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, Theatre and Musical Theatre, and the School of Music.
Objective
A. 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
1. Survey Of Graduates (Undergraduate Program Graduates)
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. Survey results will be collected to establish baseline.
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.
KPI
2. Survey Of Graduates (Graduates Of Masters Programs)
A survey distributed to graduates at the graduate level six months after graduation will provide a baseline of masters program graduates who are employed in their chosen or related field. Survey results will be collected to establish baseline.
Result
Results: Survey Of Graduates (Graduate)
The survey of graduate (graduate level) was not developed in AY15 due to other graduate program items taking precedence.
Action
Action: Response To Address Efforts To Assess Candidate Preparedness
It was decided to again postpone future surveys until more reliable email communication (e.g. obtaining and using alumni's preferred email address) 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. Survey of Graduates (Undergraduate) will be shared with chairs again in AY16 for their review. Survey of Graduates (Graduate level) will again be considered for development by chairs and graduate coordinators.
Objective
B. Implement Master Of Arts In Band Conducting (New 2014-15)
To support new MA program involving the collaborative program between SHSU School of Music and the American Band College (Ashland, OR), establish, improve and institutionalize communication and operating procedures within SHSU and between SHSU and the American Band College staff.
KPI
1. Curricular Implementation Of AY15 Master Of Arts In Band Conducting
Transition of American Band College of SHSU students currently in SHSU Master of Music program to newly approved Master of Arts in Band Conducting degree.
Result
Results: Curricular Implementation Of AY15 Master Of Arts In Band Conducting
The migration of current and incoming students in the ABC of SHSU program from the MM program to the MA in Band Conducting program was successful. Curricular changes (syllabi, course description and delivery) were implemented over AY15, with anticipated continuation in AY16..
KPI
2. Train ABC Of SHSU Staff In, And Grant Access To IT Systems
ABC of SHSU staff in Oregon should proficient in navigating Cognos and DegreeWorks.
Result
Results: Training Of ABC Of SHSU Staff In IT Systems
ABC of SHSU staff in Oregon were trained and are becoming proficient in navigating Cognos and DegreeWorks.
KPI
3. Gradual Facilitation Of ABC Of SHSU Through College To School Of Music
Facilitation of ABC of SHSU to move from upper levels of the university, through the college, to the School of Music.
Result
Results: Transitioning Facilitation Of ABC Of SHSU Through College To School Of Music
Multiple goals were determined through ABC requests of SHSU and SHSU requests of ABC, and a majority of the goals/requests were agreed upon and implemented:
ABC: accelerated assessment of 2nd year student projects for earlier grade entry changed "ABC Catalog" to "ABC Manual," and coordinate with SOM worked with SOM faculty to revise information to address accreditation needs staff was trained in Cognos staff was trained in DegreeWorks and serve as advisors to assist SOM graduate advisor
SHSU: established summer term specific to ABC of SHSU to address registration/payment issues provided access and training for ABC of SHSU staff in Cognos and Degreeworks established invoice and payment expectations and timelines facilitated communication between ABC staff and staff at SHSU and SOM
Action
Action: MA In Band Conducting
Review and improve syllabi to address upcoming accreditations. Implemented MA for AY15, and AY16 will be last cohort with significant degree plan exceptions due to migration from MM to MA. SHSU staff at ABC will improve data capturing and reporting skill with Cognos, and will use DegreeWorks to view and advise student progress. Transition of facilitation of ABC implemented in AY15 will move towards completion in AY16.
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, Theatre and Musical Theatre, and the School of Music in attracting and maintaining quality faculties.
Objective
A. 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: Faculty With Terminal Degrees
Data was not compiled at the college level for AY15.
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 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, 6% (1% F12, 5% F11, 8% F13) 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 54 (SHSU-52) and a rating of 4.2 on a 5-point scale (equal to SHSU rating of 4.1), similar to F13, F12, & F11, it did not appear that the overall teaching effectiveness of COFAMC was “highly favorable.”*
Spring 2015 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, 6% (4% S13, 3% S12. 5% S14) 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 53 (SHSU-52) and a rating of 4.2 on a 5-point scale (equal to SHSU rating of 4.1), similar to S14, S13, & 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
*********************AY 15
Of the 64 total Tenured and Tenure-track faculty, 10 are teaching-track (all tenured), and 54 are research-track (30 Tenured, 24 Tenure-track.
