[Downloadable and accessible PDF]

Original document created May 15, 2003

Revised by the VPA Faculty Council, April 22, 2022

Revised and Approved by the VPA Faculty Council, April 17, 2026

I. Foreword

These Bylaws represent governing and guiding rules of the College of Visual and Performing Arts. They define the roles and responsibilities of its members and of the committees, including their composition. The College of Visual and Performing Arts is committed to the ideal of productive and equitable relationships among its faculty, students, administration, and staff. As a creative community, our common and special interests are best served through an integrated collegial and administrative structure that values shared governance and ongoing consultation, transparent and open communication and decision-making, and effective reporting among diverse its entities.

II. Mission Statement

The College of Visual and Performing Arts at Syracuse University is committed to the education of cultural leaders who will engage and inspire through performance, visual art, design, scholarship, and commentary. We provide the tools for self-discovery and risk-taking in an environment that thrives on critical thought and action.

III. Organization

The College of Visual and Performing Arts is composed of:

a. THE OFFICE OF THE DEAN with the Dean serving as administrative director of the College,

b. ACADEMIC UNITS consisting of:

c. ONE CHAIR/DIRECTOR from each academic unit of the College

d. FACULTY of the College

e. UNDERGRADUATE AND GRADUATE STUDENTS of the College

f. ADMINISTRATIVE AND TECHNICAL STAFF for the College

IV. Governance: Members’ Responsibilities and Privileges

A. Faculty

(See Syracuse University Faculty Manual)

The faculty of the College of Visual and Performing Arts is a self-governing body within the jurisdiction of the Chancellor, the Vice-Chancellor, Provost, the Chief Academic Officer, and the Dean of the College subject to the approval of the University Senate and the Trustees, and according to the precepts of the Syracuse University Faculty Manual.

B. Academic Units

Each Academic unit within the College, through its bylaws, defines its goals, responsibilities, privileges, methods, and procedures for internal governance.

C. Chairs/Directors

Each Academic unit is headed by a Chair or Director and each Chair/Director is a member of the Academic Leadership Council. The Chairs/Directors are responsible for the creative and academic leadership of their Academic units, in consultation with their faculty, fiscal oversight, and for communicating with the Dean about the educational and administrative matters in their respective Academic units. (See Appendix B: Administrative Job Descriptions for details.)

The Chairs/Directors of each academic unit are either recommended from within the ranks of the existing faculty or hired through an external search, based on their recognized ability to perform the duties listed in Appendix B. Chairs/Directors serve five-year terms. A shorter term may be negotiated with the Dean. Terms are renewable based on effective performance of duties.

As stated in the Syracuse University Bylaws, the appointment of heads of departments or divisions within schools and colleges is made by the respective dean and requires the approval of the Chief Academic Officer. The Dean is expected to reach a joint decision with faculty of each unit in selecting its Chair or Director.

When hired through an external search, a search committee shall be composed of a majority of full-time faculty from within the Academic unit and may also include representation from appropriate constituencies inside and outside the College (e.g., staff, administrative leadership, students, alumni, etc.). The Dean shall appoint the search committee, in consultation with the Academic unit’s faculty.

The Dean, in consultation with the faculty of the department/school and the Provost, reserves the right to remove a Chair/Director from office for failure to perform the specified duties effectively.

The Dean meets annually with each Chair/Director to conduct a performance review. In the fourth year of service, or upon request by a majority of the unit's faculty, the Dean shall conduct a comprehensive review of the Chair/Director using procedures approved by the Office of the Provost. All full-time and part-time faculty, along with appropriate staff and administrative leaders, are expected to participate in the review.

V. Faculty Council

a. CHARGE

The Faculty Council is the legislative body of the College of Visual & Performing Arts regarding the academic issues of the College, including curriculum, faculty governance, academic standards and policies, and promotion and tenure guidelines. It may elicit or respond to proposed goals, policies, and solutions from the Dean, its own members, or any other faculty member. It may enact policy concerning any of these issues, which are considered fully enforceable, provided the Dean has authorized the resources to enact those policies.

The Faculty Council represents the faculty of the College and is thus obligated to perform its duties in a manner that considers (a) the diverse academic interests of each Academic unit, and (b) the common interests of the College as a whole.

b. COMPOSITION

The Faculty Council consists of:

In order to preserve the ability of the faculty to speak freely as faculty, it is recognized that there may be occasions where discussion of a particular issue should proceed without the ex-officio members being present. By a majority vote of those present, Faculty Council may move to “executive session” to engage in such a discussion.

