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Monday, February 1, 2016

Friday, January 15, 2016

College Merger Discussions (Amended)(and Re-amended)



Re-organization Model a la Jacobs, et al.

Alternate Re-Organization Model 



Organization Model


Bloggie hopes to facilitate open discussions about forthcoming college mergers.  It seems to Bloggie that already some are attempting to contain and herd these discussions in self serving directions. We need fewer not more bureaucrats.  But perhaps in this space we can have a free range discussion of what faculty (not just a select few) and students would like to see.

Bloggie, for one, would like to see a reunited college with a new dean, nationally searched-for, ideally, but in any case, not someone with a lot of old baggage, and not some one with a history of soul-selling; simplified requirements that would included freedom from burdensome language requirements for students (substituted for by research methods or other advanced analytic classes that may be more relevant to life in Toledo and environs); strong independent, adaptable departments capable of interdisciplinary efforts and degree programs; and also a strong Honors program!

What do you think?  

Amendment: Bloggie has added relevant materials below and will add additional relevant materials if they become available.  Bloggie apologizes for format changes caused by reproducing documents here.  These are Draft Documents.    An additional document was added below as of 31 Jan.

Document 1.


- January 2016

The faculty of the current College of Languages, Literature, and Social Sciences is keenly interested in and excited by the prospect of a new college, for which we suggest the name (to be determined).   

The intriguing challenge we have before us is the shaping of fourteen diverse departments and nine programs into a rich and unified entity, one that is deftly responsive to change, to student need, and to the exigencies of higher education in the 21st century.  The arts, the humanities, the social and behavioral sciences, and interdisciplinary programs should be unified in their commitment to understanding and demonstrating how our disciplines, in their traditions and their innovations, help create the future. The new college has the potential to become a locus and a guide for the rest of the University in promoting the value of liberal education, appealing to students’ curiosity and desire for knowledge and creative expression, their wish to understand how ideas fit together across disciplines, their inclination to enrich their professional and practical ambitions with a sense of the great mosaic of human inquiry.   It is consistent with the University’s mission that that students find a place here to develop intellectual agility and moral understanding, to educate their creativity, their senses, and their emotions as well as their minds, to develop strategies for best navigating the flood of information and entertainment that technology delivers, to learn to balance action and contemplation, to practice the crucial lifelong skills of listening, employing qualitative and quantitative empirical analyses, weighing evidence, problem solving, and articulating complex thoughts, plans, and ideas. These are high-order skills that have practical value that will not erode as the 21st century progresses.  They are essential in the development of new information and are applicable in every field of investigation as well as business and the professions. In creating a new college, faculty and administration can re-envision our mutual goals, and find innovative and active ways to deepen and enrich our students’ educational journey.   A new college must be the central space in which our students think in ways that may or may not be immediately utilitarian, but ultimately and for the long run lead to increased knowledge and problem solving abilities and thus prove indispensable in a globalized world.  

A University is constantly created and recreated. President Gaber’s invitation to the faculty to participate in this particular recreation should be seized as a healing of unnecessary fracturing and as a hope for the future. The Arts, the Humanities, and the Social Sciences must recognize each other as allies and collaborators: what promotes the visibility, vibrancy, and value of one promotes the visibility, vibrancy, and value of all. We can mutually reimagine and strengthen ties between departments and programs, our relationships to the community, and our associations with other colleges, departments and programs at UT. We can, and will, also pursue donor and alumni relationships across disciplines.   

Curriculum:   
We propose an interim year (Fall 2016, Spring 2017) in which divergent college curricular requirements for students remain in place (those of CoCA and LLSS), to allow the appropriate faculty-governing units of the new college time to decide upon college-wide requirements, to be instituted in Fall 2017.   

Student Services and Recruitment:
Tri-College Student Services, which currently serves students in the colleges of CA, LS and SM, has improved upon its academic advising coverage in recent months with the addition of department-specific advisers in larger fields (Biology, Communication, Psychology), increasing both access and flexibility for students.  One of the areas still in need of attention is new student recruitment (DHS, Transfer, Non-Traditional students etc.).  Currently, professional advisers take on some recruitment responsibilities as a percentage of their job duties.  Advising and student recruitment are both critical components to enrollment and retention efforts, and both demand full-time attention.  A full-time recruiter trained in our disciplines and eloquent in presentations to prospective students on and off-campus would be a critical addition in services to ensure both visibility and growth of a new college. 

