2007

Annual

Report to the

Provost

The University of Arizona

College of Fine Arts Annual Report to the Provost

January - December 2007

Table of Contents Page

I. Introductory Statement……………………………………………… 1

II. Executive Summary of Accomplishments and Challenges……….. 1

a. Accomplishments………………………………………………… 1

b. Challenges………………………………………………………… 3

III. Contributions to the University’s Strategic Plan (2009-2013)……. 3

a. Strategic Direction 1……………………………………………… 3

b. Strategic Direction 2……………………………………………… 5

c. Strategic Direction 3……………………………………………… 8

d. Strategic Direction 4……………………………………………… 9

IV. Unique Challenge and Strategies for Addressing the Challenge…. 10

V. Appendices…………………………………………………………… 11

a. Salary Equity……………………………………………………… 11

b. Recruitment……………………………………………………….. 16

c. Centers and Institutes……………………………………………… 19

College of Fine Arts Annual Report to the Provost January-December 2007

Introductory Statement 2007 proved to be a year of wonderful accomplishments. The College of Fine Arts became a College composed of five professional schools by getting the Regents’ approval to make the Department of Media Arts a School of Media Arts. As a College of five professional schools we are striving to create an arena of academic excellence, provide avenues of success for our students, and create an environment where students can thrive and sustain a life in the arts. In 2004, the Harvard Business Journal called the MFA (Masters of Fine Arts) the “new MBA.” The corporate world recognizes the value of the creative mind and the work ethic developed through training in the arts at both the graduate and undergraduate levels. More and more often businesses look to people with an arts background to create environments that are conducive to enterprise of all kinds. Our professional degrees in particular prepare people for careers in the arts and in any profession that calls for hard work, creative problem solving, and well-developed social/team skills. The College continues its long-term trajectory to be a vital component of the Tuscon cultural currency. Its overall contributions to the quality of life are clearly significant and are valuable components of the university’s land grant mission. We are one of the major “windows” to the university for snowbirds and newcomers. The college has 5 community advisory boards and its faculty continues to offer significant service to learned societies and arts organizations. As our reputation grows admissions has become more selective and competitive. We triangulate our various arts with performance degrees, applied technical and teacher training programs to ready students for a life in the arts. In addition, we offer strong critical studies and history degrees. More interdisciplinary partnerships have been implemented and we are active players in the Honors College. I. Executive Summary of the Unit’s Accomplishments and Challenges in the past year. Accomplishments: The College as a whole strengthened the admission process and continues to implement a selective admission process through a better articulated website and admissions portal. This new process allows the College to keep track and have more control over the admissions and enables a better articulation with the Universities Admission Office. A number of other accomplishments have taken place within the College in the area of awards granted, key hires, curriculum, facilities, rankings, interdisciplinary initiatives, outreach, and opportunities to increase funding for support of students and events. Awards Granted - The College can boast of two awards granted to two of the five schools; the Peter Likins Inclusive Excellence Award given to the School of Media Arts for its excellent record of recruiting and graduating a diverse student population and the 2007 Georgy Award given by the Arizona Theatre Company (ATC) to the School of Theatre Arts in recognition of their significant impact on ATC and on the arts in Arizona. Key Hires - The School of Art recruited and hired Frank Gohlke, their first Laureate Professor, who is a part of the Photography Division. The School of Music hired a senior faculty member,

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Daniel Katzen, who brings to the horn program years of experience with the Boston Symphony and Boston Pops Orchestras. Transforming the Curriculum - In the area of curriculum the College restructured the old Fine Arts Studies degree to be more focused on interdisciplinary relationships within and outside of the arts. The Division of Art Education in the School of Art expanded its curriculum to include a community and museums track and changed its name to the division of Art and Visual Culture Education to better reflect changes in the field of Art Education and its updated curriculum offerings. The School of Art also clarified, through curricular changes, the distinction between the Studio Art BA and BFA degrees. The Studio Art BA now offers a broader, liberal arts education; the Studio BFA remains the professional studio art degree program. The School of Media Arts continues to lead the way with exceptional internship opportunities locally, nationally and internationally. Facilities - While opportunities to construct new spaces are limited, one School has been very creative in accessing needed space. The School of Art negotiated with Space Management for a new graduate studio building, the Visual Arts Graduate Research Laboratory. It will contain approximately 45-50 studio spaces, wireless classrooms, exhibition space, and wood and metal shops. Art is in the process of planning for a formal fundraising gala to name these studios. We have a donor with a bequest to name and expand the exhibition gallery space. Rankings - US World Report only ranks the visual arts. Photography, art education, Design and art history enjoy high rankings. Nonetheless, our other programs enjoy national reputation and our graduates continue to acquire top positions in the arts world. The School of Dance, for example, continues its stature as one of the premier dance programs in the country. Evidence of this is multi-faceted, but includes feedback from nationally and internationally known artists, the ability to do masterwork level repertoire that only a few programs in the country can tackle, the successful recruitment of students who are also looking at other premier programs such as Juilliard and NYU/Tisch, the ability to be extremely selective in their selection of students, and the number of national and international invitations and awards extended to all faculty members in the dance program. Outnumbered only slightly by Juilliard in terms of male dancers, the male population for UA dance grew by 30% in 2007, and is right-sized at 100 women and 35 men. As a result of the growth in 2007, UA Dance has the second largest population of male dancers in the country, larger overall than its two competitors in New York City (Juilliard and NYU/Tisch) Interdisciplinary Partnerships - The School of Theatre Arts Innovative Stage Design program initiated a partnership with the UA College of Engineering that has resulted in six of their recent graduates being hired to do automation for the prestigious Cirque du Soleil company in Las Vegas. The College also contributes to the College of Architecture, Classical Studies, The Honors Program, Women’s Studies, Latino and Chicano Studies, Early Modern Studies and Gay and Lesbian Studies. The Hanson Institute has created many Film Festival Partnerships and Industry connections. Outreach - The Fine Arts provide major outreach programs to the Southern Arizona Community. Many of our performers travel on tours nationally and abroad. The three performing arts schools offer over 350 concerts for the public, many of which are free. The School’s Arizona Repertory

