Spring 2020

Contents

I. Organization of the Department of Music 41. Organizational Chart 42. Department of Music Mission and Goals 53. The Administrative Unit 6

a. Chair 6i. Chair’s Responsibilities 6ii. Chair Evaluation 8iii. Chair Recruitment and Appointment 8

b. Music Audition/Admission Coordinator 10c. Program Coordinators: Appointment and Responsibilities 10d. Office Support Staff 12

i. Administrative Associate’s Responsibilities/Chair 12ii. Administrative Associate’s Responsibilities/Faculty 12iii. Administrative Associate’s Responsibilities/Students 13iv. Administrative Associate’s Responsibilities/Admission

Coordinator13

v. Administrative Associate’s Responsibilities/Assessment Reporting

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vi. Events Coordinator Responsibilities 13vii. Events Coordinator Responsibilities/Assessment Reporting 14viii. Staff Evaluation 15

4. Faculty Responsibilities, Workload, and Evaluation 15a. Faculty Responsibilities 15b. Committees 16c. Faculty Workload Guidelines 18d. Faculty Evaluation 23

i. Annual Review by Department Chairperson 23ii. Merit Policy 24iii. Peer Evaluation Guidelines 25

-Annual Peer Review 25-Peer Teaching Observation 27-Post Tenure Review 29

iv. Student Evaluations 32II. Appointment, Reappointment, Promotion and Tenure 32

1. Definitions and Expectations of Academic Ranks 322. Graduate Faculty Criteria in Music 333. General Expectations for RTP 34

a. Teaching Effectiveness 34b. Professional Development: Research/Scholarship/Artistic Activity 35c. Service 36

4. Department of Music Expectations and Criteria for RTP 365. RTP Process 39

a. Re-appointment and Promotion with Tenure 40b. Promotion to full professor 40c. RTP Timing 42

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APPENDIX A: General Departmental Guidelines 43APPENDIX B: Sample Annual Peer Reporting Form 45APPENDIX C: Sample Peer Observation of Teaching Report Form 47APPENDIX D: Developing a Syllabus 50APPENDIX E: Recital Jury Approval Policy 56APPENDIX F: Departmental and Honors Recital Policies 59APPENDIX G: Department of Music Recruitment Plan 60

2016 – 2019 Recruitment Plans 64APPENDIX H: Select Student Guidelines and Policies 68

ScholarshipResidencyStudent Absence

APPENDIX I: Concert Scheduling Procedures 69APPENDIX J: Concert Program Publication Schedule 70APPENDIX K: Department of Music Guest Artist Proposal 71APPENDIX L: Sample Guest Artist Proposal Form 72APPENDIX M: Student Registration and Advising 73APPENDIX N: Reappointment and Promotion Policy for Full-Time

Lecturers75

APPENDIX O: Percussion Equipment Move Policy 78APPENDIX P: Department of Music Receipting & Reconciling Funds

Received Policy80

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I.1. Organizational Chart

Chancellor:Jose V. Sartarelli

(Chancellor)

ProvostAcademic Affairs:Marilyn Sheerer

Interim DeanCollege of Arts &

SciencesRich Ogle

ChairDepartment of

Music:Frank Bongiorno

Nancy KingProfessor

John RackAssociate Professor

Helena SpencerAssistant Professor

Natalie BoeyinkLecturer

Sondra PopeAdministrative Associate

Steven ErranteProfessor

Barry SalwenAssociate Professor

Dominic TalancaAssistantProfessor

ElizabethLoparitsLecturer

Ann SeymourMusic Events Coordinator & Publicity

Daniel JohnsonProfessor

Jerald ShynettAssociate Professor

Aaron PeisnerVisiting Assistant Professor

Mary Jo WhiteAssociate Professor

Justin HokeVisiting Assistant Professor

Part-time faculty as per program needs

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I.2. Mission, Goals, ObjectivesThe Department of Music is dedicated to fostering excellence in performance, pedagogy, and scholarship. Teaching and mentoring are paramount in the development of performance technique, creative and critical thinking, and artistic expression in our students. The music faculty strive to model and promote the highest level of musicianship, creativity, and scholarship through their artistic endeavors and research. The department is committed to enriching the quality of life within and beyond southeastern North Carolina by serving as a cultural and educational resource in the region.

GoalsGuide students in becoming performers who possess artistic sensitivity, technical facility, and an intellectual understanding of a wide-ranging repertoire of quality musical works.

Guide students in becoming music teachers who possess a high level of musicianship, understanding of pedagogy, communication skills, reflective practice, and technological competence.

Prepare students for graduate study through a comprehensive curriculum that provides a strong foundation for advanced work in a range of music specialties.

Present a multiplicity of performance and educational events through collaborations with area musicians and arts organizations.

Emphasize social and historical context in the study of music, and facilitate insight into the diversity of cultures and their musical practices in this country and around the world.

Offer students campus-wide an extensive curriculum designed to inspire creative and critical thinking and the exchange of ideas.

Encourage the development of the dispositions and skills needed for lifelong learning, achievement, and service.

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I.3. The Administrative Unit

I.3.a. Department Chair (Revised and DoM Approved January 10. 2014)The department chair has a dual role. On the one hand, the chair serves as the department’s leader, organizer, and facilitator; acts as the department’s representative to the dean, to other university administrators, and to the public; and administers the programs and supervises the staff of the department. On the other side, the chair is a representative of the administration to the faculty, serves the mission of the college and the university, and is an integral part of the organization of the college administration.

Term of Office The term of office of a chair is determined by the individual departmental policy. In the music department, the chair is appointed to a four-year term. Renewal of term is also determined by departmental policy. Music department policy is that the number of terms shall be limited to two (2). The chair serves either a 10-month or a 12-month contract year, as negotiated with the dean.

The chair serves at the discretion of the dean. Therefore, the dean may terminate a chair's appointment should significant conflicts arise that jeopardize the department's effective fulfillment of its mission. The dean would then appoint an acting or interim chair until a new chair can be appointed through internal or external search.

Qualifications The chair should be a tenured faculty member and hold at least the rank of associate professor. The chair should be knowledgeable about:

technological and pedagogical developments relative to the discipline and lead department in this area.

external environmental factors affecting the discipline and graduates of the program (e.g., licensing requirements, job markets, changing job skill demands)

scholarly and technical developments in the discipline to be able to lead faculty and assess their work.

Temporary Absence of the Chair When the chair is absent from campus or unable to perform the duties of office, those duties are assumed by the most senior member of the full-time faculty, as appointed by the chair.

Vacancy of the Position on Short NoticeIf the chair resigns on short notice or if the position otherwise becomes suddenly vacant, the dean shall appoint an acting chair or a full-term successor.

I.3.a.i. Responsibilities of Department ChairInternal Duties The chair:

represents the department’s interests to the college and university administration and serves as an advocate for the collective wishes and decisions of the department;

is responsible for program coordination, curriculum development and review for the department’s degree programs. In addition, the chair conducts ongoing assessment of these

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programs and proposes changes as needed; through ongoing consultation with the faculty, is responsible for developing and maintaining

departmental objectives, evaluation procedures, and long-term planning; must adhere to departmental, college, and university deadlines, including but not limited to

providing reports requested by the college or university administration; through ongoing consultation with the faculty, manages the department’s budget and all other

financial interests, with the objective of meeting the instructional and research needs of the faculty and students. Financial management shall, as far as practicable, be transparent, with faculty kept duly informed of developments and included in decisions;

prepares departmental schedules and teaching assignments with the objective of balancing the needs of individual faculty members with those of the department and the college;

makes committee assignments within the department and schedules departmental meetings in a timely manner;

is the chairperson of departmental meetings; meetings shall be conducted by the chair in accordance with parliamentary procedures using Robert’s Rules of Order Newly Revised, latest edition;

shall ensure that minutes are prepared for each meeting at least three days prior to the following meeting; an agenda for the coming meeting shall also be distributed at that time. Unless compelling reason to the contrary exists, the agenda shall include any items submitted by the faculty at least a week prior to the meeting;

represents the department at the college chairs’ meetings; leads departmental ceremonies and represents the department at various departmental events

such as student graduation, honor society meetings and visits by guest speakers; is accessible to faculty, staff, and students. Accessibility shall include face-to-face interaction in

a safe and appropriate place such as the chair’s UNCW office; email exchange; BB Learn; social media; other modes of contact which may be developed and be found acceptable for interaction with students;

teaches courses in the department curriculum. The teaching load is either negotiated with the dean, or may be established by the dean, depending on that dean’s practice. (The current practice is that all CAS chairs teach one three-credit course, or the equivalent, per term.)

is responsible for hiring, supervising, and evaluating departmental staff and student workers. Faculty shall be apprised of such actions in conjunction with the chair’s providing of budget information;

compiles annual reviews for each faculty member, and shall be available for individual consultation regarding any faculty member’s review;

is responsible for coordinating the annual peer review of faculty, post-tenure review of faculty, and classroom observations of untenured faculty members and faculty members requesting promotion;

is responsible for the hiring process for all faculty; is responsible for orienting and mentoring new faculty (see also II.1. Assistant Professor for

mentoring policy); facilitates faculty professional development and collaborative research. Funding shall be made

available as feasible; is responsible for submitting recommendations to the dean on hiring, reappointment, tenure,

promotion, and post-tenure review decisions, and for making merit pay recommendations in accordance with university guidelines;

is responsible for the acquisition, supervision, and security of departmental inventory; manages the physical space assigned to the department, including overseeing dates scheduled

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for departmental events; is a primary mediator in disputes involving faculty and/or students relating to academic policies

or professional behavior.

External RelationsThe chair:

advocates for funding on and off campus. This includes, but is not limited to, reasonable accessibility to the public, donors included; public relations; and creating and disseminating departmental publications;

serves as the primary public face and representative of the department. Positive and successful interaction with the professional and lay public is crucial to maintain and enhance the presence of the department;

is responsible for relaying information and directives from the administration to the department. Some of these may require departmental action, which should be planned, discussed, and implemented in timely fashion;

is expected to keep faculty members informed of opportunities for curriculum development and support for research and travel;

works with coordinators of other major and minor programs in the university, especially regarding scheduling departmental courses that support these interdisciplinary programs;

works with the directors of the Honors Program and the Center for Teaching Excellence

I.3.a.ii. Chair EvaluationThe UNCW Faculty Handbook states, "The deans conduct performance reviews of chairpersons periodically." (IIC6)

In the College of Arts & Sciences the dean conducts performance reviews of chairpersons annually. The entire department should evaluate the chair using the Faculty Evaluation of Department Chair's Administrative Performance conducted online each spring by the Office of Institutional Research. The results of this anonymous survey are provided to the dean, the provost, and the chair.

The chair provides the dean with a brief self-evaluation, based on the duties outlined in the CAS manual.

I.3.a.iii. Chair Recruitment and AppointmentOn the recommendation of the provost and dean, the chancellor appoints all chairpersons. UNCW’s Faculty Handbook delegates to the dean the responsibility for determining the process leading to the recommendation. The dean initiates the recruitment process and has final approvalof the recommendation.

ProcedureIn the spring semester prior to a current chair’s last year of service, the dean will consult with the department’s faculty regarding the option for a national search for the chair’s replacement. That option is determined primarily by the availability of salary resources and a new position to support the outside hire. Should those resources be available, the dean will solicit from each full-time faculty member in the department a written recommendation to recruit the replacement either from within the department or through a national search. In most cases, the dean supports the majority opinion in these recommendations. The search process is then determined by the nature of the search:

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National SearchThe dean initiates the search by appointing a search committee comprised of members of both the senior and junior faculty in the department and one member-at-large at the senior rank from a comparable discipline; the current department chair does not serve on the search committee. The search committee should also include at least one junior member of the faculty and, in so far as possible, reflect the diversity in the department (gender and otherwise). The committee is charged with drafting a position announcement for the dean’s approval, screening all applications, and recommending a pool of finalists for the dean’s approval for presentation to the full-time departmental faculty. Internal candidates may apply, but all applicants in a national search, whether external or internal, must hold the rank of full professor and should have some degree of administrative experience. Applications must include (1) a statement of administrative philosophy, (2) a summary of the applicant’s research, (3) evidence of teaching effectiveness, (4) curriculum vitae, (5) official copies of all university transcripts, and (6) the names, addresses, and telephone numbers of five references. They may also include a statement of the applicant’s vision for the department’s future.

External candidates are normally invited to campus for a three-day interview that includes initial and closing meetings with the dean, a formal presentation to the full department, a dinner with the search committee, and a departmental reception and other opportunities to interact informally with faculty and students, as well as other activities deemed appropriate by the department. Internal candidates for the chair’s position must submit the same application materials and participate in the same interview activities as external candidates. The outgoing chair of the department will not attend any formal departmental interviews, but will be scheduled for a private interview with each finalist.

After the last interview, the chair of the search committee will convene the full department for an open discussion of the finalists’ perceived strengths and weaknesses. Within the next seven days, the search chair will then submit a memorandum to the dean outlining each candidate’s strengths and weaknesses and indicating any finalist deemed unacceptable to the department. During the same seven-day period, all full-time faculty members are invited to send their individual assessments of the finalists directly to the dean for consideration. The dean will then consult by telephone with the dean(s) of the finalist(s) receiving the strongest support by the faculty. Pending a positive recommendation from the finalist’s dean and the UNCW dean’s concurrence with the prevailing faculty opinion, the UNCW dean will inform the department that the candidate’s appointment is being forwarded for approval by the provost and chancellor. Should the dean discover serious problems with the faculty’s choice, the dean will meet with the department to discuss those problems and then solicit the faculty’s recommendation for either an alternative choice or a reopened search the following year. The search process will continue until a candidate accepts the position or the dean notifies the provost that the search will reopen the following year.

Internal Search The dean invites all tenured associate and full professors in the department to apply formally for the chair’s position. All applicants should submit the same kind of application materials required for a national search (see above), except for official transcripts (copies of which should already be on file in the department) and references, though the inclusion of external references is optional. Internal applicants must also include a statement of their vision for the department’s future with their applications.

The dean will appoint a senior faculty member to serve as the coordinator of the internal search. This person will set up the departmental interview schedule, arrange for the dean’s interview(s), facilitate

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the departmental discussion of the applicant(s) following the last interview, and submit a summary of the faculty’s assessment of the applicant(s) to the dean. Faculty members will also be invited to send their own individual assessments directly to the dean. The outgoing chair will not attend the formal departmental interview(s), but will have a separate, informal interview with the applicant(s) and will submit a separate written assessment of the candidate(s) to the dean. Should a strong faculty consensus emerge for an applicant’s appointment and the dean concur with that consensus, the dean will recommend the applicant to the provost for approval. Should a consensus not emerge in favor of any applicant or should the dean discover during the interview other problems that threaten a preferred applicant’s potential effectiveness as the next chair, the dean will meet with the department to discuss the search and to determine a mutually acceptable resolution.

RenewalIf the current chair wishes to renew for an additional term and the departmental policy allows such an option, the chair should notify the dean. The dean will solicit the advice of the department faculty in determining the renewal. Should sufficient opposition to the renewal exist within the department, the procedures for the normal search (external or internal) will apply and the current chair may participate as a candidate for the position.

I.3.b. Music Audition/Admission CoordinatorThe Music Audition/Admission Coordinator may be appointed by the chair, with the approval of dean, and will function as the coordinator of admission/audition and processing.