Faculty Governance:

The two most significant entities for faculty governance in the new college will be the College Council and the College Committee on Academic Personnel (CCAP).

The College Council will be the primary body of faculty governance in the new college. It will have the responsibility for overseeing the college curriculum and for approving any proposed changes to department and program curriculums. The Council advises the dean on a range of issues and receives regular reports from the dean. The Council is also responsible for making or approving faculty appointments to a range of committees, including the college technology committee, and it conducts elections for faculty representation on CCAP.

The College Council should consist of: 1) Eight at-large representatives drawn from and elected by the tenure and tenure track faculty in the College; four lecturer faculty drawn from and elected by the lecturer faculty in the College; three student representatives appointed by Student Government; and two tenure or tenure track faculty representatives from each department in the College. Departments may also send one addition representative for every ten tenure and tenure track faculty members over ten.

In the spring of every academic year, the Council elects a Chair, Vice-Chair and Secretary from its membership. Traditionally the Chair serves for one year and the Vice-Chair moves to the Chair position. An Executive Committee sets meeting agendas and performs a range of other duties. The Executive Committee composed of the three officers, the past Chair, and two other council members (approved by the entire council). The Executive Committee should attempt to maintain some balance of membership among the Arts, the Humanities and the Social Sciences, but such representation is not a rule.

CCAP in the new college will be composed of six tenured faculty members elected by the tenure and tenure track faculty in the College. CCAP evaluates faculty members at the three, four and five year pre- tenure reviews, tenure, promotion and their five year professional assessments as outlined in the collective bargaining agreement. CCAP membership will include two members each from the Arts, the Humanities and the Social Sciences. Each member serves a two-year term, and the terms for members in each of the subdivisions should be staggered.

The membership of CCAP in the first year of the College should consist of one member each from the Arts, the Humanities and the Social Sciences who have served on the previous year's CCAPs (in LLSS or CoCA). This will ensure some consistency in the reviews from the previous year. The remaining three members should be newly elected in the spring term.

 

Configuration of Schools:

Schools are an affiliation of departments or programs that provides a framework for supporting creative, boundary-crossing inquiry among students and faculty. Schools facilitate collaboration among existing programs and provide guidance and support as new programs are envisioned and established. Schools may have a director appointed by the college dean from the faculty of the participating departments and programs. The director facilitates the collaborative endeavors of the participating departments and programs. Schools may have an operating budget as allocated by the college dean. Because schools are comprised of faculty with tenure homes in the participating programs and departments, schools are not eligible for representation on the college council. Schools may propose and develop new courses, majors and graduate programs but are not exempt from college curriculum requirements.






Organizational Chart:



Dean of the College
 

Associate Dean for the Arts
 

   Associate Dean for the Humanities
 

Associate Dean for the Behavioral and Social Sciences
 
 







Department of Art
Department of Communications
Department of Economics
Department of English
Department of Foreign Languages
Department of Geography and Planning
Department of History
School of Interdisciplinary Studies
Department of Music
Department of Philosophy
Department of Political Science & Public Administration
Department of Psychology
Department of Sociology and Anthropology
Department of Theatre and Film
Department of Women’s and Gender Studies


Student Services: 
Recruitment
Persistence and Completion (Retention)
Advising
Career Services 
 

DDo



DDoIt is assumed that the Dean will assign responsibilities to the Associate Deans

Administrative Staff:  Secretaries, Business Manager, etc.
 
 






Document #2.