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Theatre (ART) offers plays providing a strong educational value to the community and has expanded outreach efforts through additional pre- and post-show discussions and seminars, as well as an in-house journal publication and a blog site containing articles for audience enrichment. Its 6 play season is 90% fully subscribed. Student and Event Support - The College raised over $2,000,000 through major gifts, the Medici Circle and a variety of friends groups. The School of Theatre Arts and Dance bring in nearly $700,000 in box office revenue. In general all units bring in significant increases in support through friends groups and annual giving and donations. Theatre Arts also offered a highly successful season of shows resulting in increased ticket sales and higher attendance records. The School of Art acquired funding from the Graduate College in the amount of $24,000 for fellowships for MFA students in Photography and/or MA students in Art History/Museum Studies. The Graduate College has committed to another five years of support, extending the recruitment awards beginning in 2008/09 – 2012. The School of Music gained (over 10 years) a major $1.8 million gift from James Rogers to begin a new Rogers Orchestra and Opera Conducting Institute. Challenges in the Past Year: We have made a focused effort to manage enrollment. Despite these strategies and the above accomplishments, the College of Fine Arts as a whole suffers from ever-decreasing state support to execute its mission and its goals. Our faculty salaries are barely to the 25th percentile and not as competitive as they need to be when vacancies occur. Basic operational funding for administrative cost, capitol equipment and faculty travel are near non-existent. Our Schools, which are performance based, are run almost as a professional performing organization with box office, fundraising events, annual giving memberships, and major donations providing the bulk of the funds needed for daily operations. Many staff lines have been dropped from state funding, which puts a strain on the income funds that should be focused on operations. Efforts to recruit minority faculty are especially hampered by an inability to offer competitive salaries with peer institutions and by the relative paucity of minority applicants within the disciplines. II. Unit’s Contributions to the University’s Strategic Plan (2009-2013) Strategic Direction 1: Prepare Arizona’s Youth and Ensure Access and Opportunity The College of Fine Arts has consistently worked to prepare Arizona’s youth for a life in the arts and we have taken measures to provide access and opportunities for students through our undergraduate selective enrollment management process. It is hoped that this new selective admission process, which requires entering programs through a portfolio and/or audition, will enable the College to select those students who are academically qualified and have the skill sets needed to be successful in the arts or prepare them to have access to and career opportunities related to the arts. The first graduating class under this new admissions process will be in the academic year 2008/2009. Metric: Percent of Financial Need Met Providing access for students entails providing financial support. Each School has designated endowed, pass-through, stipend, and tuition waiver scholarships. Dance, for example, has five endowments of which four are designated totally for student scholarships and/or student travel,

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and a fifth, pledged in 2007, will also be used for student support. In 2007, Dance doubled the dollars designated to go into endowed scholarships for students. It should be noted, too, that Dance and the College of Fine Arts have always taken an approach that is similar to the one now being used by the University at large, and that is to offer partial scholarships more often than full ones. This provides access, but at the same time, leverages some tuition revenue for the University. In addition, the Dean’s Office has endowed and pass-through scholarships that are allocated to students across the schools. Of the $1,654,082.33 awarded to students for 07/08 60.03% went to students with financial need. This is an increase of 6.1% over last year. The College has made a concerted effort to increase its endowed scholarships for undergraduates since FY05. As of FY07 we have 128 endowed scholarships, an increase of 8.4% since FY05. Years Total number of Scholarship Dollars Percentage of Financial Need Met 2006-2007 $1,543,660.59 53.9% 2007-2008 $1,654,082.33 60% Metric: Enrollment Because of both an effort to downsize Media Arts’ enrollments and the selective enrollment process our undergraduate enrollment numbers have dropped by approximately 17% moving from 2059 in fall 2004 to 1691 in fall 2007.