Admission/Audition Processing1. Oversee departmental contact with the university admissions office

To identify students interested in music and contacting students for audition appointments

Submit recommendations of support for student admission2. Oversee audition/admission process (during academic year and summer orientation)

Schedule and send appointment letters to students auditioning Organize and schedule appointment times with participating faculty Confirm audition appointments Prepare a timely schedule with opportunities for student/parents to meet chair/faculty

accordingly, as well as a succinct audition process Send letters with results and recommendations to students after the audition process Maintain communication with student until a decision has been made to attend UNCW Maintain student file until student has enrolled and/or officially matriculated into the

program as a major (i.e., at the end of the freshman year) Organize and present freshmen orientations for incoming students

I.3.c. Program Coordinators: Appointment and ResponsibilitiesProgram coordinators in the areas of music (B.A. in music, with Options in Instrumental Performance, Piano Performance, Vocal Performance, Jazz Studies, Music Technology, and General Music), music education (B.M. in music), may be appointed by the chair to oversee and supervise the daily, as well as the on-going administration of an assigned departmental program. That is:

Supervise the pedagogy of program-related courses (e.g., establish & define objectives/goals of courses consistent with departmental objectives/goals)

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Manage the faculty responsible for these courses as well as manage the scheduling of courses within the program (i.e., make recommendations regarding hiring, and use of part-time faculty; organize part-time faculty class schedules

Observe part-time faculty classes at least once each semester Examine and review part-time faculty syllabi and tests.

Each program coordinator is expected to take on a leadership role regarding program development and review, as well as recruitment for their program.

Although recruitment is expected of all applied faculty, the coordinators are expected to be the leaders in their respective programs. As always, recruitment must be coordinated through the chair’s office. Therefore, if the coordinator has ideas or plans regarding recruitment (as a coordinator should) beyond the normal practice of the chair’s office, the coordinator should review these ideas with the chair prior to implementing any new action.

Develop a working rapport with music educators at local, state and regional levels. Maintain a working/professional relationship with local as well as regional music teacher associations and act as a liaison between these organizations and the university/department. Maintaining a working/professional relationship purports that the coordinator has regular contact with music teacher associations and that the relationship between the coordinator and these associations is harmonious or sympathetic. To act as a “liaison” is to be the main contact between music teacher organizations and the department.

The chair is responsible for program coordination, curriculum development and review for the department’s degree programs. Program and area committees are appointed by the chair to review the requirements, provisions, and procedures for on-going review and appraisal of curricular offerings. Through the leadership of each respective program coordinator, committees review courses and curricula for continuation or deletion for each of the degree programs and/or curricular areas.

In addition, each coordinator is responsible for the on-going administration of their program including its coordination, curriculum development and review within the department.

Oversee the administration and scheduling of music course offerings within the program. Must assume a leadership role and demonstrate initiative in student recruitment within the

program as well as actively recruit applied majors in all areas of the music department’s programs.

Audition prospective students. Guide the development of the curriculum (i.e., new course development, course and/or

requirement revisions). Advise students within the program. Administer and/or supervise appropriate proficiency examinations of upper applied level

performance and juries within the program.

Other administrative duties may be assigned by the chair according to the needs of the department. Coordinators may receive a three-hour course reduction each academic year, depending upon resources, the department’s ability to fulfill its instructional needs, and with approval of the CAS Dean.

I.3.d. Office Support Staff (Administrative Associate and Events Coordinator)The Office Staff’s responsibilities are multi-faceted and involve coordination of numerous activities assisting faculty, students, and the chair. Should the Office Staff become unavailable for faculty needs, work assistants will be provided whenever possible.

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I.3.d.i. Administrative Associate’s Responsibilities/ChairThe department’s Administrative Associate works directly with the chair as the primary administrative support for the operation of the department. Responsibilities include:

Preparing chair's appointments scheduling and travel Processing paper work generated by the chair Receive and screen incoming correspondence (e.g., letters, memos reports, among others) Prepare outgoing mail and several bulk mailings, including records and reports Schedule monthly departmental meetings, prepare agendas, and record the minutes Compose routine office correspondence (letters, memos and e-mails). Maintain a working rapport with other offices and departments, such as: Arts Departments,

Physical Plant, Moving Services, Kenan Auditorium, Registrars, Dean’s office Maintain budget records of departmental accounts including the department’s general funds,

cultural fee, and trust funds (music, jazz, band, choir, music ed., WOOP) Maintaining files: personnel, departmental forms (upper level, piano, music history proficiency

forms), current, and former student files Maintain and gather information for annual reports, National Association of Schools of Music

accreditation reports (December/January) Oversee university instrument check-out and collection. Inventory verification of fixed assets (i.e., office equipment, computers, and musical

instrument). Oversee student locker sign-out Input departmental class schedule once a semester and oversee its maintenance regularly. Process donor “thank you” responses. Assist with summer workshop correspondence Process music scholarship applications Process music scholarship correspondence by April 15

I.3.d.ii. Administrative Associate’s Responsibilities/FacultyThe Administrative Associate also provides support, either directly or through student workers assigned to the department, to all full-time and part-time faculty.

Assists in copying classroom materials and exams. Processes faculty travel reimbursements. Personnel files when necessary: new hires, HR 135’s, student work-study and office work

assistants, other. Process student forms: Permission to Register forms, major/minor changes and other student

changes through the dean’s office and or the registrar, proficiency forms Key requests for faculty and staff Door access for faculty, staff, and students prior to each semester Maintenance requests for academic wing

I.3.d.iii. Administrative Associate’s Responsibilities/StudentsThe Administrative Associate supervises and trains 3 to 6 work assistants and work study students in various work situations including: music ensemble setup; computer lab monitoring; answering phones; faculty support and assistance; filing; sorting mail; word processing and typing.

I.3.d.iv. Administrative Associate’s Responsibilities: Assist Admissions Coordinator Work with the admissions coordinator to process student recruitment response letters

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admission/audition applications. Maintain Departmental degree & admission information Work with the admissions coordinator to schedule, arrange, and coordinate all audition and/or

admission events. Maintain files for departmental audition forms and Music Admission information Process Orientation letter (June 1)

I.3.d.v. Administrative Associate’s Responsibilities: Assist Data Gathering/Assessment Reporting Using the music major graduation list each semester, request data from Banner and student

degree audits which indicates number of semesters at UNCW and any transfer credits. Records of change-of-major out of music are kept by the Chair’s office.

Distribute alumni survey via email as a writable PDF starting 1-1 ½ years after graduation. In May, compile the following data on all applicants to the Music Department from records:

(name, instrument, name of high school, GPA, SAT/ACT, any music honors, any participation in UNCW music recruitment activities, letter of intent or not).

Record everyone’s average performance scale score for accepted auditioning students from student files in May.

Track attendance numbers – from Kenan Box Office records – in May. Compile Performance Assessment forms at the end of each semester for filing

I.3.d.vi. Events Coordinator ResponsibilitiesThis position serves also as the primary contact between the university and the public by providing concert information and press releases, referrals, as well as departmental program information and concert scheduling. In addition, the Events Coordinator oversees the scheduling of music performance facilities to community groups. Specific responsibilities include:

Schedule and Calendar Collect and organize academic calendar requests by October 15. Oversee the Cultural Arts building facilities access (community) scheduling (rehearsal rooms,

and recital hall) for performances and events (i.e., faculty, university, and community) Generate and maintain on-line facilities and performance calendar. Maintain departmental concert calendar

Design and Develop Publicity Materials Develop all academic recruitment materials (print), including: academic poster, journal ads,

flyers and brochures Develop all materials for the summer workshops: poster, journal ads, flyers and brochures Develop publicity ads for concerts/events to be placed in print media (i.e., newspaper) Develop departmental concert calendars for print each semester Establishes departmental visual identity Develop posters for special events (e.g., faculty & guest presentations, ensemble concerts) Generate & oversee music department/Cultural Arts performance printed programs Provide materials for Departmental Social Media outlets

Primary Contact and LiaisonThis position serves also as the primary contact between the university and the public

Music referrals Oversees the scheduling of music facilities to community groups.

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Processing Maintain and gather information for annual reports ASCAP, BMI concert reports and dues, etc. Processing of maintenance requests of performance wing. Graduation correspondence (letter and electronically) to students one month prior to

commencement and organization of commencement event. NCMEA Conference Alumni correspondence (letter and electronically) to students one month

prior to conference.

Events Publicity and Coordination Generate press releases for each event (three-week lead time is required) and do follow-up Distribute posters for special events (e.g., faculty & guest presentations, ensemble concerts) Schedule, arrange, produce and coordinate with Marketing special events, articles and

interviews for special guests and/or faculty with the Star News, WHQR and other designated media outlets.

Oversee scheduling and organization of departmental performance and commencement receptions

Supervise Supervise and/or train student work assistants in various work situations related to events

coordination and/or facilities management and scheduling.

Maintain Files and Record Music programs Student recruitment materials Maintain accurate and updated in-house accounting of budget allocated, and expenses.

Website Maintain and update all events information Maintain and update Faculty and Student News information monthly Provide all update departmental information for uploading Maintain an events and facilities use calendar Provide departmental graphic design images for site Re-establish weekly postings to the listserv

I.3.d.vii. Events Coordinator Responsibilities: Assist Data Gathering/Assessment Reporting An administrative associate distributes surveys every semester to graduating seniors in both

paper and electronic (writable PDF) formats no later than one month prior to commencement. An administrative associate distributes survey via email as a writable PDF starting 1-1 ½ years

after graduation. Track number and genre (jazz, classical-vocal, classical-instrumental) of Music Department

concerts and events annually by an administrative assistant – from archived programs – in May.

I.3.d.viii. Staff EvaluationHuman Resources administers the Performance Management Program once a year as an ongoing process involving agreement on work expectations, frequent feedback, coaching, reinforcing, and review between the supervisor (the chair) and the employee (office staff). The purpose of this program is to establish a clear understanding of job expectations, which should result in improved performance. The

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employee is reviewed by the supervisor in each area of responsibility through the reporting of actual work results, and suggested area of improvement by the supervisor. Employee comments for each area are also reported for further clarification and/or explanation.

I.4 Faculty Responsibilities, Workload, and Evaluation

I.4.a Faculty ResponsibilitiesThe responsibilities of university faculty (i.e., full-time tenure and tenure-track) are traditionally considered to be teaching, scholarship and artistic achievement, and service. A description of these responsibilities and the evaluation of them is in the POLICIES OF ACADEMIC FREEDOM AND TENURE document (see UNCW Faculty Handbook, IV.A.), in the statement of CRITERIA FOR REAPPOINTMENT, PROMOTION AND AWARD OF TENURE (see UNCW Faculty Handbook, IV.D.2.), in the FACULTY GOVERNANCE DOCUMENT (see UNCW Faculty Handbook, III.B), and in the FACULTY SENATE BYLAWS AND STANDING RULES (see UNCW Faculty Handbook, III.C).

SyllabiInstructors teaching all courses must provide their students with a syllabus containing the following:

instructor contact information office location and hours goals of the course requirements of the course student learning outcomes attendance policy (if there is one) nature of the course content grading procedure, including final grade calculation and grading scale reference to the UNCW Student Honor Code see also Appendix G for a sample syllabus

All classroom policies established by the instructor must be in the syllabus. Any modification of the syllabus must be provided to the students in writing.

The department maintains an electronic file of syllabi on thumb drives from every course offered by the department for accreditation reviews, and are collected by the Administrative Associate at the beginning of each semester.

Class CoverageIn situations where short-term conditions necessitate class coverage by other faculty members, such arrangements can be made in consultation with the department chair.

The following procedures will apply when faculty must be absent during class times: As a courtesy and professional responsibility, faculty should notify the chair through written

correspondence when a class is cancelled. Faculty should notify students of the class cancellation as soon as possible, and request the

departmental Administrative Associate to post a class cancellation notice on the classroom door for students.

In cases where faculty will be away for a period of up to two weeks, a written statement describing plans for class coverage arrangements should be filed with the department chair.

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In cases where the faculty member will be away for longer than two weeks, he/she must obtain permission from the department chair and notify the Dean's Office.

In cases where the faculty member will be away for longer than two weeks for disability reasons, he/she should consult with Human Resources.

I.4.b Committees (Revised and DoM Approved August 30, 2012)Committee work is a normal part of the departmental service of each faculty member.

Definitions Standing committee – An ongoing committee established to work on standard departmental

issues, programs or procedures. Ad hoc committee – A temporary committee created for a short-term goal or purpose, i.e. a

search committee, applied standards committee, etc. Committee charge – The purpose or goal of a given committee along with timeline or deadline

for completion.

Guiding PrinciplesService to the department through committee work is expected of all full-time faculty members. The Department of Music has standing committees as described below. Ad hoc committees may be established by the chair as needed or with the advice of faculty; those requiring more frequent convening are listed below. Unless otherwise specified, committee appointments are for a one-year term, with staggered rotation recommended or as needed.

Committees normally include two to three faculty members. Faculty attendance at scheduled committee meetings in which they are members, and the quality of work on these committees, will be considered as part of the yearly departmental service of faculty.

Committees consider any issues related to department policies and operations. However, in all cases, the function of a committee is to develop recommendations and proposals to bring to a full faculty vote. It is not within the purview of committees to establish any policy or procedure on their own.

Standing Committees

A. Curriculum CommitteeCharge: To review undergraduate programs, policies and curriculum, and make recommendations to the faculty regarding undergraduate student issues, advising, revisions of old courses and implementation of new courses.

All program and course changes go through this committee for action that will further the department's mission, goals and priorities within the parameters of the university’s academic mission. Changes approved by the committee will then be considered and voted on by the full faculty before the end of the spring semester.

B. Policy CommitteeCharge: To review, revise, and propose policies within the faculty and student handbooks that affect faculty and student responsibilities within, and as representatives of, the Department of Music, as well as to present recommendations and proposals to the chair and the department for discussion and

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approval. These recommendations and proposals are principally embodied in the department’s faculty and student handbooks, which are revised on an ongoing basis.

C. Recruitment CommitteeCharge: Coordinate recruitment events (e.g., Seahawk Saturday) and identify important recruitment opportunities or possibilities. The committee will also review current recruitment strategies and assist in developing new strategies for the department faculty to consider. The committee will provide departmental strategies for faculty to actively recruit for their area (and beyond) and will assist in efforts of individual faculty members, but should not be considered as replacement for individual recruiting.

D. Scholarship CommitteeCharge: To devise a strategy to best use the department’s scholarship resources to both help support the programs, and increase the level/quality of the student talent within the department, but also to help further the department's mission, goals, and priorities for its continued growth and development.

Ad Hoc Committees

A. Assessment CommitteeCharge: To collect, review, revise and create departmental assessment tools (such as the performance rubric); lead faculty analysis and discussion of assessment data and help to create the annual assessment report due October 1 of each year. Committee members will keep up to date on current and on-going assessment needs for NASM accreditation or SACS evaluation and will insure that the department stays abreast of university assessment requirements. The chair will play an active role in the work of the assessment committee since the responsibility for submitting the annual assessment report lies with the Chair.

B. Peer Teaching Observation CommitteeCharge: To observe and evaluate part-time, as well as tenure-track and lecturer full-time faculty, as described below.

