annual report for academic units 2018 - missouri ......joe price, azaria hogans, and ed swidey (td)...

College of Arts and Letters, Missouri State University

Prepared by Shawn T. Wahl, Dean

Submitted June 2019

ANNUAL REPORT FOR ACADEMIC UNITS

2018

College of Arts and Letters Missouri State University

Prepared by Shawn T. Wahl, Dean

Submitted June 2019

1 2018 | College of Arts and Letters, Missouri State University

Table of Contents

Mission ........................................................................................................................................................................ 2

SECTION ONE: PROGRESS ON 2018 GOALS ................................................................................................................ 2 Alignment with University Goals, particularly as related to the 2017‐21 Long‐Range Plan ............................. 2 Curriculum and Budgets ...................................................................................................................................... 2 Faculty, Student and Staff Development ........................................................................................................... 3 Raising COAL’s profile ......................................................................................................................................... 3 Space, Facilities, Equipment ............................................................................................................................... 4

SECTION TWO: DASHBOARD INDICATORS ................................................................................................................. 5 Enrollment Management .................................................................................................................................... 5 Faculty Productivity ............................................................................................................................................ 7 Student Access .................................................................................................................................................... 8 Student Success ................................................................................................................................................... 9 Student Diversity ................................................................................................................................................. 12

SECTION THREE: NARRATIVE ASSESSMENT................................................................................................................ 13 Recruitment and Retention ................................................................................................................................ 13

Recruitment ................................................................................................................................................ 13 Retention:.................................................................................................................................................... 13

Visibility ............................................................................................................................................................... 14 Departmental and Curricular Highlights............................................................................................................. 14

Department of Art and Design ................................................................................................................... 15 Department of Communication ................................................................................................................. 15 Department of English ................................................................................................................................ 15 Department of Media, Journalism, and Film ............................................................................................. 16 Department of Modern and Classical Languages ...................................................................................... 16 Department of Music .................................................................................................................................. 17 Department of Theatre and Dance............................................................................................................. 17

Searches .............................................................................................................................................................. 18 Diversity............................................................................................................................................................... 18 Facilities and Space ............................................................................................................................................. 19 Efficiency ............................................................................................................................................................. 19 Faculty and Staff Development .......................................................................................................................... 19

SECTION FOUR: FOCUS for CY 2019 ............................................................................................................................ 20 Alignment with University Goals ........................................................................................................................ 20 Curriculum and Budget ....................................................................................................................................... 20 Faculty, Student and Staff Development ........................................................................................................... 20 Space, Facilities, Equipment ............................................................................................................................... 20


Mission

SECTION ONE: PROGRESS ON 2018 GOALS

The College of Arts & Letters: Uniting Passion and Creativity

The College of Arts and Letters is dedicated to the success of our students. Our rigorous programs provide a solid platform for personal growth and professional preparation. We are proud of our mission to nurture literacy in the arts and letters, stimulate self‐reflection and build critical thinking while fostering excellence and fueling the creative passions of our students.

GOALS, 2018

Alignment with University Goals, particularly as related to the 2017‐21 Long‐Range Plan

• Continued recruitment and retention efforts o Produced high quality COAL recruitment video o Implemented new admissions and recruitment technology in MU and TD (Accepted)

• Continued diversity initiatives (students and faculty) o Hired 14 highly qualified‐diverse faculty and department heads (Vonda Yarberry and David Hicks

(A/D); Chris Collins (COM); Joel Coltharp (ENG); Judith Martinez and Khanssa El Alami Canning (MCL); Bobby Lewis and Cristina Pippa, (MJF); Dan Ketter, Erin Plisco, and Emlyn Johnson (MUS); Joe Price, Azaria Hogans, and Ed Swidey (TD)

• Continued development of and use of assessment data to improve curriculum o Significant curricular revisions in COM

• Published updated degree plans reflecting the reduction from 125 to 120 hours. o All seven departments updated degree plans

Curriculum and Budgets

• Continued monitoring summer and per course offerings and budgets o Increased SCH; closely monitored enrollments to add appropriate sections and cancelled

undersubscribed sections o Added appropriate online sections for summer and second block spring

• Facilitated development of additional online courses, particularly in the general education program o Continued offerings in 2018: MED 120, MED 274, MUS 239 o Developed new general education course focused on diversity (COM 260)

• Created new certificate programs—undergraduate or graduate—using existing courses


o Developed Professional Writing Certificate o Proposed MFA in Dramatic Writing

• Continued to audit reassignment of time: who has reassigned time and for what purpose o Departments improved their distribution of reassigned time; inequities are gradually being

addressed • Continued to audit use of GAs and their assignments

o Worked to ensure that GAs are used appropriately (primarily teaching, sometimes advising, or working in the Writing Center, performing quasi‐professional duties); improvements made in utilization of GAs

o Emphasized utilization of GAs for SCH production and general education delivery • Utilize formal and informal assessment data to inform curricular changes

o Departments best utilizing such data: COM, ENG, MJF, MCL, and MUS • Departments with heavy advising loads continued alternative advising strategies

o ENG, particularly in education, continued group advising with shorter, targeted individual appointments

o MUS, continued advising night with student peer mentors and faculty working together to assist scheduling

o COM, continued faculty facilitated group advising, mentoring sessions, and hired a 1000‐hour professional advisor

Faculty, Student and Staff Development

• Continue offering faculty a variety of development opportunities o Continued to support Peer Mentoring program lead by COAL fellows Chesman and Moser; new

faculty in Fall 2018 o All tenure‐track faculty in COAL met individually with Dean Wahl to review tenure and promotion

progress o Continued new faculty orientation throughout the year o Sabbaticals: Funded 5 sabbaticals during FY 18 o COAL summer 2018 Fellowships: Funded 8 tenure‐track faculty summer research fellowships

• Support heads, associate dean, professional and administrative staff in development opportunities o Supported heads and associate dean to attend professional development conferences o Scheduled professional and administrative staff professional development sessions internally

• Continue student success initiatives o Provided monetary support for 32 students (presenting papers and exhibitions, receiving important

residencies, etc.) for a total of $5,757 • Hiring: COAL hired 12 faculty who started in fall 2018; AD, 1 Artist in Residence; COM, 1 assistant professor

