SERVICE TO THE SYSTEM
UNIVERSITY OF COLORADO EXCELLENCE IN LEADERSHIP PROGRAM
Fall 2013 — 2014 academic year system wide program to train emerging faculty and staff for leadership positions. Each participant was nominated by their colleges or administrative unit. Full day seminars are held once a month on each campus to study the administrative structure of each campus as well as attend presentations on leadership best practices.
SERVICE TO THE CAMPUS
ASSISTANT VICE CHANCELLOR FOR RESEARCH/CREATIVE ACTIVITIES
Assists the Associate Vice Chancellor for Research and has major responsibilities on the Denver Campus for enhancing, understanding, and publicizing various scholarly/research activities in the creative arts, humanities, social sciences, and related areas. The Assistant VC works collaboratively with the academic Deans and the creative arts, humanities, social sciences, and related discipline faculty to develop and implement comprehensive strategies that increase extramural funding when appropriate. Finding ways to value, publicize, and assess creative work that is generally not heavily funded extramurally is another important aspect of this position. The Assistant VC works to identify, facilitate, and promote multi investigator, multidisciplinary, inter-college/school, and multi-institutional activities.
SERVICE TO THE COLLEGE
ASSOCIATE DEAN FOR ACADEMIC AFFAIRS/OPERATIONS
This position reports directly to the Dean of the College of Architecture and Planning (CAP), and oversees all central administrative aspects of CAP’s academic programs and student life. The associate dean manages Assistant Deans, Chairs, Directors, and appropriate college staff as well as working closely with the Dean and faculty on strategic projects important to the college’s overall mission of achieving prominence and distinction in the areas of design research and education regarding the built environment.
More specifically, important tasks and responsibilities included but not are limited to:
1) Direct oversight of the daily administrative processes of the college and serving as a key member of the central administrative team developing strategic plans and initatives for the college’s long term growth and success.
2) Involved in the identification and implementation of initiatives supporting and enhancing the College’s mission in teaching, research/creative work and service.
3) Works on fund-raising efforts with the CU Foundation and the CU Alumni Office as well as other recruitment and college level promotional/image initiatives.
4) Ensures compliance of all CAP programs and degrees with appropriate Regental, University, and campus policies.
5) Is the main liaison with campus Office of Admissions and Registrar, student services, and other campus academic administrative units.
6) Oversees enrollment targets, recruitment, application, admission, and graduation processes.
7) Manages CAP facilities, including all renovations.
8) Oversees tenured and tenure track faculty processes including Retention, Tenure and Promotion (RTP), Post Tenure Review (PTR), sabbatical leave requests, and non tenure track faculty promotions.
9) Supervises the adoption of new and emerging technologies for classroom and online instruction, college research activities, and the integration/expansion of online and international education components affecting college mission.
SERVICE TO THE COLLEGE
ACTING PHD DIRECTOR/COLLEGE OF ARCHITECTURE AND PLANNING
The PhD program director in the college of Architecture and Planning has responsibilities for budgetary management, support, and coordination of the various scholarly, admission processes, and curriculum activities of the PhD faculty and students. This position is the main liaison between the program and the Graduate School. The PhD program director works collaboratively with program faculty, students, and staff to develop comprehensive strategies relating to recruitment, scholarships, admissions, and other graduate program events where appropriate. Finding ways to value, publicize, and assess the research/creative work of the program’s PhD students is another important aspect of this position as is the identification, facilitation, and promotion of multidisciplinary, inter-college/school, multi-institutional activities that benefit PhD students, research faculty and the college’s image as a unit of a tier one research institution.
SERVICE TO THE DEPARTMENT
DIRECTOR/ARCHITECTURAL STUDIES BOULDER ENVD PROGRAM
The director of Architectural Studies was a key part of an interdisciplinary administrative team comprised of members from planning, landscape, and architecture divisions of the Boulder Environmental Design (ENVD) program. This team collaborated on the formulation of a new multidisciplinary environmental design curriculum that more seamlessly integrated the disciplines of architecture, planning and landscape. The AS director reported directly to the Dean of the College of Architecture and Planning (CAP), and had budgetary responsibilities for administrative aspects of the program including hiring, faculty travel and development, curriculum strategies and their implementation, and teaching assignments and administrative support for over 30 instructors and 500 students. The director worked with the Dean, Associate Dean (Boulder), other ENVD program directors, college staff, and faculty on strategic projects important to the college’s overall mission of achieving prominence and distinction in the areas of design research and education involving the built environment.
SERVICE TO THE PROFESSION AND GREATER COMMUNITY
Another type of community related activity connecting my service to the greater Denver community is exemplified in my relationship with community organizations such as El Centro Su Teatro, Charg Resource Center, and SEEDs high school (a charter school proposal focusing on Sustainability/Energy/Environment/Design) for the Denver Public Schools. My role on these projects reflects my belief that the responsibility of the architect must move beyond a specific focus on building materials and aesthetics to becoming the “designer” of the entire delivery system encompassing not only the building, but also its surrounding context.
El Centro Su Teatro needed a new facility to better carry out its mission and serve the Hispanic theater community in the Denver metro area. My role in the renovation of an old RTD maintenance depot into a theater space/community center built on sustainable best practices included vetting of architects, engineers, and contractors as well as defining budgets and construction schedules. I also guided the project through both the grant writing and permitting process as well as serving in the traditional role of the client representative and project manager. A similar role was undertaken for the renovation of a historic mansion in the Capital Hill district for an organization (Charg Resource Center) that provides medical aid, meals, and shelter during the day for homeless individuals with mental issues in the form of counseling, housing services, and other support networks. The renovation converted this historic structure into offices for staff, two units of housing, and a community meeting facility. The conventional “architect’s” role in this setting was enlarged to advise the executive director on budget and construction schedules, as well as the choice of contractor, grants, permits, sustainable strategies, and historic guidelines.
Finally, my role as founding board chair for SEEDS high school has largely manifested in the role of as an advisor to the team compiling a proposal to DPS involving educational structures that better align contemporary career college preparation needs to the foundational design skill sets necessary for students to excel in the design fields at the university level. The idea being that if high school students graduated with a solid foundational understanding of these disciplines they could be more focused in their university studies and more marketable for internships, thus providing a greater chance for success.
In summary, all of my service activities have striven to benefit the faculty and the student body of the department, college, and university, from the primary unit to the university as a whole. A total of 10 committees have been served on in the last five years. These have impacted many important components of the college ranging from RTP to the creation of a new curriculum and administrative structure of a new academic unit that will eventually contain the largest number of student & faculty as well as generate the most revenue for the college. Once a troubled unit, the department of architecture is now a major force for change in our college. As the projects for Su Teatro and Charg show, I have also made strides in testing my theories of practice toward benefiting not for profit community groups successfully. Four task forces have also been served on during this time, three of which were in the capacity as the chair. I have also worked closely with professional organizations such as the American Institute of Architects and leading Denver firms such as RNL on building research iniaiives to foster greater collaboration between the college/university and the greater Denver community. Finally, positions like the founding Board Chairman for an exploratory committee creating a proposal for a new DPS charter high school offering course in sustainability, engineering, energy, and design to be submitted for review by Denver Public Schools in March 2015 attest to my belief in the importance of service to the larger community outside the university.
With these examples in mind, I feel that my service record for the college, the university, and the community at large has been exceptional since tenure and I will strive to build on these strengths over the remainder of my career.