Teaching observation shall be defined to include peer observation of lectures, labs, seminars, applied lessons, ensemble rehearsals, or any other form of instruction that involves interaction of student(s) and teacher in a learning situation. A committee composed of two senior faculty (i.e., tenured associate and full professors) within the department shall observe all tenure-track and lecturer faculty two times during each academic year. Tenured faculty may avail themselves of direct classroom observation on a voluntary basis with a view to enhancing their teaching effectiveness, or to add to the body of evaluation materials in preparation for promotion. A full-time faculty member, as appointed by the chair, shall observe all part-time faculty once during each calendar year.

C. Chair’s Advisory CouncilCharge: To advise the chair on departmental planning, policy, space, and equipment purchases and other matters of departmental concern.

An executive committee, the chair's advisory council is an opportunity to provide a sounding board of issues and concerns from the chair's perspective to the faculty, as well as the faculty's perspective to the chair. The advisory council is also a venue for faculty representatives, and the chair, to brainstorm ideas, both new and old, for the good and benefit of the department, especially regarding the department's mission, goals, and priorities for its development. While decisions will not be made by the council, the

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by-product of discussions are meant to shape and guide the decision-making process for the chair, as well as the faculty.

D. Guest Artist Funding CommitteeCharge: To review guest artist events and performance proposals for the department, not including those presented by large ensembles, unless seeking additional funding, and award funding accordingly based upon the budget allocated by the chair. Decisions for funding will be driven by the department's mission, goals, and priorities for the department’s development as an academic unit, as well as its mission as a cultural arts leader within the community.

I.4.c Faculty Workload GuidelinesThe following sections of the Department of Music Faculty Handbook provides specific information about the teaching workload and the evaluation of faculty performance within the Department of Music.

Full-time: Tenure and Tenure-TrackFaculty workload in the College of Arts and Sciences consists of teaching and instruction-related activities, scholarship and professional development, research or artistic achievement, and service. A full workload for a faculty member in the college consists of a teaching assignment of 24 credit hours per year, including equivalencies; advising of majors and minors; participating in scholarly and professional development activities; and routine service on departmental and university committees. The standard workload in the College of Arts and Sciences for tenure-track faculty, as well as tenured faculty who are significantly engaged in service or research and/or artistic or creative activities, is minimum of 18 credit hours per year, including credit-hour equivalencies.

Full-time: LecturerA full faculty workload for lecturer music faculty consists mainly of teaching and instruction-related activities as well as a possible service component. Although scholarship and professional development, research or artistic achievement may be a part of the workload, teaching and service are the most important responsibilities for this position. Therefore, the full workload for lecturers consists usually of a teaching assignment of four 3-credit-hour courses per semester, including equivalencies; advising of majors and minors and other routine service on the departmental and university levels (e.g., student recruitment, administrative service, committees, etc.).

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Teaching Load Reassignment (full-time)A reassigned teaching load is any teaching load below the standard teaching load as defined above. Reassignment of a faculty member’s standard teaching load to a level below 12 credit-hours, for any reason (e.g., course reduction), must be justified in writing and approved by the department chair and the dean of the College of Arts and Sciences. A faculty member may receive one or more such reassignments to support time-consuming or otherwise significant involvement in any of the three components of the workload, as outlined in the Board of Governor’s Plan for Rewarding Teaching, and clarified below under each workload component.

A. Course reassignmentCourse reassignment for faculty below the 12 credit hours per semester would require

activities above and beyond normal expectations in one or more of the areas below. Also, although the following conditions may result in a course reassignment, they do not guarantee a reassignment to the qualifying faculty as the department must cover instructional needs before a reassignment is granted. The ability to grant a course reassignment in any given semester is dependent upon the availability of resources to meet scheduling as well as instructional needs. An approved course reassignment may result in 1-3 credit hours per semester.

1. Teachinga. Core course/curriculum development: developing a new core course, or

instructional program; revising or redesigning an entire instructional program track.b. Coordinating all departmental advising activities (e.g., conducts orientation for new

majors, advises all new and transfer majors, maintain departmental advising handbook, act as representative on Visitation Days and Orientation, training of new faculty in advising).

c. Accreditation/program review: given to the faculty member charged with compiling, editing, producing, and reviewing the entire accreditation report.

d. Co-curricular activities: faculty who oversee a student publication, or other media, non-credited performing group (e.g., Gospel Choir) as well as other discipline-related activity requiring a significant commitment of time.

e. Compensation for prior overload.2. Research/Scholarship/Creative Activities

a. Full-time lecturers have no expectations of research and scholarship; therefore, they are not eligible for research-active status.

b. Externally funded research: buy-outs of faculty time.i. Off campus research: faculty members who are actively involved in the

communication of original or applied investigation within the discipline. Faculty are required to provide tangible evidence of their research annually to the chair to demonstrate activity in this endeavor. Such evidence may include copies of grant proposals submitted, notification of grants funded, acknowledgment letters of manuscripts submitted for publication, on-going monthly publications such as a regular column in a major professional journal, and authoring or co-authoring a book, among others.

ii. Creative activities: faculty members who are actively involved in the creation and presentation of original works and/or performances. Faculty are required to provide tangible evidence of their research annually to the chair to demonstrate activity in this endeavor. Such evidence may include performing a significant concert tour, acceptance letters for submitted publications such as editions or new works, creative/artistic works

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submitted for peer review and recognition; recording a solo compact disc, composing a large-scale piece such as an opera or symphony, among others.

iii. Any untenured faculty on tenure-track may receive a one-course reduction each semester during the probationary period to establish the record of research or artistic productivity for the awarding and or promotion to the appropriate rank.

c. Criteria for Research-Active Status in the College of Arts and Sciences – Department of Music (DoM Approved March 27, 2015)

i. Newly hired assistant and associate professors on the tenure track will be given research-active status with the understanding that these faculty members are making steady progress in building a record of research and scholarship consistent with their departments’ expectations for permanent tenure at the rank of associate professor.

ii. For tenured associate and full professors, the minimum criteria for research-active status are as follows:

a) Every five years, a faculty member is expected to publish two articles in a discipline-appropriate peer-reviewed journal; or one peer-reviewed article and the development of one peer-reviewed funded grant whose results are widely disseminated; or a monograph.

b) Every five years, for a faculty member whose discipline requires creative/artistic achievement, the expectation is:

a minimum of two performances, exhibitions, recordings, or other forms of artistic accomplishment subject to regional, national, or international peer evaluation* as recognized by the academic discipline and/or specialty; or

One nationally and/or internationally distributed solo recording, with a supportive performance review in a discipline specific journal.

c) The dean is the final arbiter regarding any research contribution for which there is a question of compliance with these criteria.

d) The above-mentioned criteria are the minimum expectations.

iii. By the start date of each new calendar year, a faculty member with research-active status is expected to have met the minimum criteria within the preceding five years. Exceptions to this provision of the policy follow:

a) Department chairs, directors, associate deans, and deans returning to regular faculty roles will do so with research-active

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status, and will be expected to meet the minimum criteria within five years.

b) A faculty member returning from medical leave (e.g.: FMLA, Disability) to fulltime employment resumes his/her research active status at the point it was when the medical leave was granted (e.g.: if the faculty member left fulltime employment with three years remaining on research-active status, then he/she resumes with three years).

c) The dean of the College, in consultation with the department chair, may extend the five-year provision of this policy if extenuating circumstances warrant such an action.

3. ServiceAll faculty are expected to engage in some degree of departmental, college, university,

community, and/or professional service during each academic year (e.g., departmental, college and/or university committees, task forces, advisory council, faculty senate, as well as comparable memberships on community and professional committees). No course reassignment may be provided for these activities that discharge regular service responsibilities. However, with the dean’s approval, one or more reassignment in the 12-hour teaching load a semester may be allowed when service responsibilities require a significant investment of the faculty member’s time. In keeping with the Board of Governors’ Guidelines, this service falls under the following categories:

a. Institutional service: work beyond the expected service activities requiring a significant investment of time over a semester or year (e.g., Faculty Senate president, writing the university accreditation report, etc.).

b. Service to the public/community: service to the community that requires extensive commitment to public service (e.g., administering an on-going outreach program on behalf of the university).

c. Service to the profession: significant service to the profession such as president of a national association, editor of a major professional journal, the organization and oversight of a major professional conference, or other on-going significant service.

d. Academic administration: assistant to the chair, or program coordinator. From one to 3-hour course reductions may be awarded for this service each semester, depending on its duration and level of responsibility.

4. Scholarship and Faculty DevelopmentThe following policy statement is found in the Guidelines for Faculty Workload: College of Arts and Sciences.

All faculty are expected to maintain their familiarity with on-going developments in their disciplines and therefore to continue their education throughout their professional lives through extensive reading, attendance at professional meetings, and participation in formal coursework, seminars, workshops, and other programs. Such efforts are essential to developing and maintaining teaching excellence, to conducting meaningful research or to promoting artistic achievement, and to providing meaningful service to the community and to the profession. For this reason, no course reduction may be provided for this scholarly and professional development.

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B. Credit hour equivalents (Revised and DoM Approved October 25, 2012)Credit hour equivalent (CHE) is the calculation of the equivalent teaching load for courses

not taught in a standard lecture format or for courses in which content and/or pedagogy requires a different load measurement than their published credit hours. In the department of music, it is defined for applied studio lessons, supervision of student teaching student recital supervision, DIS, honors and master's theses, service on honors and master's thesis committees, performance-oriented classes (e.g., ensembles, method classes, etc.); and courses that require greater outside preparation, such as large or double sections of undergraduate classes.

As resources permit, the music department may receive the dean’s approval to count credit-hour equivalencies in the faculty members’ teaching loads. However, the department’s ability to count equivalencies in assigning teaching loads is dependent on the availability of full-time faculty to staff the courses that must be offered each semester. Should the department be unable to count them in faculty loads during the semester in which they are taught, attempts will be made to reward faculty efforts through merit raises and later reductions based on accumulated CHE’s, when possible. The following are the current departmental guidelines for the assignment of CHE’s.

1. Master’s Thesis supervision: Equals 1 CHE2. Supervision on a Thesis Committee: 1 student credit hour equals .20 credit hour

equivalent.3. Direction of honor’s thesis or senior thesis: 1 student credit hour equals .33 credit hour

equivalent.4. Direction of independent study or directed readings course: 1 student credit hour equals

.20 credit hour equivalent.5. Supervision of student teachers pursuing the BM in Music Education degree: Each 5

students supervised equal 3 credit hour equivalents.6. Instruction in studio and individual student performance-based courses

applied lessons & piano class: each contact hour equals .67 credit hour equivalent supervision of recital: 1 student credit hour equals .33 credit hour equivalent

7. Labs and other classes that meet for more hours weekly than reflected in their student credit hours and that require extensive instructor preparation for class as well as extensive evaluation of student performance (e.g., aural skills, keyboard, and sight-singing; ensembles, instrumental classes, conducting, upper-level music history, etc.): 1 CHE per additional hour beyond the published credit hours for the course

8. Supervision of student internships: 3 contact hours is equal to 1 CHE9. Sections of courses that exceed the CAS enrollment cap (currently at 35 in the

Department of Music): 1 credit hour equivalent may be assigned for each one-third over enrollment up to 3 additional credit hour equivalents.

The Chair, or someone specifically delegated by the chair, is responsible for maintaining the department CHE bank, which will be distributed to each faculty member at the end of each academic year.

The faculty member is responsible for asking the Chair for a course release; the Chair is responsible for scheduling CHE buyouts and determining whether the pedagogical needs of the department will permit a buyout. Banked CHE can only be cashed in by a faculty member every

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five years.

The department will reevaluate this Banking Policy within five years of its adoption (October 2012).

Part-time Faculty (Revised and DoM Approved January 10, 2014)Part-time faculty loads are determined by departmental instructional needs on a semester-by-semester basis and consists mainly of teaching and other instruction-related activities. Part-time applied faculty lessons include a weekly lesson, either .5 or 1 hour according to the course number (i.e., 195/395 meets .5 hours/week and all others meet 1 hour/week), as well as the following responsibilities:

Weekly applied lessons including course syllabi and repertoire levels Weekly seminars (if applicable) Music juries and/or auditions (end of the semester juries as well as admission auditions

according to the applied area) Additional performance coaching for applied students when necessary (i.e., departmental

seminars, Honors Recital, junior/senior recitals) Ensemble coaching/sectionals (at least once each semester) Recruitment activities Solo and/or ensemble performances (faculty and/or university ensembles) Attendance at select departmental meetings Other responsibilities as determined by the chair

I.4.d Faculty EvaluationPlease see section V of the UNCW Faculty Handbook, “Faculty Responsibilities,” for additional practical information about topics related to teaching, research, and service, and to the responsibilities associated with these, as well as general information about the evaluation of faculty performance.

The evaluation of a faculty member’s performance is recognized as integral to the development of the institution, is used to make decisions about reappointment, promotion and the awarding of tenure, and serves as a basis for recommendations for merit salary increases. The criteria that are used in evaluating faculty performance are those in the university Faculty Handbook, IV.H, as well as criteria developed by departments (see Annual Peer Review) and the college/schools. However, since the policies and procedures may be amended from time to time, non-tenured faculty members should consult with the department chairperson concerning current guidelines and criteria.

Not all faculty are at the same stage in their careers. The non-tenured faculty will be involved in an intensive process of evaluation that may ultimately lead to promotion and tenure. Tenured faculty may also desire a more extensive written evaluation in preparation for Post-Tenure Review (see the UNCW Faculty Handbook, IV.H). In the Department of Music each faculty member reports professional activities to the department chair in an annual report based upon the university’s format for RTP recommendations. This document should serve as the basis for the annual evaluation of all faculty.

I.4.d.i. Annual Review by Department ChairpersonTo ensure consistency, each tenured, tenure-track, and lecturer faculty member will provide a report of his/her professional activities each year for review by the chairperson. This annual report will address the three major areas of teaching, scholarship/research/artistic activities, and service. The evaluation of faculty by the chair draws from peer evaluations of teaching, scholarship/research/artistic activities, and service; student evaluations of teaching; and each faculty member’s summary of his/her professional

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work for the academic year This evaluation will consider each of the three areas separately, as well as all aspects combined (lecturers are evaluated on teaching and service, see II.1.).

Annual written evaluations are made of each faculty member by the departmental chairperson. This evaluation is done in conjunction with a review of the faculty member's annual review dossier. Copies of the evaluation and the annual review dossier for each member of the faculty are kept on file in the department chairperson’s office, and a copy of each must be provided to the faculty member. The faculty member shall have the opportunity to reply in writing to the evaluation. Evaluations must be completed by July 1 of each year. Recommendations for full-time faculty merit salary increases rely heavily on the written evaluation document, but recommendations for reappointment, tenure, and promotion, do not necessarily rely solely on the annual cumulative reports. In the case of part-time faculty, the evaluation of the annual review dossier is essentially a quantitative tool used in the departmental annual report, but also may be used in conjunction with other evaluations in determining reappointment and position development.

The chairperson's evaluation draws from peer evaluations, student evaluations--each to varying degrees across departments.

I.4.d.ii. Merit Policy (full-time)Among the ways in which full-time faculty members’ salaries may be increased in a given year are promotion raises, merit raises, cost-of-living raises, adjustments for inequities, and one-time bonuses. The amount and kind of increases depend on legislative appropriations and directives from UNC General Administration and the UNCW administration.

Merit pay is added to a faculty member’s base salary in recognition of exceptional performance the preceding year; it is not a cost-of-living increase and therefore is not normally awarded to every faculty member in a department. When merit increases are to be granted, the Dean of the College of Arts and Sciences allocates a total amount to the department from funds designated by the state legislature for that purpose. The department chair makes merit recommendations to the Dean of the College, based on the amount available for merit increases.