(com theory); ENG, 1 instructor NT; MCL, 1 assistant professor and 1 visiting instructor (languages); MJF, 1 assistant professor (production) and 1 instructor (screenwriting) NT; MUS, 2 assistant professors (cello and choral studies) and 1 instructor NT; TD, 2 Artists in Residence (dance and acting)

• Administrative hiring: two department head positions, 5‐year appointments, through June 2023: o A/D, Vonda Yarberry (internal hire from national search) o T/D, Joseph Price (external hire from national search)

Raising COAL’s profile

• Continued COAL magazine development and distribution; worked with University Publications • All Steinway School (Department of Music) • Effectively utilized social media for recruitment, retention, and promotion of COAL/departments


o COAL Strategic Communication Specialist produced targeted recruitment videos for all 7 departments

o COAL Strategic Communication Specialist worked with all 7 departments on promotion, and social media

• Hired full‐time director of the Missouri Fine Arts Academy (MFAA). MFAA will return in 2019 under the leadership of a new full‐time faculty director.

• Continued partnerships to promote events and activities that raise the college profile o Supported Any Given Child initiative with Springfield Public Schools to bring eighth‐graders to

campus to see two Dance productions in spring; paid for transportation costs o Dean Wahl and Vonda Yarberry continued leading the Public Art Committee and partnership with

Sculpture Walk Springfield o Worked with donors and potential donors to support departmental events (e.g., COM Week) o Partnered with Public Affairs Support to sponsor a plenary speaker for the PA conference that

COAL helps select; better use of COAL’s money than trying to create interest in a COAL speaker series

• Supported University events (MarooNation Ball in Springfield; Show Me Chefs Gala, SGF Downtown Film Festival, Commencement Festivities) and invited COAL friends and donors as guests; part of long‐range friend‐raising plan

• Continued fund raising efforts for Department of Music, Established All Steinway School Circle and expanded Choral Endowment

Space, Facilities, Equipment

• Continue to assess current space needs and realign space functions accordingly • Completed installation Irene Coger Legacy Display Case • University purchased Brick City • All Steinway School (purchased 52 new pianos) • Continued remodeling (still in progress) of the third floor of Student Exhibition Center for GA studios in A/D

(MFA) • Additional equipment allocations by Provost for A/D, MUS, T/D, and MJF allowed for upgrades of important

equipment; is currently paying off in improved quality of productions in all four areas


SECTION TWO: DASHBOARD INDICATORS

Enrollment Management SCH and Headcount: Chart 1 displays changes in student credit hour production; which reflects a 1.36 % increase. Chart 2 displays changes in first and second major headcount since 2014. Chart 3 summarizes changes from 2017 to 2018. COAL SCH has been steady, but increased from 103,230 in 2017 to 104,638 in 2018 with an increase of 1.36%. All but one departments increased, with the highest increases in MUS (6.25%) and T&D (3.86%). The department whose SCH decreased were ENG (‐0.13%) and MCL (‐3.59%). Headcount (first and second majors) has been climbing since 2014; COAL was up 17 students (0.60%) in 2018 (2,832 compared to 2,815). Three departments’ headcounts decreased, but two departments were only slight decreases: MJF down 45 (‐9.49%), A&D down 24 (‐4.95%), and MCL down 1 (‐0.61%). The other four departments experienced increases: COM (3.05%), ENG (6.20%), MUS (8.94%), and T/D (6.37%). ENG seems to have reversed their decline of recent years/ the overall SCH and headcount percentage increases for COAL indicated that the college‐wide focus on recruitment and retention initiatives seem to be paying off.

CHART 3: COAL SCH and Majors (1st & 2nd) Headcount CY17 vs CY 18

COAL Comparison ‐ 2017 vs 2018 2018 1st & 2nd Majors 2018 Majors Department % Change in SCH CY17 vs CY18 # Change % Change Art and Design 3.66% 566 vs 542 ‐24 ‐4.95% Communication 0.99% 558 vs 575 17 3.05% English ‐0.13% 500 vs 531 31 6.20% Media, Journalism & Film 2.62% 474 vs 429 ‐45 ‐9.49% Modern and Classical Languages ‐3.59% 164 vs 163 ‐1 ‐0.61% Music 6.25% 302 vs 329 27 8.94% Theatre and Dance 3.86% 250 vs 266 16 6.37% COAL Totals 1.36% 2815 vs 2832 17 0.60%


CHART 4: SCH by Undergrad and Graduate Levels, CY2014‐2018 Charts 4 and 5 provide more detail about enrollment data by student level. Undergraduate SCH increased in all departments except COM, ENG and MCL; graduate SCH increased in all departments except MJF.

CHART 4 Continued: CY18 vs CY 17

Department 2014 2015 2016 2017 2018 A/D 10,721 11,365 11,813 12,133 12,577

UG 10,654 11,220 11,597 11,923 12,351 GR 67 145 216 210 226

COM 16,937 17,933 18,938 19,831 20,028 UG 15,879 16,613 17,566 18,490 18,372 GR 1,058 1,320 1,372 1,341 1,656

ENG 29,155 30,249 31,215 30,322 30,282 UG 27,143 28,099 29,314 28,303 28,120 GR 2,012 2,150 1,901 2,019 2,162

MJF 7,670 7,722 8,487 8,918 9,152 UG 7,532 7,602 8,288 8,697 8,995 GR 138 120 199 221 157

MCL 11,696 12,225 12,423 12,122 11,687 UG 11,666 12,199 12,276 11,993 11,531 GR 30 26 147 129 156

MUS 9,952 9,301 9,728 10,050 10,678 UG 9,344 8,639 8,934 9,323 9,855 GR 608 662 794 727 823

T/D 8,846 8,604 9,508 9,854 10,234 UG 8,744 8,582 9,483 9,851 10,231 GR 102 22 25 3 3

Total COAL SCH Production 94,977 97,399 102,112 103,230 104,638

Department SCH Change % Change A/D 444 3.66%

UG 428 3.59% GR 16 7.62%

COM 197 0.99% UG ‐118 ‐0.64% GR 315 23.49%

ENG ‐40 ‐0.13% UG ‐183 ‐0.65% GR 143 7.08%

MJF 234 2.62% UG 298 3.43% GR ‐64 ‐28.96%

MCL ‐435 ‐3.59% UG ‐432 ‐3.60% GR 27 20.93%

MUS 628 6.25% UG 532 5.71% GR 96 13.20%

T/D 380 3.86% UG 380 3.86% GR 0 0.00%

Total COAL SCH Production 1,408 1.36%


Chart 5: Undergraduate and Graduate Headcounts, Fall 2014‐2018

Overall, COAL increased in headcount by 0.60%.