The members of each year’s new Council elect a Chair at their first meeting. It is preferred that the Chair of Faculty Council is tenured, or teaching faculty with more than three years in the College. An election for a new Chair may also be held at any time upon a majority vote of the Council.

c. ELIGIBILITY AND TERMS OF APPOINTMENT

All full-time members of the faculty of the College are eligible for election to the Faculty Council. Representatives are elected to a two-year term in office, with the elections staggered so that approximately half of the membership is elected each year. Individual members may serve a maximum of two consecutive terms in order to foster participation in faculty governance. Units are encouraged to seek a balance of experienced and newer faculty representatives. One representative should have at least three years experience in the College. Each Academic unit of the College holds its elections for new Council members by the end of each academic year. The newly elected Faculty Council convenes at the start of the fall semester for the express purpose of electing its chair, populating its committees, and setting priorities for the year.

Faculty Council representatives are responsible for: regularly attending Faculty Council meetings; participation in at least one Faculty Council committee; bringing forth concerns and ideas from their respective unit; and communicating with their Academic unit. Failure to meet these responsibilities may result in removal and replacement, in consultation with the affected Academic unit.

d. MEETINGS

Meetings of the Faculty Council are held monthly during the fall and spring semesters, or more if necessary. The specific dates for these meetings are determined and announced at the beginning of the academic year by the Chair in consultation with the Agenda Committee. The Chair, or in the Chair’s absence, the designated representative, presides over the meetings.

A quorum for Faculty Council meetings is defined as a simple majority (50% plus one). The Faculty Council may request through a quorum vote that the Dean hold an additional College-wide meeting if necessary. The Faculty Council may set the agenda for these meetings. A quorum of at least 25% of all full-time faculty members is required for any official business to be conducted at a College-wide meeting.

e. COMMITTEES

The Faculty Council has four standing committees. The Council and/or the Dean may establish ad hoc committees as needed. Each committee must include at least one Faculty Council member and is populated as needed. The faculty at large may also be members of committees. Committee Chairs and members are appointed by the Faculty Council at the first Council meeting of the year. Committee Chairs are responsible for organizing their respective committee meetings, coordinating its work, and reporting to Faculty Council.

The four standing committees are: Agenda Committee, Research and Creative Activities Committee, Academic Resources Committee, and the Bylaws and Policy Committee. Two College standing committees: Tenure and Promotion Committee and the Curriculum Committee must report to Faculty Council at least once per academic year.

VI. Standing College Committees

All college level committees both Standing and Ad Hoc, shall report to the Faculty Council at least once every academic year.

a. TENURE AND PROMOTION COMMITTEE

Members of this committee are elected by their respective Academic units. See Appendix A for the composition, procedures, and charges of this committee. This committee will present an annual report on its activities to the Faculty Council every Fall. The committee selects a Chair at its first meeting of the academic year for a one-year term.

b. CURRICULUM COMMITTEE

This committee is composed of one representative from each Academic unit of the College, with the Senior Associate Dean of Academic Affairs as the Chair. Each member serves a two-year term, staggered to maintain continuity. This committee is charged with reviewing and fully vetting curricular proposals from all Academic units of the College and making recommendations for or against their approval to the full Faculty Council. The committee selects a Chair at its first meeting of the academic year for a one-year term.

c. AD HOC COMMITTEES

The Dean and/or Faculty Council shall appoint such Ad Hoc College committees as necessary.

Joint meetings

At least once per academic year, and as needed, the Faculty Council, the Staff Council, and the Academic Leadership Council shall hold a joint meeting. The agenda for this meeting shall be made among the Faculty Council Chair, the Staff Council Chair, and the Dean.

VII. Staff Council

The Staff Council’s purpose is to provide VPA Staff employees with: a forum for raising, discussing, and making recommendations on current policy and procedures to enable them to better serve the College of Visual and Performing Arts and Syracuse University; a positive, collaborative work environment via assessment, prioritization and communication of staff needs; and advocate, in good faith, with appropriate College and University constituencies to address those needs. See Appendix C.

