Dean, College of Fine, Performing & Communication Arts, Wayne State University

Search for Dean Detroit, Michigan SEARCH SUMMARY Wayne State University seeks a visionary and skilled leader to be the next Dean of its College of Fine, Performing and Communication Arts (CFPCA) The next Dean will have the opportunity to lead a strong college of arts and communication that is eclectic and diverse in its research, creative activity, and program offerings The College has outstanding faculty and researchers across its disciplines and recruits talented students passionate about artistic creation and novel discovery The College community possesses an acute energy and enthusiasm for its mission of education, research, and public engagement They take seriously their roles as scholars, artists, and teachers, but also feel a great commitment to contributing to their vibrant home city of Detroit CFPCA programs have and will continue to play a critical role in the resurgence of Detroit, a role the College community relishes The College will require a Dean with the leadership skills to harness the resources of a rising urban research university, and the enthusiasm and undaunted pride of the larger community, to chart the path towards its ambitious and bold future CFPCA was established in 1986 and offers 17 undergraduate and 11 graduate programs, and three graduate certificates, through its four departments: Art and Art History; Communication; Music; and Theater and Dance Alumni of the College include a Pulitzer Prize-winning journalist and recipients of and nominees for the Grammy, Emmy, Tony, Golden Globe, Obie, Screen Actors Guild and Caldecott awards In the University’s most recent capital campaign, the College raised $36.8 million Of that, $7.8 million went to the construction of a new, state-of-the-art performance complex, the Hilberry Gateway The Dean serves as the College’s chief academic and administrative officer They are charged with ensuring the College’s academic programs, research, faculty development, and student outcomes are of the highest quality and continue to grow The Dean must bring administrative acumen and nimbleness in strategically allocating resources to advance the College’s mission The Dean also serves as CFPCA’s chief external representative to the broader community, with donors and alumni, and with other University leaders As the College looks towards the future, it seeks a Dean who will craft a compelling vision that leverages its diverse strengths; astutely manages the College organizationally and financially; assiduously supports faculty and staff; is actively engaged in building community relationships and advocating for the College within the University; continues and enhances its fundraising success; and effectively builds a diverse, equitable, and inclusive community Wayne State University has engaged the search firm Isaacson, Miller to assist with this important recruitment Instructions for applying, nominating, and inquiring about the position can be found towards the end of this document Dean of the College of Fine, Performing and Communication Arts Page of 11 WAYNE STATE UNIVERSITY Wayne State University, founded in 1868, is a nationally recognized public, urban research university in Detroit Committed to educational opportunity, research and community enrichment, Wayne State plays a critical role in Michigan's higher education landscape It holds the highest Carnegie Foundation for the Advancement of Teaching designations in both research and community engagement Just as the city of Detroit is undergoing a renaissance, the University itself is in a time of significant transformation, strengthening its ability to serve students from Detroit and around the world The University enrolls nearly 27,000 students, making it the third-largest among Michigan's 15 public universities and one of the 50 largest in the nation Wayne State boasts the most diverse student body among Michigan's public universities, with students from nearly every U.S state and 60 countries 54% percent of Wayne State students are white; 18% are African-American; and the balance are members of other race/ethnic groups In a recent survey, Wayne State University students ranked the campus’ diversity highest among an extensive list of campus strengths Wayne State University is Detroit's seventh-largest employer, with more than 7,600 regular employees and more than 2,000 student employees The University has 2,701 faculty members - of whom 1,729 are full-time - and nearly 5,000 staff members Approximately two-thirds of faculty and staff are represented by one of the 13 unions on campus Wayne State has more than 250,000 alumni spread throughout the country and the world, of whom about 75% live in Michigan The University's comprehensive academic programs are offered through 13 schools and colleges: the Mike Ilitch School of Business; the College of Education; the College of Engineering; the College of Fine, Performing and Communication Arts; the Graduate School; the School of Law; the College of Liberal Arts and Sciences; the School of Library and Information Science; the School of Medicine; the College of Nursing; the Eugene Applebaum College of Pharmacy and Health Sciences; the Irvin D Reid Honors College; and the School of Social Work Wayne State commits to its urban research mission by continuing to provide access and opportunity to higher education for students of all backgrounds This commitment helps nurture the next generation of professionals who will use their education to advance the causes of civil rights and social justice in all threads of society and help meet the needs of Detroit and its surrounding communities Current Context Wayne State's current five-year strategic