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Overhaul of a Graduate Program in Arts Administration

Overhaul of a Graduate Program in Arts Administration. Master of Arts in Arts Administration Initiated in 2003 Low-residency—one weekend per month (over 10 months) Career advancement for non-profit professionals 2 years of full-time enrollment Thesis as culminating experience

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Overhaul of a Graduate Program in Arts Administration

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  1. Overhaul of a Graduate Program in Arts Administration • Master of Arts in Arts Administration • Initiated in 2003 • Low-residency—one weekend per month (over 10 months) • Career advancement for non-profit professionals • 2 years of full-time enrollment • Thesis as culminating experience • Typically admits 6-7 students per year • Program Director and two adjunct faculty

  2. Overhaul of a Graduate Program in Arts Administration • What were motivations for revision?

  3. Overhaul of a Graduate Program in Arts Administration ASSESSMENT!!!!!

  4. Overhaul of a Graduate Program in Arts Administration • Reaffirmation process with SACS in 2011-12 • Arts Administration Consultant recommended by AAAE. • Consultant report guided the college’s decision to restructure the program • Changes for the future required to accommodate students currently in program

  5. Overhaul of a Graduate Program in Arts Administration • Restructuring goal • Embed the program’s learning outcomes into every aspect of the program • Mission • Program goals • Curriculum • Assignments in each course • Call this “vertical alignment”

  6. Overhaul of a Graduate Program in Arts Administration • Start with best practices as defined by current scholarship and embraced by professional organization standards (AAAE) • Main resource was AAAE standards for graduate program curricula (access on website password restricted to members only) • In a nutshell a program should achieve these goals…..

  7. Overhaul of a Graduate Program in Arts Administration AAAE program Goals (Handout 1) • When completing a graduate degree, students should possess specific core competencies in certain areas including: • Financial and audience development, strategic analysis and planning • The dynamics and logistics of institutional development related to how art gets presented and produced • The legal, ethical, and policy environments for the arts • Leadership in complex organizational environments including the dynamics of working with boards, organizational structure and staffing, and working with artists and other constituencies • The international environment for the arts and the impact of the global economy • The application of research methodologies to the field including the ability to conceptualize, analyze, synthesize, and evaluate data

  8. Overhaul of a Graduate Program in Arts Administration Started by creating program level SLOs for the MAAA program that aligned with AAAE content standards (the student is the “subject” of the sentence). (Handout 2) • Graduates of the MAAA degree program will be able to: • Demonstrate understanding of historical development and strategic planning for non-profit arts organizations. • Demonstrate understanding of fiscal sustainability and institutional development for non-profit arts organizations. • Demonstrate knowledge of and skills in production, distribution, and marketing of the arts. • Demonstrate knowledge of key aspects of the legal, policy, and ethical environments of the arts. • Demonstrate understanding of and skills in advocacy and community relations for the arts. • Demonstrate understanding of research methodologies and skills to conceptualize, analyze, synthesize, and evaluate data.

  9. Overhaul of a Graduate Program in Arts Administration • Within the MAAA SLOs, there are three areas of content/skills recommended by AAAE that we chose to embed across the program & curriculum rather than create discrete SLOs or program goals relating to them. (See Handout 2) • Global/international environment • Technology management and training • WRITING!!!!!!!

  10. Overhaul of a Graduate Program in Arts Administration • Based on program-level SLOs, proceeded to revise the program mission statement “The Master of Arts in Arts Administration program combines current theoretical study and academic research as well as applied practice to prepare reflective leaders to work with professional skill, creative initiative, and humane integrity in non-profit arts environments.”

  11. Overhaul of a Graduate Program in Arts Administration Based on program-level SLOs, proceeded to revise the program learning GOALS (the program is the “subject” of the sentence) MAAA Program Goals • To provide students a curriculum of best practices in governance, organizational management, audience development, financial management, and legal principles pertaining to non-profit arts organizations and cultural institutions. • To prepare students for leadership roles in community engagement with the arts, arts advocacy, and arts policy development. • To explore evolvingtechnologies, global issues, ethical questions, and leadership practices as they relate to non-profit arts. • To guide students to successful completion of an individual investigation or applied thesis research project as a culminating experience.