16.70 % of Tenured Faculty (5/30) reported only one work 76.70 % of Tenured Faculty (23/30) reported at least 2 works 93.30 % of Tenured Faculty (28/30) reported ANY works (1, 2, +)
16.70 % of TT Faculty (4/24) reported only one work 79.20 % of TT Faculty (19/24) reported at least 2 works 95.80 % of TT Faculty (23/24) reported ANY works (1, 2, +)
6.70 % of Tenured Research-Track Faculty (2/30) reported NO works
4.20 % of TT Faculty (1/24) reported NO works *
*TT faculty member had works in AY14 and has new work currently “in the pipeline”
Collectively, when this department reported information is compared to AY14, it should be noted that 3 Tenured faculty moved from Research to Teaching Track, which may have contributed to the increased works (2 or more) reported by Tenured faculty and (72% to 76%). TT faculty increased works (2 or more) from 70.4% to 79.2%. While still below the goal of 80%, progress is noted, particularly for Tenure-Track faculty. It should also be noted that the one tenure-track faculty member with no reported scholarly works did report works last year and currently has work in the pipeline, which should result in improved documented scholarly work in that category in AY16 (at least for that faculty member).
*********************AY 14
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.
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, +)
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, +)
12% of Tenured Research-Track Faculty (3) reported NO works 0% of TT Faculty (0/19) 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
Action: Schedule Luncheon For Scholars
Pospone percentage of faculty with terminal degree assessment to AY16.
Schedule luncheon for scholars with a representative/guest speaker from the Texas A&M.
Objective
B. Review And Improve Search, Recruiting, And Hiring Procedures (New 2014-15)
The following procedures and timelines for searching, securing, and hiring faculty will be reviewed to identify areas for improvement: timeline; determination of departmental curriculum needs; position announcement; search/interview process; recruitment; hiring Human Resources procedures; submission of application for graduate faculty status; reporting information on new faculty. (New Objective 2014-15)
KPI
Search, Recruiting, And Hiring Procedures For New Faculty
Adherence to search, recruiting, and hiring procedures and timelines assessed in AY15 to establish benchmarks and future targets for improvement.
Result
Results: Benchmarks And Targets For Improvement Established
Areas of search, securing, and hiring faculty and related timelines were determined, which included determination of departmental curriculum needs, position announcements, search/interview processes, recruitment practices, Human Resources procedures; submission of application for graduate faculty status, and reporting information on new faculty.
Adherence overall was inconsistent but improved -areas for improvement include: Adherence to timelines (was inconsistent but improved); obtaining Dean's approval for on-campus interviews (was inconsistent); position announcement description and posting timeline (was inconsistent; paper completion expectations (was inconsistent); interaction from departments to Dean's office (was inconsistent).
Action
Action: Strategies For Improvement
Strategies and related communication for improving target areas identified in AY15 in searching, recruiting, and hiring new faculty will be determined in AY16.
Objective
C. Increase Support Of Faculty Scholarly/Creative Work (New 2014-15)
Investigate and develop systems and mechanisms which eliminate barriers and prioritize and nurture external funding initiatives to support faculty scholarly/creative work.
KPI
Number Of Funding Requests Routed Through Research And Sponsored Programs
Encourage and track requests that are routed through Research and Sponsored Programs.
Result
Results: No Funding Requests Routed Through Research And Sponsored Programs
Dean read and responded to faculty proposals in AY15, but college was not aware of any funding requests routed through Research and Sponsored Programs.
Action
Action: Schedule Luncheon For Scholars
Scheduled a luncheon for scholars with a representative/guest speaker from Texas A&M Press (Research).
Action
Action: College To Facilitate Research/Creative Activity
College planning to fund lease of Old Town Theatre to make it available for creative projects and explore external funding possibilities.
Goal
III. Promote Student Recruitment, Success, And Retention
The College of Fine Arts and Mass Communication will support the departments of Art, Dance, Mass Communication, Theatre and Musical Theatre, and the School of Music in their efforts to improve student recruitment, success, and retention.
Objective
A. Establish, Monitor, Track Attributes Of Student Quality (New 2014-15)
The college shall support departments in determining and tracking of measures of quality of their students, identifying areas for targeted growth, which will inform recruiting efforts.
KPI
1. Attributes Of Quality Of Current And Recruited Undergraduate Students
Data, disaggregated by program, related to current and recruited undergraduate students which indicate measures of student quality (e.g. GPA, SAT/ACT, entrance auditions, etc.) will be reviewed to determine benchmarks for student recruitment.
Result
Results: Some Data Was Captured For Future Review And Reporting
Some data was captured in AY15 to provide the described information.
KPI
2. Attributes Of Quality Of Current And Recruited Graduate Students
Data related to current and recruited graduate students which indicate students characteristics (e.g. new or continuing student, international students) or measures of student quality (e.g. GPA, entrance auditions, etc.) will be reviewed to determine benchmarks for student recruitment
Result
Results: Some GR Data Was Captured For Future Review And Reporting
Some data was captured in AY15 to provide the described information.
