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Vocal/Choral Music
Master’s of Music Education
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> Music Department Plan

Music: Department Plan


Budget <to top>

1. Determine the most efficient, equitable, and strategic use of existing allocations.            

Implementation: Led by the department's Chair and Faculty Advisory Council (made up of the department's various Area Coordinators), the department's budgets - both operating and course fees - will be evaluated, examining annual budget allocations dating back to 2009, and recommending adjustments based on consensus regarding prior expenditure and ongoing need in each category. Successive budget assessment will be done on an annual basis by the department chair, and on an ongoing basis (every 3-year audit), in collaboration with the Faculty Advisory Council.

2. Establish a system to review the budget annually and ensure a transparent process.      

Implementation: (see implementation description for item 1, above) Budget supervisors will be asked to submit year-end reports to the chair, dividing the expenditures for the budgets that they each oversee into categories including music & instructional materials, instruments & equipment, technology (including hardware & software), honoraria & related expenses, dues & memberships, recruitment & travel-related expenditures, and miscellaneous. Reports will also include prose describing perceived additional need. Based on 3-year "snapshots," trends may be identified, examined, and discussed by the Faculty Advisory Council and department chair, aimed at ongoing assessment of best practice with regard to the use of departmental funds.

3. Reduce the excessive number of department of music accounts in order to more efficiently evaluate account balances and activity.     

Implementation: The Faculty Advisory Council and Department Chair, with perspective from the department's Office Professional, as requested, will continually examine the categorization of the department's two primary budgets (General Operating & Course Fees), recommending the most logical, and least cumbersome division into individual area and program accounts. Based on data gathered from year-end budget reports submitted annually by budget supervisors, and of account expenditures in the department's account ledgers, further re-categorizing should always remain viable.

Curriculum <to top>

1. Prepare students as flexible musical artists, ready to engage with the world of music today.       

Implementation: Areas within the department, and the department as a whole, will continue to pursue opportunities for collaborative engagement in and with the arts. This may and/or should take the shape of

a) integrative performances that utilize not only the musical performing arts, but collaborative projects with theatre & dance, art & design, and even the spoken word.

b) cooperative pursuits involving various broadcast media

c) strong elements of engaged partnership between traditional performance areas and technology in music.

d) bringing performers and scholars from elsewhere in the country and world to UCM's campus to interact with students & faculty, and to share their experiences and perspectives regarding how music and the arts are engaged in contemporary education and society.

2. Incorporate innovative delivery of musical study and experience beyond that of the common practice period in our core curriculum.    

Implementation: Beginning in AY 2013-14, the department, alongside the university's own revision of its general education framework, revised all of its degree programs and took that opportunity to integrate a greater degree of technology education in music, to include coursework and learning opportunities that are at the leading edge of contemporary arts study, and to remove requirements that were deemed to be outdated. The next step that the department will begin, in this ongoing endeavor, is to complete an audit of the specific courses within the degrees' core curricula, namely music theory and musicology offerings, to examine and make recommendations for updates to those course sequences, methods & materials, etc. Ongoing evaluation of individual syllabi and degree programs should continue, integrating data from content-specific university assessments, area-related examination & discussion, and further discourse led by the department's Curriculum Committee.

3. Build on the UCM unique technology mission to be leaders and innovators in incorporating and developing technology for all music majors. 

Implementation: With regard to UCM's Center for Music Technology itself, with its move to adequate facilities, begun in fall 2014, ongoing efforts in that area will continue to finalize configuration and renovation of facilities to fully support the needs of the center. With regard to the integration of technology into the various music degree programs, reference item 2, above. With regard to budgetary considerations, the department's ongoing evaluation of its budget allocations in operating and course fee funds, and with the prioritization of technology grant funding, will proceed with a goal of assuring adequate support of all of its core constituent areas, including music technology.

Professional Environment <to top>

1. A second Office Professional to assist the many administrative needs of the faculty.      

Implementation: As part of the institution's RCM (Responsibility Center Management) budget evaluation, initiated fall 2014, the Department of Music, in partnership with the College of Arts, Humanities & Social Sciences, has begun and will complete the budgetary processes and structures described above in items #1 and #2, under "Budget." Implied in the college's ability to position itself on behalf of its constituent departments and centers is an evaluation of those departments' needs with regard to support personnel. The Department of Music will continue to advocate for assistance through additional Office Professional positions.