plan, Distinctively Wayne State University, concludes at the end of 2021, and a new strategic planning process is beginning this year Building on the strong momentum the University has achieved through increased research support, steady enrollment, a new master plan and increased student success, the University is poised to chart an ambitious vision for the future Areas of emphasis and importance will include growing research, developing innovative "post-COVID" programs, ensuring student success, expanding community engagement, enhancing diversity, equity and inclusiveness, and building new external partnerships In tandem with the articulation of priorities for the University's strategic plan, Wayne State has launched the Bold Moves initiative, an internal call for the submission of ideas for transformational projects and programs that could inform the next strategic plan and attract interest from Dean of the College of Fine, Performing and Communication Arts Page of 11 philanthropists who want to be transformational with their giving, including programs that increase interdisciplinary and cross-boundary projects and collaborations among faculty Since 2017, Wayne State has been planning for transition to a Responsibility Centered Management (RCM) budget model Moving forward, the University seeks to continue its focus on academic excellence, foster cooperation and interdisciplinary collaboration, incentivize leaders to grow revenue and become more efficient in their spending, promote transparency, and provide campus leaders with a clearer level of governance and accountability Greater financial stability, transparency, and growth will be one of the pillars of the new strategic plan that will be adopted for 2022 Current Leadership Dr M Roy Wilson became the 12th president of Wayne State University on August 1, 2013 Since assuming leadership, President Wilson has pursued his vision to transform the University into a preeminent public urban research university known for academic and research excellence Prior to joining Wayne State, President Wilson served as deputy director for strategic scientific planning and program coordination at the National Institute on Minority Health and Health Disparities of the National Institutes of Health He has also served as vice president for health sciences and dean of the School of Medicine at Creighton University, president of the Texas Tech University Health Sciences Center, chancellor of the University of Colorado Denver, and chair of the board of directors of the University of Colorado Hospital/Anschutz Medical Campus President Wilson also chaired the board of directors of the Charles R Drew University of Medicine and Science and was acting president during part of that time Mark Kornbluh, Ph.D became Provost of Wayne State University in July of 2021 Dr Kornbluh was recently dean of the College of Arts and Sciences at the University of Kentucky and is a nationally respected educator, author and administrator whose extensive research spans U.S history, oral history and academics in the age of the internet Dr Kornbluh previously served as the executive director of H-Net: Humanities and Social Sciences Online, an independent, nonprofit association that offers an open academic space for scholars His research has been funded by the National Endowment for the Humanities, the U.S Department of Education, the National Historic Publications and Records Administration, the National Science Foundation, the Michigan Council for the Arts and Cultural Affairs, and the Ford and Mellon Foundations, among many others He holds a B.A in history and political science from the University of California, Berkeley, and an M.A and Ph.D in history from Johns Hopkins University Detroit Detroit is the largest city in Michigan with a population of approximately 670,000 inside the city limits and approximately 3.5 million in the Detroit metro area The city's population is primarily African American and is increasingly diverse, with new residents eager to participate in Detroit's transformation representing a spectrum of races and cultures: the southwest Detroit area has a vibrant and growing Latin American community; the nearby City of Dearborn has the largest Arab American community outside of the Middle East; and the region has seen a significant growth of its Southeast Asian population Dean of the College of Fine, Performing and Communication Arts Page of 11 Detroit's Midtown Cultural Center, home to Wayne State, boasts excellent museums, theatres, libraries, concert halls and professional sports venues Among the cultural institutions within walking distance of the main campus are the main branch of the Detroit Public Library, the Detroit Institute of Arts, the Charles H Wright Museum of African American History, the Michigan Science Center, the Fisher Theatre, the Museum of Contemporary Art Detroit, Detroit Children's Museum and the Detroit Historical Museum As Detroit has undergone a historical resurgence, Midtown has been at the heart of its growth Wayne State has assumed leadership roles in collaborations designed to ensure public safety, promote local transportation, boost economic development and beautify the city Since 1999, the University has committed nearly $700 million to projects on and adjacent to the campus, changing Midtown's landscape and ambiance This includes the new Integrative Biosciences Center (IBio), which will push the frontiers of multidisciplinary health sciences and attract faculty and economic development from across the nation COLLEGE OF FINE, PERFORMING AND COMMUNICATION ARTS Established in 1986, the College of Fine, Performing and Communication Arts educates the next generation of visual artists, musicians, communication