StAR November SUNY Oneonta Artist in Residence (Oneonta AIR) Proposal. ART DEPARTMENT Compiled on behalf of the faculty by Thomás Sakoulas

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1 StAR November 2012 SUNY Oneonta Artist in Residence (Oneonta AIR) Proposal ART DEPARTMENT Compiled on behalf of the faculty by Thomás Sakoulas

2 General Proposal Information Proposal Title: SUNY-Oneonta Artist in Residence (Oneonta AIR) Point Person and contact information: Thomás Sakoulas (or current chair of the Art Department for subsequent years) Department: Art Proposal Summary: The Art Department will create an Artist in Residence program to take place every Fall semester. The focus will be on the advancement and awareness of Visual Fine Art and Contemporary Critical Issues. The department will determine the specific criteria each year and will invite an artist through international competition. He/she will reside on campus to produce art/scholarly work for an entire semester. The main goal of the residency is to provide a supportive environment for the resident artist to produce artwork or scholarly output consistent with an area determined by the department for that residency, and to provide experiential engagement opportunities for Art students. Secondary goals of the residency will be to enhance the quality of Art in the community through the required final exhibition or conference, to increase the rigor of our program, to infuse contemporary ideas into our discourse, and to enhance faculty collaboration with outside artists.

3 Proposal Section I - Narrative Proposal significance and objectives. The proposed Oneonta AIR program will infuse new ideas into the local art discourse by leveraging our superb art facilities, faculty and staff, and unique program point of view that integrates traditional and digital Art. Our program already enjoys a strong reputation for teaching and learning. A rotation of new artists/art scholars every year will augment and enhance it with beyond-classroom experiential opportunities for the residents, the faculty, the students, and our community at large. It is our hope that it will develop into a hot-spot of creative and scholarly output of international caliber within the art world. The goal is to also enhance our program with programming that takes place outside the classroom. Having a new Resident Artist produce art, art historical, or theoretical work every year will infuse our curriculum with new ideas, collaborations, questions, and concepts the foundation of all high quality cultural output. While Oneonta is a wonderful place to study and do art, its relative distance from metropolitan art centers can be mitigated by attracting to the area established and emerging talent who will in turn benefit from the relative isolation to focus on their professional endeavors. Since the production of art/scholarly work is the main goal of the residency, the college will provide a space (studio, office, or other as appropriate) where the residents can work unimpeded from distractions, an honorarium, funds for transportation and materials, and all the logistical support necessary (see budget projection). For more benefits, please keep reading the subsequent points: A. Contribution to the strategic plan, other campus wide or divisional priorities. o Teaching Learning and Scholarship: This program will be a major contributor o Student Engagement: This program will be a major contributor to this goal o Global Connectedness: This program will be a major contributor to this goal o Diversity: This program will be a major contributor to diversity o Community Partnership: This program will not contribute to this goal o Sustainability: This program will not contribute to this goal B. Linkage to the 3-year rolling action plan. Academic quality & rigor: Yes Experiential learning opportunities for students: Yes External revenue generation: Not immediate, but money follows quality, so there is hope for a fundraising Dean or other college officials who can exploit it. At the very least, it would provide a wonderful bullet point for their presentation to potential donors. Faculty growth, success, and retention: Yes. Faculty growth is the result of exposure to new and diverse ideas, so this program would help. Quality of undergraduate experience: Yes. Will enhance the experiential off-classroom learning engagement of our students.

4 C. Impact on students, faculty, and/or staff. The founding of an Artist in Residence will establish our college as a cultural leader among similar SUNY programs. It will also provide benefits in recruiting quality Art students and faculty. With adequate funding, we hope to recruit residents with diverse international experiences. Consequently, faculty will benefit by the interaction and exposure to new ideas that will undoubtedly lead to internal collaboration, while the students will benefit both from the rigor of the competition for resident assistant positions as well as from the exposure to the work and ideas that the program will generate through experiential learning. D. Impact on operational efficiency and effectiveness. N/A E. Opportunity for collaboration. The need for collaboration will vary with each individual resident and will be evaluated accordingly. However, collaboration with other departments will not be the main objective of the residency. F. If applicable, please describe how your unit's assessment process contributed to the decision to make this request. Our SLO assessment is new and the data returned are sparse so far, so it s hard to draw conclusive opinions. But so far we do see that our students would benefit a great deal by having more critical thinking and theoretical development. This proposal will help our students in this area. G. How the activity will be assessed, using measurable, documented outcomes The produced artwork and scholarship will not be measured, but it will be documented thoroughly. The documented materials will be available to the College community and, if desired to Office of Institutional Assessment for their needs. H. Implementation strategy and timeline. Each year, during the fall semester the art department will meet to establish the focus and its rolling strategic initiatives for next year s residency. It will then place ads on art journals. Applications will be reviewed in the spring semester and a prioritized list of candidate residents will be created. Each residency will start in the fall semester of the subsequent academic year, and will occur during the entire semester. Funds will be released during the preceding summer for the resident s transportation and preparation costs. During the residency the artist will be allocated a studio in the art department and at least two student assistants (to be chosen through internal competition). Their task will be to meet their proposed goal of scholarly/creative output, and to exhibit/publish it first on our campus. For studio artist residencies, the final output will be (but not be limited to) exhibitions, performances, publications to take place in our facilities and galleries, or in other outlets as appropriate. The expected output will be communicated to the resident upon acceptance. The resident will be required to provide workshops and discussions with Art faculty and students throughout their stay, and to provide an artist talk or panel discussion to the community at the conclusion of the residency.

