The New School is currently undertaking a comprehensive initiative to enhance the university’s academic offerings in order to improve students’ educational experience, support the critical work of faculty, and amplify the interdisciplinary learning for
which we are known. This work builds on the university’s mission and vision and draws on our extensive experience in curricular innovation and on the full range of The New School’s academic, scholarly, and creative practices.
The goals of this work are to:
- Improve our students’ educational experience;
- Support the critical work of our faculty;
- Amplify the interdisciplinary learning for which we are known;
- Enhance ease of movement across our programs and colleges; and
- Allow us to build a more accessible, integrated, and compelling learning environment that supports student enrollment, retention, and degree completion.
This process is geared towards The New School’s future as a university that embraces lifelong learning and flexible pathways through cross-disciplinary movement and transdisciplinary collaboration. It also provides an occasion to recognize the significant
work and history of the Schools of Public Engagement as essential to the entire university, and to infuse its spirit and legacy throughout the other colleges.
Next Steps and Timeline
A clear framework and timeline for this work will unfold in three distinct phases over the next three years, with an eye towards ensuring a vibrant and sustainable future for The New School.
Planning Phase Continues: Fall 2024 - Spring 2025
The Executive Deans will continue to convene cross-program discussions with faculty and staff to work through the questions, implications, and various next steps needed to enact the planned
transitions. The work ahead will reflect our commitment to supporting the well-being of all and ensuring equity for faculty and staff through this process.
- Planning for Faculty Transitions
The Executive Deans have committed to honoring the reappointment and promotion standards under which each transitioning faculty member was hired, including definitions of research, scholarship,
and creative practice. Committees will review and provide feedback on proposed processes for equitable structures for SPE full-time faculty, and working groups will review leave, compensation, and workload equity. - Planning for Staff Transitions
Over the course of the fall semester, the Provost initiated a series of individual conversations with
administrative staff to inform them of the next steps of our staff transition planning. The university will continue to work with the Executive Deans and Human Resources to design and evolve positions for staff in our new structures using the
principles we have outlined. We will continue to partner with HR to offer professional development and other internal job opportunities within the university for our existing staff. - Program Alignment
By Fall 2025, the majority of our academic programs will have transitioned to their new college homes.
Transition Phase: Summer 2025 - Spring 2026
Throughout the 2025-2026 academic year, we will transition administrative systems and staff to operationalize the new academic structure, as well as continuing conversations around further curricular
evolution that is prompted by these changes. This work will be carefully coordinated across many university departments, evolving our colleges through new synergies and alignments that will best serve our students, faculty, and staff. It is during
this period that affected staff will begin to work in their new position configurations, which, for most, will be effective by July 1, 2025.
July 2026 and Beyond
The transition of programs, systems, faculty, and staff will be complete for this first phase of work. Our students, faculty, staff, prospective students, and alumni will experience
the university through this new structure and pathways for teaching, learning, and creative practice. Ongoing assessment and examination of the effects of these changes—both positive and negative—will occur as we gauge the appropriate metrics for
success and recalibrate as needed.
Progress to Date
Below is a summary of milestones in the process so far. Please watch this space for updates as we make progress over the coming months.
April 8 through April 16, 2024
Executive deans convene college-led conversations with programs to solicit proposals, ideas, and concerns.
April 22 through April 25, 2024
Proposal shared with faculty and staff for comment, receiving input from over 240 people This community feedback coalesced around general themes concerning legibility and collaboration – the desire for stronger
connections between undergraduate and graduate programs across colleges, for easier faculty and student movement across the university, and for the creation of more visible and robust collaborations among faculty and staff working in areas spread
out across The New School.
May 1, 2024
Finalized proposal shared with Interim President Shalala.
May 2, 2024
Discussion of the proposal by The New School’s Board of Trustees.
May - August 2024
The university entered the next phase of planning and implementation to consider the implications for all of the colleges and areas including operational transactions and planning; staffing and resourcing needs for the new
support structure; additional opportunities for strengthening our approaches to the undergraduate and graduate experience, expanding transfer initiatives, and bringing our structure into alignment across our global and New York campuses; and deepening
the integration of research centers and institutes into the college structure.
Fall 2024
The Executive Deans have been hosting, and will continue to facilitate, cross-program discussions with faculty and staff to think through the questions, implications, and various next steps needed to enact this work. These cross-college
convenings include discussions about best alignments for the Media programs (College of Performing Arts, Lang College of Liberal Arts, New School for Social Research, Parsons School of Design, Schools of Public Engagement).
Additional topic-specific working groups to support further planning and implementation will be formed by the Provost and Executive Deans.
The Provost continues to have standing meetings with the co-chairs of the University Faculty and Staff Senates to update them and solicit their questions and concerns on behalf of their constituencies.