professionals, designers, art historians, art managers, actors and dancers The College offers 17 undergraduate and 11 graduate programs and three graduate certificates through its four departments: • • • • James Pearson Duffy Department of Art and Art History Department of Communication Department of Music Maggie Allesee Department of Theater and Dance CFPCA’s faculty, staff and student body represent a wide range of perspectives and backgrounds and have built a collaborative and collegial culture that supports experimentation, innovation, and interdisciplinary collaborations In Fall 2020 the College enrolled 1,641 undergraduates and 214 graduate students across its many programs The College has 249 faculty members, 96 of whom are full-time Through the University-wide fundraising campaign Pivotal Moments (2009-2018), CFPCA raised $36.8 million Over the past five fiscal years, CFPCA raised $19.3 million to support student scholarships; faculty research, workshops, and equipment; public service and community engagement; and discretionary funds for strategic College needs The mission of CFPCA is to create, disseminate and apply new knowledge as well as preserve existing knowledge Knowledge is broadly constituted; artistic, creative, critical, experiential, and scientific understandings are equally important Creativity, innovation and discovery are the College’s core competencies The College fulfills its mission through three interconnected domains: 1) Research, Scholarship and Creative Activity; 2) Student Centered Teaching and Learning; and 3) Community Service and Engagement Community Engagement Supported by its diverse and creative faculty, staff, students, and alumni, the College’s Midtown setting, amid Detroit’s historic Sugar Hill Arts District, offers important opportunities for community outreach and engagement in the form of performances, exhibitions, events, and partnerships CFPCA connects the University's nearly 27,000 graduate and undergraduate students to the community and its numerous local museums, galleries, libraries, theatres, and other venues Dean of the College of Fine, Performing and Communication Arts Page of 11 where the College’s students exhibit work, present research, and perform CFPCA provides opportunities to intern with some of Metro Detroit's top companies in advertising, public relations, media production, and journalism as well as with leading museums, performance organizations, and other artistic organizations CFPCA excels in terms of community outreach and engagement but always aims to expand in this area Theatre, dance, and musical performances bring thousands of community members and patrons to campus each year The WSU Galleries, the Art Department Gallery (focusing on student and faculty work), and the Elaine L Jacob Gallery (exhibiting national and international artists) bring engaging exhibitions and installations to campus Partnerships with Detroit Public Television, the City of Detroit Department of Parks and Recreation, the Detroit Institute of Arts, the Detroit Urban Debate League, the Detroit Symphony Orchestra, the Detroit Film Theatre, and the Detroit Jazz Fest, among others, help the College have a vibrant presence in the community CFPCA’s investment in numerous community partnerships provides another example of its role as a cultural gateway for the larger campus community, connecting it with the broader art, performance, and communication fields locally, regionally, nationally, and internationally Each summer a bevy of workshops and intensives invite students from across the nation into the halls of Old Main, opening up the WSU campus to prospective students and creating exposure for the next generation of fine, performing, and communication professionals, while garnering additional support for CFPCA’s extensive facilities Research and Scholarship CFPCA’s esteemed faculty are actively engaged in their respective fields and receive national acclaim for their scholarship, creative research, and artistic achievement including the Phillips Award for Distinguished Applied Communication Scholarship, the Distinguished Book Award from the National Communication Association, the Donna Allen Award for Feminist Advocacy, the Franỗoise van den Bosch Award, and the National Association of Black Journalist Educator of the Year Faculty have received numerous fellowships for creative work, including from the Kresge Foundation, Knight Foundation, and the Pollock Krasner Foundation Faculty are also represented on leading organizations across the country such as the New York Metropolitan Opera Company and the National Association of Schools of Music and present their work in major art institutions, festivals, and venues Interdisciplinary research between CFPCA faculty and other schools and colleges takes place regularly, resulting in both external funding and scholarly publications Faculty in the Department of Communication, for example, partnered with faculty from the College of Liberal Arts and Science’s (CLAS) Department of Psychology to win an $851,462 grant from the National Science Foundation in Fall 2015 In 2018, CFPCA Dean Matthew Seeger collaborated with faculty from the College of Engineering to lead a multi-institutional team to examine drinking water and public health systems This project was awarded a $1.57 million grant from the National Science Foundation Communication faculty have also collaborated with faculty from CLAS and Engineering on two additional projects that received funding from the National Science Foundation, most recently the multi-college project ADVANCE Adaptation: Gender Equity Advances Retention in STEM, which received $992,495 in 2020 CFPCA faculty have also collaborated with faculty in other