I. Promote And Support Development And Delivery Of A Rigorous Contemporary Curriculum
As a liaison with other colleges in the university, university administration, and the arts community at large, the College of Fine Arts and Mass Communication should be an advocate for the departments of Art, Dance, Mass Communication, Music, and Theatre and Musical Theatre.
Objective
Graduate Demonstrate Knowledge And Skills To Advance Professionally
Graduates of the College of Fine Arts and Mass Communication will demonstrate knowledge and skills to enter the workforce in their chosen area and/or be accepted into a related graduate program.
KPI
Survey Of Graduates (Undergraduate)
A survey distributed to graduates at the undergraduate level six months after graduation will provide a baseline of graduates are employed in their chosen or related field. Additionally, at least 1% of graduates will have been accepted into a graduate program in a field related to their major area.
Result
Results: Survey Of Graduates (Undergraduate)
The survey for graduates (undergraduate) developed and piloted in 2012-13 had an extremely low response rate , presumably due to graduates not monitoring their SHSU email accounts, which was the email data source provided by the Alumni office.
Action
Action: Response To Address Efforts To Assess Candidate Preparedness
It was decided to postpone future surveys until more successful email communication could be established with graduates. There was discussion to consider expanding to a second survey for distribution to graduates of the college Master’s degree programs. When surveys are resumed, shared data will inform departmental program decisions.
Goal
II. Recruit, Retain, And Develop Highly Qualified And Successful Faculty Members.
The College of Fine Arts and Mass Communication will encourage and facilitate the departments of Art, Dance, Mass Communication, Music, and Theatre and Musical Theatre in attracting and maintaining quality faculties.
Objective
Qualities Of Recruited And Current Faculty
Faculty recruited to the College will have the appropriate degrees and skills to teach effectively and meet appropriate research/creative accomplishment goals in their specific discipline.
KPI
1. Faculty With Terminal Degrees
At least 90% of tenured/tenure-track faculty members in the College will have a terminal degree in the area in which they teach as documented by official transcripts. We met this criterion last year; still, vigilance must be ongoing.
Result
Results: Percentage Of Faculty With Terminal Degree In Their Teaching Field
Records indicate that FY14 20 of 27 (74.07%) [17/21 (80.9%)-FY13; 20/25 (80%)-FY12] tenure-track faculty have completed terminal degrees in their field. Combined, 58 of 65 (89.23%) [54/59 (91.5%) FY13; 55/61 (90.1%)-FY12] of tenured/tenure-track faculty have completed terminal degrees in their field.
It is to be noted that there are multiple faculty members in multiple departments who do not have a terminal degree (e.g. doctorate) in their field who were granted tenure. It has been conveyed to the FAMC departments that a requirement of a completed doctorate or appropriate terminal degree in their discipline (e.g. MFA) to receive tenure has been implemented. Those faculty who were granted tenure without a doctorate are being counted as tenured faculty with a terminal degree. Note: Master of Fine Arts -MFA can be considered to be a terminal degree. Note: FAMC department chairs have expressed the desire to re-visit requiring terminal degrees, as prestigious programs recruit and hire accomplished individuals who do not have, or plan to pursue, a terminal degree in their field.
KPI
2. Faculty Rated Above Institutional IDEA Average
The College faculty teaching will be rated by students, using the IDEA system, as above the institutional average as measured by the IDEA summary score. Although there is realization that teaching effectiveness is an identified area of improvement, there is a desire to determine a more accurate assessment of teaching effectiveness than relying only on IDEA.
Result
Result: IDEA Data And Analysis (Fall And Spring)
*ANALYSIS GUIDELINES -Contextualized IDEA Analysis Guidelines (p. 3 of IDEA “Group Summary Report”). To the degree that the percentages of COFAMC classes in the two highest categories (Much Higher & Higher) exceed 30% (Part 1), “teaching effectiveness appears to be superior to that in the comparison group” (SHSU). Similarly, if the Group’s converted average exceeds 55, and its average on the 5-point scale is 0.3 above that for the comparison group (Part 2), overall teaching effectiveness in the Group appears to be highly favorable.