Arts Proposal-Restructuring NOVEMBER 17, 2015
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COCA COUNCIL – ARTS REPRESENTATIVES ARTS DEPARTMENT CHAIRS
This document is submitted in the spirit of cooperation by the above mentioned on behalf of the students, faculty and staff that are the Arts at the University.
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1. College of Visual and Performing Arts
At the November 5th meeting of the CoCA College Council, the faculty of the Department of Communication expressed interest in removing itself from the arts departments under the future configuration of LLSS and CoCA. Respecting the Department of Communication wishes, the arts are presenting their restructuring plans independent of the Department of Communication.
Our first choice would be to return to the initial arts organizational structure that resulted from the division of Art and Sciences in 2010, to be a College of Visual and Performing Arts.
By returning to the College of Visual and Performing Arts we can maintain status with other colleges. Returning to our former, uniquely identified status we can avoid a college restructuring that challenges faculty trust and morale, and which may be confusing in regards to donors, and our internal and external identity.
2. School of Visual and Performing Arts (SVPA)
With the restructuring of CoCA into a larger, newly defined, umbrella entity with the College of Languages, Literature and Social Sciences, the Arts request the designation of School. The School of Visual and Performing Arts will be defined as an academic unit that administers instruction, research, and service in common, albeit diverse disciplinary fields. The faculty of the school shall include all those members of the University faculty who have been appointed to the constituent departments. The departments are defined as the Department of Art, the Department of Music, and the Department of Theatre and Film.
The school shall have the fullest measure of autonomy consistent with its function and responsibility within the college, subject to the provisions of the CBA and the University of Toledo policies. A Director shall function as the principal administrative officer and shall be responsible to the Dean of the appropriate College for the activities of the school.
Director of the School of Visual and Performing Arts - Duties and Responsibilities
  1. Budgetary management of the School of Visual and Performing Arts. Serve as the fiscal officer of the school, with the responsibility for preparing the budget in consultation with the division/program unit or department Chairs; allocate resources to the division/program units or departments; monitor the administration of operating and personnel budgets; and supervise the use of resources, including facilities, equipment, and supplies;
  2. Work with department chairs and faculty SVPA Advisory Board for the efficient operation of the school;
  3. Appoint whatever administrative personnel appear to be requisite to the effective functioning of the school office; and assign the respective functions of all personnel working in the school;
  4. Management of the work of the SVPA secretarial staff, IT assigned personnel, PR Specialist, Outreach and Retention Specialist, and other support staff, including annual staff personnel evaluations;
  5. Develop and build on donor relationships together with the department chairs, the Dean and the Office of Institutional Advancement;
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  1. Continue development of partnerships with external agencies and organizations consistent with the SVPA’s mission. (Toledo Area Cultural Leaders, Ohio Arts Council, Toledo Museum of Art, Toledo Symphony Orchestra, Toledo Opera, WGTE, Glacity Theatre Collective, etc.);
  2. Provide academic leadership for the instructional, research, service, and administrative personnel of the school. Serve in an advisory capacity to the Dean in the recruitment, selection, employment, in-service training, tenure promotion, non-reappointment, and dismissal of academic personnel, performing duties that are in keeping with the CBA;
  3. Coordinate with Plant Operations and the Facility Manager of the work on the SVPA building and grounds maintenance;
  4. Implement and update, in consultation with the SVPA Council, a long-term plan for the SVPA;
  5. Secure internal and external support of the SVPA mission and programs;
  6. Develop and work with an extended Advisory Committee, consisting of University of Toledo faculty members and community representatives;
  7. Continue development of interdisciplinary partnerships with faculty across the University to facilitate undergraduate and graduate activities, while increasing the recognition of the SVPA;
  8. Perform or delegate and monitor the development of the curricula and programs of instruction, sharing this responsibility with committees of the school and with divisions/program units or departments;
  9. Supervise any graduate programs within the school. The designated graduate coordinator shall administer the graduate program;
  10. Teach at least one course or graduate seminar per academic year. This may be arranged in consultation with the chair of the director’s home department;
  11. Adhere to University hiring, personnel evaluation and other Human Resources procedures; support the University’s and the College’s strategic goals; and observe appropriate chains of communication when requesting support or expressing other needs associated with the SVPA and its staff;
  12. Prepare and submit to the Dean an annual report on the SVPA’s activities.
The Director would be a faculty in one of the schools’ departments. This would be an administrative, non-AAUP appointment. Contractual agreements will be handled by the President, the Provost, and the Dean.
Associate Dean in the Newly Formed College Entity
The SVPA requires an associate dean from the School to serve in the college office so that representation in the dean’s office is balanced and fair.
In order to function in the highest possible manner and with a recognized level of University support, the following conditions are considered essential:
• CoCA Dean’s - Operating Budget $80,800
Transfer the current college dean’s operating budget to the SVPA. The SVPA Director would be responsible for the expenditures and allotments to departments, programming, PR efforts and communications. (No additional operating funds were added when the
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Department of Communication joined the arts in 2013, therefore the CoCA dean’s budget transfers to the SVPA in full.)
• Arts Tech Fees – Retain dedicated arts tech fees, which provide 2-3 lab rotations per year and allow us to allocate dollars beyond the rotations to state-of-the-art equipment for the departmental media programs. The amount of funding we control as the School of Visual and Performing Arts far exceeds the limited allocations we received as departments in A&S.
Tech Fee funding level to be determined by the SVPA; IT Tech Support – Bradley Volk to remain the same;
Arts Departments’ Carry-forward funds - retain for the SVPA;
LLSS upper-division course fee - No assessment of the fee for SVPA students. SVPA students currently pay large lab fees for their studio and lab courses. The addition of this fee would be detrimental to the students;
Curricular autonomy - Retain oversight within the SVPA. Current college-level requirements remain as established by CVPA and then CoCA;
Space Allocation - Maintain responsibility for the School’s dedicated spaces;
• Administrative staff - Retain an administrative assistant for the Director of the SVPA,
the PR Specialist and the Outreach and Retention Specialist.
In order to function in the highest possible manner and with a recognized level of University support, we make following additional requests:
Faculty Lines – While we would like to retain control over faculty lines, we recognize and respect that this is a dean’s prerogative and request that in addition to the chairs, the Director also be consulted regarding faculty lines;
• 