schools and colleges in educational initiatives Design faculty in Art and Art History collaborated with faculty from the Mike Ilitch School of Business to develop an interdisciplinary course that will introduce design thinking methods and Dean of the College of Fine, Performing and Communication Arts Page of 11 other design process approaches to students throughout the University, but with a specific focus on business and engineering students Faculty in Art and Art History have also recently begun working with the faculty in the School of Medicine to develop interdisciplinary opportunities for students, and CFPCA is partnering with the Law School on an interdisciplinary undergraduate program as well The Dean will be called upon to work across campus to increase opportunities for collaboration Facilities CFPCA occupies 12 buildings and shared spaces for instruction, research and creative work, exhibitions, rehearsals, performances, community events, and administration, some planned or recently renovated and some in need of upgrades Recently the College has completed or initiated exciting capital projects to better serve its educational and community engagement goals CFPCA’s recently renovated its on-campus Living Learning Community housing project, Thompson House Fostering a sense of community, belonging, and collaboration in an historic residential facility across the street from Old Main, the building was refurbished specifically to address the needs of the fine, performance, and communication arts students In addition to fireplaces, a reception lounge, and kitchenettes and dining spaces throughout, the home boasts community rooms with sprung floors, mobile projection equipment, and storage areas; a gallery space with directional lighting; a collaborative room with a floor-to-ceiling writing wall, mobile tables, and projection equipment; a multi-station video editing studio; and sound insulated practice booths Central to CFPCA’s goals during the past five years has been the remarkable accomplishment in developing, designing, fundraising, and breaking ground of the Gateway Performance Complex This $65 million renovation and addition to WSU’s historic Hilberry Theatre, when completed, will transform the complex and adjacent surface parking lots into the Hilberry Gateway Project and the Gretchen Valade Center for Jazz These two state-of-the-art performing arts venues will include four stages for theatre, dance, and music performance, an outdoor performance and reception space, dressing and green rooms, and cutting-edge audio, video, and lighting technologies To date, more than $7.8 million has been raised in gifts and pledges for the Hilberry Gateway and the Valade Center, with several anticipated commitments forthcoming WSU’s University-wide fundraising campaign, Pivotal Moments (2009-2018), was instrumental in supporting this development Diversity, Equity, and Inclusion CFPCA has established a Diversity Council comprised of faculty members across the College whose goals are to seek out practices to support understanding of diversity; create opportunities for students, faculty, and staff of diverse backgrounds and perspectives; engage a healthy environment for success; and advance commitments to diverse scholarship and creative practices While some departments have been more successful in achieving diversity goals, all have made progress CFPCA faculty is one of the most diverse in the University in regards to expertise and research and creative activities In terms of race and ethnicity, faculty diversity has increased slightly over the last five years In addition, the College has achieved significant improvement in recruitment and retention of a diverse student body including students of color THE ROLE OF THE DEAN Dean of the College of Fine, Performing and Communication Arts Page of 11 The Dean reports to the Provost and Senior Vice President for Academic Affairs and is the chief academic, administrative, and fiscal officer for a College with a budget of approximately $13 million In addition to the chairs of the College’s four departments, the Dean’s team includes the Associate Dean for Curriculum and Student Affairs, the Associate Dean for Faculty Affairs, a Business Affairs Manager, the Academic Programs Coordinator, three fundraising professionals, Information Officer, an Academic Services Officer, Success Coach & Academic Advisor, Art Collection Curator/Coordinator, and an Assistant to the Dean The Dean is also supported by a Board of Visitors that includes leaders from the fields of marketing, journalism, and business, as well as leaders in the region’s artistic community, among others The objective of the Board of Visitors is to facilitate a close working relationship between leaders in the city, state, and nation and the faculty and students of the College Members serve as ambassadors and advocates, provide fundraising support and act as liaisons to the community for the college The Dean’s specific duties include: • • • • • • • • • Provide leadership to the faculty, staff and students to achieve the missions of CFPCA and the University; Establish the organizational structure of the College to best achieve the goals of the strategic plan and maximize the potential of all CFPCA academic degree programs; Secure and maintain professional accreditation for the College as well as assist in maintaining regional accreditation for the institution; Promote productive collaborative research initiatives and take leadership in seeking external support (grants and development opportunities) for CFPCA programs and initiatives; Foster and develop interdisciplinary collaborations to strengthen ties with other schools/colleges within the University; Foster an environment