Fall 18 vs Fall 17

Department 2014 2015 2016 2017 2018 A/D 542 544 568 566 538

UG 537 535 556 553 525 GR 5 9 12 13 13

COM 436 477 548 558 575 UG 365 396 473 488 512 GR 71 81 75 70 63

ENG 573 585 529 500 531 UG 434 449 419 363 381 GR 139 136 110 137 150

MJF 397 375 431 474 429 UG 388 371 427 466 422 GR 9 4 4 8 7

MCL 161 138 149 164 163 UG 160 129 138 151 145 GR 1 9 11 13 18

MUS 299 308 311 302 329 UG 258 269 268 260 282 GR 41 39 43 42 47

T/D 206 195 209 251 267 UG 199 192 207 250 266 GR 7 3 2 1 1

Total COAL SCH Production 2,614 2,622 2,745 2,815 2,832

Department Headcount

Change Percent Change A/D ‐28 ‐4.95%

UG ‐28 ‐5.06% GR 0 0.00%

COM 17 3.05% UG 24 4.92% GR ‐7 ‐10.00%

ENG 31 6.20% UG 18 4.96% GR 13 9.49%

MJF ‐45 ‐9.49% UG ‐44 ‐9.44% GR ‐1 ‐12.50%

MCL ‐1 0.61% UG ‐6 ‐3.97% GR 5 38.46%

MUS 27 8.94% UG 22 8.46% GR 5 11.90%

T/D 16 6.37% UG 16 6.40% GR 0 0.00%

Total COAL SCH Production 17 0.60%


Faculty Productivity

Chart 6: Percentage of SCH by Instructor Type CY2018 COAL Department Ranked SCH% Regular SCH% Supplemental SCH % GA SCH% Art and Design 50.7% 6.9% 35.2% 7.2% Communication 23.8% 37.3% 23.4% 15.5% English 35.4% 23.9% 18.6% 22.1% Media, Journalism & Film 56.6% 14.2% 25.8% 3.4% Modern & Classical Languages 42.2% 23.8% 28.6% 5.3% Music 49.7% 12.6% 34.3% 3.4% Theatre & Dance 58.0% 7.7% 34.2% 0.0% Total % SCH by Instructor Type 41.7% 20.5% 26.7% 11.1%

Chart 6 shows that 62.2% of COAL’s SCH were taught by regular, full‐time faculty (ranked and instructors). Supplemental (per course) faculty taught 26.7% and GAs 11.1%. Per course faculty were used most heavily in A/D (35.2%); MUS (34.3%); and T/D (34.2%). They were used least heavily in ENG (18.6%), which has the largest pool of GAs teaching introductory ENG courses (22.1% SCH). The heavy utilization of per course faculty in A/D suggested we should direct our new faculty line in COAL to the rapidly growing animation area, which should reduce some of the per course need in A/D in FY19.

Chart 7: Average Section Size (all faculty), CY2014 – 2018

Chart 7, showing average section size taught by all faculty, reflects a slight increase overall, at about ½ student per section, over last year. Section sizes range from 18.61 (A/D) to 25.86 (MUS).

COAL Dept. CY14 CY15 CY16 CY17 CY18 CY18 vs CY 17

% Change 5 YR AVG A & D 16.47 16.54 16.87 17.89 18.61 4.02% 17.28 COM 20.79 21.14 21.25 22.28 22.28 0% 21.56 ENG 20.38 20.38 20.12 19.95 20.19 1.20% 20.20 MJF 22.82 22.14 24.54 25.18 23.73 ‐5.76% 23.68 US 20.47 18.95 19.69 18.83 16.80 ‐8.06% 18.90 Music 25.30 25.10 25.40 25.98 25.86 ‐0.46% 25.54 T & D 18.43 18.41 20.17 21.94 21.86 ‐0.36% 20.15 AVG SECTION SIZE 20.51 20.27 20.79 21.30 21.10 ‐0.94% 20.80


Chart 8: FTE Faculty by COAL Department Fall 2014 ‐ Fall 2018

In CY 18, Chart 8 shows COAL with overall a decrease of one full‐time faculty compare to CY 17. COAL hired 12 new faculty (tenure‐track, instructors NT, and Artists in Residence) and 2 department heads (AD and TD).

Student Access A key continuing priority, established four years ago, is to increase access via online and alternative instructional methods; COAL has substantially increased its online offerings since then. Chart 9 shows what percentage of SCH is delivered by each delivery method. COAL’s distance instruction is 27.84% of the total, an increase of 1.94% over last year. Internet instruction jumped from 15.43% last year to 16.80% in 2017; dual credit instruction jumped from 5.14% last year to 6.01% in 2017. Traditional instruction decreased from 61.41% of the total in 2017 to 59.33% in 2018.