  12. Overhaul of a Graduate Program in Arts Administration • Mission statements and program goals are required by SACS guidelines……. • They appear on the website and in all publications

  13. Overhaul of a Graduate Program in Arts Administration • Curriculum Revision • The original 2003 curriculum included: • 24 one-credit modules (each one delivered during a weekend each month for two years) • Covering leadership, finance, law, marketing, sustainability, governance, ethics, strategic planning, aesthetics, programming, history and philosophy • 2 three-credit courses on field practicum • 2 three-credit courses on thesis research

  14. Overhaul of a Graduate Program in Arts Administration • Curriculum Revision • The revised 2012 curriculum included: • NEW--8 three-credit courses (delivered across three weekends over the course of two years) • NO CHANGE--2 three-credit courses on field practicum • NO CHANGE--2 three-credit courses on thesis research

  15. Overhaul of a Graduate Program in Arts Administration • The new curriculum of eight courses included courses on: • Principles and Practices • Leadership, Management and Org Structure • Marketing • Finances • Sustainability • Legal Issues • Community Engagement • Arts Advocacy

  16. Overhaul of a Graduate Program in Arts Administration • Some examples of specific assignments (DIRECT ASSESSMENTS) across the curriculum to show vertical alignment of SLOs and program goals • Three questions about readings (and rubric) (Handouts 3 & 4) • Use of technology • Analysis of data • writing • Class participation (and rubric) (Handout 5) • Leadership • ethics

  17. Overhaul of a Graduate Program in Arts Administration • Some examples of specific assignments (AUTHENTIC ASSESSMENTS) in various courses to show vertical alignment of SLOs and program goals • Marketing Plan Project in ARTA 620 (NO rubric) (Handout 6) • Skills in marketing • Writing • technology • Grant Review Project in ARTA 640 (NO rubric) (Handouts 7) • Skills in grant writing • technology

  18. Overhaul of a Graduate Program in Arts Administration • Some examples of specific assignments (cont.) • Interview assignment (and rubric) in ARTA 685 as a direct assessment of • Writing • Analysis of data • (See handouts 8 & 9) • Arts event review (NO rubric) in ARTA 686 as a direct assessment of • Writing • Evaluation of data • (See handout 10)

  19. Overhaul of a Graduate Program in Arts Administration • Revision to the thesis process • Assessment of the program (consultant visit) generated the awareness that the completion rate was unsatisfactory. • Faculty members revised the four courses in field practicum and thesis research to move students towards successful thesis writing • Create a seamless progression of writing skills and research assignments—interview>research topic>proposal>thesis • Enhance the substance of the thesis proposal process • Complete a first draft by the end of the second year of study • Rubrics created to evaluate all the above.

  20. Overhaul of a Graduate Program in Arts Administration • Instructions and rubric for practitioner interview assignment in ARTA 685 (handouts 8 and 9) • Instructions and rubric for research project in ARTA 686 (handouts 11 and 12) • Instructions and rubric for thesis proposal in ARTA 695 (handouts 13 and 14) • Instructions and rubric for first thesis draft in ARTA 696 (handouts 15 and 16)

  21. Overhaul of a Graduate Program in Arts Administration • Some indirect assessment instruments to gather programmatic level data • Pre-, mid-, and end-of-study student surveys to collect data on student achievement (Handouts 17, 18, & 19) • Prompts expanded and aligned to SLOs and program goals • Student evaluations of courses (handout 20) • Observations of faculty teaching (handout 21) • Faculty self-reflections on teaching (handout 22)

  22. Overhaul of a Graduate Program in Arts Administration • Strategic assessment instruments • Annual assessment plan (handout 23) • Including goals • changes implemented as a result of assessment data

  23. Overhaul of a Graduate Program in Arts Administration • Strategic assessment instruments (CONT.) • Cycle of review of all assessment instruments (HANDOUT 24) • Avoids pitfall of using assessment data to fix the assessment instrument • Integrate new trends in the field in an orderly, systematic manner

  24. Overhaul of a Graduate Program in Arts Administration THE END

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