Undergraduate Enrollment Fall 2004 Fall 2005 Fall 2006 Fall 2007 School of Art 741 751 643 626 School of Dance 106 121 125 118 School of Media Arts 506 427 328 309 School of Music 344 328 313 357 School of Theatre Arts 327 273 255 263 No major selected 35 20 58 18 CFA total 2059 1920 1722 1691 This reduction in numbers has allowed the schools to achieve the goal of “right sizing.” The need for “right sizing” is important as it relates to availability of faculty and facilities needed to assist students in making progress towards graduation. Media Arts, for example, was over subscribed in the late 90s and needed to drastically reduce its student population to a manageable size. Unlike some disciplines where a lecture hall is what is mainly needed to impart knowledge, in the arts specialty classrooms, labs, studios, and practice rooms have to be available to provide students the needed experiences and opportunities to complete their education. Our reduction in numbers ensures access and high quality professional preparation that will provide opportunities for our students to be successful. Some Schools have, however, managed to maintain and even increase their previous enrollment numbers. For example, in 1998 Dance capped the undergraduate major enrollment at 125 and, on average, enrolls 117 students. The School of Music, however, has grown. Music moved from 313 students in fall 2006 to 357 in fall 2007, an increase of 13%. All of our programs offer minors. Some increased the enrollments into their minor, numbers that are not generally factored into the Colleges enrollment numbers. Media Arts, for example, after

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a three-year suspension of new minors, re-opened the minor with a redesigned 24-unit curriculum, including a holistic admissions process that allows the School to serve Media Arts minors without undermining the high quality of the recently redesigned major. The internal undergraduate fall enrollment for the school of art (including part-time and double majors), was 686, down six students from spring 2007. Factoring in larger May graduation numbers, the fall “Change of Major” process resulted in an additional 110 students accepted into the school from all areas of the UA campus. Art is in the process of growing its BFA Studio Art “professional” program (233 current) and downsizing the BA Studio Art program (317 current). This effort is to graduate studio art majors who are better prepared to either continue their studies in graduate programs or have successful careers as studio artists. The College has consistently demonstrated a commitment to meeting student demand through contributions to general education. 48% of the total seats offered in the College are dedicated to the University’s general education program thus ensuring access to courses for more freshmen and sophomores. Art for example, offered 1169 through General Education and Honor’s College courses in the fall of 2007. In addition, the school makes Art Foundations courses that have open seats available to the UA community every semester (1276 seats total fall 2007). Metric: Number of Teachers Certified The College of Fine Arts has three certification programs, art, music, and theatre education. Our certification programs are strong and certified forty-two students in academic year FY07. While the national trend in education at the moment indicates that numbers of students entering the teaching profession has dropped, the number of students in the education programs in the CFA are on the rise. There has been a consistent growth over the past five in the art and music education programs and in the College in as a whole. The School of Music has the largest education program; 93 of the 350 undergraduate music students are music education majors.

Certification Program Enrollments Education Programs Fall 2003 Fall 2004 Fall 2005 Fall 2006 Fall 2007 Art 30 40 35 43 47 Music 48 46 65 88 93 Theatre Arts 9 18 29 27 24 CFA Totals 87 104 129 158 164

In addition, the selective enrollment process seems to have increased the number of students who choose education at the freshmen level. In fall 2005, 15 freshmen chose education as their primary focus; in fall 2006, 20; and in fall 2007, 24. Strategic Direction 2: Engage and Graduate Students Who Can Contribute to the State, Nation, and World As indicated above, corporations are beginning to recognize the value of the creative mind and the work ethic developed through training in the arts. That said students who graduate from the College of Fine Arts are well prepared to contribute to the cultural welfare of the society, the state, the nation, and the world. In each school our graduates at the undergraduate level comprise highly trained professionals and those who have broad knowledge as reflected in a liberal art education. Our professional degrees, the BFA in particular, prepare people for careers

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in the arts and for any profession that calls for hard work, creative problem solving, and well-developed social/team skills. Our BA students are able to articulate the importance of the arts in human development and interaction and are prepared to take on jobs that require critical thinking and creativity. In both cases the students leave with the ability to evaluate, integrate, and generate new knowledge. The CFA School of Dance can rightly state that almost every person graduating with a BFA or MFA uses that knowledge directly in the next job they acquire. Further, 35% of dance majors get jobs with regional or national professional companies within 2 years, another 35% end up teaching in studios or K-12, and the remainder take or create jobs that require the skills learned while here. Also, about 10% of dance students are double majors, and the jobs they move into require some combination of dance and whatever their second major is. At the graduate level, one-third of Dance MFA candidates are returning professionals, and so with professional careers already a part of their resumes, quickly get jobs in higher education as soon as their MFA degrees are conferred. Other MFA’s go the way of the undergraduates, and either perform or teach or direct. Professional contracts are earned with ballet companies, modern companies, jazz dance companies, Broadway shows, Broadway touring companies, and commercial work that include film, MTV, and major productions such as Celine Dion and Cirque du Soleil. Teaching contracts are offered to our graduates from universities, conservatories, public schools (including arts magnet programs) and studios. Graduates from the School of Theatre Arts get jobs that engage them in innovative technology in all areas of entertainment design, accomplished actors and singers, and successful teachers and teaching artists. Media Arts graduates go on to make a significant impact in the field, securing positions in studios, production houses, distribution companies, film festivals, networks, agencies, community media centers, and other media outlets. Metric: Undergraduate Degrees Conferred The College of Fine Arts has over the past five years consistently conferred on average 527 degrees each academic year (fall, spring and summer graduates). These accounts for approximately 10% of the university’s graduate class!