Merit recommendations are based upon the chair’s annual review of each faculty member. While the annual review for tenure, tenure-track faculty is based upon the faculty member’s performance in the three areas of teaching, research/scholarship/artistic achievement, and service, the annual review for lecturers is based only upon the faculty member’s performance in teaching, as assessed by the chair and a peer review committee.

To be considered for a merit increase, a faculty member’s performance in each area must be at or exceed a “meet expectation” level. Faculty with greater achievement relative to expectations will be recommended for a higher percentage increase than the other faculty. No merit increase shall be recommended when a faculty member’s performance is below a “meet expectation” level in any category.

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I.4.d.iii. Peer Evaluation Guidelines

Annual Peer Review (full-time)Annual review dossiers shall be prepared based upon the previous annual year, be submitted to the chair as a pdf document by March 31. The dossier outline should follow the university's RTP format and include a self-evaluation of the faculty member’s classroom performance, research/scholarship/artistic achievement, and service for the year. All categories of the RTP form that apply should be completed and N/A should be indicated for categories that do not apply this year. The following items should also be included within the pdf dossier or as a separate pdf:

IDEA reports and peer evaluations, if available, for the entire year. Course syllabi and all other pertinent course materials. Various documentation (programs, letters of invitation, copies of articles, manuscripts,

recordings, etc.).

Three faculty within the department will be chosen by the department chair according to a system of rotation, as recorded by the chair on a departmental spreadsheet. The selection process shall insure anonymity of the committee members, and shall insure rotation of faculty to avoid consecutive terms.

First year faculty shall be ineligible to serve. The faculty chosen shall be comprised of at least one tenured faculty.

Each of the three faculty shall receive a pdf dossier copy for faculty members within the department, except their own, and will proceed to review the entire dossier independently.

Faculty reviewers shall review the complete dossier of each full-time faculty member, using the UNCW Faculty Handbook Evaluation Areas (see Faculty Handbook, IV.b.1-3), the Annual Review Peer Report Form provided (see Appendix B) and the department’s Annual Faculty Review Criteria (see below) as a guide.

DoM Annual Faculty Review Criteria Guidelines

Criteria DescriptorsA faculty member would “Meet” Expectations in each of the three areas above (Teaching, Research/Artistic Activities, Service) when there is documented activity in at least four of the bulleted criteria statements from within each area below. A faculty member would “Exceed” Expectations in each of the three areas above (Teaching, Research/Creative Activity, Service) when there is:

1. documented activity in either all bulleted categories, and/or,2. documented activity beyond the stated baseline criteria in a minimum of four bulleted criteria

statements from each area (i.e., multiple items documented under a bulleted item, or at the national/international level).

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Annual Peer Review Baseline Criteria (Meets Expectations)

Teaching Course materials were of acceptable quality (i.e., organized with clearly stated objectives,

learning outcomes, and course requirements, including grading criteria). Intellectual tasks set for the students were generally well-selected and evaluated. There is evidence of development/revision of courses, possibly including new courses or courses

new to the individual. There is evidence of efforts to improve teaching through attendance at workshops, conferences,

or seminars. There is evidence of efforts to address feedback received from student evaluations and/or peer

observations.

Scholarship/Research/Artistic Activities Research/scholarly writing in publications at the regional level. Public performances either as interpreter (vocal/instrumental performer or conductor) or a

creator (composer or arranger) at the regional level or juried/peer-reviewed. Electronically-distributed performances (CD or online streaming) either as interpreter

(vocal/instrumental performer or conductor) or a creator (composer or arranger) at the regional level or juried/peer-reviewed.

Publication (print or electronically distributed) as creator (composer or arranger) at the regional level or juried/peer-reviewed.

Peer-reviewed or non-reviewed pedagogical workshops or conferences. External grants and/or fellowships received. External grant and/or fellowship applications tendered.

Service Served as a member of University, and/or College-wide committees or groups. Served as a member of Department committee(s); regularly participated in faculty meetings;

regularly volunteered for departmental responsibilities. Was involved in student recruitment, incoming student auditions, and placement tests. Met advising duties as assigned. Accomplished some service to professional or scholarly organizations. Accomplished some service to the community (e.g. made professional appearances before, and

in cooperation with, community groups).

Upon review of dossiers, signed Peer Review Summaries shall be returned to the chair with copies of the dossier by April 15 as advice to the chair, who will then write the annual evaluation based upon the department’s Annual Faculty Review Criteria.

The department chair will use the Peer Review Summaries to assist in the chair's annual review summary of all full-time faculty. The chair shall provide a copy of the evaluation to the faculty member by June 1.

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The faculty member and chair shall sign the evaluation in acknowledgment of its receipt by the faculty member. The faculty member has the option of attaching a written response. The chair shall forward a copy of the evaluation, and the faculty member’s response, if any, to the dean by June 30.

Within ten working days, a meeting with the chair to discuss the review and, in consultation, create a professional development plan will be required of all tenure-track faculty and optional for tenured faculty, as per the chair’s recommendation. All tenure-track faculty must submit a professional development plan to the chair by June 30.

In addition, since the department's senior faculty play a central role in the mentoring of probationary faculty, and the chairperson is required annually to provide the senior faculty with a summary of the assessments that the chairperson has given to tenure-track faculty of their progress toward tenure and promotion. When the faculty member is subsequently considered for tenure and promotion, the chairperson's recommendation should normally be consistent with the assessments the faculty member has received in annual evaluations. When the chairperson's recommendation differs from those prior assessments, the chairperson shall explain what circumstances have arisen to cause the discrepancy.

Peer Teaching Observation (full-time)Teaching observation shall be defined to include peer observation of lectures, labs, seminars, applied lessons, ensemble rehearsals, or any other form of instruction that involves interaction of student(s) and teacher in a learning situation. All untenured faculty shall be observed two times during each calendar year by a committee composed of two department faculty (see observer selection process below). Tenured faculty may avail themselves of direct classroom observation on a voluntary basis with a view to enhancing their teaching effectiveness, or to add to the body of evaluation materials in preparation for promotion. All part-time faculty shall be observed once during each academic year by a full-time faculty member (usually the supervising coordinator) as appointed by the chair.

Peer Observation of Teaching Guidelines

Peer class observation of faculty should include the observation of teaching by two faculty members twice a year (once each semester). Both observers should attend the same class session(s) so they can compare their impressions of the same teaching behaviors. Selection of observers are as follows:

One trained faculty observer (any rank) to be selected by the teacher One trained senior faculty observer (any rank) to be selected by the department chair A third member from outside the department may be added to the observing team upon the

teacher’s request and with the chair’s approval

Observation procedures1. Schedule and course selection

a. Teacher chooses class to be observed with approval of department chair.b. Teacher provides observers with copies of the course syllabus and any other pertinent

materials.c. Observers coordinate date and time for observation with teacher

2. Pre-observation conferencea. Observers meet with teacher to discuss the teacher's instructional goals, methods,

style, and aspects of the course that provide context for the observation.

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b. Observers should discuss the criteria of the Peer Observation Teaching Report with one another as well as the teacher before visiting the class to insure they have a consensus on the meaning of the categories and statements on the form.

3. Observationa. Observers should be unobtrusive as possible (i.e., arrive well before the class starts,

keep silent during the class, sit in the back of the class or in place that will not draw attention, stay for the entire class).

b. As soon as possible after completing an observation, preferably within 24 hours, each observer should review the observation notes and complete the POTR.

4. Post-observation conference (within 5 working days of each observation)a. Observers meet with the teacher to discuss their reports (i.e., discuss strengths and

needs for improvement)b. After the conference, the teacher develops a plan of strategies to improve teaching

by addressing the recommendations of the observers.5. Each observer files a completed report and the teacher submits a plan of strategies to

improve teaching to the chair within 1 week of the post-observation conference.6. All reports are to be submitted to the chair no later than 2 weeks prior to the last day of

classes of the semester’s observation.

As a formative tool, the purpose of peer review observation will be for faculty development by providing qualitative data that can be used to enhance or modify teaching and its effectiveness. Information and materials collected by the peer class/studio observation are one among several sources of information used by the senior faculty and the chair to assess the quality of the faculty member’s teaching. The peer review observation will also be used as a summative tool within the teaching area of the annual departmental faculty review for all untenured faculty or tenured faculty preparing materials for promotion (its use as a summative instrument will normally require at least three semesters of observation, over which period progress and development can be assessed). In such cases, peer review observation, IDEA data, and the annual peer review of teaching accomplishments and materials will be given similar emphasis in the total evaluation of teaching. See Appendix B for the Peer Observation Teaching Report Form.

Peer Teaching Observation (part-time)Teaching observation shall be defined to include peer observation of lectures, labs, seminars,

applied lessons, ensemble rehearsals, or any other form of instruction that involves interaction of student(s) and teacher in a learning situation. All part-time faculty shall be observed once during each calendar year by a full-time faculty member (usually the supervising coordinator) as appointed by the chair.

As a formative tool, the purpose of peer review observation will be for faculty development by providing qualitative data that can be used to enhance or modify teaching and its effectiveness. Information and materials collected by the peer class/studio observation are one among several sources of information used by the chair to assess the quality of the faculty member’s teaching.

Observation procedures1. Schedule and course selection

a. Observer coordinates date and time for observation with teacherb. Teacher provides observer with copies of the course syllabus and any other pertinent

materials.

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2. Pre-observation conferencea. Observer meets with teacher to discuss the teacher's instructional goals, methods, style,

and aspects of the course that provide context for the observation.b. Observer should discuss the criteria of the Peer Observation Teaching Report with the

teacher before visiting the class to insure they have a consensus on the meaning of the categories and statements on the form.

3. Observationa. The observer should be unobtrusive as possible (i.e., arrive well before the class starts,

keep silent during the class, sit in the back of the class or in place that will not draw attention, stay for the entire class).

b. As soon as possible after completing an observation, preferably within 24 hours, the observer should review the observation notes and complete the POTR.

4. Post-observation conference (within 5 working days of each observation)a. The observer meets with the teacher to discuss the report (i.e., discuss strengths and

needs for improvement)b. After the conference, the teacher develops a plan of strategies to improve teaching by

addressing the recommendations of the observer.5. The observer files a completed report and the teacher submits a plan of strategies, if

applicable, to improve teaching to the chair within 1 week of the post-observation conference.

6. All reports are to be submitted to the chair no later than 2 weeks prior to the last day of classes of the semester’s observation.

Post-tenure Review Approved DoM 10.16.15Post-tenure review (PTR) is a comprehensive, formal, periodic evaluation of cumulative faculty performance to ensure faculty development and to promote faculty vitality. The purpose of PTR is to support and encourage excellence among tenured faculty by recognizing and rewarding faculty performance that meet or exceed expectations; provide for a clear plan and timetable for improvement of faculty whose performance is judged to not meet expectations; and for those whose performance continue to not meet expectations, provide for the imposition of appropriate sanctions, which may, in the most serious cases, include a recommendation for discharge.

Post-tenure review dossiers shall be prepared based upon the preceding five years and are to be submitted to the chair as a PDF file by February 15 of the review year. The dossier outline should follow the university's RTP format. All categories that apply should be completed and N/A should be indicated for categories that do not apply during the preceding five years. The following items should also be included in the PDF dossier:

All evaluations of teaching (i.e., IDEA reports and Peer Observation Teaching Reports, if available)

Course syllabi and all other pertinent course materials Supportive documentation (programs, letters of invitation, copies of articles, manuscripts,

recordings, etc.) All annual evaluations for the years under review

Three faculty within the department will be chosen by the department chair according to a system of rotation, as recorded by the chair on a departmental spreadsheet. The selection process shall insure anonymity of the committee members, and shall insure rotation of faculty to avoid consecutive terms if

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possible. Each of the three faculty shall receive a PDF dossier copy of the faculty member to be reviewed and evaluate the faculty member’s record in teaching, research/artistic achievement, and service using the Peer Review Summary sheet provided (see Appendix B in the DoM Faculty Manual) and the department's Criteria for Reappointment, Promotion, and Tenure as a guide. Additional supportive materials will be included in the PDF document.

Upon review of dossiers, peer reviewers shall present their evaluations in writing using the Peer Review Assessment Form (see Appendix B) as advice to the chair, who will then write the evaluation relative to the mission of the university, college/school, or program. The chair’s evaluation shall state whether the faculty member’s overall performance exceeds expectations, meets expectations, or does not meet expectations. The chair/director will inform the PTR peer review committee of the outcome of the recommendation.

The department chair shall provide a copy of the evaluation to the faculty member and shall meet the faculty member to discuss the review. The faculty member has the option of attaching a written response.

The faculty member and chair shall sign the evaluation in acknowledgment of its receipt by the faculty member. No later than ten days after the evaluation meeting, the department chair/school director shall forward the faculty member’s PTR report, a list of the peer evaluators, a copy of the written evaluation, and the faculty member's written response, if any, to the appropriate dean for evaluative review.

For additional information on timetable, procedures, criteria, outcomes, and due process, please consult the UNCW policy on Post-Tenure Review in the faculty handbook, IV.H.5. The faculty member’s record will be evaluated by the Dean, and the review will follow procedures, in the event of any finding of “Does not meet expectations,” as outlined in the Faculty Handbook, IV.H.5.e.

Annual evaluations for the period under review will substantially inform the PTR process; however, annual reviews should not be substituted for the “comprehensive, periodic, cumulative review” required by UNC Policy 400.3.3.

Criteria for faculty performance that exceeds expectations are sustained excellence in teaching, research/artistic achievement, and service; and professional performance that is substantially exceeding expectations and that significantly exceeds the performance of most faculty.

Criteria for faculty performance that meets expectations are professional competence; conscientious discharge of duties, considering distribution of workload as assigned by the department chair; and efforts to improve performance.

Criteria for faculty performance that does not meet expectations is performance that does not meet the criteria for being judged satisfactory, as stated above.

In the case of performance judged to exceed expectations, the results shall be documented for university rewards and awards. The chair shall also forward documentation of such performance to the dean, the Provost, and the Chancellor for appropriate recognition.

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In the case of performance judged not to meet expectations, the chair or dean shall forward to the faculty member a copy of the evaluation by the deadline set by the Provost. Within ten working days of receipt of the evaluation the chair and faculty member shall meet and, in consultation, begin to create a Remedial Development Plan. The plan shall include the following:

Specific strategies and steps designed to lead to improvement, Delineation of specific outcomes which constitute improvement, A specified timeline, not to exceed three years, A statement of the process by which performance under the plan will be evaluated and

feedback provided to the faculty member, and A clear statement of consequences should the improvement not occur.

The faculty member and the chair shall sign the remedial development plan, and the chair shall forward a copy to the dean, who must approve any resources to be committed. If a mutually acceptable plan is not reached within one month after the initial meeting, the currently existing mediation process of the Faculty Professional Relations Committee shall be utilized. If a mediated settlement cannot be achieved under the auspices of the FPRC, the dean shall act as arbitrator in the development of a plan.