Art and Music Education – We request moving the Art and Music Education majors from JHCOE to SVPA. Faculty are and have been in the art and music departments, approximately 80% of the course work is in the art and music disciplines. Licensure and education service classes would remain with the JHCOE.
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Document 3.


16 October 2015

Dr. Sharon L. Gaber
President
University of Toledo
2801 Bancroft. Toledo, OH 43606

Dear President Gaber:

I write to you on behalf of the faculty of the Department of Communication regarding the forthcoming reorganization of colleges. Communication faculty have discussed a set of preferences that we respectfully offer to you:

·       We strongly support your reorganization initiative.

·       Our consensus and first choice, if possible, is to separate from COCA (College of Communication and Arts) and the various Art and Music Departments in favor of an independent Department of Communication under the auspices of a larger organizational umbrella, the exact name of which would be less important than its efficient functionality.

·       Our larger goal is in time to form a highly marketable and visible School of Communication, still under the auspices of the more organizationally efficient umbrella discussed above. We believe that in this way our new curriculum and faculty initiatives will best be deployed. 

·       We would hope via this School of Communication to best bring our considerable resources (with nearly 400 current majors) to bear in such as way to complement teaching, research and service needs of 21st Century.   

·       Allow the Communication Department to remain headquartered in Sullivan Hall, with broadcast facilities in Rocket Hall, to minimize costly disruption of the sort incurred less than two years ago when we were removed from Arts and Sciences. Communication faculty and staff already occupy approximately 70-80 percent of Sullivan Hall. If this is not convenient, we would prefer as much as possible to occupy the same space as a Department.

·       Another possibility, not our first choice, would be to align Communication as a separate and independent Department within the Business School. Some might consider this a natural fit, although the exact nature of such a relationship is more problematic than our above stated preference and would need to be extensively worked out. Pragmatic, informal alignments, though, are much easier to achieve and have already been suggested and are under discussion.  

Again, we strongly support you and look forward to growth and success at University of Toledo.

Sincerely,

Professors Brian Anse Patrick and David E. Tucker
Department of Communication

Elected Departmental Representatives to the COCA Council

Document #4.

