Metropolitan State University of Denver by statute in July, 2012 Transitions Task Force worked with constituents to develop policy and procedures COTA was designated by TTF to serve as a “trial run” for the new policy in Spring, 2014 Proposal was submitted to TTF in February and is now under consideration
What are the compelling arguments for creating this new structure? Student success, recruitment, and retention Visibility (internal and external) Competitive advantage UCD, UNC, CU Boulder, DU, out of state institutions Professional degrees in the arts BFA, BM, BME
What are the compelling arguments for creating this new structure? Economic Needs and Workforce Development Leadership: Community Resource Leadership: Creation and Configuration of New Knowledge
What are the compelling arguments for creating this new structure? Leadership: The Need for an Arts Dean Alignment with MSU Denver’s entrepreneurial vision Key strategic goal: to be “sought after by Colorado’s public, private, and nonprofit sectors as a partner in addressing and solving community problems” Resource Issues: Facilities
What are the compelling arguments for creating this new structure? Influence, Stature, and Clout Untapped potential Activities: Added Value to MSU Denver
Comparisons to Similar Universities Kennesaw State University, Georgia Similar in size, age, purpose Seven colleges including a College of the Arts Cal State Long Beach Larger, institution with similar mission Highly successful College of the Arts Their vision can inform our vision
Comparisons to Similar Universities University of Northern Colorado College of Performing and Visual Arts Schools of Art & Design, Music, Theatre & Dance University of Colorado, Denver College of Arts & Media CU Boulder, DU, CSU
Key Elements of the COTA Role and Mission Comprehensive urban arts college Creative and aesthetic development through the arts. Prepare students for careers, post-graduate study, and lifelong engagement in the arts. Excellence in teaching in learning. Faculty are renowned artists, performers, teachers, and creative scholars. Diversity, collaboration, community engagement, opportunity, challenge, supportive learning environment.
Key Elements of the COTA Role and Mission Transform and invigorate the cultural and creative life of the University, campus, professional arts community, and the urban community in which it resides. Multiple baccalaureate and master’s degrees Opportunities for all MSU Denver students and the community to engage in the arts Vision: Nationally recognized for its outstanding leadership and quality in multiple arts and arts education disciplines. Aligned with visions of University, Schools.
Schools of Art, Music, and Theatre Position programs to better compete with those offered by other institutions Naming opportunities, other opportunities for donor support Align the programs with the perceptions of the community Current Chairs become Directors of the Schools with same responsibilities and salary
Institutional Capacity and Resources Positions in place: Associate Dean, Arts Advisor Lean structure proposed: addition of Dean, Budget Analyst, Program Coordinator; comparison to like inst. One-time expenditures: Dean’s office plus furniture and startup
Institutional Capacity and Resources Transfer of costs from LAS (professional development, etc.: $52,600 Impact on LAS will be positive. Requested new funding: $64,915 (Dean’s OCE, copier, travel, recruitment) Requested ongoing “one-time” funding: $23,700 (Marketing, ASCAP, BMI)
Proposed Timeline Approval in Spring, 2014. COTA opens its doors on July 1, 2015. Search for Founding Dean in 2014-2015.
The proposal is submitted with the unanimous support of the full time faculty and staff of the departments of Art, Music, and Theatre; the Chairs of Art, Music, and Theatre; and the Dean of LAS.
MSU Denver stands on the precipice of an opportunity to restructure into a College of the Arts, and Schools of Art, Music, and Theatre, in order to propel forward its reputation as a comprehensive University offering outstanding arts programs to our students and to our community.