Proposal

1. College of the Arts School of Art School of Music School of Theatre Proposal Presented to the Faculty Senate Michael Kornelsen, Associate Dean of the Arts April 9, 2014

2. 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

3. 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

4. Our proposal: Proposes a lean administrative leadership structure that will enhance forward progress of our arts programs to benefit the entire University.

5. 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

6. 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

7. 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

8. 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

9. What are the compelling arguments for creating this new structure? • Leadership: The Need for an Arts Dean • Resource Issues: Facilities • 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”

10. What are the compelling arguments for creating this new structure? • Influence, Stature, and Clout • Activities: Added Value to MSU Denver • Untapped potential

11. 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

12. 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

13. 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.

14. 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.

15. 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

16. 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

17. Institutional Capacity and Resources • Transfer of costs from LAS (professional development, etc.: $52,600 • Requested new funding: $64,915 (Dean’s OCE, copier, travel, recruitment) • Requested ongoing “one-time” funding: $23,700 (Marketing, ASCAP, BMI) • Impact on LAS will be positive.

18. Proposed Timeline • Approval in Spring, 2014. • Search for Founding Dean in 2014-2015. • COTA opens its doors on July 1, 2015.

19. 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.

20. 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.

21. What future can we envision together?

22. Questions, Comments, Suggestions!