Fall 2013 Summary– IDEA Averages, Comparisons, Analysis -The IDEA “Group Summary Report” report provided data and guidance for analysis related to the quality of teaching effectiveness in the COFAMC. According to the Section III - Part 1 - Adjusted Summary Evaluation, 8% (1% F12, 5% F11) is the degree that teaching effectiveness appears to be superior to SHSU courses. Based on figures reported in Part 2 - Adjusted Summary Evaluation, with a converted score of 52 (SHSU-50) and a rating of 4.2 on a 5-point scale (.1 above SHSU rating of 4.1), identical to F12 & F11, it did not appear that the overall teaching effectiveness of COFAMC was “highly favorable.”*
Spring 2014 Summary– IDEA Averages, Comparisons, Analysis - The IDEA “Group Summary Report” report provided data and guidance for analysis related to the quality of teaching effectiveness in the COFAMC. According to the Section III - Part 1 - Adjusted Summary Evaluation, 5% (4% S13, 3% S12) is the degree that teaching effectiveness appears to be superior to SHSU courses. Based on figures reported in Part 2 - Adjusted Summary Evaluation, with a converted score of 52 (SHSU-50) and a rating of 4.2 on a 5-point scale (.1 above SHSU rating of 4.1), identical to S13 & .1 above S12, it did not appear that the overall teaching effectiveness of COFAMC was “highly favorable.”*
KPI
3. Percentage Of Faculty Completing Scholarly/Creative Work
Tenured/tenure-track faculty members in the College complete appropriate scholarly/creative works in their specific discipline (e.g. publishing at least two scholarly pieces) within the year as reported on the FES forms.
Reports from previous two years and 2013-14 will be considered before determining whether 80% goal will be retained or if new goal will be set, as the number has been well below the goal of 80%. Significantly, this year, for the first time, departments will be providing information disaggregated in two ways, 1) by tenured and tenure-track faculty and 2) by teaching-track and research-track faculty, which will provide more meaningful data and facilitate tracking, assessing, and supporting departmental scholarly agendas.
Result
Results: Percentage Of Faculty Completing Scholarly/Creative Work
Of the 65 total Tenured and Tenure-track faculty, 13 are teaching-track (all tenured), and 52 are research-track (25 Tenured, 27 Tenure-track).
29.60 % of TT Faculty (8) reported only one work 70.40% of TT Faculty (19) reported at least 2 works 100.0% of TT Faculty (19) reported ANY works (1, 2, +)
16% of Tenured Faculty (4) reported only one work 72% of Tenured Faculty (18) reported at least 2 works 88% of Tenured Faculty (22) reported ANY works (1, 2, +)
12% of Tenured Research-Track Faculty (3) reported NO works
Collectively, when aggregated similarly to previous reports (FY13 and FY12), 37 of 65 COFAMC faculty (56.92%) FY14 listed at least two scholarly/creative works on their FES. This compares to 50.85 % FY13 and 59.02 % FY12, well below the target of 80%. However, removing the teaching track faculty, the number rises to 71.15%, improved but still below the 80% target.
Action
Review Faculty Factors Of Quality Assessment And Consider Improvement Initiatives
Faculty are the “deliverers” of the programs of the department, and the quality of the faculty relates directly to the quality of the program. Reviewing multiple indicators of faculty quality inform where they may be able to collectively improve. Results of the three performance indicators in this goal were reviewed and improvement initiatives will be considered and prioritized.
Terminal Degree. Though the percentage of Tenure-track faculty without a terminal degree is 5% less than FY13, this is an area of strength for the college, and COFAMC will collect data and updates to assess achievement of terminal degrees by tenured/tenure-track faculty. Two tenure-track faculty members without terminal degrees are not returning to SHSU, and 3 earned their doctorate in 2013-14. The chairs and dean will further discuss the terminal degree requirement and its application at SHSU and at other universities.
IDEA. Based on the data in Group Summary Report for the College and the information forwarded by the departments, teaching effectiveness is a potential area for improvement. However, it has reportedly been suggested in the past to university administration that the IDEA instrument does not address the peculiarities of instruction and student preparation in the fine arts, and that the evaluation and related data may not provide an accurate assessment of teaching effectiveness for many courses taught in the Fine Arts.
In 2013-2014, attention to IDEA details, timeline, and compliance was prioritized, and data was reviewed, analyzed, and shared with the departments to inform appropriate adjustments to the process to better assure determine a more accurate assessment of teaching effectiveness across the COFAMC. Creation of an ad-hoc committee (suggested last year) was postponed.