Five-Year PlanAll tenured faculty members must prepare at the beginning of their PTR cycle from the fall in which this policy is implemented or they are tenured, in consultation with the chair, a brief, written five-year plan or set of goals that are realistically attainable. This plan, which is modifiable annually in consultation with the chair, is due to the chair when the faculty member submits the previous five-year PTR dossier, and no later than October 15. Goals may include all or some of the following, with additional specificity and detail as needed:

Teaching To maintain IDEA reports consistent with departmental averages To achieve results in peer evaluation acceptable in relation to departmental expectations To teach a full course load as determined in consultation with the department chair To advise majors conscientiously, and in close connection to curricular developments, to help

advisees graduate in a timely manner as well as accomplish their educational goals To revise and maintain current course materials and syllabi To take advantage and engage in professional development opportunities to improve teaching To engage in high-impact teaching practices and take advantage of opportunities to mentor

graduate and undergraduate students

Scholarship/Research/Artistic Activities To remain, and/or achieve, research active in relation to CAS standards To remain current in your field To take advantage of opportunities to engage in professional development in professional

development related to research To seek support for research activities

Service To provide service to your profession To provide service to UNCW To provide service to your department and college

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To provide professionally appropriate service in your field to the community To strengthen the university community

I.4.d.iv. Student Evaluations (full and part-time)Every faculty member is evaluated by students every semester in all courses (including summer school) using the institution-wide IDEA instrument. This instrument and the instructions for administering it were developed by the Faculty Senate. Both are in the UNCW Faculty Handbook, IVH4. The use of IDEA reports is mandatory, although additional student evaluation questions may be appended to the IDEA reports. The department chairperson and faculty can review IDEA data online each semester.

II. Appointment, Reappointment, Promotion and TenureUNCW is committed to maintaining faculty and staff whose aggregate individual qualifications enable the music department to accomplish its missions, goals, and objectives. Faculty members (including part-time faculty) shall be qualified by earned degrees and/or professional experience and/or demonstrated teaching competence. All must be able to guide students and to communicate personal knowledge and experience effectively. This standard applies to studies, course work, and ensembles taken at the institution.

II.1. Definitions and Expectations of Academic Ranks and AppointmentsAlthough the Department of Music recognizes a minimum of the master’s degree in music for faculty teaching performance courses, such as applied music and ensembles, a baccalaureate is acceptable in lieu of formal academic preparation for faculty who are highly qualified artist-teachers with outstanding professional experience and demonstrated contributions to the teaching discipline. In addition, while a minimum of a master’s degree in music, or the appropriate equivalent in professional experience and/or teaching, is appropriate for faculty teaching academic (lecture) lower level music courses (100-200 level), a doctorate in the discipline, or at least 18 semester hours and/or significant experience in the teaching specialty with a master’s degree, is considered the terminal degree for faculty teaching in theoretical, historical, and pedagogical subjects.

Part-timeA part-time instructor, who holds at least a bachelor’s degree and/or professional experiential equivalency, and is appointed on a semester-to-semester basis according to departmental needs and the instructor’s area of specialty.

Lecturer (Revised and DoM Approved January 10, 2014)This is defined as any full-time teaching member who holds at least a master’s degree or professional experience equivalent, and is appointed on a year-to-year, or three-year contract. The position is not tenure eligible.

A full workload for this faculty position consists mainly of teaching and other instruction-related activities. Scholarship and professional development, research or artistic achievement, are considered enhancing contributions, but teaching and service are the most important responsibilities for this position. The workload for a lecturer consists usually of a teaching assignment of four 3-credit-hour courses per semester, including equivalencies; advising of majors and minors and other routine service on the departmental and university levels, such as student recruitment, administrative service, and committees.

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Assistant ProfessorRequirements for appointment as an Assistant Professor include evidence of teaching potential and promise of growth in the areas of professional development, scholarly or artistic activity (as appropriate to one’s area of specialty), and service. In addition, an assistant professor must have the terminal degree appropriate to their field. In special cases, professional accomplishment outside of the classroom may be deemed the equivalence of a terminal degree.

In addition, the hiring of each faculty member is an investment in the university's future. The university hires promising faculty in the hope and expectation they will successfully complete a probationary period, achieve tenure, and provide the university with years of estimable service. Accordingly, it is in the university's interest that each academic department provide continuous mentoring of its untenured assistant and associate professors from the time of hiring until a tenure decision is made. In view of this, the department chair, in consultation with the untenured faculty member, will assign one or more senior faculty mentors to each member of the non-tenured faculty during the first week of each academic year to advise them and guide their professional development in teaching and research.

Associate ProfessorAn associate professorship is a senior faculty appointment with all the responsibilities implied herein, and the move from assistant to associate should be considered greater than movement in rank between any other two ranks. In the Department of Music, an individual eligible for associate professor rank should have demonstrated over a period of years teaching excellence and effectiveness; professional development; significant service to the university, profession, and community; and on-going creative work and/or publication of such a nature that it has received recognition by professionals beyond the local area.

ProfessorFor appointment to the rank of professor, the candidate shall exhibit distinguished accomplishment in the three areas of teaching, research/scholarship/artistic achievement, and professional development, and service. Publication or artistic achievement will demonstrate recognition by professional colleagues; distinguished teaching and excellence of service will demonstrate recognition by the university community and the larger constituency that it serves.

It is recognized that individual strengths vary. For music department criteria at all levels (see RTP Expectations and Criteria below), fulfillment of most, but not all, of the items listed in a category, may be appropriate for faculty to be reappointed and/or promoted, especially if achievements on some items are strong.

II.2. Graduate Faculty Criteria in MusicUniversity-wide criteria for membership on the Graduate Faculty include a) a terminal degree in an appropriate field along with effective teaching, b) a continuing record of productive scholarship, and c) for assistant professors, a record or strong indication of growing involvement with scholarship.

Graduate Faculty in music must have a terminal degree in the teaching discipline in which they have been appointed. In music, a Master’s degree or a Doctorate appropriate to the sub-discipline is expected. Also, in keeping with the Bylaws and Faculty Handbook, 3.C., persons of exceptional talent, creativity, and artistic accomplishment who may not possess any degree, will be considered for membership in the Graduate Faculty on an individual basis.

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Considerations beyond degree status must include evidence of productive scholarship or creative activity in one or more of the following forms:

1. For faculty whose disciplines require original research and publication: publication of a book, music, or at least two articles in refereed or invited journals of

regional, national or international status within the past five years; or two different research presentations at state, regional, national or international

professional meetings within the last five years; or other evidence such as manuscript review for refereed journals, holding office in

professional organizations, publication of research abstracts, grant writing and awards, etc.

2. For faculty whose disciplines require creative activity or performance: at least three juried or invited performances at the regional, national or international

level within the past five years (at least one research article in a refereed journal of regional, national or international status; or one recording; or one scholarly presentation at a meeting of equal importance within the past five years may be substituted for a performance); and

other evidence such as membership and/or holding office in professional organizations, peer review of other artists or performers, grant writing and awards, etc. The Senior faculty of the Department of Music will make recommendations for graduate teaching status based on the preceding criteria.

II.3. General Expectations for RTPThe policies of the University of North Carolina indicate that professional competence, academic and professional growth, potential for future contribution, teaching effectiveness, and institutional needs and resources are the general areas on which evaluations for tenure are made.

Because of their long-term consequences for the university and its faculty, tenure decisions are more important than promotion decisions. To be granted tenure at any academic level, a faculty member must have evidenced proficiency and a pattern of growth in areas of teaching; scholarship and research/artistic achievement, and service. Of these, teaching effectiveness is the primary criterion for the granting of tenure. When a faculty member who has served two years or longer at the rank of assistant professor is recommended for permanent tenure, he/she will also be recommended for promotion. Accordingly, when there is a recommendation for conferral of tenure but at the rank of assistant professor, the recommendation will explain the special or unusual circumstances for not also recommending promotion.

II.3.a. Teaching EffectivenessTeaching effectiveness is, essentially, a non-quantifiable enterprise. However, certain data can assist in the decision-making process. Evidence of teaching effectiveness may consist of, but shall not be limited to the following:

1. Documentation of innovative teaching and other teaching-related activities.2. Documented efforts to grow as a teacher (workshops attended, courses revised, courses

developed, improving courses and/or educational programs, etc.) Course syllabi and outlines, including statement of course objectives and procedures for

all courses taught for the period covered in the evaluation (all faculty must prepare syllabi for every course taught every semester); these syllabi must contain the instructor’s office number and telephone number, office hours, a description of the course that reflects its goals and objectives, the books and/or other materials required

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for the course, a list of course requirements, the basis for final grades, attendance policies, and any other policies that may affect the final grade.

Peer reviews of classroom teaching and of teaching materials (syllabi, handouts, exams, graded essays, etc.)

Documentation of grading practices demonstrated by final grade reports from all courses and sections taught in the period covered by the evaluation

3. Annual peer evaluation of contributions to teaching by the evaluation committee4. Peer class observation: An annual review of faculty based on the observation of teaching by two

or three faculty members twice a year (once each semester)5. Student evaluations (both IDEA reports and narrative assessments in response to questions

developed by the faculty member for the specific course)6. Statements from former students as solicited by the department chairman upon the suggestion

of the instructor7. Measurable outcomes of the quality of teaching (e.g., accomplishments by students, such as

successful performances by students on juries and in recitals, as well as in other courses that follow; special recognitions, honors, awards given to students; growth in the studio program over time; feedback from graduates, etc.).

8. Documentation (e.g., student IDEA comments) of attention given to students beyond the regular classroom and studio hours also can be noted (assisting with applications, performance and/or recital coaching; writing letters of recommendation, etc.), as they speak to accessibility of instructor and concern for students.

9. Receiving grants and fellowships relative to teaching.

II.3.b. Professional Development: Scholarship/Research/Artistic Activities“Scholarship is expected of every faculty member. Besides a mastery of the fundamentals of a discipline it involves a thorough familiarity with its various areas, problems, and continuing investigations; it necessitates staying abreast of the relevant literature and includes the ability and insight to organize, synthesize, and evaluate effectively the work of others." This statement from the Reappointment, Promotion, and Tenure section of the UNCW Faculty Handbook, IV.D.2.b.2, expresses the importance of a sustained commitment by all faculty to the enrichment of professional competence. In addition to their own efforts, faculty members are encouraged to participate in workshops, seminars, and other formal training programs to develop new skills and to improve existing ones.

Acceptable evidence of research and/or artistic activities at the associate professor level may include the following examples: publication of articles in juried periodicals of at least regional circulation, invited and/or juried presentation of papers at regional conventions in the disciplines, prizes won and juried presentations outside the local area, invited performance or participation at universities or with professional ensembles outside the local area, reviews and critiques of local performances by noted experts appearing in publication outside the local area, and/or leadership positions in regional organizations in the disciplines.

Acceptable evidence of research, artistic activities, and achievements at the rank of professor may include the following examples: on-going publications in juried periodicals with regional, national, or international circulation over a period of time, presentations at the national or international level at conferences in the discipline, invitations to perform or participate with ensembles or organizations of national or international stature, prizes won at juried presentations or competitions whose competitors comprise a national or international spectrum, commissions which draw national attention, reviews and critiques of the individual’s creative work which appear in nationally circulated periodicals or journals in the discipline,

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books published by university presses or by nationally prestigious publishing houses, and leadership positions in national organizations in the discipline.

II.3.c. Service The Department of Music encourages its faculty to participate in the governance of the

university, the college, and the department through service on committees, and to advance any, and all of these by supporting and participating in their activities.

Faculty are also expected to support the activities of their professional organizations through such actions as editorial work for professional journals and the holding of offices in these organizations.

Faculty may also advance the reputation of the department through activities that bring recognition to its students, such as competitions and performances.

Faculty are encouraged to perform, teach, and generally support activities and organizations in the arts of the local community and the region.

Assisting, advising, and counseling students in academic matters

II.4. Department of Music Expectations and Criteria for RTP

Assistant Professor

Teaching Effectively teaches a standard workload each semester. Materials used are of good quality with evidence of planning and organization to accomplish

stated goals and objectives as assessed in peer review of materials. Intellectual tasks set for the students were well selected and evaluated (i.e., good exams and

assignments). May include courses developed/revised. May demonstrate pedagogical initiatives in teaching. Student ratings on IDEA are good and is generally perceived as a good teacher, as suggested by

the IDEA reports. May demonstrate efforts to improve teaching (i.e., pedagogical plans; seminars, workshops

attended to improve teaching, etc.). May also include student achievement and honors outside the classroom through performance,

presentation, and/or publication on the national/international level. Fulfills advising assignments given by the Chair.

Scholarship/Research/Artistic Activities Demonstrates involvement in scholarly projects such as single-authored publication(s),

recordings, invited presentations (i.e., performance and/or research) at regional and/or state forums, and receipt of external grants through short- and long-range goals.

Attention given to professional development (i.e., creative/scholarly) through involvement (i.e., attendance, participation) in professional meetings, workshops, and/or conferences.

Membership in professional societies.

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Service Contributions to the department were good: participated in faculty meetings; fulfills

departmental responsibilities, such as serving on or chairing departmental committees; makes professional appearances before, and in cooperation with, community groups; involved in student recruitment.

Served on a university committee or task force; participated in official college functions Performed some service for a community professional organization. Impact on colleagues was positive: worked harmoniously with colleagues in solving problems;

worked successfully with colleagues in preparing and presenting public appearances (for performing faculty).

Involved in community activities. Performers: Gives performances at public departmental concerts, beyond those that are part of

the standard teaching load. Coordinators: Contributions to the department were good (see coordinator position

description).

Associate Professor

Teaching Effectively teaches a standard workload each semester. Materials used are of very-good quality with evidence of sound planning and good organization

to accomplish stated goals and objectives as assessed in peer review of materials. Intellectual tasks set for the students are well selected and evaluated (i.e., good exams and

assignments). Contributions to curriculum development were of good quality. Developed/revised/ courses

new to the individual or the university. Demonstrates special initiatives in teaching by incorporating at new approaches to teaching. Student ratings on IDEA are good to very-good and is generally perceived as a very good

teacher, as suggested by the IDEA reports. Efforts to improve teaching are good with evidence of one or more of the following: self-

learning (i.e., pedagogical plans; seminars, workshops attended to improve teaching, etc.); shows concern for improving teaching; occasionally seeks feedback on teaching and has implemented new teaching strategies.

May also include student achievement and honors outside the classroom through performance, presentation, and/or publication on the national/regional level.

Fulfills advising assignments given by the Chair.

Scholarship/Research/Artistic Activities Demonstrates involvement in scholarly projects such as single-authored publication(s),

recordings, juried and/or invited presentations (i.e., performance and/or research) at national and/or international, regional and/or state forums, and receipt of external grants.

Attention given to professional development (i.e., creative/scholarly) through involvement (i.e., attendance, participation) in professional meetings, workshops, and/or conferences.

On-going memberships in professional societies. Indicates on-going creative/research activity.

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Service Contributions to the department are very good: plays a role in the conduct of departmental

business; participated in faculty meetings; fulfills departmental responsibilities, such as serving on or chairing departmental committees; serves as an advisor to a student group; makes professional appearances before, and in cooperation with, community groups; actively involved in student recruitment.

Served on university committee and/or task force. Held office and/or demonstrate increasing recognition in a national, regional, state, or

community professional organization. Served as consultant or reviewer for state and/or federal agencies or professional associations

and/or journals. Contributions to the College are very good: served on a College committee; participated in

official college functions; enhanced the image of the College of professional appearances before, and in cooperation with, community groups.

Impact on colleagues is positive: participated in the professional development of other faculty by discussing research and teaching; works harmoniously with colleagues in solving problems; worked successfully with colleagues in preparing and presenting public appearances (for performing faculty).