Degrees Conferred (graduate and undergraduate) FY07 Art Dance Media Arts Music Theatre Fine Arts CFA total 182 29 127.5 87 70 7 502.5 The ability to graduate a consistent number of students even though our overall numbers have dropped is an indication of our ability to retain and graduate our students. In FY07 we graduated 24.6% of our total undergraduate enrollment as compared to 21% in FY04. Evidence that the selective enrollment process, mentioned above, is working to improve the quality of our students is made clear through a 24.7% reduction in the number of probationary students over the past

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three years. Between fall 2006 and fall 2007 alone we see a 2.98% reduction in the total number of freshmen on probation. Metric: Six-year Undergraduate Graduation Rates The six-year undergraduate graduation rates provided in the report are measured against the number of first time freshmen and transfer students who enrolled in programs the College of Fine Arts in 2001. Of the 342 new freshmen 42.69% graduated within six years. Of the 87 two-year transfer students, 54.02% graduated within six year, most graduated within 3 years, and of the 48 four-year transfer student 64.58% graduated within six-years. First Time Freshmen Two Year Transfers Four Year Transfers 1 YEAR 0.00% 0.00% 2.08% 2 YEAR 0.00% 12.64% 14.58% 3 YEAR 4.39% 27.59% 35.42% 4 YEAR 26.32% 9.20% 8.33% 5 YEAR 9.94% 4.60% 2.08% 6 YEAR 2.05% 0.00% 2.08% TOTAL 42.69% 54.02% 64.58% Metric: Percent of Ranked Faculty who Self-identify in an Ethnic Minority Group The College of Fine Arts is deeply committed to seeking diversity. The College supports diversity in a variety of interpretations for both students and faculty. Interdisciplinary initiatives include Latin American, women's and Africana studies, and the examination of gay, lesbian and bisexual issues. The Dean’s office is a role model with an African -American and three Latino employees. The School of Art promotes courses specializing in multicultural, gender and social justice. The Division of Dance provides student immersion in non-Western dance styles. The Department of Media Arts continues its history of social and cultural diversity issues in its coursework as well as multicultural screenings. The 2005 President’s Concert Competition in the School of Music included students from Russia, Czechoslovakia, Korea and Mexico. The School of Theatre Arts promotes a diverse environment for its theatre training and performances through colorblind casting and exploration of diverse social issues. We are most proud of the international nature of our educators. This cultural understanding and sensitivity are expressed in classrooms, exhibition spaces and performance halls every day. 14% of ranked faculty self-identify as an Ethnic Minority in the School of Media Arts. Overall 8% of the faculty in the College of Fine Arts self-identify as ethnic minority (African American, Hispanic, Korean, Native American). In the School of Art two faculty lines were filled with candidates from Korea and Russia, one AP line was filled with a candidate from Sweden. Metric: Percent of Ranked Faculty Who are Women The College is particularly proud of its efforts in recruiting and retaining female faculty members. Of the 110 faculty members (tenured/tenure track) 44.5% are females. The number of females varies, however, from one program to another. In Media arts 71% of ranked faculty are women, in Theatre arts 36% of ranked faculty are women, in Dance 58% of the ranked faculty members are female, in Art 45% are female and in Music 25% of ranked faculty are women.

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Strategic Direction 3: Provide World-Class Research That Improves the Human Condition in Arizona and Beyond The arts provide a quality of life and a level of humanity that is critical to the citizens of Arizona and beyond. Research in this context takes on a variety of forms as demonstrated through the visible outcomes of faculty and students. Scholarly faculty publish books, book chapters, journal articles and present their research at national and international conferences. Production faculty produce and screen films at highly visible international, national and regional venues including film festivals, PBS broadcasts, university campuses and conference in addition they create and exhibit works at international, national and regional galleries and museums. Performance faculty perform, compose, and choreograph for international, national and regional orchestras, troops, and ensembles. The measure of contributions of research for this diverse group cannot be relegated simply to an average number of citations since citations in the arts has two different definitions; citations as reviews of someone’s work or citations as ideas from published sources cited within a written work. In addition, citations about writings on the arts are not included in traditional indices of citations in fields like those in the social sciences. While faculty’s scholarly publications certainly attract citations, there is no adequate means to quantify these peer comments. And counting such an average would leave out over 71% of the accomplishments of the arts faculty. A more appropriate measure for the arts would be the average peer reviewed publication, performance, creative projects, exhibitions, presentations, and works critically reviewed or cited (for scholarly faculty) per tenure/tenure-eligible faculty. Metric: Average Citations per Tenure/Tenure-Eligible Faculty In the College as a whole Tenured/Tenure-Eligible faculty on average produce 2 peer reviewed publications, do 6 performances/screenings, have 6 citations of their work, have 3 reviews of their work, produce 3 original creative projects, and do 3 presentations a year.

