SCHOOL OF MUSIC

Georgia State University

December 16, 2004

Lauren B. Adamson, Dean

College of Arts and Sciences

Subject: School of Music Self-Study (2004 calendar year)

Executive Summary

The School of Music fulfills a unique role in Georgia State University’s aspirations to achieve national distinction as an urban research institution (University Strategic Plan 2000-2005). The School is engaged in a national dialogue on development and research that link music schools integrally with urban cultural development and arts education. These initiatives represent significant curricular considerations for music in higher education and the preparation of music teachers and professional musicians in the 21st century. The Center for Educational Partnerships in Music (CEPM) (See Appendix E) has been a major catalyst for articulating new programs and increasing the School’s reputation nationally.

Individual Program Areas. BM degree with 5 concentrations; BS in Music Management; MM with 6 concentrations; Ed.S. in Music Education; and a Ph.D. in Music Education.These programs are placed in four divisions: Foundation Studies; Music Education/Community Music Programs; Performance and Pedagogy; and, Music Composition, Technology, and Management.

Current Enrollment and Faculty. 458 students (Fall 2003) places the school among the 45 largest music schools in the country. Fall 2001 to 2003 core music class enrollment increased 480 to 747 (56%); credit hour generation increased 4595 to 5378 (17%); and, undergraduate applications increased 225 to 289 (28%). The average Freshman Index was 2631. GRE scores, required for music education and composition concentrations, averaged 1068. The SOM awarded 46 bachelor’s and 18 master’s degrees AY02; 48 bachelor’s and 33 master’s degrees AY03. GPAs of 19 graduating bachelor’s recipients in Spring 2003 ranged from 2.59 to 3.95 with a median of 3.34. The School has 29 full-time, one .5, two .38 positions plus 33 part-time instructors.

Comparison to Peer Institutions. Students and faculty quality, success of graduates, and programmatic excellence compare very well nationally. Less positive comparisons exist in the areas of facilities, financial resources, staff support and student-faculty ratios (See Appendix P). The targeted baseline of 37 full-time tenure-track faculty lines to support a projected enrollment of 500 students in our school would yield a student-faculty ratio of 13.5:1.Our current ratio is 15.8:1 which is somewhat higher than comparable schools of music. For example, the University of Houston has ca. 600 majors with 80 faculty, 50 of whom are full-time (12:1).

Achievement highlights since 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; MM degree graduation rates among the highest in the COAS; established three new endowed scholarships and two endowed professorships ($750,000); received extramural grants ($500,000) administered by 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 1000 students) and CEPM (Atlanta Symphony Orchestra and 12 public schools).

Resources. The base operational budget is somewhat adequate for the most basic needs; however, increased financial support is needed for faculty positions and salaries, equipment/large music instruments ($15,000 in AY04 budget), recruiting/marketing/public relations ($18,000), concert productions ($47,000 SA funds), and for the renovation/upgrade of facilities. The Graduate Assistant budget should increase by 15% to support an optimum of 48 GA positions. The School has 23 endowed scholarships/2 professorships that total an endowment of $1,006,233.

Survey Responses. Faculty concerns focus on: a) Faculty Positions and Programs (retention and workloads that exceed the college policy; b) Recruitment and Scholarship Support; c) Supply Budget Funding; and d) Facilities. Undergraduate and graduate students express need for pianos (80% of responses) and more variety of class scheduling which is related to sufficient faculty.

Strengths. The School’s major strength is the commitment, quality and productivity of the faculty: between 2001 and 2003, SOM faculty performed approximately 170 local to international concerts; gave over 100 scholarly presentations; created 65 music compositions, 19 published recordings, 10 film scores, 30 published monographs, 8 books, 11 book chapters, 7 reviews, and 15 encyclopedia entries; received four book contracts; and, served on 12 editorial boards and 14 professional juries. Two faculty were promoted to Associate Professor with tenure and one to full Professor. Faculty Honors: one regional award, seven national awards, seven international awards, five composition commissions, and a professor received the COAS Outstanding Senior Faculty Award. Service and Outreach: faculty served an average of 7.76 service units per year (1 service unit = 1 significant assignment, e.g., committee membership). They participated in 119 regional and national professional service activities.

Areas of programmatic excellence. Music Education, Music Technology, Composition, Voice/Opera (noted as outstanding in 2001 NASM report), Brass, Percussion, theUniversity Singers and Symphonic Wind Ensemble. The Center for Educational Partnerships in Music has a national reputation.

Program Goals and Objectives of the next APR Cycle. These have been designed to improve areas identified as weaknesses in the School: a) achieve the COAS-mandated workload policy, thereby improving faculty productivity and retention by converting five positions that currently exist in the School and establishing seven new tenure-track lines; technology/recording (Bobby Bailey Professorship), administrator for CEPM (music education), composition, oboe/theory, piano, trumpet/conducting, and voice;b) establish a balanced student enrollment of approximately 500 students (375 undergraduates and 125 graduates) including an increase of music education students (K-12 teacher preparation) relative to BOR’s commitment to recruit teachers for Georgia; develop public-private funding for competitive financial awards; c) continue programmatic, curricula, and instructional advances in chamber music area and keyboard accompanying, and develop plan for Doctor of Musical Arts in voice performance/choral conducting and a post-Master’s certificate program in voice; d) provide administrative/staff support consistent with peer schools to support instruction/research and to improve staff efficiency and productivity; e) continue progress of facility upgrades by renovating the School’s Recital Hall/Lobby; providing for acquisition of large instruments (e.g. pianos); upgrading acoustics of classrooms, studios/offices; providing ADA restroom facilities and installing modern HVAC systems; f) expand development/recruitment activities by increasing School’s endowment by two million dollars; cultivating a donor for the naming of the School; establishing support for ensemble/faculty concert tours; and, developing local/state/international recruitment and international exchanges.

John B. Haberlen

Director

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