Scholarly/Creative Work. The results from the disaggregated departmental reporting was collected and analyzed. After removing teaching-track faculty from the equation, the goal of 80% of faculty reporting at least 2 works still has not been collectively met, but there is more discrete data to share with departments to assist them in focusing their goals. The data was compiled in a report to share with departments to help identify potential areas for improvement. The goal for 2014-15 will be changed and lowered to 75% of research-track faculty reporting at least two works, with a concentration on tenure-track faculty.
Goal
III. Promote Student Recruitment, Success, And Retention
The College of Fine Arts and Mass Communication will support the departments of Art, Mass Communication, Music, and Theatre and Dance in their efforts to improve student recruitment, success, and retention.
Objective
Support Recruitment And Retention Of Quality Students And Support Quality Degree Plans
The College will support the recruitment of highly qualified students, generating degree plans that promote success, and retaining students as majors from year to year
KPI
1. Increase In Undergraduate Student Majors, Determine % Growth Target
Enrollment data will be reviewed to determine if the goal of a 2% increase in undergraduate students is appropriate, or if a different benchmark should be considered. The 2% growth goal was not met from Spr 2010 to Spr 2012 (0.71%), but was met from Spr 2010 to Spr 2013 (5.04%); however, concerns are present regarding outgrowing resources, facilities, and faculty with increased enrollment. Balancing growth and resources is a major objective for the college.
Result
Results: Increase/decrease In Undergraduate Enrollment
Based on enrollment records spanning nine long semesters (Spring 2010 to Spring 2014), undergraduate enrollment decreased in Mass Comm -3.2% (-13.2% S10 to S12) and in Theatre/Musical Theatre -10.3% (-4.9% S10 to S12). Undergraduate enrollment increased in Art 3.6% (10.6% S10 to S12) in Music 31.1% (15.7% S10 to S12), and in Dance 41.3% (16.3% S10 to S12). The collective growth in undergraduate enrollment of the departments that now comprise COFAMC over the last nine semesters is 6.21% (.071% S10 toS12).
Based on enrollment records of the last two fall semesters (Fall 2012 and Fall 2013), undergraduate enrollment decreased in Theatre/Musical Theatre -0.42% (-.4% F10/11) and in Art -1.62% (-6.57% F10/11). Undergraduate enrollment increased in Mass Comm 0.92% (-9.38% F10/11), in Music 7.06% (7.61% F10/11), and in Dance 16.19% (13.95% F10/11). The collective increase in undergraduate enrollment of the departments that now comprise COFAMC from Fall 2012 to Fall 2013 is 2.52% (5.56% F11/12; -2.47% F10/11).
The figures above indicate over 5% growth in the current COFAMC departments since Spring 2010 (.71% S10 to S12), and an increase of over 5.5 % in fall enrollment between Fall 2011 and Fall 2012 (-2.47% F10 to F11).
KPI
2. Increase In Graduate Student Enrollment, Determine % Growth Target
Enrollment data will be reviewed to determine if the goal of a 1.5% increase in undergraduate students is appropriate, or if a different benchmark should be considered. The 1.5% growth goal was met from Spr 2010 to Spr 2012 (33.33%), and met again from Spr 2010 to Spr 2013 (74.07%). Balancing desired graduate enrollment growth and resources is a major objective for the college.
Result
Results: Increase/Decrease In Graduate Student Enrollment
Based on enrollment records spanning nine long semesters (Spring 2010 to Spring 2014), graduate enrollment in the two departments with graduate programs (Dance & Music) increased 55.56% & 83.33% (77.78% and 72.22% S10-13) (55.56% and 22.22% S10-S12). The collective growth in graduate enrollment of the departments that now comprise COFAMC over the last nine semesters is 74.07% (growth of 74.07% matches that of S10-S13).
The figures above indicate significant 3-year growth of 74% from Spr 2010 to Spr 2013 in graduate enrollment in the COFAMC with no additional collective growth this last year.
SUMMER GRADUATE MUSIC PROGRAM. It should be noted that the School of Music services more graduate students than the Fall and Spring data above would suggest. Some students apply for a specific Masters of Music program, and courses are offered during the summer. The summer-only program in Summer 2014 produced 127 additional enrolled graduate students and 44 MM graduates.