From: Van Hoy, Jerry
Sent: Wednesday, January 06, 2016 12:37 PM
To: # LLSS - MC - Staff - PSA; # LLSS - MC - Staff - CWA; # LLSS - MC - Faculty - Visiting Faculty; # LLSS - MC - Faculty - Lecturers; # LLSS - MC - Faculty - Full-time/Tenure Track
Cc: Barlowe, Jamie; Schneider, Barbara; Mckether, Willie; Hintz, Adam R.
Subject: Request for comments on the college reorganization proposal

Dear LLSS colleagues,

Attached to this message is the current draft proposal for a new college created by the combination of the colleges of Communication and the Arts (CoCA) and Languages, Literature and Social Sciences (LLSS). This proposal was written by the LLSS Council Committee on College Reorganization and has been revised based on faculty comments sent to the committee as well as feedback received at LLSS Council meetings.

We are soliciting your comments and suggestions for the reorganization proposal. We want to be sure that all staff and faculty have an opportunity to help shape--and improve--the proposal.

When you read the new college proposal please keep the following in mind.

1. The departments of Art, Music and Theatre and Film have proposed a School of Visual and Performing Arts (SVPA) that would be part of a new college created by merging CoCA and LLSS. Their proposal is attached to this message.

2. While the SVPA proposal focuses only on creating a school, the LLSS Council Committee on College Reorganization proposal attempts to envision the structure of the larger college.

3. We expect that a final proposal will be developed together with CoCA's Council. Thus, our proposal expresses the committee's views about the new college as a starting point for these joint discussions.

Please send your comments and suggestions to Jerry Van Hoy (jerry.vanhoy@utoledo.edu) by January 15, 2016. Thank you for helping us produce the best proposal possible.

Best regards,

--Jerry
LLSS Council Chair, 2015-16 

Jerry Van Hoy, PhD
The University of Toledo
Associate Professor, Sociology, (http://www.utoledo.edu/llss/sa/)
Director, Master of Liberal Studies Program (http://www.utoledo.edu/llss/mls/)
Co-Director, Program in Law & Social Thought (http://www.utoledo.edu/llss/lst/)
Director, Politics, Law & Society Living Learning Community
419-530-2807 (SA); 419-530-7257 (MLS);419-530-7268 (LST)


From: Patrick, Brian
Sent: Friday, January 08, 2016 9:53 AM
To: Van Hoy, Jerry
Cc: Wilkinson, Jeffrey; Bollman, Lisa Marie; Tucker, David E.
Subject: Comments on LLSS Reorg Committee document

Jerry:

Happy New Year!

 couple of points and concerns from senior faculty in the Department of Communication (Note, there no "s" at the end of "Communication" :) 

We have made curricular changes concerning the foreign language requirement, reducing it.  And we might want to reduce it still more because we perceive the requirement as (1) needlessly onerous to our students, who tend not to master these languages anyway, and (2) a disincentive to enrollment, in effect driving students away to other colleges/units.   We suspect it may be the same in social sciences.    In any case members of the department don't want to live under the tyranny of the foreign language department, despite how much we may praise and extol the benefits of foreign language training.   The assurance in the reorganization document that this will be settled later in the new college council is not all that assuring. Personally I suggest a set of alternatives for degree requirements that would include a communication or social science degree with foreign language, and one without language, with the foreign language substituted with more higher level 3000-4000 level analytical type or seminar classes, or social statistics or math (not remedial!) or logic.  Other possibilities exist of course.   But we wish to preserve our curricular changes in the new college.  We also have many students admitted on the basis of a reduced foreign language requirement and must honor this contract, so to speak. There is as a matter of stability.  

Also I attach our message to the president, voted on by the communication department, and which has been largely unacknowledged in the process of formal reorganization discussions.  As you see, our eventual goal is to form a school, but without ancillary bureaucracy.  

I am also concerned about budget.  We would like to see some sort of responsibility-based budgeting wherein COMM and other departments reap/keep what they sow to some fair extent. COMM faculty have for long perceived the department as a cash cow for larger organizational units. 

I would very much like to attend future meetings of the LSSS reorganization committee as a delegate of the COMM department. 

Last comment on the name of the new college  I have no strong preference, but I wonder about the use of the term "Liberal Arts" as some have suggested.  My guess is that a major portion of the population has no idea what this term means, and think it something to do with "arts" in in the sense of drawing or pastels.  I suggest some brainstorming on this, although personally I could live with a nominal College of Liberal Arts, even if it had not math and sciences.  We would just have some explaining to do our public profile. 