Involved in community activities. Performers: Gives performances at public departmental concerts, beyond those that are part of

the standard teaching load. Coordinators: Contributions to the department were very good (see coordinator position

description).

Professor

Teaching Effectively teaches a standard workload each semester, including DIS, honors thesis direction,

and/or coaches student recitals. Materials used are of highest quality with evidence of exceptional skill in planning and

organizing courses to accomplish stated goals and objectives as assessed in peer review of materials.

Intellectual tasks set for the students are exceptionally well selected and evaluated (i.e., carefully constructed exams and assignments).

Contributions to curriculum development are of highest quality and a regular source of good ideas. Developed/revised/ courses new to the individual or the university, and helped further the programs, goals and mission of the department.

Demonstrates special initiatives in teaching by regularly incorporating new approaches to teaching.

Student ratings on IDEA are good to excellent and is generally perceived as an excellent teacher, as suggested by the IDEA reports.

Efforts to improve teaching are outstanding with evidence of self-learning (i.e., pedagogical plans; seminars, workshops attended to improve teaching, etc.); shows active concern for improving teaching; seeks feedback on teaching and implemented new teaching strategies.

May also include student achievement and honors outside the classroom through performance, presentation, and/or publication on the national/international level.

Fulfills advising assignments given by the Chair.

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Scholarship/Research/Artistic Activities Research, scholarship, and artistic achievement are usually high and significantly exceed

departmental expectations. Demonstrates on-going involvement in scholarly projects such as single-authored publication(s),

solo recordings, juried and/or invited presentations (i.e., performance and/or research) at national and/or international, regional and/or state forums, and receipt of external grants.

Significant attention given to professional development (i.e., creative/scholarly) through involvement (i.e., attendance, participation) in professional meetings, workshops, and/or conferences.

On-going memberships in professional societies. Has received prestigious professional honor. Indicates on-going creative/research activity. Indicates professional consultancies, paid and non-paid, resulting in professional development.

Service Contributions to the department were outstanding: played a key role in the conduct of

departmental business; regularly participated in faculty meetings; fulfills departmental responsibilities, such as serving on or chairing departmental committees; served as an advisor to a student group; makes professional appearances before, and in cooperation with, community groups; actively involved in student recruitment.

Has accepted leadership appointments to college and/or university committees and task forces. Elected and/or held office(s) in a national, regional, state, or community professional

organization(s). Served as consultant or reviewer for state and/or federal agencies or professional associations

and/or journals. Contributions to the College are outstanding: has made a major contribution on a College

committee; active in official college functions; enhanced the image of the College of professional appearances before, and in cooperation with, community groups.

Impact on colleagues was exceptionally positive: actively participated in the professional development of other faculty by discussing research and teaching; worked harmoniously with colleagues in solving problems; worked successfully with colleagues in preparing and presenting public appearances (for performing faculty).

Exceptionally involved in community activities. Performers: Gives performances at public departmental concerts, beyond those that are part of

the standard teaching load. Coordinators: Contributions to the department were excellent (see coordinator position

description).

II.5. RTP Process (see Faculty Handbook, IV.4.)Recommendations for promotion or tenure (including reappointment with tenure) are reviewed early in the fall semester. Recommendations involving reappointment only are reviewed early in the spring semester.

The faculty member's RTP dossier consists of the application, supporting documentation, and the recommendations of the deliberative entities. Dossiers are evaluated and recommendations made in Digital Measures and in the following sequence: the faculty member's chair; the appropriate dean; the university-wide faculty Committee on Reappointment, Tenure, and Promotion (CRTP); the provost and vice chancellor for Academic Affairs; the chancellor; and the Board of Trustees.

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All recommendations, whether positive or negative, are forwarded to the next deliberative entity. However, if the majority vote of the senior faculty and the recommendations of both the chairperson and the dean are all negative, the process stops and the faculty member's RTP application is denied. The faculty member may withdraw the application at any stage of the process. The chair and dean must elaborate the reasons for their recommendations, but subsequent deliberative entities may forward their recommendations with or without elaboration, except that any negative recommendation that follows a positive recommendation at the previous level must be elaborated. The chair, dean, and provost must each transmit written notification of their recommendations to the faculty member within ten business days of the recommendation. All such communications become part of the candidate's RTP dossier and are available to subsequent deliberative entities in the process.

II.5.a. Reappointment and Promotion with tenureFor reappointment and for reappointment at associate professor with tenure, the RTP candidate prepares a dossier, as per the format and guidelines found in the University Faculty Handbook, IVA, Article IV, by September 1 for reappointment with tenure, and January 15 for reappointment. The senior faculty (the senior faculty is defined as all tenured faculty at the rank of associate or full professor) will review the dossier and meet to discuss the candidate’s application for RTP. While external reviews (i.e., external to UNCW) are not required for reappointment and/or reappointment at associate professor, external reviewers (which shall be no fewer than two and nor more than three), may be requested by the department’s senior faculty, and/or the candidate, to be used in addition to the senior faculty’s recommendation. In such cases, the process outlined in II.5.b (RTP for Promotion to Full Professor) will be used for the solicitation and use of the external review. The department chairperson then initiates recommendations for promotion or tenure after consultation with the assembled senior faculty of the department involved.

Along with writing a detailed evaluation of the candidate, the chair will report the numerical results of the vote and state the chair's recommendation for or against the RTP action. At least five business days prior to forwarding the candidate's dossier to the dean, the chairperson will notify the senior faculty, by either written or electronic means, whether the recommendation is for or against the action. If a majority of the department's senior faculty disagree with the recommendation of the chairp, they have the option to submit a separate elaborated recommendation. Only one such recommendation from the senior faculty may be submitted, and it must be signed by a majority of the department's senior faculty. The chair's recommendation and a separate senior-faculty recommendation, if any, are forwarded as part of the faculty member's RTP dossier.

II.5.b. RTP for Promotion to Full ProfessorFor promotion to full professor, the candidate prepares a dossier, as per the format and guidelines in the University Faculty Handbook, IVD5, by September 1. In addition to the candidate's dossier, three letters of review will be required from three full professors within the senior faculty. Letters of review will provide an assessment of the candidate’s accomplishments as a pedagogue, scholar, and artist.

In some cases where departments are too small or lack a critical mass of senior faculty, the department "senior faculty" RTP committee can be made up of representatives from other departments by prior arrangement and agreement with the Dean.

While external reviews (i.e., external to UNCW) are not required for promotion to professor, external reviewers (which shall be no fewer than two and no more than three) may be requested by the department’s senior faculty, and/or the candidate, and are to be used in writing the chair’s

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recommendation in addition to the senior faculty’s recommendation. Regardless, one letter must come from someone within the music department. The choice of department reviewer will be based upon the current pool of departmental faculty at the rank of full-professor and/or recommendations by the candidate.

External Reviewer Selection1. External reviewers must be highly qualified artists/scholars with a professional stature

equal to or exceeding that which the candidate is seeking.2. Candidates will provide the chair with the names of a minimum of five (5) potential

external reviewers by April 1 prior to the academic year seeking review for promotion.3. Candidates will also provide a one-paragraph professional biography of each potential

external reviewer and a description of the professional relationship to the candidate.4. Candidates will prepare review materials containing a dossier, as per the format found

in the UNCW Faculty Handbook, IVD6, and supportive materials pertinent to the candidate’s application for promotion (e.g., recordings, published printed works, etc.). The chair will send the materials to each external reviewer along with a cover letter and the department’s criteria for RTP.

5. External reviewers will be selected by the senior faculty from the candidate's recommended list, and may also be selected from other sources as determined by the chair in consultation with the candidate (usually no later than May 30 prior to the review year).

Upon receiving the selected list of reviewers, the chair will contact the external reviewers to determine their willingness to serve in this capacity. Once the decision is finalized, the candidate will be informed of the final list of external reviewers. All letters of review will be due to the chair on or before September 1. The department chairperson then initiates recommendations for promotion to full professor after consulting the three reviews received.

Positive recommendations are transmitted by the chairperson to the appropriate dean, by the deans to the provost and vice chancellor for Academic Affairs, and by the provost to the university-wide faculty Committee on Reappointment, Tenure, and Promotion (CRTP). The CRTP forwards its unelaborated recommendations (without supporting documentation) to deans (with a copy to the provost and vice chancellor for Academic Affairs); deans forward their recommendations, reasons for the recommendations, and supporting documentation to the provost and vice chancellor for Academic Affairs.

The Dean of the College of Arts and Sciences initiates recommendations for promotion of a department chairperson after consultation with the assembled senior faculty of the department involved. Positive recommendations are transmitted by the dean to the provost and vice chancellor for Academic Affairs and by the provost to the CRTP. The CRTP forwards its unelaborated recommendation to the provost and vice chancellor for Academic Affairs.

The provost forwards recommendations to the chancellor. Following this, recommendations for promotion or tenure are forwarded to the Board of Trustees and then to the president of The University of North Carolina for final action by the Board of Governors; recommendations for reappointment are forwarded to the Board of Trustees for final action. A description of this process and a calendar for it are distributed to all faculty at the beginning of the fall semester.

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II.5.c RTP TimingA. A faculty member hired as an assistant or associate professor must complete at least two

years of probationary service before being considered for tenure. No other minimum time requirement for service at any level has been established. Applications for tenure before a decision is mandatory must demonstrate that special circumstances or exceptional productivity have provided sufficient evidence that the faculty member has met the qualifications for that action.

B. An untenured assistant or associate professor may not apply for promotion without also applying for tenure.

C. A faculty member may not be tenured at the rank of assistant professor. D. Typically, candidates for tenure and promotion are reviewed in the fall, and candidates for

reappointment are reviewed in the spring. However, a faculty member hired with a start date in January may be reviewed for reappointment in the fall or for tenure and promotion in the spring if that semester is the mandatory final semester for review. Discretionary reviews, whether for tenure (with or without promotion) after the required two-year probationary period but prior to the mandatory time for review or for promotion of a tenured faculty member, may be conducted either fall or spring semester.

E. An assistant professor with an initial 4-year contract must be reviewed for reappointment no later than early in the 6th semester of employment.

F. An assistant professor with a second 3-year contract must be reviewed for tenure and promotion no later than early in the 3rd semester of that contract (11th semester of employment).

G. For an assistant professor who previously held the rank of instructor at UNCW, the mandatory review period is the same as for other assistant professors, except that it is measured from the first semester of employment as instructor.

H. An associate professor with an initial 5-year contract must be reviewed for tenure no later than early in the 7th semester of employment.

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APPENDIX A

General Departmental Guidelines

1. Departmental meetings are held on the fourth Friday of each month from 1-1:50 PM. Additional meetings may be scheduled by the chair whenever the situation warrants more than one meeting per month.

2. Music admission auditions are usually held on select Saturdays throughout the academic year. Audition dates for the academic year are announced at the beginning of the academic year, and are documented on the Music Audition Admission form.

3. E-mail accounts: It is the faculty member’s responsibility to access e-mail regularly to receive current departmental information.

4. Technology: Although the department recognizes both PC and Mac platforms, the standardized departmental software includes Microsoft Word, InDesign, Adobe Acrobat, and Finale. Microsoft Word should be installed on all department faculty computers and all departmental “word” documents submitted to the chair should use this format.

5. Student performances: Departmental seminars are held the last Friday of each month from 3:30-4:45 PM, while Honors Recital auditions are usually held the next to last Friday of each semester from 3:30-5:00 PM.

6. Student information: Detailed curricular and/or program information (e.g., degree/program requirements, etc.) may be found in the departmental Student Handbook.

7. Cultural Arts building room scheduling: All room scheduling and reservations for special events in the performance wing should be submitted for approval to the Events Coordinator, and reservations for special events in the academic wing should be submitted to the Office Assistant for approval at least two weeks before the room is needed. A Facility Use Agreement Contract must be competed and submitted for final approval for all events not directly sponsored by the music department.

8. Departmental publicity and press releases: All departmental publicity and press releases should be submitted to the Events Coordinator at least four weeks before the event for approval prior to release.

9. Faculty absences: Any faculty member who contemplates being absent from regular campus duties is expected to make arrangements in advance with the department chairperson and, if possible, provide an assignment for the classes affected. In the event of an absence caused by an emergency or sickness, the faculty member should inform the department chairperson or dean (UNCW Faculty Handbook, V.A.1.a.).

10. Departmental support of faculty travel: As resources permit each year, departmental support of faculty travel is determined and/or prioritized based upon the following criteria:

juried and/or invited presentations (i.e., performance and/or research) at national and/or international forums (e.g., conferences, meetings)

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juried and/or invited presentations (i.e., performance and/or research) at regional and/or local forums

attendance and/or participation in professional meetings, workshops, and/or conferences. recruitment

11. Use of university equipment: A $50 per instrument fee will be collected by the department for any instrument used by a faculty member, unless its use serves an academic purpose. The fee will be refunded after the instrument has been returned.

12. Summer school teaching assignments (DoM Approved 10.16.15):

Chair will determine which courses should be offered based on: Enrollment rate for courses during previous sessions Curricular needs

Faculty will be invited to teach courses for which they are qualified. If there are more requests than slots available, preference to be given for faculty who did not teach the previous summer (or, if necessary, the previous two summers)

13. Recording services: All UNCW concerts sponsored by the Department of Music will be recorded by Recording Services. Faculty will receive one CD copy of all faculty-related performances (e.g., recitals, and ensembles) upon request. Faculty should provide additional CD’s to Recording Services if multiple copies are requested. Please allow at least two weeks for duplication.

14. Equipment moves: All equipment moves are to be coordinated by the presenter requesting the move. Work requests for moving services should be submitted as soon as an equipment move is expected, and no less than 10 days prior to the move. Copies of the request should be sent to the Events Coordinator, as well as the percussion faculty (i.e., if percussion equipment is involved in the move) to communicate the planned move, and avoid potential conflicts of equipment use. Please follow procedures as follows:

a. Presenter contacts moving services and submits request for move of equipment from the instrumental rehearsal room to KA. Copies of the request should be sent to the KA Production Manager, as well as department percussion faculty, if percussion is involved, as well as the chair and Events Coordinator.

b. The presenter should prepare equipment, or someone appointed by the presenter (as approved by the percussion faculty, in the case of percussion), and place the equipment to be moved in the corner of the room for moving services to pick-up. Leave the door unlocked so moving services can retrieve equipment from within this room. Please do not move equipment to the loading dock or place in the hallway.

c. Request moving services to return equipment to the room of origination, and not to the loading dock. Presenters will need to make sure the room is unlocked the morning the equipment is to be returned.

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APPENDIX B(Sample Form)

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APPENDIX C(Sample Form)

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APPENDIX D

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APPENDIX E

Recital Jury Approval Policy(from the DoM Student Handbook)

A. Submitting a recital proposalThe student must submit a proposed program using the Recital Program Proposal/Jury Recital Approval Form (see Appendix A), with all pertinent information (titles, composers, dates, performance times, etc.) to the respective major area committee for approval and signatures either during the pre-registration period, or otherwise no later than the day before the last day of Add/Drop of the term in which the recital is to take place.