Average Tenured/Tenure-Eligible Faculty Productivity Publications Performance Citations Reviews Projects Presentations Exhibitions

2 6 6 3 3 3 6 With a faculty that is comprised primarily of professionals in the field, the number of invitations to present at conferences and workshops, teach, exhibit, or choreograph nationally or internationally is a better indicator than the number of “citations.” In Dance, among tenured/tenure-eligible faculty, the average number of national or international invitations in 2007 was 6 per faculty member. Theatre faculty are engaged in an average of 5 major creative projects per year, all of which receives multiple performances. Critical studies faculty produced an average 6.5 publications or presentations each during 2007. In 2007, the art faculty were involved in 138 exhibitions (nationally and internationally), received 47 citations in publications, and gave 50 scholarly presentations. Metric: Doctoral Degrees Conferred The College of Fine Arts has two doctoral programs, one in art history and the other in music. The largest doctoral program is that of Music where 14 degrees were conferred in 2007. The

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other is the Ph.D. in art history, a relatively young program that started in 2000, has conferred 2 degrees. Strategic Direction 4: Partner with and serve the people of Arizona The College of Fine Arts has always had a long history of contributing to the richness and vibrancy of the community by providing cultural and artistic events. We have numerous projects and programs in the public schools and offer classes for children in theatre, music and art. We participate in the Arts and Sciences Community Luncheon Lecture Series. And, our faculty hold offices and play active roles in many arts organization. We sponsored three travel trips for patrons and have five community advisory boards that plan for a variety of community outreach events. The School of Art is actively committed to outreach efforts in the community, offering free lectures and exhibitions, salons, free open sketch evening classes, and Wildcat Art (Saturday school grade 1-12), among others. The network of organizations and people with whom UA Dance collaborates is deep and wide. UA Dance has a history of giving back to the community, with some 20 different philanthropic organizations benefiting from dance’s work on their behalf. In 2007, these organizations included the Arizona School for the Deaf and Blind, the Southern Arizona Center Against Sexual Abuse, the public school program called Opening Minds through the Arts, Stories that Soar, and the Humane Society. In addition, Dance planned and/or executed a number of special events on campus, including the Mars Lab grand opening, the Poetry Center opening, the tribute to George Davis, the UA Foundation, and several collaborations with UApresents. Finally, UA dance collaborated with the Tucson Symphony and with Arizona Opera in performances for about 30,000 audience members. UA Dance, in its own season, performed for another 9,000 audience members in the Stevie Eller Dance Theatre. Finally, Eller Theatre was used as a venue for a number of nationally prominent events, including those dealing with Astrobiology (a joint venture with Astronomy, Biology, Religious Studies, and the Arts), and the national radio broadcast of “Talk of the Nation” in cooperation with KUAT. The School of Media Arts is an active participant in Tucson’s vibrant media arts community, partnering with the Arizona International Film Festival, the Tucson Jewish Film Festival, Lesbian Looks Film & Video Series, and the Native Eyes Annual Film Showcase. Through board service, programming, and consulting activities, Media Arts faculty contribute their expertise to Access Tucson, the Arizona Commission on the Arts, the Arizona Historical Society, the Arizona Media Arts Center, Cine Mexico, KUAT/AZ, KXCI, Pan Left Productions, Puro Mexicano, the Tucson Cinema Foundation/Loft Cinema, the Tucson Film Office, the Tucson-Pima Arts Council, UA Presents, and the Wingspan Film Festival. In spring 2007, Media Arts presented a free public screening of the award-winning border documentary Letters from the Other Side, followed by a panel discussion with director Heather Courney and local activists. The School of Music engaged in post-research activities based on the first-ever Music and Medicine Symposium co-presented with College of Medicine. It has also added a number of alliances and partnerships with Tucson Jazz Society “JazzWerks,” and the Greater Oro Valley Arts Council (GOVAC), while maintaining and developing existing alliances with TUSD,