that facilitates attracting, retaining, and developing outstanding faculty, administrators and staff; Lead fundraising efforts in collaboration with upper administration, faculty, staff, students, alumni, community, and strategic partners of CFPCA; Develop new strategies and incentives for innovation and sustainable financial support; and Allocate and manage the College’s fiscal resources LEADERSHIP OPPORTUNITIES AND CHALLENGES The success of the next Dean will be determined by how well they address the following leadership opportunities and challenges: Develop a compelling vision that draws on the diverse strengths of the College The College contains an eclectic array of departments and programs that foster a broad, diverse, and exciting atmosphere of scholarship and creativity The diversity of scholarship and creativity can also result in the inevitable diversity of needs and expectations for each program The next Dean will be tasked with working with CFPCA stakeholders to forge a common and compelling vision that will better unify the strengths that each department brings to advance its overall of mission of artistic, scholarly and educational excellence This is something stakeholders within CFPCA are eager to tackle and see to fruition To this, the Dean must bring an intellectual Dean of the College of Fine, Performing and Communication Arts Page of 11 curiosity to learn about and engage with the diverse programs within the College and find creative strategies to support them in a manner that will benefit the unit as whole Moreover, the Dean must develop College wide strategies and mechanisms that will further inter-departmental collaboration Faculty and students are eager to deepen collaborations with colleagues in other departments and they would be willing partners with the next Dean in crafting solutions Provide exceptional managerial and financial stewardship A major question for the next Dean will be what will be the right mix of centralization and decentralization in managing the College Given the diversity of programs within the College, a good deal of autonomy has been provided to the each of the departments to address their unique needs and engage in innovative and creative endeavors That, however, can pose challenges to deeper collaboration as well create inconsistent processes for handling administrative functions The Dean will consult with College stakeholders in striking the best centralization/decentralization balance to ensure that departments can be bold and creative but also that the College is delivering quality and exceptional results in a consistent and efficient manner A challenge for CFPCA in recent years has been a decline in student enrollment in some programs which has presented financial and budgetary issues the next Dean will have to address intelligently and vigorously As a first order matter, the Dean will provide leadership in developing creative strategies to attract the next generation of creators, artists, and scholars to come to CFPCA The next Dean will actively pursue efforts to develop revenue generating programs for the College that can add to its financial health and provide additional resources to deploy towards its core mission University leadership is supportive of academic units pursuing entrepreneurial program creation and the Dean will find willing partners and collaborators across the institution to make this a reality Above all, the Dean will be creative and strategic in determining where to allocate precious College resources for maximum effect Support the College’s faculty and academic and professional staff CFPCA’s faculty are well renowned figures in their respective fields and the next Dean must ensure that the College maintains the highest standards for scholarly, creative, and research excellence The College has strong good track record of moving tenure-track faculty through their tenure process in a timely manner This is a testament to the clear expectations laid out by the College’s leadership and the superb mentorship and developmental support junior faculty receive The next Dean of the College must ensure that this tradition continues Developing a bigger research portfolio is a major goal of the College’s faculty The next Dean will improve and grow administrative support for faculty research, in particular in the areas of grant submissions, and will ensure that the College has the right mechanisms and infrastructure in place to so Moreover, the Dean should look to assist faculty in finding interdisciplinary research opportunities; whether with colleagues within the College or with units across Wayne State University The College’s academic and professional staff are dedicated and play a critical role in facilitating the innovative research, creative endeavors, and the success of faculty and students From professional development opportunities to making sure that staff efforts and expertise are recognized, the Dean must create an environment that allows for academic and professional staff to flourish and provide their best in service to the College’s mission Dean of the College of Fine, Performing and Communication Arts Page of 11 Serve as a visible champion for the important role of the arts and communication to the broader community and University The Dean is expected to be a visible leader in the University and the broader arts and communication communities The Dean will be charged with creating sustainable community partnerships that leverage the critical role Wayne State plays in the Detroit area They will connect with internal and external audiences to persuasively tell the story of the College’s successes and ambitions, and to shine a light on the ways the College’s expertise, knowledge, and