Regarding the scheduling of a recital, students should book and confirm a reservation for the recital, as well as the recital jury, with the manager of the desired performance venue (e.g., Recital Hall, area church, etc.) before submitting the recital proposal for major area committee approval. Most students will perform their recitals in Beckwith Hall. Dates for this are reserved with Ann Seymour, the department’s events coordinator (email: seymoura@uncw.edu). It is recommended a student submit 2-3 prioritized proposed dates/times in order to ensure at least one will be available. Once submitted and reviewed for availability, the student will receive e-mail confirmation of date/time reserved.

All approvals must be completed and submitted no later than the day before the last day of Add/Drop of the term in which the recital is to take place. It is recommended that the planning of recital repertoire begin well before the start of the term. Be sure to plan sufficiently for repertoire to be memorized, where required (see your applied instructor for expectations on this). Ideally, the recital permission process will be completed during pre-registration in the term before the recital is to occur.

The major area committee is composed of three faculty members: the student’s applied instructor and two other faculty from the student’s applied field, as recommended by the student’s applied instructor with the department chair’s approval. Recital committees will be responsible for examining the proposals for appropriate length, level, and choice of repertoire (see below), and will either grant approval for the program to be heard by the area committee or recommend appropriate revisions. Recital proposals needing revision will have to be re-submitted and approved before the student is allowed to register for the recital.

Upon approval by the major area committee, and confirmation of the recital date, as well as recital jury date has been received by the events coordinator, the student must submit the approved Recital Program Proposal/Jury Recital Approval Form for final approval by the department chair, in order to receive confirmation-notice to enroll for the recital on SeaNet.

B. Repertoire and length

The Junior recital (MUS 393) must include pieces from Level III or IV of the appropriate applied instrument repertoire list. One significant work from level II may be included as well.

The BA Senior recital (MUS 493) jury should include pieces from Level III and IV of the appropriate applied instrument repertoire list with at least half of the repertoire from Level IV.

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Programs are expected to include a diversity of style periods, moods and tempo, so as to demonstrate a range of performance capability.

All recitals must include a small/chamber ensemble work.

Recital length: The junior recital must be at least 20 minutes in length; the senior recital must be at least 40 minutes long. This includes the ensemble work.

C. SchedulingTwo dates are needed, first the public recital date, then the recital jury. The student who is preparing for either a junior or senior recital must first perform the program for the three faculty members who have approved the recital proposal as described above. This is the pre-requisite for being approved to present the recital to the public. The recital jury must take place between 4 to 6 weeks prior to the public recital. The scheduling of the jury must be worked out with the faculty members who will be hearing it. Recital jury hearings are to be scheduled for Friday at 3:30, as per the availability of the venue. Make sure your ensemble partner(s) are also available to perform on the hearing date.

While the faculty jury is not required to attend your recital, most will want to. Please check with them about their availability for the recital date as well. Ensemble partners must of course be available.

If a recital is to take place off campus, the jury can be held there as well, contingent on faculty availability to do so. Otherwise it will be held in Beckwith. Be sure to adhere to whatever procedures are specified for reserving the off-campus venue.

Whether the jury and/or recital takes place in Beckwith or elsewhere, the student should make any cancellations or changes with the venue’s manager at least two weeks before the recital. Failure to inform the manager of cancellations or changes in a timely fashion may result in monetary penalty and/or revocation of privilege to use the venue, in accordance with that venue’s reservation policies.

D. The Recital JuryThis will be identical to the projected recital. All music required to be memorized, shall be presented as such.

The program shall be submitted to the jury on the Recital Program Proposal/Jury Recital Approval Form, as described in Section A. above. All information on this form should be complete and accurate so that if the hearing is successful, the program can be printed from this form for the public concert. A copy of this form will be on file in the music office and should be retrieved by the applied professor for the recital hearing in order to document the recital jury recommendation.

At least one printed copy or legal download of music being performed must be available for faculty use at the jury. Availability of two copies is helpful but optional.

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Dress should be at the minimum nice-casual. If you wish to perform in clothing similar to what will be used for the public recital, it is welcome.

E. Jury resultsUpon completion of the jury, the applied instructor will submit the results to the department chair. If the hearing is successful, then the recital date already arranged is approved and confirmed.

Once the recital jury has been approved, the Recital Program Proposal/Jury Recital Approval Form will be signed by committee members; submitted to the music office by the applied instructor; signed and approved by the chair; and subsequently, submitted to the events coordinator for confirmation of the recital date in Beckwith Recital Hall.

In exceptional cases, rather than a failure, a recital jury may make the recommendation that a re-hearing be granted. Such a recommendation will include the conditions and criteria necessary for a successful rehearing. Re-hearings must be scheduled with the venue manager as soon as the student is informed of the jury’s decision to rehear, and no later than one week prior to the re-hearing.

F. Repertoire performed on a recital that fulfills degree requirements may not be repeated on any other recital fulfilling degree requirements. Recital repertoire may not be used on that semester’s honors recital, but can be programmed on the departmental performances.

G. Recital Registration Checklist:

1. Discuss recital repertoire options with your applied instructor the semester prior to registering for the recital, or no later than the start of the semester before pre-registration for the recital.

2. Reserve a date in the hall (i.e., Beckwith Recital Hall) for your proposed recital date and proposed recital jury date the semester prior to the proposed recital date.

3. Submit a completed Recital Program Proposal Form to your applied instructor and applied area faculty committee for signature and approval.

4. Submit the Recital Program Proposal/Jury Recital Approval Form to the music office for the chair’s approval at least one day prior to the last day of Add/Drop.

5. Enroll in the requested recital course online during pre-registration.

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APPENDIX F

Departmental and Honors Recital Policies

Departmental Recital Policy

Departmental recitals are held once a month and are intended to present performances of concert quality. Students may perform one piece, or several movements of a larger work, that should not exceed 6 minutes. However, any single movement of a work requiring 6 – 8 minutes for performance will be accepted. Faculty members are encouraged to use strong discretion in choosing pieces over 6 minutes, so only performances of the highest quality are submitted.

Please submit program information by the date and time requested by the departmental recital supervisor. Include student names with the name of the composition and/or movement(s) to be performed, composer, composer dates, accompanist’s name (if applicable), and the approximate time of the proposed performance. Complete performance information must be submitted to recommend a student for a recital performance.

Honors Recital Policy

The honors recital is held once per semester. Participation is by audition. Only very high quality performances should be submitted for honors consideration.

1. Honors Recital judges will be composed of music department faculty selected from each of the following areas: winds/percussion, guitar/strings, piano, voice.

2. Each performance will be graded on a scale of 1-5, as defined by the descriptors on the Honors Recital Adjudication Form, with 5 being the highest. An average score of 3.5 is needed to be eligible to perform on the recital.

3. Repertoire may not include previously performed degree recital repertoire.4. Students performing solo works must be enrolled in applied lessons. Students performing

chamber works must be enrolled in applied lessons, or the coached chamber ensemble auditioning for the recital.

5. Student may perform one piece, or several movements of a larger work, that should not exceed 6 minutes. However, any single movement of a work requiring 6 – 8 minutes for performance will be accepted. Faculty members are encouraged to use strong discretion in choosing pieces over 6 minutes, so only performances of the highest quality are submitted.

6. Pieces may be accompanied or unaccompanied. A staff accompanist will be provided, if requested. Student accompanists will be considered part of the audition team and the performance will be judged based on the abilities of both performers.

7. The honors recital manager will solicit submissions at least one week prior to the auditions. 8. The Honors Recital must be at least forty minutes of music, but not more than fifty minutes of

music in length.9. All decisions are final and names of student winners will be posted as soon as feasible following

the auditions.10. Each student will provide two copies of music for the Honors Recital judges.

Approved January 8, 2013

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APPENDIX G

Department of Music Recruitment PlanRevised January 9, 2015, Spring 2017

A. Recruitment and Marketing Concepts

1. Our recruitment must be open, honest, and service oriented. We must provide prospective students, parents, and music teachers, with direct and accurate information.

2. Our recruitment must involve all faculty, as well as administrators, students, and alumni, to multiply the total marketing force.

3. Our plans should reflect the importance of working closely with parents and music teachers, in addition to direct contact with prospective students.

4. The importance of attracting prospective students to the UNCW campus prior to student decision-making is reflected in our plans. Enrollment data since 1996 suggest that the current on-campus audition process has been very effective in the recruitment of matriculated students.

B. Marketing Strategies

1. Each fall the department distributes Department of Music audition posters to high school music programs throughout North Carolina. Each poster contains information about the department (i.e., degrees, ensembles, program highlights, and audition dates).

2. The department publishes an attractive, informative brochure with detailed information of its background, degrees, ensemble opportunities, a list of scholarships and awards, as well as specific audition admission information. This brochure is generally distributed to prospective students, music teachers, and parents, upon request.

3. The department places ads in both the NCMEA and the NCMNA with information as delineated above.

4. Each year the department purchases booth space and is represented at the NCMEA Convention in Winston-Salem. All departmental materials are distributed to prospective students, music teachers, and parents. Also, departmental recordings and other published materials are displayed for review.

5. The department of music also maintains a homepage that includes information as found in the brochure, as well as faculty biographical information, select course syllabi, and an audition/admission application that may be downloaded by interested students. Also, a departmental e-mail address prospective students requesting additional information has been established.

6. Monthly Department Email (mail chimp): Mailchimp is an email service used to send newsletters and emails in rich, webpage-like HTML. The department uses this service to disseminate information about the Department of Music to distinct mailing lists with content

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specific information to the recipients, as well as a monthly newsletter containing current news about the department, faculty accomplishments, information about auditions and upcoming workshops as well as festivals, and upcoming events using images, links to the Department of Music webpage, and our various social services (i.e. Facebook, Twitter, YouTube, etc.).

The newsletters are primarily sent to our "Recruitment" lists (i.e., students that have expressed interest in the Department of Music or have attended one of our workshops and festivals). Each mailing list can be tailored to a student’s interest in one particular area, such as a specific recruitment event, or can be used as a general newsletter geared to engage prospective students, as well as inform and encourage prospective students to audition for the Department of Music.

Mailchimp tracks statistics for each newsletter, including the number of people that have opened the email (along with specific names), the percentage of those who have clicked on links and which links were clicked on the most, as well as over time growth, and average growth. At this time, we have an average of 50-70% of subscribers that open each email, which according to Mailchimp, is much higher than industry average.

7. College Day is intended to not only maintain an on-going rapport with students, but also to engage them in departmental activities after they have successfully auditioned, and before they formally commit, by inviting students back to campus. College Days would be scheduled on the last Friday of the month for prospective students to attend various music classes from theory, and music history, to ensembles, and more importantly, Departmental Seminar, among other classes. Applied faculty are also encouraged to meet with visiting students for a few minutes to answer and questions, and/or provide additional information. In addition, UNCW student ambassadors from the department will act as hosts to guide students from class to class, take them to lunch, and ultimately, help provide the prospective student an opportunity to experience a typical day for the college music student.

8. Other Marketing Strategies

Department Facebook page (and notifications for events) Department Twitter Account (with updates) Department YouTube page (ensemble videos)

C. Recruitment Activities

Student recruitment is expected of all faculty. The most effective student recruitment can be accomplished by the ensemble directors and applied faculty. According to a study by Mary C. Carlson (Nazareth College of Rochester) ensemble directors and applied faculty are considered the most influential people to students during the college selection process, and the most active in student recruitment. It is, in fact, the contact between this faculty group and the prospective student that first identifies the student and eventually attracts the student to the university/department. The following are only a few representative suggestions of recruitment activities:

1. Off-campus recruitment activities may include performing or presenting master classes for high school music ensembles, academies, or other public and private music organizations.

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2. Hosting events on campus (e.g., festivals, conferences, and workshops) that include prospective students and/or music educators.

3. Hosting summer workshops for high school students.

4. Judging local or statewide music competitions.

5. Teach select high school students in your applied area.

6. Strategies to identify student recruits: Create opportunities (e.g., hosting festivals, workshops, clinics) Participate in UNCW opportunities (e.g., Honor Band Festival, Regional Jazz Clinic,

Summer Jazz Workshop, other festivals, workshops and ensemble clinics hosted) Attend state and local clinics (e.g., direct/perform region and district clinics)

D. Recruitment Strategies

1. A major university in an attractive setting

2. Affordable, quality undergraduate education

3. Internationally recognized faculty

4. Award-winning student ensembles

5. Extensive performance opportunities

6. Excellent intellectual and music training

7. Supportive learning environment

8. National Association of Schools of Music accredited member

E. Recruitment and Audition Process

1. A prospective student is identified through faculty recruitment activities and/or one of the marketing/publicity strategies.

2. A department of music brochure is sent to the prospective student with a cover letter from the chair.

3. The student completes the online application and returns it to the department.

4. The Music Admissions Coordinator acknowledges receipt of the application with a return letter to the student.

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5. The Music Admissions Coordinator schedules an audition appointment for the prospective student two weeks prior to the requested audition date.

6. Student confirms the audition appointment no later than two days before the appointment.

7. The audition day is scheduled which includes an orientation with the chair, the audition, and an exit interview with the chair and/or program coordinator. The audition day is scheduled to allow for a relaxed environment during the audition process, and provide ample time to meet UNCW students, faculty, and the chair in informal settings as well.

8. The Music Admissions Coordinator sends the student formal notification of the audition results from the chair. A personalized letter to the prospective student from the student’s applied faculty may also be appropriate at this time.

Recruitment Balance and GrowthAs UNCW’s enrollment, and programs offered increase, the Department of Music should also seek ways to increase enrollment, not only to sustain its programs and thrive as a department, but also, and more significantly, to achieve a balanced growth throughout the department’s programs to support the needs of our music ensembles.

The large ensembles provide an important laboratory that benefits all our music majors, and it is appropriate that the ensemble directors take the lead in recruitment efforts. However, it is imperative to have the support and participation of all applied faculty in our efforts to recruit students at needed levels. Most importantly, we look for an active integration of applied music with ensemble music and for the assistance by applied faculty (full-time and part-time) in preparing the applied student for the technical challenges in ensemble music. We look for specific activities to be part of the work of all applied faculty and for these activities to be reported and reviewed as part of the annual report of activities.

For the music department to yield an enrollment growth consistent to, and reflective of the university, as well as other programs at UNCW, we offer a recommendation of annual recruitment goals for each applied area, and the department. Failure to meet these recruitment goals may result in the reduction of the scope of what we can offer, and ultimately, have impact on personnel decisions and teaching assignments as we move forward.

To address the annual recruitment goals, the department has established a three-year recruitment plan with strategies and outcomes (see below) in the following areas of brass, guitar, jazz, string, vocal & choral, and woodwind.

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APPENDIX H

Select Student Guidelines and Policies

Scholarship Guidelines

All new students auditioning should be considered for a scholarship, eliminating the need for an application for incoming students.

Students on a multiple-year scholarship should be automatically reviewed each year to determine if they have met the criteria as stated in their agreement letter. No application is necessary.

Returning students who would like to be considered for one of the endowed scholarships must submit a scholarship application by March 24, or the next business day.

Music scholarships are reserved for music majors, while ensemble service awards can be used for non-majors involved in the department.

Approved February 8, 2013

Residency policy

Students are considered in residence each semester they are enrolled until they have completed their capstone course (BA: senior seminar, or BA-Performance: Senior Recital), or until they have completed all coursework required prior to beginning their student teaching internship (BM-Music Education: Student Teaching Internship). In unusual circumstances, faculty members may request an exception from this policy on behalf of students by consulting with the department chair.