VIII. Academic Leadership Council

a. CHARGE

The Academic Leadership Council represents the academic leadership of the Academic units of the College. The Council is charged to bring forward issues of common concern, taking a College-wide academic focus. The Council works with the Dean and associate deans to administer the academic business of the College, including the implementation of academic policies and procedures, maintaining standards of academic excellence, and providing leadership in academic matters. The Council also advises the Dean regarding issues of resources, strategic planning, mission, and vision.

b. COMPOSITION

The Academic Leadership Council is composed of the Chairs/Directors of each Academic unit of the College, and other members of the College’s administrative leadership, as invited by the Dean. The Dean is the Chair of the Academic Leadership Council.

c. MEETINGS

The Council meets on a regular basis throughout the calendar year, at least 10 times per year.

IX. Office of the Dean

a. DEAN

The Dean of the College of Visual and Performing Arts is the administrative head of the College. Appointed by the Vice Chancellor, Provost, and Chief Academic Officer, their responsibilities are defined by the University Bylaws. These include managing the functions and activities of the College according to the policies and procedures established in its bylaws. For specific duties and responsibilities, see Appendix B: Administrative Job Descriptions.

The Dean is responsible for appointing and supervising administrative deans and directors to assist in managing the day-to-day administrative support for the College. For descriptions of the administrative deans and directors, see Appendix B.

The dean convenes at least one College-wide meeting each academic year and may set the agenda for these meetings. A quorum of at least 25% of all full-time faculty members is required for any official business to be conducted at a College-wide meeting.

b. DEAN REVIEW PROCEDURES

Whenever a decanal review is required, the Faculty Council shall have the opportunity to liaise with the Chief Academic Officer to offer feedback on the instruments (i.e., survey, meetings, roundtables) used to review the Dean’s performance.

Faculty Council may exercise its right to conduct its own review between the mid-term and official decanal reviews conducted by the Provost’s office and provide results to the Chief Academic Officer.

c. DEAN SEARCH PROCEDURES

The Faculty Council shall have the authority to submit to the Chief Academic Officer, on behalf of the College faculty, a vetted list of faculty members, recommending that the Chief Academic Officer choose one to serve on the Dean Search Committee.

X. Students

All full-time students in the College of Visual and Performing Arts have the privilege of representation in appropriate committees of their College and Academic units. The rights and privileges of students are described in the University’s Student Handbook.

a. UNDERGRADUATE STUDENTS

Any student enrolled for at least 12 credit hours a semester towards an undergraduate degree in the College is considered to be a full-time undergraduate student in the College. Final-semester students enrolled for the number of credit hours required for graduation are considered full-time students.

b. GRADUATE STUDENTS

Any student enrolled for at least 9 credit hours a semester towards a graduate degree in the College is considered a full-time graduate student in the College. According to the Syracuse University Academic Rules and Regulations (Academic Rules | Syracuse University Academic Catalog), there are additional criteria for determining full-time status.

XI. University Senate

The College elects, and the Dean certifies, members to the University Senate as specified by the Senate’s Bylaws. Each Academic unit elects two representatives, and one alternate, to the University Senate, with the exception that the Department of Creative Arts Therapy elects one representative and one alternate. One representative is elected as an at-large representative by all full-time faculty via a College-wide ballot.

XII. Amendment of Bylaws

These Bylaws and Bylaws Appendices may be amended by a simple majority vote of the Faculty Council. Changes must be proposed at one meeting and voted on at a subsequent meeting. Copies of the proposed changes must be sent for feedback to all full-time faculty in the College at least two weeks previous to the vote by the Faculty Council.

Any amendment to the Bylaws, as passed by the Faculty Council, may be appealed by a petition signed by one quarter of the full-time faculty of the College. The Dean must then call an all-College meeting. A simple majority of the full-time faculty present at the all-College meeting would be required to veto the Faculty Council’s action, provided attendance meets the 25% quorum rule.

XIII. Parliamentary Authority

The rules contained in the current edition of Robert’s Rules of Order Newly Revised govern the College in all applicable cases in which they are not inconsistent with these Bylaws or any special rules of order the College may adopt.

Appendices

Appendix A: Policies and Procedures for Promotion, Tenure, and Contractual Renewal

Appendix A exists as separate documents that are available upon request from the VPA Office of Academic Affairs. They are also located on VPA’s webpage,Office of Academic Affairs.

Appendix B: Administrative Job Descriptions

Dean of the College

The Dean is the administrative head of the College. Appointed by the Vice Chancellor, Provost, and Chief Academic Officer for Academic Affairs, their responsibilities are defined by the University Bylaws. These include managing the functions and activities of VPA according to the policies and procedures established in the VPA Bylaws.