resources can contribute to the greater good of the community and beyond Within Wayne State, the Dean will be an advocate for the College who can engage effectively with senior administrators to make the case for the vital role of the arts in higher education Engage in successful fundraising efforts Over the years, CFPCA has been quite successful in raising money for its programs and facilities but more resources are always needed to thrive and achieve the College’s goals in a competitive environment The Dean will maintain and enhance existing donor relationships but also cultivate new potential donors and build a persuasive case for why they should support the exciting mission of the College Beyond traditional philanthropy, the Dean should also bring an understanding of new models of arts funding that could support the College as well as bring an awareness of grants available to fund the arts in higher education Champion diversity, equity, and inclusion The Dean must be a courageous leader in continuing the College’s effort to foster a welcoming culture aimed at enhancing diversity, equity, and inclusion across its student, faculty, and staff communities The College has a record on student and faculty diversity that is strong and the Dean should ensure that it continues to be a leader on this issue within the University The Dean must also continue to support the work of the College’s Diversity Council, making sure that it has the space and resources to achieve its goals and empowering the Council to imagine effective and creative approaches to addressing diversity, equity and inclusion DESIRED QUALIFICATIONS AND EXPERIENCE Candidates must have a record of teaching and scholarly or professional attainment that merits appointment as a professor with tenure In addition to teaching, administrative, scholarly and practical experience, a candidate should possess a record of accomplishment in several or all of the following areas: • Terminal degree preferred; a proven record of excellence in scholarship or creative activity in disciplinary or interdisciplinary approaches to art, design, media, dance, film, music, theater or communication studies and practices; • A deep appreciation for the arts and an ability to articulate the vision, mission, achievements, and ambitions of the College to a diverse audience; • Knowledge of curriculum, current standards, practices, and trends in the disciplines of the College; Dean of the College of Fine, Performing and Communication Arts Page 10 of 11 • A strong commitment to maintaining and developing quality graduate, professional, and undergraduate programs; • Vision and strategic, transformational leadership skills to advance the College toward its aspirations and goals; • Proven ability and experience in administration, preferably academic administration; • Ability to coordinate and work effectively with other administrative and academic units and institutional partners; • A capacity for effective leadership of the CFPCA’s internal constituencies, including administrators, faculty, students and staff; • Skills necessary to maintain and develop relationships with the CFPCA’s external constituencies, including alumni and University decision makers; • A demonstrable ability to lead CFPCA fundraising and development efforts and to enhance its reputation locally, regionally, nationally, and internationally; • A commitment to diversity consistent with WSU’s mission as an urban public research institution, a deep understanding of the educational value of a diverse community, and a demonstrated track record of advancing diversity and enhancing inclusiveness; • The ability to recruit, motivate, inspire, and retain talented faculty and staff, and a commitment to engage collaboratively with faculty and respond effectively to their concerns; • A commitment to fostering an atmosphere of mutual respect and a history of developing and maintaining consensus and cohesiveness; • Strong business acumen and experience in strategic planning, fiscal planning, budget and resource management; and • Excellent interpersonal and communication skills TO APPLY, INQUIRE OR NOMINATE Interested applicants are invited to submit their curriculum vitae/resume and statement of interest to: Jackie Mildner, Partner Kahn Lee, Managing Associate 1300 19th Street, NW, Suite 700 Washington, DC 20036 Dean of the College of Fine, Performing and Communication Arts Page 11 of 11 Review of applications will begin immediately and continue until the position is filled Electronic submissions are strongly preferred and can be made at www.imsearch.com/8067 Inquiries and nominations should also be made via the web address Wayne State University is an equal opportunity employer No person will be discriminated against or harassed in employment because of race, color, religion, gender, national origin, age, disability, familial status, marital status, arrest record, height, weight, sexual orientation, qualified Vietnam era veterans, qualified special disabled veterans, recently separated veterans and other protects veterans, or any other characteristic protected by applicable federal or state law  ...Dean of the College of Fine, Performing and Communication Arts Page of 11 WAYNE STATE UNIVERSITY Wayne State University, founded in 1868, is a nationally recognized public, urban research university. .. Education; the College of Engineering; the College of Fine, Performing and Communication Arts; the Graduate School; the School of Law; the College of Liberal Arts and Sciences; the School of Library... of the University of Colorado Denver, and chair of the board of directors of the University of Colorado Hospital/Anschutz Medical Campus President Wilson also chaired the board of directors of