2. A dedicated budget for guest lecturers and artists that would ease the competition for limited grants.  

Implementation: See Item #1, above: in fully evaluating its current budgetary structure, and in the RCM-related programmatic budget examination, the Department of Music will make it a goal to be better positioned to fund guest lecturers and guest artists. Centralizing arts grant writing through the university's Performing Arts Series is also a goal that may allow for much greater supportive funding for the same pursuits.

3. A dedicated budget for recruitment reimbursement, not tied to individual areas.            

Implementation: Reference items #1 and #2 under "Budget" re: ongoing evaluation of the department's overall budget and assessment of various categorization and allocation.

Facilities <to top>

1. Arts Gateway Project. Extensive renovation of performing spaces/classrooms. 

Implementation: The College of Arts, Humanities & Social Sciences and the Department of Music have begun and will continue to explore adequate acoustic modifications and renovations to Hendricks Hall, cloud & shell systems around, above, and beyond the stage proscenium, and other acoustic treatments within the hall. Additionally, evaluation of the potential to integrate the Meyer Acoustic Constellation System (, or a similar system, which would transform Hendricks hall into a highly tunable acoustic environment for multiple performance accommodations, has begun. Furthermore, the chairs of the various departments in the college have worked with the Dean in developing a proposal to be submitted to the university President and Board of Governors for a per-credit hour Arts Fee that would be assessed on all university students. A significant portion of the revenue generated through this fee structure would ostensibly be dedicated to the renovation and management of Hendricks Hall as a performance space and possibly toward the ongoing Arts Gateway project. The Department of Music shall continue to work with the college and University Foundation toward implementation of such a funding source, and to assist in the solicitation of private funding toward the larger Arts Gateway project.

2. A permanent location for the music technology classrooms/studios that is commensurate with the quality of the program.     

Implementation: The Center for Music Technology (CMT) began its relocation to suitable facilities in the lower level of the university's Wood Building, summer/fall 2014. The new location has much greater space, more modern amenities, an office suite, and will be configured for multiple studios and tracking stations of varying sizes. The CMT took possession of two rooms, fall 14, will take possession of a large studio/tracking space over the winter 14/15 holidays, and will move into the remaining studio/tracking spaces and office suite in the summer of 2015. Additional plans for the ongoing outfitting of these new facilities with appropriate acoustic treatments, targeted lighting, and other reconfigurations is also already underway and the department, in partnership with the college, will continue to work toward the satisfaction of these goals through various funding sources, including operating funds, student course fees, student technology fees, institutional technology grant funding, and other.

3. Short term:        

1) Completion of computer lab in Utt 011.           

2) Address outstanding issues in rehearsal spaces, practice rooms, and performance spaces (NASM requirement for accreditation).  

3) Develop a plan for how we will handle growth in the vocal area, especially with regards to opera performances.               

4) Prioritize immediate aesthetic needs including furniture, walls/floors/ceilings, and lockers.    

1) Implementation: The Utt 011 computer lab was completed in summer 2014 and has opened for student use. Twenty (20) iMac computers, each with dedicated MIDI keyboards and Finale music notation and other software are networked to a common printer; an instructor station is connected to a Smart Board, and listening stations are also available for student use. The library is staffed and accessible 24 hours/day. Continued work is ongoing in assuring round-the-clock security, including installation of a security video monitoring system.

2) Implementation: The department's schedule was reconfigured in 2011 to allow for all ensembles to be able to rehearse in the Utt Music Building and the relocation of the percussion studio to a larger facility. The move of the Center for Music Technology to the university's Wood Building has allowed for a new dedicated space for the Jazz-Commercial program's jazz combos and for the relocation of the collaborative piano studio to a much larger space. Remaining CMT relocation will free additional space for practice, rehearsal, and/or office uses.

3) Each area in the Department of Music has been asked to develop its own Strategic Plan, aligned with those developed by the department and college, including the Vocal/Choral Area. Preliminary discussions have already begun regarding the articulation of a vision for the opera program, including claiming dedicated space(s) and collaborative use of other space(s) and personnel resources with the Department of Theatre & Dance for costume, prop, and set demands. Further discussion will examine needs in the areas of accompanying ensembles and scheduling. The 2013-14 addition of a tenure-track faculty line in voice & musical theatre, along with the maintenance of a visiting artist voice/opera position has allowed for a vocal faculty that should be equipped to suitably handle the voice studio needs for the foreseeable future.

4) Lobby furniture was replaced/updated in the Utt Music Building in 2011, and in the Hudson Music Building in 2014. Additional aesthetic and lighting upgrades, including flooring in the entire main level of the Utt Music Building and recital hall, and targeted paint and ceiling upgrades, is and should continue to be an ongoing project.

