School of Music
Action Plan
December 21, 2005
The positive response of the Provost on May 9, 2003 to the 1998 action plan, revised in 2002 by the College of Arts and Sciences Dean’s Office, has enabled the School to convert 3 visiting lecturer positions to 3 tenure-track positions. The College of Arts and Sciences also added $60,000, over a two- year period, that increased the School’s supply budget from $105,400 (AY03) to $165,400 (AY05) for instructional equipment for classrooms/recording studios, maintenance/repair of instruments, office supply and equipment for staff/faculty, guest artists/master teachers, and PR materials. The 2005 action plan is designed to continue the progress of faculty stabilization by the conversion of visiting positions to lecturer and tenure-track positions while addressing the critical need for an investment of additional funds for graduate assistantships in the Ph.D. program in Music Education, instructional equipment/materials, large and small instrument purchases, and recruitment activities. The external reviewers write “GSU would see a generous return on investment in additional permanent faculty ranks were they to invest additionally in tenure-earning music faculty lines.” The School of Music believes that such an investment would also result in financial returns from the private sector.
The School of Music action plan is derived from the SOM Self-Study and the Director’s Executive Summary of December 2004, the External Reviewers’ Report of February 10, 2005, and the APRC Report of May 5, 2005. The staffing available in the Fall of 2004 include four full professors (including one who serves as Director and one as Associate Director/Graduate Studies), seven associate professors, and fifteen tenure-track assistant professors; non-tenure track positions include one instructor, two lecturers, and two half-time lecturers; visiting positions include four visiting lecturers, one .38 visiting instructor, one visiting .38 lecturer, one visiting .38 assistant professor, and 33 part-time instructors.
1. Relevant Findings
The School of Music has made steady progress in excellence with increased quality of new faculty and students, an outstanding level of performance from the large ensembles to the basketball band, expanded service to non-majors in the University, and intensive engagement in the community. Growth in enrollment has moved the School into the category of the 45 largest university schools of music (those with over 400 students) from among the 550 baccalaureate and/or graduate degree granting institutions that report to the National Association of Schools of Music (NASM). During the period covered in the Self-Study (Fall 2001- Fall 2003) the number of majors rose from 441 to 458. This enrollment includes one-third fewer Bachelor of Science students (music management), a decline resulting from the upgrading of admission standards in 2002. The School’s creation of new courses for non-majors plus the marketing of music courses has also contributed to increased non-major enrollments from 480 to 747 (56%), yielding an academic year total of over 1500 non-majors in music classes. Overall departmental credit hour generation for the period increased from 4595 to 5378 (17%).
Strategic recruitment efforts by faculty resulted in a rise of annual undergraduate applications to the School of Music from 224 to 289, a 28% increase. Matriculation rates for admitted students have grown as well, to over 75%. More importantly, the musical and academic quality of auditioning and matriculating students has increased in excellence. Even with these encouraging findings the External Reviewers emphasized that the faculty is eager to strengthen their recruitment activity although they feel that “they work at a disadvantage compared to their peer institutions” who have better funded operating budgets, scholarship monies, support staff, and a larger core faculty.
Regarding the faculty, the External Reviewers noted the School’s remarkable success in recruiting some of the country’s most highly qualified faculty…. “members of the permanent faculty ranks enjoy national standing, or are certain to emerge very soon as national figures.” “The record of faculty research and creative activity would be impressive at any major, public-university School of Music.” The Reviewers see “good reason for optimism” in broadening this excellence should the university administration invest in the School.
During the period under review the SOM faculty was active in teaching, service, and professional development:
· Published 30 monographs, 7 reviews, 15 encyclopedia entries, 11 book chapters,
8 books and received 4 book contracts
· Composed 65 music works, 10 film scores and received five commissions for
new musical compositions
· Made 58 regional, 42 national and 15 international presentations
· Presented more than 400 local, 76 regional, 62 national and 31
international concerts
· Made 29 invited guest music performances
· Produced 19 compact disc recordings
· Had performances broadcast on 174 radio stations
· Received 60 reviews of creative work and publications
· Received 39 grants and/or fellowships
· Served on 12 editorial boards and 19 review or advisory boards
· Each had an average of nearly 8 service units per year
Physical Plant. One major finding of the self-study relates to the challenges in the School’s physical plant. During the past few years, the University and the School’s administration have addressed several of the unit’s most glaring space and equipment problems. “Nevertheless,” the Reviewers write, “attention must continue to be focused upon remaining problems (unreliable elevators and HVAC systems, unsafe drinking water, restroom plumbing, etc).” An issue raised by the student body was the need for more pianos and practice rooms.
