i. institutional support and commitment to continuous improvement

School of the Art Institute of Chicago
Department of Architecture, Interior Architecture, and Designed Objects
Master of Architecture
Master of Architecture with emphasis in Interior Architecture
diagram as Jones considered how artists think creatively.
o “The Modern Art Institute”—December 7, 2010
James Cuno, President and Eloise W. Martin Director, The Art Institute of Chicago
What does it mean to be modern now? With the recent opening of the Renzo Piano
Modern Wing at the Art Institute of Chicago, President and Director Cuno shared his
views of modernism and the museum’s latest transformations.
o “Non-Miesian Modernity and Messy Modern”—December 14, 2010
Ben Nicholson, SAIC Associate Professor, Architecture
Jacquelynn Baas, independent scholar and Director Emeritus, Berkeley Art Museum
This conversation departed from the established canon to consider alternate “non-Miesian”
and “messy” narratives of modernism, suggesting how shifts of historical perspective change
our perception of key historic works and those on view in
“Learning Modern.”
I. INSTITUTIONAL SUPPORT AND COMMITMENT TO
CONTINUOUS IMPROVEMENT
I.2. RESOURCES
I.2.2 Administrative Structure and Governance
AIC is a private, non-profit corporation whose unique characteristics are reflected in its administrative
organization. Four officers comprise the corporate structure of the institution , including the Presi-
dent of SAIC who acts as a Co-Chief Executive Officer with the President of AIC. Decisions regarding
academic programs of SAIC flow up from various faculty committees; through the dean, provost, and
president; and, if appropriate, to the Board of Governors. Decisions regarding facilities and campus
expansion ultimately result in decisions from the Board of Trustees following recommendation from
the Buildings and Grounds Committee. SAIC, and AIADO within it, is administered through a series of
administrative roles, which begin, from the top of the hierarchy, with the trustees and governors, who
approve hiring of executive office heads, including the president and provost of SAIC. Authority pro-
gresses through the executive level to the deans, division heads, and academic units to the departmen-
tal administration.
Faculty contribute greatly to the management and governance of the School. All full-time faculty serve
the School through elected positions or contractual committee service. Part-time faculty participate,
too, by electing representatives in faculty governance. Through these means of service, faculty at SAIC
have vocal, influential, and decision-making participation in faculty compensation, hiring, and promo-
tion; campus planning; executive searches; policy-setting, development initiatives; and, many other
other governance decisions in addition to curricular development and teaching.
Overviews of both the administrative and academic structure and governance of the School follow:
A. ADMINISTRATIVE STRUCTURE
An overview of the School’s administrative structure is described through a descending description of
the major roles in the School’s administrative structure, ending with a detailed account of the adminis-
trative structure of AIADO:
1) Board of Trustees
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