Specifically, they:

• Act as overall coordinator of the College’s activities, ensure development of its short-and long-term plans.

• Represent VPA internally as coordinator between its faculty and university administration, and externally in public and alumni relations.

• Provide guidance to appropriate personnel and activities of the College as necessary to ensure the highest degree of coordination and effectiveness.

• Review policies, programs and procedures of the College, and recommend appropriate changes.

• Oversee the operation of the budgeting and funding process.

• Exercise final adjudicative authority on internal College administrative matters.

• Serve as chair of the Academic Leadership Council.

• Serve as ex-officio member of all VPA Committees.

• Ensure that regular elections take place for the following committees: University Senate; Tenure and Promotion Committee Promotion; Faculty Council.

Upon completion of five years’ of service, and each fifth year thereafter, the Vice Chancellor, Provost, and Chief Academic Officer shall review the Dean’s effectiveness in carrying out the functions of their office. The faculty are expected to participate in the review. An additional review may be requested by a 2/3 majority vote of all tenured faculty of the College.

Senior Associate Dean for Academic Affairs

This office is responsible for:

• Academic Policy: oversees implementation of academic policies and procedures as enacted by the Faculty Council of the College and the University Senate.

• Curriculum: serves a sex-officio Chair of the College Curriculum Committee.

• Faculty Affairs: serves as liaison to the Associate Provost for Faculty Affairs; oversees hiring of adjunct faculty; oversees research leaves.

• Faculty Development: coordinates the VPA faculty mentors program and orientation of new faculty.

• Interdisciplinary Study: coordinates efforts with the Dean, Academic Leadership Council, and Faculty Council to further cross-disciplinary collaboration within the College and across the University.

• Promotion and Tenure Processes: oversees implementation of the procedures regarding promotion, tenure, and contractual renewal; reviews appeals based on process; advises faculty regarding procedural issues.

• Program Assessment: coordinates development and reporting of program or department-level assessment of student learning; assists departments and schools in preparing accreditation reports and self-study reviews;

• Student Success: works closely with the Office of Student Success on all matters pertaining to advising, student issues, and student success (retention, time to graduation, etc.).

• Special Projects: as assigned by the Dean.

Associate Dean for Strategic Initiatives and Research

This office is responsible for:

• Research: oversees VPA Sponsored Research promoting and facilitating opportunities for individual faculty members and research teams to garner sponsored research grants and other forms of external funding; promotes faculty research on campus and beyond and serves as VPA’s representative on the University’s Associate Deans for Research Committee.

• Strategic Initiatives: oversees VPA’s academic strategic planning to strengthen academic experience through strong connections across the campus; serves as VPA’s representative on Academic Leaders for Strategic Initiatives (ALSI); leads study abroad and internationalization initiatives for undergraduate and graduate students.

Associate Dean for Graduate Studies

This office is responsible for:

• Graduate Studies: oversees graduate programs to promote academic excellence; works with College leadership, faculty and unit graduate program coordinators to develop and implement sustainable graduate programs both on campus and abroad; assesses current programs for financial viability and quality and benchmarks graduate funding nationally to determine best practices for scholarship awards and financial aid.

Director of the Office of Student Success

The Dean may appoint a Director of the Office of Student Success to supervise and advise undergraduate and graduate students in coordination with the Chairs/Directors and the Dean.

This office is responsible for:

• Student Services: maintaining undergraduate records; academic placement of transfer, special degrees, and international students in coordination with the appropriate Chair/Director; registration and its procedures; certification of students for graduation and degrees; supervision of student academic counseling; referring students to the appropriate person/office for concerns beyond the scope of academic matters; employing best practices for all aspects of student success including retention and on-time to graduation.

• Career Services: development of appropriate materials, workshops, internships, and other activities to enhance student career planning and job searches in the arts and related disciplines; liaison with university Career Services.

• Special Projects: as assigned by the Dean.

Assistant Dean for Advancement

The Dean may appoint an assistant dean for advancement. This office is responsible for:

• Development: soliciting external funds for the College in keeping with the priorities established by the Dean in consultation with the Academic Leadership Council; assists the Dean in managing the agenda and communication with the College’s Board of Advisors.

• Communications: supervises the College’s external publications and communications efforts, graduate and undergraduate program guides, etc.

• Alumni Relations: oversees relationship development with the College’s alumni, including maintenance of current contact information, planned alumni events, and facilitating contact between alumni and Academic units.

