President’s Blog
Campus Art
August 06, 2007
I realize that many of you are interested in planning and organizational processes for the Schneider Museum of Art.
In 2006–2007, as SOU went through our retrenchment process, almost every area of the University was affected. However, we did not cut the SMA budget during that process. I felt it was important not to damage the basic functions of the museum, and I wanted to ensure that a strong, forward-looking plan for the museum could be created.
In spring 2007, I appointed a small study group, chaired by Interim Dean of Arts and Letters Dan Morris, to review and make recommendations on the role of the museum, as well as appropriate staffing and organizational structure. I also toured the museum and spoke with museum staff, and I met with the Art Department to discuss the role of the museum with regard to their department and to the larger community.
Now that a final budget plan for SOU is in place, the campus is well–positioned to begin a strong planning and rebuilding process. The Schneider Museum of Art needs to be a very visible, central part of the University. The museum offers a beautiful space and has been contributing significantly to arts in Ashland. Now it is time for the museum to become both more closely integrated with the academic life of SOU and to assume a more prominent leadership role in the arts throughout our region.
To that end, I concur with the Schneider Museum of Art Study Group’s recommendation that we hire a permanent leader for the museum with a strong academic background in art. This individual will report to the provost and will be an educational leader qualified in an academic area such as art history, art education, or art management.
Dr. Dan Morris has agreed to chair this national search, which will work toward having an executive director of the museum in place by fall 2008. Mary Gardiner has agreed to direct the museum for one more year.
While we are not cutting the SMA budget, we are not augmenting it, either. A staffing plan for the museum must work within the museum budgets already in place.
As we progress with this search, we will be happy to gather your ideas and feedback on the advertisement/job description for the executive director. When this person in on board, he or she will work consultatively to build a short– and long–term plan for the museum, including how it will align with the University’s mission and with regional needs.
I look forward to your ideas and feedback as we move forward.
Mary Cullinan