Action
Action: Capture Of Attributes Of Quality In Progress
QUALITY OF STUDENTS. Strategies to recruit and retain quality students are informed by enrollment data.
The college captured by semester, the GPA of all students in the college, and the data will be available for future disaggregation by major and/or program.
Graduate student Application and enrollment data capture strategies have been determined and initiated for AY16.
Objective
B. Support Recruitment And Retention Of Quality Students And Support Quality Degree Plans
The College will support the recruitment of new students matching (or exceeding) pre-determined characteristics of quality, generating and adhering to 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: Overall Growth Noted-most Departments Grown Since 2010
Overall growth within college is noted-most departments grown since 2010, with some at or approaching limit in terms of facilities and resources.
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 graduate 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: Growth Noted In Graduate Program Enrollment
Growth was noted in graduate program enrollment in the Dance MFA, MCOM MA in Digital Media, and in the MA in Band Conducting programs.
Action
Action: Application And Enrollment Data Informs Growth Strategies
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 has captured, by semester, the average GPA of majors, disaggregated by major and program.
GRADUATE ENROLLMENT. Records indicate a gradual but persistent increase in graduate student enrollment in the Dance MFA, growth in the new MA in Digital Media since its implementation in Fall 2015, and an increase this year in enrollment in the MA in Band Conducting program.
A college graduate committee will meet monthly to address marketing, application, enrollment, and program delivery issues.
Application and enrollment data has been captured to inform discussion.
The new MA for Band Conducting was implemented to better service the summer-only graduate program. Additionally, the College and School of Music was again on-site to review procedures in multiple areas to assess where additional improvements in procedures could occur in AY16.
Frozen GPA data by semester for the college was captured to facilitate the process of assessing improvement in student quality over multiple semesters and years.
Objective
C. Strengthen Graduate Programs That Support Needs Of The State (New 2014-15)
Determine needs in the state that can be addressed by graduate programs in the departments in the college.
KPI
1. Determine Statewide Needs For Graduates Of FAMC Department Graduate Programs
Coordinate with Provost and Office of Graduate Studies to determine statewide needs and coordinate promotion of programs that meet identified needs.
Result
Results: Not Pursued
Initiative to align strengthening of Graduate Programs with statewide needs was not pursued in AY 15.
KPI
2. Coordinate Growth Of Graduate Programs
To plan for improvement of growth of graduate programs, increase communication regarding graduate programs within the college and across campus, specifically the Office of Graduate Studies and the Office of the Provost, as appropriate.
Result
Results: Increased Coordination Of Graduate Programs
There was a significant increase in the coordination of the graduate programs within the college. Regular monthly meetings (rather than bi-annual) were established. Communications with graduate applicants was shared to facilitate standardization, regular reporting of graduate applicant status was planned, then implemented at the end of AY15.
KPI
3. Increase In Investment Of College Graduate Committee
Increase the contribution of the college graduate committee in matters related to graduate programs, graduate assistantships, etc.
Result
Results: Increased Graduate Committee Involvement And Input
The committee collaborated on details for new FAMC Creative Community assistantships, and committee requested graduate scholarship/assistantship information be posted on the college website.
Action
Action: Revisit State Needs, Refine Graduate Committee Focus
Revisit plan to align graduate programs with state needs in AY15, refine graduate committee focus of recruitment and reporting, establish calendar of graduate funding approval and distribution. Refine disaggregation and analysis of data by program.
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
A. 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 FY15, there were 27 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: Database Of Course-Related Service
The Center for Community Engagement reporting has eliminated the need for the college to maintain its own database.
Action
Action: Encourage And Track Service Provided
The ACE program and service emphasized at previous annual college faculty meetings was again scheduled to be highlighted in the upcoming AY16 meeting. In AY15, a new representative was strategically selected and appointed to serve on the university ACE 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
Objective
B. Support Centers (New 2014-15)
College will review contributions of new and ongoing centers, and consider support of proposals for future centers that support efforts of the faculty, departmental programs, the university, and the greater community.
KPI
1. Effectiveness Of Centers
The college will support departments in strategic planning, reporting (e.g. significance and impact, grant support, newsletters), and growth assessment of centers.
Result
Results: Support Of Centers
Center for Early Music Research and Performance was created in AY15. Global Center was included in OATDB in AY15. Journal sponsored by Center for Music Education had inaugural issue in AY15.
Action
Action: Current Center Continuation And Improvement, And Consideration Of New Centers
Support of current centers will receive ongoing consideration, as well as consideration of new centers proposed by departments.
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
A. Review And Adjust Budget Structures (New 2014-15)
Review and implement appropriate adjustments to budget details, process, and allocation in light of shifts in university funding.
