|Re-organization Model a la Jacobs, et al.|
|Alternate Re-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.
Configuration of Schools:
DDoIt is assumed that the Dean will assign responsibilities to the Associate Deans
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.
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
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,
Work with department chairs and faculty SVPA Advisory Board for the efficient
operation of the school;
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;
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;
Develop and build on donor relationships together with the department chairs, the Dean
and the Office of Institutional Advancement;
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.);
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;
Coordinate with Plant Operations and the Facility Manager of the work on the SVPA
building and grounds maintenance;
Implement and update, in consultation with the SVPA Council, a long-term plan for the
Secure internal and external support of the SVPA mission and programs;
Develop and work with an extended Advisory Committee, consisting of University of
Toledo faculty members and community representatives;
Continue development of interdisciplinary partnerships with faculty across the
University to facilitate undergraduate and graduate activities, while increasing the
recognition of the SVPA;
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;
Supervise any graduate programs within the school. The designated graduate
coordinator shall administer the graduate program;
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;
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;
Prepare and submit to the Dean an annual report on the SVPA’s activities.
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
• 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.
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 (email@example.com) by January 15, 2016. Thank you for helping us produce the best proposal possible.
LLSS Council Chair, 2015-16
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)
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