Chart 9: Percentages of SCH by Course Delivery Modality, CY 2018—Traditional Modes

Chart 9 continued:

COAL FTE Faculty CY2014 CY2015 CY2016 CY2017 CY2018 A&D 27 25 27 28 27 COM 21 20 23 22 23 ENG 37 36 38 39 37 MJF 14 13 13 15 15 MCL 20 20 19 19 19 MUS 32 31.5 33 32 34 T&D 15 15.5 17 17 17 Administration 0 0 1 0 Total Full‐Time Faculty 166 161 170 173 172

COAL Departments Total SCH

(Trad. & Dist.) Traditional Evening Arranged Blended Intersession A & D 12,577 74.73% 18.45% 2.00% 0.00% 0.00% COM 20,028 49.64% 8.91% 0.90% 3.00% 0.00% ENG 30,282 54.92% 7.34% 0.23% 0.25% 0.17% MJF 9,152 61.56% 22.20% 0.00% 0.43% 1.11% US 11,687 57.34% 12.55% 0.94% 0.00% 0.12% Music 10,678 61.58% 8.42% 9.31% 0.00% 0.00% T & D 10,234 70.52% 1.43% 0.00% 0.00% 0.54% CY18 SCH Produced 104,638 62,097 10,873 1,605 714 223 % SCH Produced by Modality 59.34% 10.39% 1.53% 0.68% 0.21%

COAL Departments Internet Dual Credit Off Campus Media/

Telecourse Interactive

Video ZOOM A & D 1.79% 1.60% 1.42% 0.00% 0.00% 0.00% COM 30.25% 4.75% 2.56% 0.00% 0.00% 0.00% ENG 22.04% 13.01% 1.59% 0.00% 0.46% 0.00% MJF 12.58% 0.00% 2.12% 0.00% 0.00% 0.00% US 13.24% 10.34% 1.37% 3.88% 0.00% 0.00% Music 19.69% 0.06% 0.90% 0.00% 0.00% 0.04% T & D 18.28% 0.47% 0.50% 8.27% 0.00% 0.00% CY18 SCH Produced 19,658 6,353 1,674 1,299 138 4 % SCH Produced by Modality 18.79% 6.07% 1.60% 1.24% 0.13% 0.00%


Chart 10: SCH by Course Delivery Modality, CY 2014–2018

COAL SCH by Instructional Format CY 2014 CY 2015 CY 2016 CY 2017 CY 2018

2018 vs 2017 SCH Change

Arranged 1,828 1,902 2,063 1,673 1,605 ‐68 Blended 822 717 825 657 714 57 Dual Credit 4,636 4,212 5,252 6,022 6,353 331 Evening/Weekend 11,457 10,919 11,241 11,198 10,873 ‐335 Interactive Video 189 147 198 201 138 ‐63 Internet 10,591 12,597 15,755 17,359 19,658 2299 Intersession 318 285 284 143 223 80 Media/Telecourse/CD 2,130 1,863 1,962 1,689 1,299 ‐390 Off Campus 1,513 1,819 1,820 1,471 1,674 203 Traditional 61,493 62,938 62,712 62,817 62,097 ‐720 ZOOM (online) 0 0 0 0 4 4 TOTAL SCH Produced 94,977 97,399 102,112 103,230 104,638 1408

Chart 10 shows the changes in SCH per delivery method since CY 2014 SCH increased (by 9,661) last year to the highest level in 5 years. The increase, of 1.36%, was from 2017 to 2018. Both charts support the argument that those departments that have embraced Internet/online instruction and departments that offer needed face‐to‐face sections are the ones that have grown.

Student Success

Chart 11: COAL Retention, IPEDS Cohorts (First‐Time New Students) IPEDS ‐ 1st Time New Students

Chart 11 shows overall retention percentages for first‐time, new in college students, starting with the cohort that began in fall 2014. Chart 12 shows overall retention rates (including graduate students) for those same years. COAL’s freshman retention percentage is 2.24% points better than the university’s (79.35% vs. 77.11%)

and has improved every year since 2014. The departments with the highest freshman retention rates last year were: T/D (82.67%); MUS (82.81%); MCL (85.71%); and A&D (80.00%). ENG was lower than the university’s. The department with the most improved freshman retention rate was MCL (up to around 8.6%), which has worked particularly diligently on its retention. COAL’s overall retention rate decreased from 2017 to 2018 (from 86.04% to 85.87%) but is 9.91% higher than the university’s (85.87% vs. 75.96%).

COAL Department

2014 Cohort F'14 to F'15 % Retained




Art and Design 80.77 80.41 75.28 80.00 Communication 91.30 90.63 83.33 78.26 English 78.57 84.91 76.32 76.47 Media, Journalism & Film 73.77 79.22 82.35 71.19 Modern and Classical Languages 87.50 92.31 75.00 85.71 Music 87.27 72.29 83.82 82.81 Theatre and Dance 91.30 82.98 86.54 82.67 COAL Retention ‐ IPEDS Cohorts 82.87% 80.60% 80.72% 79.35% MSU Retention ‐ IPEDS Cohorts 77.53% 76.97% 76.77% 77.11%


CHART 12: COAL Retention by Department, All Students COAL retention (all students) remained steady in F18 and higher than the university rate.

Chart 13 displays Chart 13: Benchmarking Percentile Ranges of MAPP Scores, FY18 COAL’s FY 18 MAPP scores (General Education Exit Exam), compared with scores of the other colleges.

FY18 COAL was fourth (behind CNAS, CHPA, and CHHS) for students with MAPP scores above 80% percentile. In FY18, COAL has 43.04% of students with MAPP scores above the 80% percentile.

RETENTION All Students COAL Department

F14 to F15 % Retained


F16 to 17 % Retained


Art and Design 83.56 85.14 84.25 83.95 Communication 87.16 87.71 87.40 89.53 English 83.67 84.00 83.00 82.17 Media, Journalism & Film 80.36 85.41 87.06 85.71 Modern and Classical Languages 86.00 85.15 88.50 83.87 Music 90.78 86.62 87.75 90.10 Theatre and Dance 85.22 88.08 89.23 85.78 COAL Retention ‐ All Students 84.74% 85.77% 86.04% 85.87% MSU Retention ‐ All Students 75.87% 76.97% 75.77% 75.96%

MSU ‐ FY 2018 Proficiency Profile Scores by College

COAL

AGR

COB

COE

CHHS

CHPA

CNAS

Average Score 443.30 440.10 439.18 438.50 444.60 449.44 450.86

Above 80th Percentile 43.04% 37.70% 35.40% 35% 49.25% 51.72% 55.64%

50th to 80th Percentile 7.59% 9.84% 5.28% 6.12% 5.53% 10.34% 10.53%

Below 50th Percentile 49.37% 52.46% 59.32% 59.18% 45.23 37.93% 33.83%


Chart 14: COAL Awards Conferred by Student Level and Department FY 2014‐2018 Degrees and Certificates Awarded

Chart 14 summarizes COAL degrees conferred since 2014. Numbers fluctuate and, of course, are dependent on headcount from 4 to 6 years prior to the graduation year. However, graduation numbers are robust, with COM and ENG consistently producing the highest numbers of graduates and MCL and T/D producing the lowest. The first MFA students graduated during spring 2018.