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Opening Minds with the Arts (OMA), Tucson Symphony Orchestra, and Arizona Opera, among many others. Important liaisons continue with the School of Dance, UApresents, and TUSD K-12 schools. The School of Theatre Arts enjoys many production partnerships with Arizona organizations, corporations, and individuals. The School maintains a highly visible and award-winning internship program with the Arizona Theatre Company. Production sponsors for the School’s ART productions include Harris bank, the California Design Center, the Marriott University Park, the Royal Elizabeth Bed and Breakfast, KUAT-FM, and Green Fields Country Day School. And the School is supported by two active donor groups, the Theatre Arts Advisory Board and the Marroney Circle of Friends, and the School’s ART offers performances for over 29,000 patrons annually. Metric: Number of Endowed Chairs The College of Fine Arts has three endowed chairs, one just acquired this year. They are School of Music Nelson Riddle Endowed Chair in Orchestra, School of Music Amelia T. Rieman Endowed Chair in Opera and the School of Dance Stevie Eller Endowed Chair for the Director (realized January 2008). Metric: Annual Giving This year we have received 2,207 gifts totaling $1,440,083 with an average gift of $650.50 Metric: Endowment Assets At the moment we have 124 endowments that yield $10,286,858 in assets. III. Unit’s Unique Challenge and Strategies for Addressing the Challenge It is hard to identify one unique challenge for the College of Fine Arts when so many things impact the ability of the College to sustain excellent programs and their reputations. One of the largest challenges is dealing with dwindling state resources and its impacts on the ability of the College to sustain academic programs, which depend on operating budgets and the hiring and retention of excellent faculty. While some schools have dealt with part of this issue through revenue generated through “box office,” other schools, such as art, do not have this as an option. As a College we will continue to increase our fundraising activities and corporate and donor relations to maintain our programs, however, the problem of low faculty salaries is not a problem that is solvable by the College alone. It needs the assistance of the University. This issue has been brought to the attention of the Provost for the past three years and is now at a point where we are loosing faculty. Just recently a newly tenured faculty accepted a position at another institution that was offering him $22,000 more than we could offer. The discrepancy in salaries is a $600,000 (to reach the 50 percentile) to 1.2 million dollar problem (to reach the 75 percentile where research I institutions should be). The announced retirement of Al Tucci and the pending retirement of other key CFA leadership positions will add to the challenge of recruitment with the long-term history of budgetary erosion.

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APPENDICES IV. Appendices A. 2007 Salary equity analysis Faculty salaries in the College of Fine are far below the 70th percentile of the national average. In order for faculty to be at the 60th percentile we would need $399,983.00; to be at the 75th percentile, $987,371.00; and to be comparable to the Association of American Universities Data Exchange (AAUDE) data, we would need $963,730.00. As indicated above this is not a problem that is solvable at the local level. To complicate matters further, the above information was drawn from two year old Heads and AAUDE data. With inflation, the need become greater and falls in the range of $600,000 (to reach the 50 percentile) and 1.2 million dollar (to reach the 75 percentile).

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2007-08 Merit/Market/Equity Distribution Plan Updated plan Approved by the Provost September 1007 UA stipulations

Only benefits-eligible personnel who were hired by the University on or before January 2, 2007 are eligible for consideration for the merit pay and market adjustment.

Increases will be awarded based on merit/market/equity plans approved by senior level administrators.

A current satisfactory performance evaluation (dated 2006) is required for an employee to be considered for a merit increase.

College of Fine Arts plan: 1. Faculty members with a two year average annual performance evaluation of 3.0 or higher will be eligible for consideration (in the eligibility pool) for the merit pay and market adjustment. Faculty will be grouped by their academic units. 2. Merit pay and market adjustment will be given to a maximum of 50% of the academic unit’s eligibility pool, equity will be 25%, and market compression will be 15%. 3. Once eligibility has been determined, a point system will be used to distinguish individual members. The point system uses a five-point scale in each of the following four areas: (i) merit; (ii) years in service at the UA; (iii) variance from the AAUDE/HEADS average salary; and (iv) Head/Director exceptional performance and/or retention.

Merit will be valued on a five-point scale, as follows: 3:00 3.49 - .50 3.50 – 3.99 - .75 4.00-4.19 = 1 4.20-4.39 = 2 4.40-4.59 = 3 4.60-4.79 = 4 4.80-5.00 = 5

Equity:

% Variance will be valued on a five-point scale, as follows: to -2.99% = 0 -3.00% to -9.99% = 1 -10.00% to -14.99% = 2 -15.00% to -19.99% = 3 -20.00% to -29.99% = 4 -30% and greater = 5

Market Compression:

Years in rank will be valued on a five-point scale, as follows: 2 to 4 years = 1 5 to 10 years = 2 11 to 15 years = 3

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16 to 20 years = 4 21 or more years = 5

10% of the pool will be used by the Directors/Head for truly exceptional performance, retention and/or key personnel.

Thus, a faculty member with an average evaluation of 4.5 with 12 years of service, whose salary is 22% below the AAUDE and/or HEADS arts faculty data average, and a market-competitiveness rating of 4, would generate a pool score of 3.8 out of a possible total of 5 points. If that 3.8 score places the faculty member at the top 35% of her/his group, s/he would receive an adjustment from the 2006-07 fund.

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B. 2007 report on faculty and appointed professional recruitment In 2007 the College of Fine Arts conducted 12 faculty searches and filled 11 positions and conducted five appointed professional positions and filled five.

Searches Concluded School of Art 8 8 School of Dance 0 0 School of Media Arts 0 0 School of Music 5 4 School of Theatre Arts 3 3 Dean’s Office 1 1

Generally speaking we recruited for positions by placing advertisements in a number of different publications to attract the largest pool of applicants. For example, for the five art faculty positions, advertisements were placed in the College Art Association Careers publication, National Council of Art Administrators listserv, The Chronicle for Higher Education, three separate listservs for the National Art Education Association, including members of the Higher Education Division, Council for Policy Studies, and the Women’s Caucus, and direct mailing by their faculty to peer institutions and colleagues with strong programs. They identified seven minority candidates for phone interviews and/or CAA meetings. On-site interviews included three minority candidates for the Art Education position and one candidate for the 2D Painting and Drawing position. In all, the faculty searches yielded two additional minority hires, one Hispanic in the School of Music and one Asian in the School of Art. Both of these achievements helped us move towards advancing the University’s diversity goals.

