I. THE COLLEGE BAKALAR & PAINE GALLERIES, COLOR FIELDS EXHIBITION

Transcription

1 ILE2015 EADERSHIPPROFILE2015 DENTIALLEADERSHIPPROFILE2015 RTPRESIDENTIALLEADERSHIPPROFILE2015

2 I. THE COLLEGE BAKALAR & PAINE GALLERIES, COLOR FIELDS EXHIBITION Massachusetts College of Art and Design is the nation s first and only freestanding, publicly supported college of art and design, and the first art school to grant a degree. The college offers a comprehensive range of undergraduate and graduate degrees in art and design, taught by world-class faculty, along with continuing education and youth programs designed to encourage individual creativity. Whether at home in Boston or on the other side of the globe, the artists and designers of MassArt are dedicated to making a difference in their communities and around the world. Born of a pioneering spirit, MassArt was created by an act of the Massachusetts Legislature to ensure that the Commonwealth could meet the demand of the industries of Boston, Lowell and Lawrence for textile designers, and to provide training for teachers of art throughout the state. Today, MassArt offers eighteen undergraduate majors covering a wide spectrum of art and design disciplines, nine graduate degrees, four continuing education and certificate programs, and six youth programs. Because of its state support and active fundraising, the college is able to offer access to a strong professional education in the visual arts for all talented students, regardless of economic resources. The college remains committed to its founding mission by educating creative thinkers and preparing them for 21st century careers. Our students graduate to successful career paths that directly affect the creative economy in Massachusetts, which currently accounts for 45,000 jobs contributing almost $2.1 billion annually to the state s economy. 1

3 BOARD OF HIGHER EDUCATION As one of the nine Massachusetts State Universities, MassArt is overseen by a Board of Trustees, which is in turn overseen by the Board of Higher Education (BHE). Tasked with defining the mission of and coordinating the Commonwealth s system of public higher education and its institutions, the BHE also oversees 15 community colleges and has broad oversight responsibility for the University of Massachusetts System, which has its own independent system board. The Department of Higher Education (DHE), headed by a Commissioner, is the executive arm of the BHE. The Department of Higher Education is one of three education agencies in the Commonwealth and is part of the Executive Office of Education. CERAMICS STUDIO As a state university, MassArt collaborates with the Board of Higher Education, the Commonwealth s statutorily created agency responsible for defining the mission of and coordinating the system of public higher education and its institutions. MassArt is one of 29 public institutions in the Commonwealth of Massachusetts. MassArt s president works with the Massachusetts Commissioner of Higher Education to help shape state-level policies that maximize the benefits of higher education to the Commonwealth and its citizens. PARTNERSHIP PLAN WITH THE COMMONWEALTH MassArt is one of two special mission institutions recognized by the BHE within the public higher education system. The BHE is legislatively authorized to grant special mission status to an institution with the potential to expand its mission, profile, and orientation to a more regional or national focus, subject to the BHE s review and approval of a five-year renewable plan that defines an entrepreneurial approach to achieving higher levels of excellence (M.G.L. c.15a, 22(p)). Every five years, MassArt submits to the BHE for its approval a partnership plan that details this special mission status. In fiscal year 2004, the college implemented a transformational funding model with the Massachusetts legislature in response to a privatization proposal that was not adopted. The new plan, with greater operating flexibility (an annual state appropriation, tuition retention, and the authority to establish enrollment targets and tuition rates for in-state and non-resident students) convinced the legislature and the Board of Higher Education that MassArt could achieve its vision and steer a course for its financial, academic, and administrative future. Renewed for five years in December of 2009 and currently under review again, this partnership provides the college s next president with a firm foundation from which to continue to move the institution forward. 2