COAL established the Student Achievement Award program in 2011, as far as we can tell. The Student Achievement fund provides up to $200 (occasionally more, if the situation warrants) to

support an undergraduate or graduate student who has achieved success in the form of a paper accepted to a conference, a piece of art accepted to an exhibition, a notable award for received for work completed, a competitive residency secured, and so forth.

Chart 15: COAL Student Achievement Awards 2014 to 2018 Chart 15 summarizes student success numbers since 2014. The program was utilized slightly more in 2018 than 2017. COAL will work to promote it more vigorously. In addition to support provided by the COAL Student Success Fund, departments provide support for their

students to attend professional conferences, residencies, and so forth, without the stipulation of competitive selection or peer review. We do not track how much departments may have contributed in additional professional development funding for students.

Department 2014 2015 2016 2017 2018 % Change FY 17 to FY 18

A&D 98 93 82 84 75 ‐10.59% UG 98 93 82 81 73 GR 0 0 0 3 2

COM 158 131 148 188 185 ‐1.60% UG 119 107 108 143 155 GR 39 24 40 45 30

ENG 154 148 156 175 122 ‐30.29% UG 102 97 93 112 74 GR 52 51 63 63 48

MJF 84 98 84 76 111 46.05% UG 84 91 83 72 106 GR 0 7 1 4 5

MCL 45 40 39 36 40 11.11% UG 45 39 38 30 39 GR 0 1 1 6 1

MUS 50 78 57 60 48 ‐20.00% UG 38 60 41 44 31 GR 12 18 16 16 17

T&D 45 37 40 35 35 0.00% UG 43 33 37 34 34 GR 2 4 3 1 1

COAL Total Awards Confirmed 634 625 606 654 616 ‐5.81%

Department 2014 2015 2016 2017 2018 A&D 2 2 1 COM 7 8 8 5 7 ENG 7 7 5 3 5 MJF 3 4 10 MCL 3 MUS 6 7 4 5 12 T&D 10 4 1 COAL 22 24 30 24 36


Student Diversity Chart 16: COAL Student Diversity 2014–2018

Race/Ethnicity 2014 2015 2016 2017 2018 American Indian or Alaskan Native * 17 19 12 12 14 Asian * 26 30 36 37 39 Black or African American * 116 114 137 151 151 Hispanic or Latino * 81 85 101 110 118 More than one race * 109 115 115 125 117 Native Hawaiian or Other Pacific Islander * 2 4 4 2 1 Non‐Resident Alien 73 85 93 81 69 Not a US Citizen 0 0 0 0 3 Unknown 46 32 27 22 23 White or Caucasian 2,144 2,138 2,220 2,275 2,297 Total Majors Headcount (1st & 2nd) 2,614 2,622 2,745 2,815 2,832

COAL has worked diligently to recruit minority students. Our numbers of non‐Caucasian students (removing the unknown or non‐resident alien students from the count) has had continued annual growth. In 2018 increased by 3 (from 437 in 2017 to 440 in 2018). Every category increased, except Black or African American (no change); native Hawaiian or Other Pacific Islander, and None—Resident Alien were decreased. We continue to look for opportunities to recruit minority students by such things as attending specialized recruitment events.

Student Diversity Chart 17: COAL Scholarships – Number of Contributions by Dept.

The AIM dashboard notes that the amount of peer reviewed scholarship activities had a small decrease from CY 2017 to CY 2018 (88 vs. 85). I suspect some faculty are still making mistakes in recording all their research activities on Digital Measures. We will continue to train around Digital Measures.

Department 2014 2015 2016 2017 2018 Art & Design 28 23 21 28 29

Book 3 4 1 3 3 Book Chapter 2 4 1 8 1 Journal Article 3 1 4 2 5 Exhibition 20 14 15 15 20

Communication 12 4 14 11 9 Book 2 0 3 2 0 Book Chapter 4 0 6 2 2 Journal Article 6 4 5 7 7

English 46 23 33 22 16 Book 5 1 5 2 2 Book Chapter 8 4 8 4 7 Journal Article 33 18 20 16 7

Media, Journalism & film 2 4 2 0 4 Book 1 2 0 0 1 Book Chapter 1 0 2 0 1 Journal Article 0 1 0 0 1 Performance 0 1 0 0 1

Modern and Classical Languages 3 3 5 6 6 Book 0 0 0 1 2 Book Chapter 1 0 1 2 0 Journal Article 2 3 4 3 4

Music 36 29 21 20 21 Book 0 1 1 0 1 Book Chapter 0 1 0 1 0 Journal Article 5 3 2 2 2 Performance 31 24 18 17 18

Theatre and Dance 0 3 0 1 0 Book 0 1 0 0 0 Book Chapter 0 0 0 1 0 Journal Article 0 2 0 0 0

COAL Total Scholarship Contributions 127 89 96 88 85


SECTION THREE: NARRATIVE ASSESSMENT

COAL’s three overarching goals the past five years, and which continue to be our underlying goals and are consistent with University goals, are recruitment, retention, and college visibility. In addition, we have focused on professionalizing our departmental policies to include specific criteria for “research active” faculty and for “early tenure” applications and enhancing efficiency of our operations.

Recruitment and Retention Recruitment and retention have been major initiatives for the college for several years. The departments are primarily responsible for their own recruitment, but there are a few college‐level activities that COAL supports. Specific activities include:

Recruitment:

• Visits to targeted recruitment events have continued: St. Louis high schools (Jazz Studies), chorale visits to a variety of area high schools, attendance at the Spring Creek Art Festival in Arkansas (targeting Hispanic students interested in media, journalism, and film programs), attendance at various Thespian and Music annual meetings (Missouri, Kansas, Illinois, Texas and Oklahoma).