Strengths and Weaknesses of the Program as cited by the Reviewers
Strengths.
· The music education program has a national reputation with an impressive record
of extramural funding
Choral/opera/voice studies have an emerging national profile
Performing ensembles, including the jazz studies program
Music technology is positioned to increase in quality
Weaknesses.
The music management program
The string program
The piano program
Building on the strength and increasing quality of the music technology program, the School recommends the recruitment of an assistant professor in music technology/management professor who would have instructional assignments in audio recording as well as music management. The conversion of a .38 lecturer in viola/violin to full-time would strengthen the current string faculty base. The School recommends converting a .38 visiting position to tenure-track as a means of increasing the quality of the piano area.
2. Accomplishments Since the last Review Process
The External Reviewers assessed the School’s accomplishments since the last review as following:
The School of Music has systematically made rapid strides towards meeting its goals and objectives since its last academic program review. It has eliminated several unproductive degree curricula, revised several others in keeping with NASM and COAS standards, implemented a doctorate in music education. It has significantly improved its student recruitment, retention and graduation rates through multiple internal and external strategies and has enhanced its offerings for non-majors. The performance quality of students, whether individually or in ensembles, has apparently risen markedly.
The Reviewers cite the “outstanding” progress in community outreach, particularly, the activities of the Center for Educational Partnerships in Music, the Community Programs Office, and the Neighborhood Music Schools, which “appear to be accomplishing precisely (italics Reviewers’) what should be expected of a vital, involved urban university music school.” One of the External writers chaired the School’s last NASM accreditation review team, and “was extremely impressed with the School’s notable improvement in a relatively short period of time (the past 4-5 years).” We emphasize the Reviewers’ observation that “many of the improvements occurred without (italics theirs) significant infusions of state funds rendered the progress all the more remarkable.”
Achievement highlights since the 1998 action plan.
Established a Ph.D. in Music Education; revised three concentrations (music management; recording technology; and composition); eliminated two undergraduate concentrations (music history and theory) and deactivated three master’s concentrations (theory, sacred music, and guitar performance); increased graduate assistantships from 30 to 42 and MM degree graduation rates to among the highest in the COAS; doubled the endowed monies available for student scholarships to over $1,000,000; raised nearly all of the $2,000,000 from private and public funds to renovate the recital hall; established three new endowed scholarships and two endowed professorships ($750,000); received extramural grants ($500,000) administered by Center for Educational Partnerships in Music (CEPM); created a media center ($600k); rehabilitated Haas Howell recording studios and group piano lab ($150k student technology grant); implemented systematic community outreach through Community Music Programs (workshops, symposia, and festivals), Neighborhood Music Schools (over 900 students) and CEPM (Atlanta Symphony Orchestra and 12 public schools).
3. Implementation
In order to invest in our strengths and achieve the goals and objectives stated below and as affirmed by the External Reviewers, the School of Music requests support and consideration for the following:
Program Goals and Objectives for the Next APR Cycle
GOAL 1 Achieve the COAS-mandated workload policy through an established core of full-time tenure-track faculty lines and NTT positions consistent with the delivery of high-quality, nationally accredited programs.
· convert the .38 Visiting Assistant Professor Chamber Music/Piano, currently a gift, to a full-time tenure-track position. University funds will be needed for the .38 of this position for three years and then full-funding from the university will be needed. This position would strengthen the piano area while continuing the current excellence in the chamber music program.
· converting part-time instructor effort to establish a Lecturer in Voice position to stabilize and further develop the excellence within the voice/opera area
· convert the .38 Visiting Lecturer to FT Lecturer in Viola/Violin to strengthen the strings area. This would also help to stabilize enrollment in support of the university orchestra.