4 ACCREDITATION MassArt is accredited by the National Association of Schools of Art and Design (NASAD) and the New England Association of Schools and Colleges (NEASC); both are 10-year accreditations, and due for reaccreditation in The self-study process will begin in fall 2015, with a report submitted to both organizations by December 2016 and a joint campus visit scheduled for early Furthermore, the Master of Architecture program was granted initial accreditation by the National Architectural Accrediting Board, Inc. (NAAB is the sole agency authorized to accredit U.S. professional degree programs in architecture) for a three-year term effective January 1, This program is also scheduled for reaccreditation in the spring of The Art Education curriculum is scheduled for an accreditation review by the Massachusetts Department of Elementary and Secondary Education, with an on-site review during the Academic Year. PEERS MassArt is unique in being the only publicly supported college among its peer group of freestanding colleges of art and design in the United States. MassArt s peers include professional colleges of visual arts, among them Maryland Institute College of Art, Rhode Island School of Design, University of the Arts, Columbus College of Art and Design, School of the Art Institute of Chicago, California College of the Arts, Art Center College of Design, California Institute of the Arts, Ringling College of Art and Design, and the College for Creative Studies. THE GOLDEN DIVIDE, LEAH MEDIN 13 BFA FIBERS ACADEMIC CONSORTIA MassArt maintains consortium arrangements with other colleges and arts schools in Boston and beyond, which provide cross-registration, performing arts, athletic, and social opportunities for students. Students may also cross-register for courses through the Massachusetts Institute of Technology, local community colleges, and Massachusetts state universities. The Colleges of the Fenway (COF: Emmanuel College, MCPHS University, Simmons College, Wentworth Institute of Technology, and Wheelock College) are committed to providing students with the largest array of academic, artistic, and social experiences possible. The Professional Arts Consortium (ProArts: Berklee College of Music, Boston Architectural College, The Boston Conservatory, Emerson College, and the School of the Museum of Fine Arts) promotes the interconnectivity of the arts through expanded opportunities for its members and the community. 3

5 Through the Association of Independent Colleges of Art and Design (AICAD), students may participate in semester-long exchange programs with 43 similarly structured and accredited art schools across the U.S. and Canada that work to mutually develop their schools and programs through collaborative exchanges and shared resources. FACILITIES In 2008, the college completed a master plan with the Commonwealth's Division of Capital Asset Management and Maintenance (DCAMM). Since then, the college has completed nearly all of the series of new capital projects anticipated by that plan. These include the renovation of the Kennedy Campus Center, with a renovated bookstore, dining hall, and student development center; a renovated Photography Department; a relocated Office of Public Safety; a new 500-bed Residence Hall Tower, named by our students The Tree House, which has won acclaim and national awards for its design and environmental integrity; and a new Design and Media Center (currently under construction). Our final project under this Master Plan, the renovation of our professional galleries, is currently in the design process. The Tree House, our new residence hall, is part architectural achievement, part work of art. Gustav Klimt s Tree of Life inspired this environmentally friendly and LEED-certified building. In addition to sharing some facilities with neighboring institutions, the Tree House has doubled MassArt s housing capacity, guaranteeing all freshmen and sophomores an on-campus home. DESIGN AND MEDIA CENTER, OPENING JANUARY RENDERING COURTESY OF ENNEAD ARCHITECTS

6 II. THE PEOPLE UNTITLED, DAVID FRICKE, SCULPTURE 16 WELDING SHOP STUDENTS MassArt gains great pride from its ability to provide a home and strong learning environment to a diverse group of students. MassArt is committed to being an accessible educational, cultural, and economic resource for the diverse range of Massachusetts citizens. We believe that diversity in background, status, culture, and viewpoint is essential to a vital and creative community. We respect the roles and views of all members of our college community and operate our institution in a spirit of collegiality and transparent communication. Traditional measures of diversity show MassArt with 70% female, 30% male, 4% international, and 24% students of African-American, Latino, Asian, and Native American background. But the school s embrace of diversity goes much deeper than these numbers indicate. For example, nearly 100% of students, faculty and staff agreed that the campus climate was positive for people who identify as lesbian, gay, or bisexual and nine in ten classified MassArt as positive for people who identify as transgender. In addition, a substantial number of students are non-traditionally aged; returning to school after years spent earning the money to pay for their education. MassArt successfully attracts a talented student body; more than 90% of students would recommend MassArt to prospective students. Students reported that they find faculty and staff welcoming (94%), respectful toward students (92%), and helpful (89%). They are connected to the community around them. 5