POSITION DATE OPEN

SEARCH COMMITTEE Gender/Ethnicity CANDIDATES OUTCOME Salary NOTES

Asst. Prof. 10/16/06 Barbara Penn F/W Kristy Doetz

Paul Ivey M/W Gabriel Phipps

Alfred Quiroz M/H Angela Piehl

Kelly Leslie F/W Dimitri Kozyrev

Hired 8/13/07 $45,000

Asst Prof. 10/16/06 Cerese Vaden F/W Dianne Hoffman

James Cook M/W Wendy Kawabata

Jackson Boelts M/W Sandra Luckett

Sarah Moore F/W Cedar Nordby Declined Arthur Reif

Gary Setzer Hired 8/13/07 $46,500

Asst Prof 10/16/06 Elizabeth Garber

F/W Nadine Kalin

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Lynn Beudert F/W Rina Kundu

Julie Plax F/W Ryan Shin Hired 8/13/07 $48,500

Andrew Polk M/W Garnell Washington

Professor 1/10/07 Non-Competitive Frank Gohlke

Hired 8/1/07 $100,000

Distinguished Prof. 12/4/06

Non-Competitive

Joanna Frueh

Hired 1/1/07 $45,000

Assoc. Prof. 11/2/06 Ed Reid M/W

Daniel Grabois

Paula Fan F/O Daniel Katzen

Hired 4/27/07 $60,000

Will Dietz M/W Tom Ervin M/W Kelly Thomas M/W Visiting Asst. Prof. 2/5/07 Ed Reid M/W Mike Becker Jeff Haskell M/W Rob Boone

Kelly Thomas M/W Michael Powell

Tim McAllister M/W Moises Paiewonsky

Hired 5/7/07 $46,000

Paula Fan F/O

Asst. Prof. 10/23/06 Tannis Gibson F/W Christopher Atzinger

Paula Fan F/O Frank Levy

Rex Woods M/W John Milbauer

Hired 4/26/07 $49,000

Lisa Zdechlik F/W Dmtri Novgorodsky

Jay Rosenblatt M/W Asst. Prof. 9/22/06 Mark Rush M/W Michale Haber

Tom Cockrell M/W Dieter Wulfhorst

Patrick Neher M/W Benjamin Karp

Don Hamann M/W Mark Votapek

Hired 5/8/07 $46,073

Carrol McLaughlin F/W

Hong Mei Xiao F/O Asst/Assoc Prof 9/25/06 Shelly Cooper F/W Patrick Freer

Not Filled

Don Hamann M/W Keitha

Hamann

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Jerry Kirkbride M/W Mary Chohen Tom Kolosick M/W Lynn Basinger

Elizabeth Schauer F/W

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C. 2007 executive summary of highlights for research/outreach centers housed in the College of Fine Arts Treistman Center: Treistman Center for New Media accomplished the complete re-design and implementation of the College web site in 2007. The Center provided all of the web-based services for the College, including communications, web-enabled and web-based courses, email, news, calendars, enrollment, scholarships, etc. Consulting and network support also extends to “third tier” CFA websites. The CFA website serves all administrative offices and all five professional schools. Treistman Center for New Media helped implement College-defined enrollment management by designing, building, refining and maintaining CFA enrollment management software, including the On-Line Admissions application and the On-line Scholarship Portal. Additionally, Treistman Center for New Media also designed and built software specifically for faculty and administrative information and decision-making. These include the Data Dashboard for “always-current” graphic representations of College processes (enrollments, etc.) and OPAL/PETS, (a faculty professional activities database) providing data for College reporting and tenure/promotion. The OPAL/PETS project was done in collaboration with the College of Social and Behavioral Sciences. In 2007, Treistman Center for New Media became more central to the marketing/communications mission of the College. Beyond responsibility for the CFA website and network services, the Center participated in the regional TPAC/NACHO calendar initiative, College and University Communications professionals committees, design of the CFA on-line Newsletter, planning and design and of new way-finding signage and banners for the ARTS quad, development of the CFA Media Archive and planning for the conversion of the existing web-based news contribution system, “The Wire” to the more full-featured application, “eNews”. Hanson Film Institute The vision and mission of the Hanson Film Institute is aligned with the mission and strategic goals of The University of Arizona and its College of Fine Arts. In 2007, the Institute continued to play a role in extending the concept of a land-grant university linking scholarship and creativity to societal and community needs. The Institute served The University and its students by increasing student engagement, achievement, retention, and graduation rate. The Institute served The University and its faculty by facilitating cross-university collaborations and cultivating external partnerships with industry and alumni to advance academic program success and supplement instructional and research resources. During calendar year 2007, the Hanson Film Institute continued its programs, often in partnership with the School of Media Arts, and its support of programs developed by other University entities and community organizations. Institute programs were developed to meet specific goals, to provide learning opportunities to enhance the academic program, bring industry professionals and emerging filmmakers together, support career development, sponsor research,