Action
Action: Application And Enrollment Data Informs Growth Strategies; New MA
UNDERGRADUATE ENROLLMENT. Strategies to recruit and retain quality students are informed by enrollment data. Reviewing enrollment fluctuations inform consideration of improvement initiatives. The general enrollment increases in most undergraduate areas, coupled with discussions related to faculty, resources, and facilities, suggest strategies should include assessing and increasing of quality of our students.
The college is proceeding on methods to capture, by semester, the average GPA of majors, disaggregated by major and program.
GRADUATE ENROLLMENT. Records indicate a general but persistent increase in graduate student enrollment, and with the addition of a MA in Digital Media, the number should rise.
A college graduate committee was convened in 2013-14, and will be meeting regularly and more frequently to address marketing, application, enrollment, and program delivery issues.
Application and enrollment data has been captured to inform discussion.
A MA for Band Conducting was proposed and approved to better service the summer-only graduate program. Additionally, the College and School of Music was on-site to review procedures in multiple areas to assess where improvements in procedures could occur in 2014-15.
Frozen GPA data by semester for the college was captured to begin the process of assessing improvement in student quality over multiple semesters and years.
Goal
IV. Promote Service To The University, Community, State, Nation, And Global Entities
The College of Fine Arts and Mass Communication will encourage, suggest, and support efforts by the departments of Art, Dance, Mass Communication, Music, and Theatre and Musical Theatre to be of service to communities in and outside the university.
Objective
Provide Service
The College’s faculty members and students will provide service to various entities
KPI
1. Increase Academic Community Engaged Courses
The number of Academic Community Engagement Courses (ACE) will increase by 1% over the previous year as reported by the ACE Center. The target growth of 1% was surpassed last year. We are leaving the target at 1%.
Result
Results: Increase Academic Engaged Courses
Data supplied by the Center for Community Engagement related to the Academic Community Engagement courses was used to inform the College and Departments.
COURSE COUNT The college initially experienced an exceptional increase in the number of ACE courses between 2010 and 2012, and growth has since expectedly leveled off.
FY10, there were 8 ACE designated courses taught in COFAMC FY11, there were 11 ACE designated courses taught in COFAMC FY12, there were 18 ACE designated courses taught in COFAMC FY13, there were 23 ACE designated courses taught in COFAMC FY14, there were 26 ACE designated courses taught in COFAMC
KPI
2. Database Of Course-Related Service
The College has generated a database of services provided to the various entities. This ongoing effort will facilitate assessment of strengths and weaknesses in global service.
Result
Results: Detail Of Course-Related Community Service
Data supplied by the Center for Community Engagement related to the Academic Community Engagement courses was used to inform the College and Departments.
COURSE DISTRIBUTION Distribution by department of the courses taught in Academic year 2012-2013: FY 2013 21.7%, 4.3%, 39.1%, 34.8%, 0.0% (reported) FY 2014 24.1%, 6.9%, 17.2%, 51.7%, 0.0%
INSTRUCTOR COUNT The number of recently approved ACE instructors has gradually increased, consistent with university-wide group, maintaining a FAMC percentage of total ACE instructors at 11%.
FY12 there were 11 FAMC instructors (11.1% of Total) FY13 there were 14 FAMC instructors (11.4% of Total) FY14 there were 16 FAMC instructors (11.3% of Total)
Action
Action: Track Service Provided
The ACE program and service was emphasized at the annual college faculty meeting in 2013-14 and a new representative was appointed to serve on the university committee. Based on the increase in ACE-designated courses it would appear that efforts to increase service have been successful and should be continued.
One associate dean has familiarized himself with the ACE application process, and can encourage and assist faculty in the ACE course-designation process. Another associate dean has significant experience in the local community and can assist faculty in connecting with various sectors and entities in the community.
Goal
V. Create Infrastructure For New College
The College of Fine Arts and Mass Communication will determine strategic initiatives which support the departments of Art, Mass Communication, Music, and Theatre and Dance, and concurrently foster the creation and growth of the new College.
Objective
Secure Support For Strategic Initiatives
Present new strategic initiatives from the departments of Art, Dance, Mass Communication, Music, and Theatre/Musical Theatre and the College to university administration as a crucial component of continuing to build a new college within the university.
KPI
1. Initiatives Received From Department And College
Strategic initiatives from each college will be prioritized and forwarded for possible funding through Academic Affairs budget allocation.