7 Boston is a draw and an influence on students, and students enjoy being a part of the Boston community. Students surveyed felt welcomed by Boston, found opportunities to explore their art, and over 90% found opportunities for social, recreational and learning opportunities. A full 88% reported that being in Boston improves their experience at MassArt. MASSART AT A GLANCE ENROLLMENT, FALL 2014 Enrolled Students 2,098 Bachelors 1,704 Masters 118 Continuing Education 276 BFA STUDENT DEMOGRAPHICS Female 70% Male 30% International 4% ALANA 24% ACADEMIC EXPERIENCE BFA Student/Faculty ratio 10:1 NUMBER OF FACULTY FTE 184 Full-time 103 Part-time 13 Adjunct 153 TUITION AND FEES Massachusetts $ 11,225 New England $ 20,125 Out of State $ 29,925 BFA RESIDENCY STATUS Massachusetts 66% New England 19% Out of State 15% Transfers 27% STAFF MassArt has three separate unions on campus. The Massachusetts State College Association (MSCA) represents the faculty and adjuncts in the division of graduate/continuing studies. The professional staff union is the Association of Professional Administrators (APA). The staff, facilities, and public safety union is the American Federation of State, County, and Municipal Employees (AFSCME). Overall staff is deeply committed to the college; many have spent most of their careers here. Notably, a large number of MassArt alumni are currently working as faculty and in other positions at the college. The MassArt faculty members are internationally respected makers of art and practitioners of design. Community members exhibit their work in major galleries and art institutions, including the Art Institute of Chicago, the Museum of Modern Art, the Metropolitan Museum of Art, the National Gallery of Art, the Whitney Biennial, and the Institute of Contemporary Art in Boston. BOARD OF TRUSTEES The governing board of the college as defined by Massachusetts General Laws is composed of eleven members appointed by the Governor. The Board is comprised of eleven trustees, one of whom is a current student and one who must be an alumna or alumnus. This Board of Trustees grants degrees and establishes policies that are implemented by the president. The Board of Trustees appoints each president, subject to approval by the Board of Higher Education, and works closely with the president and the Commonwealth to conduct its activities. MASSART FOUNDATION The Massachusetts College of Art and Design Foundation is a charitable corporation that raises funds for programs at MassArt and oversees its endowment. Established a quarter century ago, the foundation is led 6

8 by a thirty member Board of Directors, which includes MassArt s president. Its committees work in concert with its senior leadership to identify and shape fundraising priorities. Last year, the foundation distributed more than $1.5 million in scholarships, awards, and grants. CORPORATE COLLABORATIONS A decade ago, the MassArt Corporate Advisory Council (CAC) was created to serve as the primary liaison between the college and the business community. MassArt s president holds a seat on this council. In addition, the college has many partnerships with corporations that support the educational process through such means as a robust internship program. OTHER EXTERNAL ORGANIZATIONS SCU LPT UR ES TUD IO The president represents the college in various external organizations, including the Massachusetts Council of State University Presidents (COP), the Association of Independent Colleges of Art and Design (AICAD), the National Association of Schools of Art and Design (NASAD), the New England Association of Schools and Colleges (NEASC), the ProArts Consortium (ProArts), and the Colleges of the Fenway (COF). The president may also represent the college on committees outside the college, including the state and federal legislatures, corporate relations, and within regional, local, and neighborhood associations.

9 III. THE LANDSCAPE LARGE SCALE SCULPTURE VISION FASHION SHOW 2015 CHANGING LANDSCAPE OF HIGHER EDUCATION Higher education in the United States is undergoing significant change. Colleges and universities face challenges that raise complex questions of organizational structure, educational markets, curricular content, and delivery methods. Changing demographics, globalization, financial stress, and disruptive technologies create an array of pressure points and strategic questions for leaders of colleges and universities. Particular pressures on MassArt include: Increased demands for accountability A competitive climate for art philanthropy The advent of online education Increased competition for both domestic and international students NEED FOR MULTIPLE FUNDING STREAMS Financial pressures are increasing, particularly for small and medium-sized institutions. State and federal funding sources have declined as a percentage of revenue, and MassArt often must rely on student charge increases to respond to increased costs. To keep college affordable, the financial aid budget has grown by 133% over the past five years; tuition discounting has become an important strategic tool in the competition for students. 8

