Systemic Resilience: COTA Meta-Strategy, 2021-2025
Systemic Resilience: COTA Meta-Strategy, 2021-2025

Implementation

Pillar VI: Resource Allocation And Cultivation

The College of the Arts must demonstrate, through our management and procurement of the resources necessary to facilitate our mission, a clear and practical understanding of the fiscal context within which we operate. 

Implementation Highlights

YEAR 1  |  COMPLETED
  1. Research peer institution best practices for garnering additional resources to supplement State funding. Implementation of best practices in Advancement has to date resulted in a quadrupling of fundraising numbers since 2017.
  2. Research and apply best practices in academic budget models. New college zero-based budgeting model and a strategic hiring plan launched to support transparency and strategy in resource allocation. 
  3. Strategically position COTA programs. Refined of a hiring process has accomplished a historic increase in the faculty size by over 25% and made significant strides forward in terms of multiple measures of increased diversity.
  4. Identify and incentivize increased COTA entrepreneurial activity. 
YEAR 2  | COMPLETED
  1. Strategically position COTA programs. Receive over $2 million in external grants and fellowships in first half of fiscal year, including from The Andrew W. Mellon Foundation, Algorand Foundation, Les Paul Foundation, Tides Foundation, and Fulbright Program.
  2. Develop a college-wide fiscal communications strategy to educate and update the COTA community. SAAH Launched Equipment Budget data gathering project, space planning, Fab Lab data collection, and Graphic Design student survey.
  3. Identify and incentivize increased COTA entrepreneurial activity. Created COTA Strategic Opportunity Award Fund and distributed $75,000 for 16 projects that advance implementation of the COTA Meta-Strategy.  
YEAR 3 | IN PROGRESS
  1. Strategically position COTA programs with the highest probabilities of garnering additional resources to do so.
  2. Implement a college-wide fiscal communications strategy to educate and update the COTA community as to State, Sponsored Projects, Research, and Foundations funding structures, allocations, and developments. 
  3. Increase broad COTA participation in the cultivation and allocation of individual donor and corporate funding. 
  4. Increase capacities for academic fiscal analysis across COTA faculty and staff leadership. 
  5. Identify and incentivize increased COTA entrepreneurial activity.
Year 4
  1. Strategically position COTA programs with the highest probabilities of garnering additional resources to do so.
  2. Implement a college-wide fiscal communications strategy to educate and update the COTA community as to State, Sponsored Projects, Research, and Foundations funding structures, allocations, and developments. 
  3. Increase broad COTA participation in the cultivation and allocation of individual donor and corporate funding. 
  4. Increase capacities for academic fiscal analysis across COTA faculty and staff leadership. 
  5. Identify and incentivize increased COTA entrepreneurial activity.
Year 5
  1. Strategically position COTA programs with the highest probabilities of garnering additional resources to do so.
  2. Implement a college-wide fiscal communications strategy to educate and update the COTA community as to State, Sponsored Projects, Research, and Foundations funding structures, allocations, and developments. 
  3. Increase broad COTA participation in the cultivation and allocation of individual donor and corporate funding. 
  4. Increase capacities for academic fiscal analysis across COTA faculty and staff leadership. 
  5. Identify and incentivize increased COTA entrepreneurial activity.