Result
Results: Department And College Initiatives And Implementation Status
INITIATIVES SUBMITTED FOR 2014-15 New Art Buildings (ART) Technical Support Staff (ART) Art Building B ADA Repairs (ART) Art Complex Repairs (ART) Tenure Track Position-Musicology (MUS) Funding for Rather Endowed Chair (MCM) Funding for Warner Endowed Chair (MCM) Tenure Track Position (Music Education (MUS) Convert 2 Pool Positions to Tenure Track (MUS) Renovations of 4th Floor of The Woodlands Center (MCM) CJ Repairs (ART)
INITIATIVES SUBMITTED FOR 2013-14 Mass Comm-Global Center for Journalism & Democracy (Implemented) Music-Applied Vocal Position (Implemented-no candidate selected) Art-Ink Fee Initiative (Implemented) Art-NASAD Accreditation (Implemented) Dance-Faculty TT Position – Choreography (Implemented) College PT Associate Dean (Implemented) Theatre-Supplement Theatre O & M (Implemented)
INITIATIVES SUBMITTED FOR 2012-13 Art-Enhance Animation Program Dance-Establish a Department of Dance (Implemented) Mass Communication-Establish a Spanish Radio Station (Implemented) Mass Communication-Establish an International Media Center (Implemented) Music-Create a Center for String Pedagogy (Not implemented) Theatre-Create a Center for Musical Theatre (Not implemented)
KPI
2. Track Funding Support Of Strategic Initiatives
Track support record of strategic initiatives presented by the College to assess and implement appropriate modifications.
Result
Results: Tracked Funding Support Of Strategic Initiatives
INITIATIVES FUNDED FOR 2014-15 Technical Support Staff (ART) Funded-40K Funding for Rather Endowed Chair (MCM) Funded-40K Funding for Warner Endowed Chair (MCM) Funded-75K
INITIATVIES NOT FUNDED FOR 2014-15 New Art Buildings (ART) No Art Building B ADA Repairs (ART) Art Complex Repairs (ART) Tenure Track Position-Musicology (MUS) Tenure Track Position (Music Education (MUS) Convert 2 Pool Positions to Tenure Track (MUS) Renovations of 4th Floor of The Woodlands Center (MCM) CJ Repairs (ART)
INITIATIVES SUBMITTED FOR 2013-14 Mass Communication-Global Center for Journalism and Democracy - $150K Music-Applied Vocal Position - $70K Dance-Faculty TT Position – Choreography - $73K College PT Associate Dean - $55K
Art-Ink Fee Initiative (Funding not awarded) Art-NASAD Accreditation (Funding not awarded) Theatre-Supplement Theatre O & M (Funding not awarded)
KPI
3. Funding Through Other Sources
For unfunded initiatives, seek and identify funding both within the College and through external funding sources.
Result
3. Results: Funding Through Other Sources
Alternative external sources of significant funding from other sources for strategic initiatives were not secured.
Action
Expand Strategies To Secure Funding For Initiatives
Scan funding sources and seek all alternative sources of potential funding(external and internal) to support departmental/college intiatives.
Objective
Develop Advisory Board
The College will Develop an Advisory Board to advise regarding alumni and donor relations
KPI
Creation Of Advisory Board, Donor List, And Restructuring Box Office
Resuming meetings of the community and faculty advisory boards that were suspended in the spring of 2012 remains under consideration. Coordinating a donor list (supplied by the Development Office) with merging two ticketing systems into a single comprehensive ticketing system, thus facilitating improved tracking of trends and connections in patron (donors, alumni, staff, etc.) attendance is being considered.
Result
Results: Status On Creation Of Advisory Boards, Donor Lists, Box Office Restructuring
The new dean re-established communication and relationships with previous community advisory board members and other potential new members in 2013-14, but creation of a new community or faculty advisory group from the community did not materialize. The new dean is gathering donor lists and familiarizing himself with the community.
The merging of the Department of Theatre and Musical Theatre Ticket Office and the GPAC Ticket Office did not materialize in 2013-14.
The creation of a College Faculty Forum is under discussion.
The re-establishment of community and faculty advisory groups is being considered and under discussion. A tentative list of members for the college faculty forum has been created. The new Dean will work with and expand the donor list. With new college staff for the building manager and box office positions, discussion of merging of the two ticket offices will resume. Additions to a list of potential donors could be drawn from the email list of subscribers to the COFAMC e-newsletter.