· convert the .75 Instructor to Lecturer in Jazz Guitar to stabilize the jazz studies area with a core faculty
· establish a position at the assistant professor level in Music Technology/Music Management to increase the excellence of the technology program while strengthening the music management program.
· convert .38 Visiting Instructor in music literature/oboe to .75 Lecturer in accordance with the strategic plan to move visiting part-time faculty to full-time positions.
· establish a position at the assistant professor level in Music Education to support the newly formed Ph. D. program in music education while increasing external grants and private fundraising within the Center of Educational Partnerships in Music. It will also help us meet our goals of producing XXX% more (XXX to YYY) new certified music teachers. This position might be funded in part or full through the BOR Double the Numbers initiative.
· convert part-time instructor effort to a Lecturer in Theory/Brass position to reduce overloads among theory faculty and increase the excellence in the brass studies area
· convert part-time instructor effort to establish a Lecturer position in piano performance to strengthen the piano area
The above seven conversions and two new positions will strengthen the School’s core of faculty to maintain its high-quality programs. The positions above are listed in priority order.
GOAL 2 Establish a student enrollment level, within the size and scope of the School, of approximately 500 students (375 undergraduates and 125 graduate students)
a. Implement a recruitment and enrollment management plan targeting high-quality student prospects and focused on: attaining a balance among instruments and voice parts to ensure the pedagogical/performance viability of ensembles; maintaining adequate enrollments for rigorous teaching and learning across programs and matriculation levels; and, solidifying the School’s current enrollment trends for stable management of faculty, staff, and material resources
b. Increase music education (K-12 teacher preparation) enrollments consistent with university system’s commitment to teacher supply for the state of Georgia
c. Enlist COAS and university efforts in developing public-private funding support to offer competitive financial awards that will attract highly qualified students
GOAL 3 Maintain programmatic, curricular, and instructional advances begun in last strategic planning cycle consistent with or exceeding NASM and discipline-specific professional standards.
a. Advance instructional innovation, increasing student choice/empowerment, technology training, and faculty technology support/web pages that include mobile/wireless and/or hard-wired support for classrooms in Standard and Haas Howell
b. Implement learning outcomes assessment plan
c. Integrate music-in-education into chamber music, composition, and teacher education to advance national leadership in curricular innovation and reform (see Self-Study CEPM report, Appendix E)
d. Strengthen instruction and coaching in keyboard accompanying, with the consideration of a concentration in this area
e. Develop needs/resource plan for development of Doctor of Musical Arts in voice performance/choral conducting and a post-Master’s certificate program in voice, including internships with the Atlanta Opera
GOAL 4 Provide administrative/staff support consistent with peer schools of music to support instruction/research and to improve staff efficiency and productivity.
It is a long range plan to employ three full time staff consistent with the School’s size and scope and comparable institutions nationally: 1) staff accompanist to serve accompanying needs • 2) administrative assistant to oversee coordination/scheduling of performance spaces, recording of performances, and management of student and faculty rehearsals /performances and manage acquisition, maintenance of SOM instruments (realignment of a current position) • and 3) development/grants specialist to raise private funds in support of faculty/staff positions and the School’s operating budget.
GOAL 5 Continue progress toward facility upgrades consistent with instructional/ research/performance needs and critical amenities of instructional/public spaces.
a. Renovate the School’s Recital Hall with the assistance of the College and University. b. Provide for strategic, incremental acquisition of instruments, including pianos, for practice and performance
c. Assess and upgrade instructional equipment and acoustical fitness of classrooms, studios, and offices
d. Provide fully functioning and sanitary restroom facilities and filtered drinking water on all floors of Standard and Haas Howell Buildings and install HVAC systems that can be regulated for proper temperature control to enhance learning environments and instrument protection against extreme temperatures
GOAL 6 Coordinate development activities between the University and the School of Music, and increase university support for the school’s strategic role in: a) advancing the university’s community relations goals; b) aiding downtown redevelopment; c) attracting prospective students and faculty to the university; and d) demonstrating the role of the arts in the university’s mission as a leading urban research institution.