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serve the local filmmaking and film going communities, place a special focus on Latin American and Native American filmmaking, and serve community youth. As an entity of the College of Fine Arts, the Hanson Film Institute contributed to the University’s Strategic Plan by helping to prepare Arizona youth, including those not enrolled in the University, and ensuring access and opportunity through its programs, specifically its Student Professional Development Program, its Youth Media Literacy/Media Making Program, and its Professional Development Partnership Program. For example, six youth from the Tucson community were provided scholarships to participate in The UA Youth Video Camp. Funding was provided to Cine Sol Youth center for video making training. Students and members of the community were recruited and provided scholarships or stipends to work for the NALIP (National Association of Latino Independent Producers) Producers Academy. Youth from the Tohono O’odham Nation were provided access to the Native Eyes Film Showcase, and a Native filmmaker was brought to the Nation to present to high school students. In 2007, the Institute met its goal to provide learning opportunities to enhance the academic program by providing financial sponsorship of the School of Media Arts visiting filmmakers and scholars program, in particular its Producing Colloquium and Producer-in-Residence Guest Speaker Series. In 2007, the Institute contributed funding to ensure that 33 professionals, including some UA alumni, could come to The University of Arizona campus. Guests covered topics including digital media, television programming, US-Latin Co-productions, television writing, film criticism, experimental filmmaking, and industry news coverage. These professionals also served as networking resources for internships and jobs. In some cases, the Institute identified and brought to campus scholars and filmmakers and provided them to faculty for in-class presentations. As a cross collaborative endeavor, the Institute provided financial and content support for the College of Fine Arts School of Music multidisciplinary presentation Crossing Barriers.

To meet its goal to support career development, the Institute maintained its Student Professional Development Support Program, which provides funds competitively to students for academically-related travel and to complete professional internships, its the Professional Development Partnership Program, which co-sponsors programs with film organizations, namely NALIP (National Association of Latino Independent Producers), that promote professional development, and its Art and Business of Film and Television Learning Opportunities Program, which provides workshops and seminars for students, faculty, and community members. During the summer of 2007, 17 students completed professional internships at media companies and organizations, including Twentieth Century Fox, NBC Universal, MTV Networks, and Jerry Bruckheimer Film and Television. Eight students received travel awards that allowed them to attend and participate in such events as the Society for Cinema Studies Annual Conference and the Telluride Film Festival Student Symposium.

The Institute worked to enhance the opportunities of the School of Media Arts Internship Program by identifying and establishing more internships and by providing financial support for students to complete highly desirable internships allowing them to accelerate their ability to be productive members of the media industry. In this way, the Institute contributed to The University’s Strategic Plan by engaging and graduating students who can contribute to the State, Nation, and World. Institute funded internships resulted in the UA graduates being hired at companies and organizations, including Twentieth Century Fox and NALIP.

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To meet its goal to sponsor research, the Institute provided three research awards to professors in the School of Media Arts. One funded the production of a documentary film and two provided funding for scholarly research in the television industry. The Institute also contributed to the University’s Strategic Plan to provide world-class research by providing financial support to UA faculty to present (screen and discuss publicly) their the creative work. The Institute supported New Works by Yuri Makino and Nicole Koschmann, which showcased recent films by these two UA School of Media Arts faculty members. The Institute contributed to the University’s Strategic Plan by partnering with and serving the people of Arizona. When possible, the Institute serves the local filmmaking and film going communities by providing professional assistance and/or partial sponsorship of media events, creating community programs specifically, and opening some of its programs to members of the community at large. In 2007, seven community-produced programs were sponsored by the Institute, and six events produced by the Institute were open to the public.

In 2007 the Institute met its goal to serve the local filmmaking and film going communities by providing financial sponsorship for the following community events: The Jewish Film Festival, the TucsonFilm.com Short Fest, and the Arizona International Film Festival, and the Institute provided financial support for the following cross collaborative University sponsored events, which were open to the community: Screening of Letters from the Other Side and Lesbian Looks. In addition, the Institute produced a film seminar titled Ten Essential Directors, and a Pitching Workshop, which were open to and attended by the public. The Institute produces events with world-renowned filmmakers when possible. In addition to producing Cine Mexico and Native Eyes Film Showcase in 2007, the Institute brought the highly acclaimed African American filmmaker Charles Burnett to Tucson for screenings and discussion. The event was open to students and the general public. To meet its goal to place a special focus on Latin American and Native American filmmaking, the Institute continued its production of Cine Mexico and Native Eyes Showcase. Cine Mexico is produced in collaboration with the Mexican Consulate, Tucson and Cinema Tropical, New York. Native Eyes is produced in collaboration with the Arizona State Museum and the National Museum of the American Indian, Smithsonian Institution. These programs, along with the Evening with Charles Burnett and the partnership with NALIP, are examples of the Institute’s growing relationships with notable national organizations and its evolving impact on the field of media on regional, national, and international levels.

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