• Shadow Days: primarily in A/D and MUS, to bring high school students to campus for day‐long visits. • Hosting events on campus: COM (Statewide Debate Tournament, for the first time in 2017; regional

tournaments continue to come to campus); ENG (Children’s/Young Adult Literature Festival); MCL (World Languages Day, Ozarks Hispanic Studies League Finale); MUS (Honors Choir, Jazz Festival, Band Festivals); T/D (Springfield Public School eighth graders, through the Any Given Child program, to attend either a theatre or dance performance).

• Campus outreach: MUS (Choir visits/performances to area high schools); T/D (Inertia Dance Company, outreach/performances at elementary and secondary schools).

• Admissions and recruitment technology in MU and TD (Accepted)

Retention: We continued the three all‐college retention activities begun in 2015. Specifically:

• We continued the pre‐New Student Convocation pizza party and mini‐Student Festival for all new freshmen and transfer students. This (as in the previous year) was well attended by students. All department heads attended and most COAL student organizations were represented. This is the single most successful student event that is COAL‐sponsored, with much higher student representation than our transfer student orientations.

• COAL’s Recruitment Committee (one representative from each department) is active. • We continued our COAL communication plan for contacting newly admitted students. This includes a

formal “welcome” letter from the department followed by a handwritten student‐to‐student letter that COAL organizes.

• COAL continues to be a major driving force behind the new first generation student organization, I’m First, under the leadership of associate dean Mark Biggs, with two COAL first‐gen students.

• COAL strongly supports the college‐level/first generation sections of GEP 101, under the leadership of Kelly Wood.

• In 2018, COAL supported the Living Learning Community (LLC) project (partnered with CNAS) as well as the offering of Jump Start sections.


• MCL continues to be a campus leader in credit by assessment and offers liberal credit for students who demonstrate proficiency in a language, regardless of how they learned that language. This has attracted second majors and minors (nearly 400 for MCL, by far the most in the college).

• Department‐based retention initiatives include meet‐and‐greets (T/D, ENG, MJF); departmental disciplinary celebration events (e.g., COM Week, which brings alums and scholars to campus to talk about communication issues; MCL’s World Language Day, Day of the Dead Celebration, and Chinese New Year; ENG’s poetry and fiction readings; A/D student exhibitions; MJF and Electronic Arts student showcases); mentoring (the MUS vocal area organized a weekly convocation for its students—this has proven to be highly successful in orienting new vocal students into the department and other departmental areas have asked to participate).

Our recruitment and retention efforts continue to pay off. COAL’s first and second major headcount was up substantially in 2018 (70 students, 2.55%) and SCH was up 1.10%. More tellingly, COAL’s freshman retention percentage is 3.3% points better than the university’s (80.07% vs.76.77%) and has improved every year since 2014. COAL’s overall retention rate increased from 2017 to 2018 (from 85.77% to 86.04%) and is 10.27% higher than the university’s (86.04% vs. 75.77%). We continue to be on the right track.

Visibility College visibility continues to be an important goal. We strive to educate our internal audiences (faculty, staff and students) as well as audiences external to the University, about our programs, activities, and accomplishments.

• We continued to publish our COAL magazine, which has received positive comments (and some monetary contributions) from a variety of audiences. This creative and frankly promotional piece features a different department every year and includes highlights from each department. In 2018, we distributed the publication to donors, alumni, and to parents and students in targeted COAL SOAR sessions.

• COAL’s Strategic Communication Specialist continued to work on major recruitment and visibility projects in 2018. For instance, numerous recruitment videos were produced to target prospective students on social media. Because the departments can see their accomplishments being promoted on the University and college web sites and in other electronic and print media, faculty are supportive of the concept and are becoming accustomed to letting us know of relevant events and accomplishments.

• We continued to use college funds to support the Missouri Fine Arts Academy, which enhances our reputation throughout Missouri as a center for the arts. Funding was zeroed out for 2018, and due to the budget considerations that occurred in early 2018, COAL restructured the MFAA with a full time faculty director and new approach that will be launched in 2018‐2019.

• All Steinway School Achieved (Department of Music). • Departmental events, such as the Acting (in LA) and Musical Theatre (in NYC) showcases provide

considerable visibility for MUS, T/D and Musical Theatre. We partner with the Alumni Association to pair alumni events with the showcases, and this has helped us connect with alums as well as industry professionals.

• Our choir had another banner year in 2018 with recruitment focused and competitively selected performances across the nation. The choral endowment was established in 2017‐2018 with two consecutive years of raising over $50,000. In 2018, the Pride Band raised over $100,000 in support of new uniforms and instruments.

Departmental and Curricular Highlights All COAL departments engage in a variety of ongoing assessment activities. This focus on assessment informs curricular revisions as well as positive faculty and student performance outcomes.


Department of Art and Design: According to the Digital Measures reporting tools, Art & Design faculty produced 145 scholarly or creative peer‐reviewed, accomplishments in 2018. Those include: 3 books, 1 book chapter, 5 journal articles, 107 exhibitions and 29 that were defined as “other”. A sampling of “other” include: work appearing in catalogues, poster design, professional design activities, art direction of a literary magazine, creative works being accepted into permanent collections, photographic documentation of creative works included in text books, exhibition catalogues or magazine articles.

Department of Communication: COM was engaged in the following curriculum projects in 2018:

The graduate program continued to offer the 100% online option in 2018.

The undergraduate program curriculum underwent more revisions in 2018. • We added a major in Conflict and Interpersonal Communication. • We added a major in Organizational Communication • We changed the PR major from a non‐comprehensive to a comprehensive major and significantly

revised it.

The certificate programs in conflict/dispute resolution show continued success.

COM 115 continued to improve in access. We expanded our online, evening college and face to face 115 sections in 2018.

The summer debate institute continued to offer dual credit in 2018.

The Basic Course Director (Brazeal) improved the use of technology/social media and fostered a culture of assessment, mentoring, and standardization in COM 115.

Continued the partnership with Brazil with offerings in COM 736, 732, and 713.