10 However, these strategies are not sustainable over the long term and must be supplemented with multiple alternative funding streams. The MassArt Foundation is actively engaged in achieving private philanthropy fundraising goals that reflect the aspirations of the college community, through a mix of individual giving, events, and institutional grants. Between 2009 and 2014, the Foundation raised more than $14 million in much-needed financial support, and it will continue these efforts with the primary mission of funding student scholarships. STOP MOTION ANIMATION STUDIO The college is also continuing to develop mission-related entrepreneurial activities and programs to strengthen its competitive position and generate revenue, among them: Expansion of course offerings through Professional and Continuing Education by assessing the competitive landscape and market opportunities, and in evaluating financial costs and returns for its programs. Development of new graduate programs, guided by a clearly articulated mission and business model, supported by consistent marketing and enrollment management. The recently added Master of Design program serves as a model for such efforts. Strengthened academic partnerships with local business and industry in areas such as design and entrepreneurial initiative. Full summer rental of current residence halls to enable reduction of student rental charges in the academic year. ENROLLMENT STRATEGIES MassArt s history, unique mission, state support, and educational niche as a college of art and design offer exciting opportunities and a strong base from which to chart a course and create a sustainable and thriving future. However, significant changes in the external environment pose real challenges ahead. Success in a changing world will require clear thinking and organizational alignment, as well as agility in evaluating and enhancing the college s institutional identity and strategy, programmatic offerings, and key relationships. At the undergraduate level, the principal challenges to MassArt lie in demographic trends, financial resources, and competition for students as detailed below. 9

11 DEMOGRAPHIC TRENDS Between 2014 and 2020, the total number of students graduating from U.S. high schools is projected to remain level or decline, with the percentage of change varying by region. Nationally, the number of graduates is projected to increase by 2%, while in the Northeast region it is expected to decline by 2%. In Massachusetts the number of graduates is projected to experience a 4% total decrease. More notable than change in the total number of graduates is the expected demographic shift. While the number of white non-hispanic graduates is projected to fall by 3% and African American graduates to increase by 1%, significant growth is projected in the number of Hispanic (+24%) and Asian graduates (+20%). This pattern is expected throughout the nation, although the percentage of change will vary by region. Massachusetts is expected to experience a 7% decline in white high school graduates, a static number of African American graduates, and significant increases in Hispanic (+26%) and Asian (+22%) graduates. Increases in Hispanic high school graduates may not benefit higher education enrollments proportionally, as Hispanic students have the lowest college attendance rate of all ethnic groups. The racial and ethnic diversity of the undergraduate population at MassArt reflects the demographics of the state. Given the context of changes in local and national demographics, we expect continuing increases in diversity. Adapting to these trends will require changes in both recruitment strategies and program structures. A key example: while providing access to students attending Massachusetts community colleges and urban high schools is an important value for MassArt, many urban schools do not offer substantial curricula in the visual arts; urban students are frequently underprepared academically as well. A variety of recruitment strategies for urban students are in use at MassArt, including ongoing outreach through the Center for Art and Community Partnership, and collaborations with high schools and community organizations. These will need to grow to address the demographic trends detailed above. HANDSHOUSE STUDENT PROJECT STRATEGIC PLAN THEMES MassArt undertook a strategic planning process from May 2013 through September 2014, and the Board of Trustees at its September 2014 meeting unanimously approved the resulting plan. Led by members of the Boards as well as faculty, staff, and students, the planning began with an environmental scan completed by the Center for Applied Research. The outcome of the college s community-wide discussion and engagement resulted in a comprehensive plan that includes the following goals: 10

12 Realize an educational experience that anticipates the evolution of 21st century practice to prepare students for successful lives and professional careers. Build a healthy, diverse, inclusive, and equitable culture and learning community. Implement comprehensive, strategic enrollment management plans for all educational programs. Embrace an efficacious, flexible, and sustainable model of resource stewardship. Increase opportunities for student, faculty, and staff professional development. Become nationally recognized as a leader in art and design education. The detailed plan will be carried out over a five-year period. STUDIO FOR INTERRELATED MEDIA