BAP  


Document #5


Welcome back everyone. I am sure that you are wondering what s happening with the merger discussion between CoCA and LLSS. Here is a rundown of the information at this time.

From: Jerry Van Hoy:
At our last Council meeting it was decided that our proposal should be sent to all LLSS faculty and staff for comment before we give to you and begin meeting together. I expect that the current version will be sent to LLSS faculty and staff this week with a deadline for comments by the end of the first week of classes. At that point we should be ready to share it with our colleagues in CoCA (and the Provost and President) and begin work towards a coauthored proposal.
From Dean Barlowe:
During finals week, LLSS faculty council, the dean’s office, and representatives from Tri-College Student Services reviewed the proposal written by the reorganization committee appointed by the executive committee of the Council.  

Revisions were suggested, and some have been completed.

As I understand it, the proposal will be reviewed again next week, broader distribution of the revised document to LLSS faculty and staff will occur, and a meeting will be set up with CoCA to discuss the two proposals. 

From myself to John Barrett on January 4, 2016:
On November 30, Ray Marchionni, Chair of CoCA Council sent the proposal from the arts and the Department of Communication request as well to Dr. Gaber, and I then forwarded it to you and Jamie. I sent Ray an email today to see if he has received anything from anyone in LLSS. Still waiting on his reply. I briefly spoke with Jamie before the holidays and she indicated that they were working on a document. I believe the plan is for a meeting between the two entities to be held after everyone returns from the semester break.

Will keep yo updated.

Debra A. Davis, Dean
College of Communication and the Arts
University of Toledo
Sullivan Hall Suite 1200
2801 West Bancroft
Toledo, Ohio 43606



Van Hoy, Jerry
Actions
To:
 Wilkinson, Jeffrey‎; Patrick, Brian 
Cc:
 Bollman, Lisa Marie‎; Tucker, David E. 
Inbox
Monday, January 25, 2016 4:00 PM
Hi Brian,

Happy New Year to you too! I am sorry for taking so long to get back to you. The beginning of the semester has been more hectic than usual.

The LLSS Reorg Committee is just finishing final revisions to our proposal. The next step is for some of us in LLSS to meet with you and the other faculty in CoCA to work out a reasonable merger plan. Today I sent a message to Ray Marchionni suggesting that the LLSS Council EC meet with the CoCA Council to begin this work. I expect that Communication will be fully participating in this process.

I understand that having to wait until there is a new college and a new college council to settle any foreign language issues is unsettling. It is equally unsettling for the Department of Foreign Languages as it is for you. However, we do not see any way to avoid this and maintain faculty governance over curriculum. The new college council will be the only council that has the authority to debate and vote on any changes to the new college's curriculum.

Students will complete the requirements they had when they entered UT based on their catalog year. Any changes to college requirements (CoCA's or LLSS's) will only affect new students. It could be a year or two before any new requirements are put in place as many faculty in LLSS would like to try to create a liberal arts curriculum for the new college that would spread the requirements across more departments. We can certainly write into the final proposal that all current CoCA requirements (for CoCA students) and all current LLSS requirements (for LLSS students) will remain in place until a new college curriculum is implemented.

The LLSS proposal says little about the new college--or department--budgets. In part this is because we are told that the budget is the purview of the administration. Nonetheless, the final proposal can certainly make recommendations about proper funding of departments.

Finally, the LLSS Reorg Committee is not recommending a name for the new college in the current version of our proposal. I don't know who gets to pick the college name, but if it is faculty and staff we can solicit ideas from CoCA and LLSS.

I hope we will all be meeting together soon.

Best,

--Jerry
LLSS Council Chair, 2015-16



Jerry Van Hoy, PhD
The University of Toledo
Associate Professor, Sociology, (http://www.utoledo.edu/llss/sa/)
Director, Master of Liberal Studies Program (http://www.utoledo.edu/llss/mls/)
Co-Director, Program in Law & Social Thought (http://www.utoledo.edu/llss/lst/)
Director, Politics, Law & Society Living Learning Community
419-530-2807 (SA); 419-530-7257 (MLS);419-530-7268 (LST)