Department of English: The following curricular proposals were passed in 2018 (or proposed in 2018 and passed in 2019):

• Program Changes:

o TESOL (2 program changes), to meet state certification requirements and to change Professional Education requirements (proposed in 2018 and passed in 2019)

• New Programs: o Certificate in Rhetoric and Argument Writing (submitted in 2018, passed in 2019)

(undergraduate) o Certificate in Technical and Professional Writing (2018) (undergraduate) o Advocacy Writing Certificate (2018) (undergraduate)

• New Courses: o ENG322, Advanced Writing for Social Change (2018) (to enhance the third new certificate

program listed above)


o ENG 326, Advanced Argument Writing (2018) (to enhance the first new certificate program listed above)

Department of Media, Journalism, and Film: Among MJF’s major accomplishments are in 2018 were:

Upgrading the Instructional TV Studio to replace the decades‐old lighting system and renovate the control room with high‐tech equipment.

Begin work on creating the department’s first master’s program, an MFA in Dramatic Writing.

Hiring two new faculty members, one to teach in production especially audio classes and cinematography and the other to teach in screenwriting.

Working with Brad Bodenhausen and Jerry Masterson to expand international programs in China, including a dual MPS degree with Southwest University and a teacher education program with Xi’an International University.

Beginning work with international scholar Enrique Uribe Jongbloed, PhD, from Facultad Comunicación Social – Periodismo in Bogota, Colombia, to start future partnerships with MJF. Beginning to teach the new comprehensive Digital Film and Television Production major, which took years to create and get approved.

Reaching a 5‐year SCH high of 9,152 in 2018 vs. 8,918 in 2017 or 2.62 percent. Conferring 111 degrees vs. 76 in 2017, an increase of 46.05 percent and reversing a trend that began in 2015.

Receiving industry recognition for student and faculty work by winning 69 awards.

Completing the 4th season of Show‐Me Chefs, the department’s major capstone production.

Department of Modern and Classical Languages: MCL successfully completed the final phase of its program review by submitting its Action Plan to the Office of the Provost in May of 2018.

MCL saw an 11.1% increase in the number of program completions relative to the previous year.

MCL graduates attained the highest scores to date on program assessments: 75% reached the benchmark on the OPI, and 79.5% reached the benchmark on the MOCA content‐area assessment.

MCL proposed three new graduate certificates: Foreign Language Teaching, French, Spanish.

MCL was able to retain Dr. Judith Martin in her new role as assistant professor of Spanish and hire a new full‐time instructor of French (Jeff Loughary) who will also assist Dr. Tonia Tinsley with teacher certification program duties.


MCL planned and executed several new and ongoing community outreach events aligned with the Public Affairs mission of the university. These included the second‐annual International Culture Fair (an event for elementary school aged children), the Day of the Dead commemoration, Chinese New Year, and the World Language Showcase.

Emeritus Professor of Spanish Dr. Roger Dowdy endowed his scholarship in the amount of $100 thousand.

Department of Music: The MUS department engaged in the following curriculum projects and innovations during 2018:

Holiday Concert: again joined forces with Food Pantry of the Ozarks for the Holiday Concert for Food Collection

MSU Chorale accepted to perform in Chicago and at the national ACDA in Kansas City.

Jazz Festival happened in February 2018 brought only 10 schools to campus for an all‐day competition and clinic under the direction of Dr. Hausback. Low enrollment likely due to extended run of “Lion King” which restricted our use of HHPA.

Drs. John Prescott and Michael A. Murray were recognized for excellence in organizing and delivering UHC courses by the Honors College

We had numerous guests and masterclasses, and had numerous invited guest artist recitals, thanks to the new pianos

Drs. Libby, Storochuk, Combs, and Casey have divided the music education incoming majors to help with initial advising and student retention.

The Vocal Area continues paperless jury exams with a Jury System.

Pass rate on Piano Proficiency is at an all‐time high; we have revamped our class piano curriculum

Band area collaborated with Palen Music for a third year and brought 30 high schools to campus to perform in a Pre‐Contest Critique and Workshop at HHPA.

MSU Orchestra partnered with Drury and worked with 600 regional string students on our campus for a recruiting event

The Department exceeded our previously high total of SCH and upped our major count.

We continued “Advising Days” held each semester, as a mass advising evening for all students with student peer advisors and faculty advisors.

All Steinway School Initiative Complete

Department of Theatre and Dance: Tent Theatre hired three female directors and engaged many MSU students.

The NYC Showcase was successful for our senior Musical Theatre BFA students (though it was a small MT senior class). Based on feedback from professional colleagues with have decided to add a traditional industry showcase in addition to performing with the Jazz Studies. DTSM students went to NYC as part of the showcase, and attended tech/design specific functions.


Successful LA Showcase for Acting and MT graduating seniors. All students had scheduled meetings or auditions with agents or casting directors either in LA or within a week of the showcase.

Continuing acting, MT, and DTSM students secured summer work in a variety of venues across the country.

Partnering with the Kennedy Center’s Any Given Child program brought Springfield middle school students to campus to see selections from She Stoops to Conquer in Fall 2018.

Our high school workshop brought hundreds of high school students to the department for our production of Amelie.

College/University premiere of the musical Amelie.

Alumni continue to work on television, professional theatre and dance.

Continued to work on refining Tent finances in consultation with university auditors.

Our acting and MT programs remain competitive: over 300 students auditioned for the BFA Acting and MT programs (up from 100 in 2017).

Faculty continue to work across the country and internationally. Lisa Brescia was on Broadway in Dear Evan Hansen.

Searches COAL hired 12 faculty who started in fall 2018 (both tenure‐eligible, instructors, and artists in residence). In addition, 2 Department Heads were hired. The new hires throughout the college are highly qualified, have a commitment both to teaching and research, are innovative, and are interested in outreach to the community.

• During 2018, A/D concluded successful hires for a department head (national search) and an Artist in

Residence • COM hired one tenure‐track Assistant Professor (communication theory/Director of MFAA) • ENG hired one instructor NT • MCL hired one tenure‐track Assistant Professor (Spanish) and one visiting instructor • MJF hired one tenure‐track Assistant Professor and one instructor NT • MUS hired two tenure‐track Assistant Professors (cello and choral studies) and one instructor NT • During 2018, T/D conducted a successful hire for a department head (national search) and two Artists in

Residence (Dance and Acting).

Diversity Diversifying the faculty was again a key goal for all administrators in 2018. COAL hired diverse faculty: Judith Martinez and Khanssa El Alami Canning (MCL); and Azaria Hogan (TD).