KPI
1. Adjustments In Budget Details
Adjustments made in budget-related details, processes, or allocations based on review and shifts in university funding
Result
Results: Budget Clarification And Budgets Shifts
Clarification of student service fee and related budgets shifts - first of three to accomplish hard-funding. Shift of funds from American Band College of SHSU to the School of Music (SOM) with first phase of related transition of facilitation of ABC through college to the SOM.
KPI
2. Progress On Capital Projects
Based on anticipated funding, the results of planning for capital projects for Depts of Art and MCOM, and for School of Music.
Result
Results: Projects Completed, Planned, Funded
Space repurposed in GPAC into offices for 3 college staff in summer 2015. Partnered with Residence Life and provided financial support for new FAMC Creative Community initiative scheduled for use by FAMC majors in Fall 2015.Funding justified and plans for new Art Building and Museum move forward. No results on School of Music facility review.
Action
Action: Expand Presence Of FAMC Beyond SHSU Huntsville Campus
Expanded presence of FAMC beyond SHSU Huntsville campus was realized in film workshops (2) held at The Woodlands Campus in AY15. Plans for increased number of venues in AY16.
Proceed with planning for expansion of MCOM facilities and renovation of Dan Rather Bldg.
Analyze needs for School of Music and options for expanded facilities.
Objective
B. 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: Initiatives Prioritized And Forwarded
Strategic initiatives were prioritized and forwarded to Academic Affairs for funding consideration and were funded.
INITIATIVES SUBMITTED FOR 2015-16 Tenure Track Vocal Position Salary & Benefits (MUS) Tenure Track Animation Position Salary & Benefits (ART) Gaddis Geeslin Gallery Funding - Replace SSF (ART) Scholarship Funds for Graduate and Teaching Assistantships (FAMC) Convert 5 Pool Faculty to Lecturer Salary & Benefits (FAMC) Audio Services Engineer Salary & Benefits (FAMC) Tenure Track Broadcast Journalism Position Salary & Benefits (MCM)
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 2015-16 Tenure Track Vocal Position Salary & Benefits (MUS) Tenure Track Animation Position Salary & Benefits (ART) Gaddis Geeslin Gallery Funding - Replace SSF (ART) Scholarship Funds for Graduate and Teaching Assistantships (FAMC)
INITIATIVES NOT FUNDED FOR 2015-16 Convert 5 Pool Faculty to Lecturer Salary & Benefits (FAMC) Audio Services Engineer Salary & Benefits (FAMC) Tenure Track Broadcast Journalism Position Salary & Benefits (MCM)
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
Results: Remove KPI
KPI was considered to not be relevent to new initiatives and will be removed.
Action
Action: Initiate Call For Initiatives
Initiate call in AY16 for strategic initiatives to formalize and internalize process.
Objective
C. Develop Advisory Board And Faculty Forum
The College will investigate developing an Advisory Board for the Dean to advise regarding alumni and donor relations, and will investigate developing a Faculty Forum to facilitate an environment for faculty interaction and informal open discussion.
KPI
1. Creation Of Advisory Board, Donor List,
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 event ticketing system to facilitate improved tracking of trends and connections to patron (donors, alumni, staff, etc.) attendance.
Result
Results: Investigation Into Advisory Board
Investigation into the Advisory Board is ongoing.
KPI
2. Creation Of Faculty Forum
Organization, purpose, and scheduling of gatherings for faculty in the college.
Result
Results: Established Regular Meetings With Faculty Representatives
The Dean had regular meetings with the FAMC faculty elected to the Faculty Senate, who provided the agenda for those meetings.
Action
Action: Gathering Data, Implementing New Ticketing System, And Faculty Forum
Implementation of new ticketing system will help provide information for creation of Advisory Board. Meetings with FAMC faculty will be ongoing.
Objective
D. Review And Adjust Gaertner Performing Arts Center (GPAC) Policies And Staffing (New 2014-15)
Adjust operational policies and staffing of the Gaertner Performing Arts Center (GPAC) to improve efficiency and service.
KPI
1. Resulting Adjustments In GPAC Operations And Staffing
Adjustments implemented following review and assessment of operational policies (e.g. two ticketing systems into a single comprehensive ticketing system) and staffing in the GPAC.
Result
Results: New Hires In Key GPAC Positions And Coordination Of Theatre And GPAC Front Of House
New hires in GPAC positions of Box Office Manager, GPAC Facility Manager, and Technical Director for Dance. Coordination and combination of Theatre and GPAC staff for front of house.
Action
Action: Staffing And Policies Addressed; Suspend KPI
With new hires, establishment of policies, and offices constructed, KPI will be suspended for possible reinstatement in future.