13 IV. THE POSITION GLASS STUDIO MERGE, JESSICA IM 15 BFA GRAPHIC DESIGN The Massachusetts College of Art and Design (MassArt) announces a search for president of the college. Founded in 1873, MassArt has a 142-year legacy of leadership as the nation s first and only freestanding public college of art and design, as well as the first art college in the United States to grant a degree. Pursuing its historic mission, MassArt provides broad access to a high quality professional arts education accompanied by a strong general education in the liberal arts. The college prepares students to participate in the creative economy as fine artists, designers and art educators to engage in and contribute to the wellbeing of society. The student population includes approximately 1,700 undergraduates, 120 graduate and post baccalaureate students, and about 275 students in certificate programs and classes in professional and continuing education. The college offers Bachelor of Fine Arts degrees in a broad spectrum of fine and applied art disciplines as well as Master of Fine Arts, Master of Architecture, Master of Arts in Teaching, and Master of Design degrees. The college is launching a Master of Design in Design Innovation degree in Fall The college offers an array of public programs, including exhibitions, lectures and events, professional development programs for educators, and youth art classes that have been consistently recognized as excellent and innovative. 12

14 MassArt has an operating budget exceeding $70 million, including state appropriations. The Massachusetts College of Art and Design Foundation raises approximately $2.3 million annually in fundraising activities and contributions. The next president joins MassArt at an opportune time in its history and will work with dedicated and engaged trustees, faculty, staff, and students to articulate directions for the future. The president has the opportunity to shape the college s strategic plan, support its creative enrollment strategies, promote its leadership in the creative economy, as well as enhance and celebrate the successes of its graduates. We seek candidates with demonstrated leadership and management experience in higher education or comparable experience in the not-for-profit, business or the public sector, and who have the ability to support and promote MassArt s mission to provide a quality education to aspiring artists, designers, and art educators from all socio-economic and cultural backgrounds. This individual is expected to represent the college with the state legislature, the Board of Higher Education, and other external constituencies. It is also desired that this leader have the capacity to foster partnerships with other institutions as well as a variety of corporate partners, have the aptitude to empower the community, build consensus, to listen and also communicate effectively, to raise funds, to advance enrollment goals, and to serve as the principal spokesperson for the college. The new president shall reflect the education and experience that represents the highest levels of qualifications for such position. A well-documented history of organizational leadership and proven success in meeting specific performance goals and objectives is required. The minimum qualifications for a president shall therefore be as follows: EDUCATION An earned doctorate/terminal degree (including but not limited to a Ph.D., J.D., or Ed.D.), coupled with substantial experience relevant to the segmental mission and needs of the institution. In exceptional circumstances, an earned master s degree, coupled with substantial experience relevant to the segmental mission and needs of the institution, may satisfy minimum educational requirements. FILM-VIDEO STUDIO EXPERIENCE Substantial experience in a senior management position in higher education, or substantial experience in a senior management position in a field outside higher education, where such experience is deemed relevant to, and provides a basis for judging, the candidate s capability to serve as a college president. 13

15 Consideration of nominees and candidates begins immediately and continues until the position is filled. The Leadership Profile may be obtained at FOR MORE INFORMATION ABOUT MASSART, PLEASE VISIT HOW TO APPLY Greenwood/Asher & Associates, Inc. is assisting MassArt in the search. Initial screening of applications will begin immediately and will continue until an appointment is made. An application will include a cover letter addressing the challenges and qualifications listed above, a current CV, and the names of five references with titles, mailing addresses, business/home telephone numbers and addresses. Individuals who wish to nominate a candidate should submit a letter of nomination, including the name, position, address, telephone number and address of the nominee. APPLICATIONS AND LETTERS OF NOMINATION SHOULD BE SUBMITTED TO: Jan Greenwood, Betty Turner Asher, Partners Greenwood/Asher & Associates, Inc. 42 Business Center Drive, Suite 206 Miramar Beach, Florida PHONE FAX jangreenwood@greenwoodsearch.com bettyasher@greenwoodsearch.com paulhorn@greenwoodsearch.com EQUAL OPPORTUNITY/AFFIRMATIVE ACTION POLICY Massachusetts College of Art and Design is an Equal Opportunity/Affirmative Action employer. Members of underrepresented groups and those committed to working in a diverse cultural environment are encouraged to apply. Massachusetts College of Art and Design understands that persons with specific disabilities may need assistance with the job application and/or interview process. For confidential assistance, please contact the director of civil rights compliance and diversity at (617) or the human resources office at (617) PHOTOGRAPHY: MICHAEL BLANCHARD, MARC ANDREW DELEY/CRAMMED MEDIA, JORG MEYER, NATASHA MOUSTACHE, HELENE ZUCKERBROD TREE HOUSE RESIDENCE HALL ENTRANCE