As can be seen in Chart 16, COAL has worked diligently to recruit minority students. Our numbers of non‐Caucasian students (removing the unknown or non‐resident alien students from the count) has had continued annual growth (increased by 32 from 405 in 2017 to 437 in 2018). Every category increased in 2018, except American Indian/Alaskan (no change); and Hawaiian/Pacific Islander (decrease of 2).


Facilities and Space We have made progress on several facility issues this past year, several of them long‐standing issues:

• The Student Exhibition Center, supported by student fees which generate funds for repair, was in bad

shape several years ago and we have a multi‐year plan to repair the SEC (on the list for 2018). • Ellis Hall was completed and dedicated in 2018 (C. Minor Recital Hall). • We continued to work on Tent Theatre storage in 2018. We continued exploring longer‐ term storage

options and planning for a potential permanent Tent structure. • We continued to explore interdisciplinary space (e.g., dance, art exhibitions, electronic arts) in support of

NAST and NASM accreditation.

Efficiency We have made a focused effort in the last two years to ensure that we are utilizing our resources effectively and efficiently. To that end:

• We continue to monitor GA assignments to ensure that GAs are being utilized appropriate (with preference given to teaching). GAs are an excellent and low‐cost resource for us (especially in COM and ENG).

• We continue to audit faculty reassigned time to ensure that each person has a full assignment. We defined

“research active” and continue to monitor to ensure that non‐research‐active faculty compensate by teaching more. As a result of the audit, we have discovered some anomalies (e.g., an instructor who was given reassigned time for research) and these are being addressed and fixed.

• Monitoring course caps: we have been more diligent in monitoring per course costs (COAL has consistently spent far more than its allocation for per course faculty) by ensuring that sections are fully subscribed before per course sections are added, by cancelling undersubscribed courses early enough for students to reschedule, and so forth. We have done a better job of ensuring that our summer offerings are based on what students need rather than what faculty want to teach.

• The dean and associate dean, along with COAL’s budget officer, have continued quarterly meetings with department heads to review the departmental budgets and to ensure that heads are staying on top of expenditures. All seven departments were in the black with carry forward balances at the end of the spring 2018 semester.

• We have plans to purchase Brick City as a cost saving strategy.

Faculty and Staff Development COAL supports faculty and administrator development and has continued several related activities.

• The New Faculty Orientation expands on topics introduced at the university’s orientation (e.g., faculty

resources for research; assembling the reappointment dossier) but introduces the topics closer to when faculty need to know them. New faculty strongly support and have expressed appreciation for COAL’s efforts. We also learn from this group how to improve our outreach to them for future groups.

• We continued the Peer Mentoring program developed and led by fellows Linda Moser and Jeremy Chesman, to encourage cross‐department faculty collaboration about teaching. The program promotes discussion, critique, reflection and observations of teaching, and reviews of teaching portfolios, but its’ most important contribution may be that it enhances the sense of community in the college. The program has received rave reviews from the participants. COAL provided meals, materials, and a small stipend.


SECTION FOUR: FOCUS for CY 2019

Alignment with University Goals • Align with University goals, particularly as related to the 2017‐21 Long‐Range Plan • Align appropriate academic programs with workforce development initiatives • Continue diversity initiatives (students and faculty) • Continue recruitment and retention efforts • Continue focus on college and department visibility

Curriculum and Budget

• Continue monitoring summer and per course offerings vis‐à‐vis budget • Propose MFA in Dramatic Writing • Market existing certificates related to workforce development (e.g., professional writing, conflict) • Expand pre‐college learning opportunities and connect to dual credit (e.g., Missouri Fine Arts Academy,

Writing Conferences, Summer Debate Campus, Choral Institute). • Explore revenue sharing agreements (i.e. Z‐school) • Expand fundraising and corporate sponsorship efforts • Facilitate development of additional online courses, particularly in the general education program • Create new certificate programs—undergraduate or graduate—using existing courses • Identify opportunities for new or expanded programs where we have capacity • Continue monitoring reassignment of time: who has reassigned time and for what purpose • Utilize formal and informal assessment data to inform curricular changes

Faculty, Student and Staff Development

• Continue offering faculty year‐long development opportunities • Hire new Department Heads (COM and ENG) • Hire four part‐time Associate Deans (Student Success, Graduate Education and Research, Globalization, and

College Operations). • Support heads, associate dean, professional and administrative staff in development opportunities • Continue student success initiatives • Strengthen relationships with alumni to support student internship/networking opportunities

Space, Facilities, Equipment

• Assess current space and realign space functions as needed • Continue and enhance development efforts to support enhancement of space and equipment • Celebrate accomplishments re: space/facilities (e.g., All Steinway School, Create Piano Donors Circle, Choral

Gala) • Continue progress on the Student Exhibition Center (SEC) renovation • Develop vision and plan for permanent Tent Theatre structure and expanded Arts Park • Explore naming opportunities for the College of Arts and Letters and School of Communication Studies • Fundraising/Collaboration with the MSU Foundation

Table of ContentsSECTION ONE: PROGRESS ON 2018 GOALSGOALS, 2018Alignment with University Goals, particularly as related to the 2017‐21 Long‐Range PlanCurriculum and BudgetsFaculty, Student and Staff DevelopmentRaising COAL’s profileSpace, Facilities, Equipment

SECTION TWO: DASHBOARD INDICATORSEnrollment ManagementFaculty ProductivityStudent AccessStudent Success

SECTION THREE: NARRATIVE ASSESSMENTRecruitment and RetentionRecruitment:Retention:

VisibilityDepartmental and Curricular HighlightsDepartment of Art and Design:Department of Communication:Department of English:Department of Media, Journalism, and Film:Department of Modern and Classical Languages:Department of Music:Department of Theatre and Dance:

SearchesDiversityFacilities and SpaceEfficiencyFaculty and Staff Development

SECTION FOUR: FOCUS for CY 2019Alignment with University GoalsCurriculum and BudgetFaculty, Student and Staff DevelopmentSpace, Facilities, Equipment

annual report for academic units 2018 - missouri ......joe price, azaria hogans, and ed swidey (td)...

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