Senior Director of Budget and Administration

The Dean may appoint a director of budget and administration. This office is responsible for:

• Budget: oversee all aspects of the College’s budgeting, forecasting, procurement, restricted funds and payroll.

• Strategic Initiatives: lead College’s operations through strategic planning, organizational effectiveness, facilities, and business processes.

• Human Resources: partner with the University offices (HR, Payroll and Academic affairs) to facilitate HR-related processes.

• Technology: oversee the College’s information technology group; responsible for purchasing, maintaining, and planning for instructional and administrative technology.

Assistant Dean for the Office of Recruitment and Admissions

This office is responsible for:

• Recruiting and Admissions: recruitment of undergraduate students for the College; interview/information sessions for potential VPA undergraduate students; portfolio review for prospective first-year Art and Design students; coordinate auditions for Drama and Music students; coordinate reviews for transfer students; coordinate/organize recruiting events on campus; maintain statistics for recruitment; dispatch faculty, staff, and ensembles for recruiting purposes; correspond with prospective students at all stages of recruitment; assist with the development of recruiting materials promoting the College; maintain slide library for recruitment; liaison with Central Admissions; advertise for recruitment; develop new recruitment ideas/projects; develop recruitment budget.

• Enrollment Management: supervision of enrollment issues for main campus, the College of Professional Studies, and Summer Sessions; management of under-enrolled courses in consultation with appropriate chair; management of enrollment data for reporting and decision-making purposes.

Director for Information Technology

The Dean may appoint a director for information technology. This office is responsible for:

• Overseeing College IT resource management and server administration.

• Set overall direction for IT across the College.

• Act as lead platform engineer: define and implement faculty and staff computer management tools.

• Represent College interests with University IT offices.

• Collaborate with College leadership to understand and implement unit technology needs and interests.

Director of the Office of Communications

The Dean may appoint a director of the Office of Communications. This office is responsible for:

• Supporting communication needs of the Dean and leadership team (including production of print and electronic materials, event planning, invitations, speeches, presentations, media requests, reports and other content).

• Collaborating with College leadership regarding communication activities ensuring consistent messaging across VPA units.

• Serve as editor of College magazine and newsletters, write and/or edit news and feature stories.

• Act as liaison to Division of Communications and Marketing supporting compliance, institutional marketing, media relations, and branding efforts.

Duties and responsibilities of members of the Dean’s Academic Leadership Team may be modified as determined by the Dean of the College. The Dean will report any revisions in such duties to the Faculty Council so that bylaws may be revised.

Academic Chairs

Chairs/Directors are responsible for the creative and academic leadership of their units, in consultation with their faculty, and responsible for communicating to the Dean the educational and administrative matters in their respective departments. These responsibilities include:

• Departmental curricula: Organization and development of courses and curriculum, including development of the academic requirements for each degree program offered; scheduling and supervision of course loads and curricular offerings in the unit;

• Student welfare and advisement. The Chair ensures that adequate academic advising takes place, and that students have available to them appropriate avenues for addressing their concerns.

• Supervision of personnel: recruitment, supervision, and evaluation of departmental personnel, including coordination of recruiting, interviewing, and recommending the employment of faculty to the Dean; assign and recommend faculty loads where appropriate; make recommendations for Leaves of Absence, faculty awards, etc.; and conduct annual performance reviews for faculty and staff.

• Tenure and promotion: Recommend to the Dean and appropriate College governing bodies and committees on matters regarding promotion, tenure, and other faculty matters subject to College or University rules.

• Budget: Development and management of Academic unit budgets, including allocation of resources and operational budgets in support of teaching, creative and scholarly activity; oversee equipment and space assigned to the department; recommend faculty and staff salaries.

• Program Review: Review policies, programs, and procedures of the Academic unit and recommend appropriate actions.

• Effective Communication: Interact effectively with the faculty, Dean, Chairs and Directors, and other constituencies.

The term “academic chair” refers to the head of an academic unit who serves as the recognized leader of one of the units represented on the Academic Leadership Council. This person may be chair of a department or director of a school. Duties and responsibilities of this position may be modified only by a majority vote of Faculty Council after the proposed changes have been distributed in writing to all full-time faculty members.

Appendix C: Staff Council Bylaws

VII. Staff Council

1. Objective

2. Purpose/Responsibilities

3. Membership

4. Term of Office

5. Meetings

6. Ad Hoc Committees, Subcommittees, and Task Forces