5 Timeline: Fall semester: o Department establishes focus, assigns faculty liaison, and publishes call for residents o Department puts out call for Resident assistant to be chosen among the existing students Spring semester: o February, March: Application reviews and ranking of residents. o March: Application reviews of student applications for resident assistants o April: Invitations to both prospective residents and student assistants Fall semester of next academic year: o o Residency main work (September through November) November and December: Exhibition with Artist s talk, or Conference with panel conversation I. Additional information if necessary. This proposal is supported by the entire faculty of the Art Department. There are currently no Art Residencies that focus on Visual, Fine Arts. The only program that comes close to our proposal is the Design residency at SUNY Purchase. The Residents will retain copyright and ownership of the work they produce. Human Resources would need to figure out insurance and other considerations of such residency.

6 Section II - Funding Request A. Recurring and or one-time costs. Item Cost Recurring/onetime Resident Honorarium $13, Recurring Administration Room Free Recurring Transportation costs $1,500 Recurring Studio Expenses Other than materials (Studio maintenance, advertising an promotion, documentation, print costs, archiving, etc. Consumables, tools, and other specialized tools/accommodations to support the residency. Stipend for student assistants Faculty Organizer/Liaison $5, Recurring $1,000 Recurring $2, Recurring Notes Includes all expenses: examples include: $2000 for food (~$20/day), $3000 stipend for materials, etc. The artist will reside in one of the college-owned properties Up to. Car or air travel (international fare included) or other, shipping of necessary tools, materials etc. To be added to department's OTPS Includes but not limited to: Printing/publication and exhibition costs. Calls for proposals in art journals, and all other promotions during the residency (exhibition/conference costs, mailings, posters, etc.) Includes ad placement, documentation and archiving. To be added to department's OTPS 2 students x $500 each Or equal to the current "extra service" compensation for full time faculty Print costs and assorted overhead $1, Recurring Includes ad placement, documentation and archiving. To be added to department's OTPS TOTAL: $24,000.00

7 This funding request is fitting for Please account for automatic inflationary adjustment each year.

8 B. Potential revenue generation as a result of this program/initiative. None C. Potential savings as a result of this program/initiative. None D. Unit/department contribution to the cost of the program/initiative. None (All costs are built into the program) E. Existing grant funding or other external funding that will contribute to the cost of the program/initiative. None Section III - Consultation Please complete Appendix A to confirm that proper consultation has occurred where applicable. For example, if your proposal includes the creation of a computer lab, consultation with the Chief Information Officer is required. The Chief Information Officer has reviewed this proposal and verified potential costs as it relates to technology: [ ] Yes [ ] No [X] Not Applicable Comments: The Associate Vice President for Facilities has reviewed this proposal and verified potential costs as it relates to facilities: [ ] Yes [X] No [X] Not Applicable Comments: The Budget Director has reviewed this proposal and verified potential costs [ ] Yes [ ] No [X] Not Applicable Comments: Other consultation: The Senior Executive Employee Services Officer has reviewed this proposal and verified potential costs as it relates to human resources: [X] Yes [ ] No [ ] Not Applicable Comments: The proposal was modified based on feedback.

9 Appendix B Routing Steps Step 1 Forward original proposal to Department Chair / Director and copies to Dean or equivalent level and Vice President or equivalent level. Step 2 Department Chair / Director ranks all proposals coming out of his or her Department and forwards to next level. Rank numerically: 2 of 2 (no ties or split rankings) Signature and date: 11/18/2012 Step 3 - Dean/Assoc. Dean/Assoc. V.P. (if applicable) ranks all proposals coming out of his or her area and forwards to next step. Rank numerically: of (no ties or split rankings) Signature and date: Step 4 - Vice President ranks all proposals coming out of his or her Division and forwards to Executive Team. Rank numerically: of (no ties or split rankings) Signature and date: Step 5 Executive Team reviews and ranks.