Approved August 30, 2013

Student Absence(based on the UNCW Faculty Handbook)

Music department-related travel may occasionally require a student to miss one or more music class meetings. In those cases, the sponsoring faculty member is expected to notify all music faculty of the student’s absence not less than two weeks in advance of the absence, allowing the student time to request alternate arrangements from faculty involved to complete missed work and, if necessary, to do any compensatory projects which faculty may assign. In addition, when planning for department-related student travel, sponsoring faculty should try to schedule travel to coincide with semester breaks to avoid missing regularly scheduled classes whenever possible.

Approved March 1, 2013

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APPENDIX I

Concert Scheduling Procedures

A. Reserving a Date for Annual Events1. The annual departmental scheduling of concerts for the following academic year occurs each

fall. Faculty presenters should send their scheduling requests to the Events Coordinator no later than October 1. The dates are compiled and reconciled within the department by the Events Coordinator

2. Kenan Auditorium dates are submitted to the Kenan Auditorium manager, as well as the Events Coordinator for scheduling by October 1. Further reconciliation of submitted dates may be necessary to accommodate requests by other academic units. Once all dates have been reconciled, the Kenan Auditorium calendar will reflect the reconciled calendar of dates requested.

B. Reserving a Date after the October 1 Deadline1. All reservation requests after the October 1 deadline will be accepted until June 1 preceding the

academic year of the requested event, and will be reserved upon availability of the venue. Reservations for guest artist events will be considered after this date, but not dates for annual events, or faculty recitals.

2. In the case of dates in Kenan Auditorium, the presenter should first review the Kenan Auditorium online calendar for available date(s) and submit a request to hold the preferred date(s) with the auditorium manager.

C. Presenter ResponsibilitiesArrangements for concert/rehearsal services (i.e., staff scheduling, equipment needed, set-up, piano tunings) will be made by the Production Manager as per the presenter’s needs, but rehearsal/performance re-scheduling, or cancellation, will be the responsibility of the presenter (i.e., ensemble director, artist recital series coordinator, soloist, applied music faculty for student recital, honors recital director).

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APPENDIX J

Concert Program Publication Schedule

1. Complete program information (i.e., names of performers, titles of pieces and/or movements, composers’ names and dates, up to date bios, photos, and program notes, etc.) should be submitted to the Events Coordinator no later than two weeks prior to the event.

2. Program information should be submitted as an e-mail attachment and as a Microsoft Word document.

3. Programs will be approved by presenter prior to printing.4. Failure to follow the procedures and guidelines above could prevent programs from being

printed for the event.

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APPENDIX K

Department of Music Guest Artist Guidelines

Guest Artist Funding requests are to be submitted using the approved Guest Artist Funding Request form, found online, for the following academic year by no later than February 15 of the preceding AY. The committee will make decisions by March 1 for the following AY.

1. The committee will fund as many proposals as possible that provide educational benefit to an applied studio, program, or academic class.

2. Priority will be given to proposals that benefit the department as a whole, and involving more than just one applied studio or class, as well as to applied studios or classes that had not received guest artist funding the previous year.

3. Partial awards are possible, but depend on the size of the request, and appropriateness based upon the merit of the guest artist’s credentials.

4. Funding from this committee is solely intended for requests by applied studios, programs, or academic classes, and not intended to supplement cultural fee funding currently allocated annually to music ensembles (i.e., choirs, jazz ensembles, wind symphony/chamber winds, WOOP).

Approved November 22, 2013

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APPENDIX L(Sample Form)

Approved by faculty on October 25, 2012

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APPENDIX M

Student Registration and Advising

A. General1. It is the student’s responsibility to fulfill all requirements in the chosen curriculum. 2. The only official curricula are contained in the Undergraduate Catalogue. The student must

refer to the catalogue under which s/he plans to graduate to be sure that all requirements are met.

3. Normally, the catalogue governs a student’s curricular requirements for the year of entrance into the university. The online Major Declaration/Curricular Update Application, found in MySeaport can be used to add and/or update catalog years, degrees, majors, minors, concentrations, and university study clusters. Students may also use this application to add a second degree, major, minor, and/or concentration. Students should, therefore, examine the requirements carefully before making any change. Consultation with an advisor is recommended.

B. Advising1. Pre-registration periods are held at about the middle of each semester. Students should

contact their advisors to set up an appointment.2. Assignment of advisors: students will be advised in the general college until declaring a

major in music, usually upon successfully completing their freshmen year of course work. A major can be declared any time from the end of the second semester. However, students will also have an informal assigned advisor in the music department from the first semester. This informal advisor can help ensure that you are preparing for the major in music, as well as pursuing general curricular requirements. Music minors should see their applied instructor for informal music advising to be certain they are meeting all requirements and for any questions they may have.

3. Music advisor assignments will be posted during each pre-registration period for students who have declared a major in music. Generally, faculty in the declared major are the advisors for those students (i.e., music education majors have music education faculty for advisors, etc.)

4. Prior to an advising conference, the student should plan a tentative schedule for the following term. Students should bring all questions about class scheduling, degree requirements, and other pertinent topics to the advising session. The outcome of the session will be a complete list of classes for the following term.

5. The advisor will fill out the DoM Advising form listing those classes, and both student and advisor will sign it. A copy will be kept in the student’s file as a record of the course plan made for the following term.

6. The student will receive a registration pin number in order to enroll for the agreed-upon classes upon completion of the advising session. Changes should be made in the advising plan only in consultation with the advisor, as such changes could have ramifications for meeting degree requirements.

C. Registration Approvals and Overrides1. Applied Lessons:

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a. Students are to request a course approval override for their applied lesson (i.e., MUS 195, 196, 396) from their applied instructor, and the override must be processed by the instructor before the student may register for applied lessons.

b. Part-time applied faculty may override majors and minors in their area, but must send a request, and receive approval, from the chair before processing an override for non-majors or minors.

2. Recitals:a. Students must submit a proposed program using the Recital Program Proposal/Jury

Recital Approval Form (see Appendix A in the DoM Student Handbook,, and/or the DoM Faculty Resources page), with all pertinent information (titles, composers, dates, performance times, etc.) to the respective major area committee for approval and signatures either during the pre-registration period, or otherwise no later than the day before the last day of Add/Drop of the term in which the recital is to take place.

b. The completed Recital Program Proposal/Jury Recital Approval Form must be submitted to the DoM for final approval no later than the day before the last day of Add/Drop of the term in which the recital is to take place.

c. Once approved, the chair will inform the applied professor to proceed with the student’s override.

3. Additional courses requiring instructor override include: MUS 109, 110, 130, 183, 187-001, 203, 326, 333, 352 (Spring 2019), 370, 373, 377, 393, 491, 493, 496. All other music courses will be open for students to enroll based upon the pre- and co-requisites for the course.

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APPENDIX N

Reappointment and Promotion Policy for Full-Time Lecturers

The Department of Music policy on the appointment and reappointment of lecturers and promotion of lecturers to senior lecturer status adheres to guidelines set forth in the UNCW Faculty Handbook.

1. Appointment and Reappointment of Lecturers Teaching on a One-Year Contract

The initial term of appointment for a lecturer shall be one year. Before the end of the lecturer’s first year, the department chair, in consultation with the dean, after reviewing the evidence provided by the annual lecturer evaluation process and taking into consideration the department’s curriculum needs, shall determine whether the lecturer is to be 1) reappointed or 2) not reappointed. Lecturers hired on a one-year contract are observed and reviewed once a semester during the first three years of appointment. Lecturers are expected to submit annual departmental evaluation reports that detail their teaching and service contributions.

2. Appointment to an Initial Three-Year Contract

After a lecturer has been reappointed at least twice to a one-year contract, the lecturer is eligible to apply for an initial three-year contract, though they may choose to remain on a one-year contract. Any eligible lecturer who chooses to apply for an initial three-year contract should notify the chair of this intention before submitting the annual report, at which point the chair will review the lecturer’s annual evaluation reports for the previous three years and make a recommendation. The chair shall then recommend to the dean that the lecturer be 1) appointed to a three-year contract or 2) reappointed to a one-year contract. The department chairperson may subsequently recommend to the dean reappointment of a person as a lecturer on a one- or three-year contract indefinitely and dependent upon the needs of the academic unit and the availability of the position. Criteria for appointment and reappointment of lecturers include the following: (1) The candidate shall have demonstrated evidence of skill in teaching, and maintained IDEA results consistent with departmental averages. As such, the candidate shall have taught courses as assigned by the Chair, worked to develop teaching skills through reflective practice and continued learning, and (2) The candidate shall have demonstrated active involvement in departmental business. They will have regularly attended faculty meetings and diligently served on departmental committees as asked.

3. Guidelines on Promotion to the Rank of Senior Lecturer

These guidelines draw from the desire to recognize the importance of teaching in the Department/College and to support superior teaching through the promotion of experienced instructors to senior lecturers. A lecturer given a three-year contract may be considered at the completion of that contract for promotion to senior lecturer. Although this promotion is based on the department’s desire to recognize superior performance and service to the department and is awarded by the department chairperson and the dean, after consulting with the assembled senior faculty members in the department, a lecturer given a three-year contract may also request to be considered at the completion of that contract for promotion to senior lecturer. Senior lecturers receive three-year contracts. While the typical timetable outlined above requires six years of service at UNCW prior to promotion to Senior Lecturer, a lecturer with previous professional experience and outstanding performance and service at UNCW may be considered for promotion to Senior

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Lecturer two years from their date of hire. Once the chair has reviewed the lecturer’s supporting materials including peer evaluation, student evaluation, and documentation of relevant teaching-related activities, s/he consults a departmental senior faculty, to discuss the candidate’s qualifications and possible recommendation to senior lecturer status. The Dean has final review and approval on promotion to senior lecturer.

Recommendations for promotion to Senior Lecturer submitted on behalf of a faculty member of

the Department shall be made subject to the following procedure:

a. The candidate is recommended to senior lecturer by the department.

b. The candidate prepares a dossier for department members to review. The dossier will include: (1) annual reports from the previous two years, (2) peer evaluations of teaching from the previous two years, (3) IDEA scores and feedback from the previous two years, (4) syllabi from courses taught during the previous two years, and (5) a summary of previous full-time teaching experience at the undergraduate level or above, for those requesting early promotion.

c. Criteria for promotion include the following: (1) The candidate shall show evidence of having

developed into an effective teacher. Performance rankings shall have been consistently at or above expectations in all teaching categories, and (2) The candidate shall have engaged in service to the department, college or university. Performance rankings in all service categories shall have been consistently at expectations. In particular, the candidate shall have a record of providing sound and timely academic advising to, and to have regularly met with, all assigned advisees. The candidate shall have demonstrated competent and punctual service on departmental committees.

d. For appointment to senior lecturer, the candidate prepares a dossier by January 15 for the

senior faculty to review (the senior faculty is defined as all tenured faculty at the rank of associate or full professor). The department chairperson then initiates recommendations for promotion after consultation with the assembled senior faculty of the department involved.

e. The Department Chair will meet with the candidate as soon as possible following the

meeting to discuss the proceedings. It is recommended that the candidate and Chair make prior arrangements to specify time and place for this meeting. The Chair will write the recommendation.

f. If the chair’s recommendation is counter to the majority vote of the senior faculty, the chair

will write a report outlining the consensus opinion of the candidate’s perceived strengths and weaknesses. This report must be signed by a majority of the senior faculty. This report will accompany the Chair’s recommendation as the dossier passes upward for review. Before submitting the report, the Chair will allow the candidate to review the recommendation and the senior faculty report (if needed).

g. If, following the review process, a lecturer is not recommended for appointment to a second

three-year contract and promotion to senior lecturer status, the chair, acting upon input from senior faculty and in consultation with the CAS dean, shall determine if the individual is to be reappointed to a one-year contract.

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h. Candidates who are not promoted to senior lecturer will meet subsequently with the Chair

to discuss areas in need of improvement or growth.

i. A lecturer completing a first three-year contract may decline to apply for senior lecturer status and may request, instead, to remain a lecturer on a subsequent three-year contract.

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APPENDIX O

Percussion Equipment Use and Moving Policy

The department provides percussion instruments to meet the following needs:

1) all percussion instruments to outfit ensembles. 2) percussion instruments for student practice and department sponsored performances. 3) a collection of instruments for percussion ensemble, including West African percussion and

marimba travel frames. 4) a limited amount of drum set equipment for student practice, department jazz ensemble

performances, and band and orchestra.

Priority in availability goes to ensemble performances and rehearsals.

The percussion instructor and other pertinent ensemble directors should be informed as early as possible of any percussion equipment leaving the CAB. This should include a detailed list and the dates and times for the move and return. It is the responsibility of each ensemble director to oversee the packing and unpacking of percussion equipment for any of their events outside of the CAB. Any student worker charged with the task of packing, unpacking and storing percussion equipment must be trained by the percussion instructor. Any concerns or problems regarding the handling of equipment will be voiced to the ensemble director who in turn can address the student worker.

When instruments are moved off-campus it is preferred that older models be used when feasible (e.g., older timpani, chimes, vibes, bells, xylophone, marimba). A cargo or load bar should be used in any truck to secure the instruments and avoid damage from shifting.

The security of instruments is a serious concern. When instruments are removed from any storage area it is the responsibility of the person using the code and key to see that the storage area is secured during the rehearsal and afterwards. Ensemble directors must make arrangements that all percussion equipment used in rehearsals and performances is properly returned to designated secure storage areas.

There will be no unauthorized removal and personal use of percussion equipment from the Music Department. No state-owned equipment of any kind may be used for purposes other than classes taught at the university. Any violations of the rules will be investigated and prosecuted through campus police.

Maintenance of percussion equipment is generally performed by the percussion instructor. It is the responsibility of all students who use the percussion equipment to treat it properly and to report any damage, wear or missing items to the instructor as soon as possible.

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I’m not sure the following should be part of policy. I don’t know if it is allowed. It could become problematic if a part-time percussion instructor is hired.

As a matter of policy, the department does not lend instruments to outside individuals or groups. However, exceptions can be made at the discretion of the percussion instructor and chairperson. The main motivation for making exceptions is to benefit community-university relations and to generate revenue for the department.

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APPENDIX P

Department of Music Receipting & Reconciling Funds Received Policy

1. The department of music chair shall appoint a current employee to serve as the primary contact and receiptor for general funds received by the department, as well as the Community Music Academy. In addition, an alternate receiptor will be appointed to serve when the primary receiptor is unavailable. The receiptors will undergo receipt privilege training each year, as mandated by UNCW, and will collect, as well as deposit funds received into the fund/accounts designated (i.e., 212523 & 212537), but only the primary receiptor will have electronic funds (i.e., credit card) processing capabilities.

2. Faculty overseeing specific trust funds within their area (i.e., Jazz/212133, Band/212125, Orff/212360, Opera/212361, and Choir/215209) may deposit funds received into the funds/accounts, accordingly, using the Deposit Transmittal without Cash Receipting Privileges Form.

3. A Department Log Book for Cash Receipts sheet is used by all receiptors for handling cash deposits. The sheet is submitted to the Cashier’s Office once all entries are completed and the sheet is full.

4. All funds received (i.e., cash or check) are to be deposited weekly and preferably within 24 hours of receiving. Funds received are to be stored in a lock box within a locked file cabinet until deposits can be made.

5. All funds received as gifts/donations by the department are delivered directly to the Advancement Office for processing and deposit.

6. The Administrative Associate is responsible for reconciling all funds and is not involved in collecting and/or depositing funds received.

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