Faculty Positions <to top>

1. Evaluate the needs and directions of the department in relation to adjunct positions.    

Implementation: The department does and should continue to evaluate its needs for adjunct instructors on a semester-by-semester basis, most specifically regarding the instruction of general education courses for non-music majors. The department has been successful, in recent years, at articulating programmatic vision that has enabled positive direction and evolution in the areas of music technology, voice/opera, and collaborative piano. In all three of those areas, staffing challenges were addressed via ongoing expression of program direction and corresponding needs to the college dean, and through lectureship and lesson fee funding requests. These needs were initially addressed through part-time adjunct or even graduate assistantship appointments, but have since evolved into a full-time Artist In Residence (voice/opera) position and two full-time adjunct instructor positions (music technology & collaborative piano). The department will continue to advocate for these positions to evolve further into full-time, tenure-track positions, and will advocate for the same in a similarly developing faculty position in theory/composition. Furthermore, the department will also pursue additional faculty lines in jazz bass/piano and saxophone through similar processes, and will continue to evaluate additional and ongoing needs as related to the overall department and college strategic plans.

2. Establish a second full time, tenure-track music technology position.      

Implementation: See Item #1, above regarding the newly established full-time adjunct instructor position in music technology.

3. Solidify a plan for addressing the need for instruction in jazz bass (jazz piano) required by NASM.            

Implementation: The Department of Music has chosen to pursue private instruction in jazz bass & piano at the UCM Summit Center, in Lee's Summit, Missouri, by adjunct instructors whose areas of expertise are in those areas, hired through the College's lectureship funds. The department will work to identify potential instructors who will not only fit this model, but who will also allow for a raised profile for the current Bachelor of Music degree emphasis in Jazz-Commercial Music.

Image <to top>

1. Develop the reputation as a department that is strong in all areas (truly comprehensive).            

Implementation: Area Coordinators will develop individual area "SWOT" (Strengths, Weaknesses, Opportunities, and Threats) analyses and strategic plans for their areas, in line with the department's and college strategic plans. Within those should be programmatic visions and strategies for the ongoing development and growth of programs within those areas:

a) Academics (including Center for Music Technology & Applied Technology Major; Jazz-Commercial Music; Core Musicology & Theory Curricula; Music Education; General Education Courses)

b) Piano (including collaborative piano)

c) Strings (including Symphony Orchestra; String Ensembles; Guitar Ensemble)

d) Voice/Choir (including Mixed Choral Ensembles, Small Vocal Ensembles; Opera)

e) Woodwind, Brass & Percussion (including Concert Bands & Chamber Winds; Jazz Ensembles & Combos; Athletic Bands; Various Chamber Winds & Percussion Ensembles)

2. Increase the visibility of the department inside and outside the state.   

Implementation: In conjunction with the university's "Choose Red Grant" (2014), providing in-state tuition for students from any of the eight (8) states bordering Missouri, the Department of Music has secured funding to allow for faculty representation and recruitment & information displays at five (5) out-of-state music conferences each year. These will complement the department's ongoing presence at the annual Missouri Music Educators Association and Missouri Bandmasters Association Conferences. Furthermore, an updated conference display and upgraded and cohesive branding for digital and printed promotional materials, developed in collaboration with the university's Office of University Relations and Broadcast Media Department, including departmental view books, area fliers, targeted promotional fliers and brochures, and digital pieces, coordinated by the departmental Marketing & Promotions and Recruitment Committees, all aim to create a market saturation for promotion of the department and its programs. Targeted faculty groups, including faculty ensembles, are also encouraged to reach out to area schools and community colleges to schedule exhibition performances and off-campus recruitment activities, with funds being made available to support such initiatives.

3. Develop a consistent and professional web presence.   

Implementation: The department's Web Oversight Committee has and will continue to work in conjunction with the university's Office of University Relations to develop and refine web pages and web-based information & services that are responsive, intuitive, and attractive, and that are consistent with other departments within the College of Arts, Humanities & Social Sciences and with ongoing institutional branding plans. Elements will include web page design and organization, web-based forms & documents, web banners, and integration of media.

Recruitment <to top>

1. Increased expectations, funding and better facilitation of undergraduate and graduate recruiting            

Implementation: The department has developed a database system designed to allow faculty record, track, and collaborate on student recruitment. The department also approved (Spring 14) the addition of student recruitment expectations and associated benchmarked timeline to its Academic Policy and Procedure that will be considered in annual faculty evaluations, and therefore, retention and promotion & tenure. Recruitment strategies and support funding is referenced above in Item #2, under "Image."

2. Continued progress marketing and promoting all areas of the department.         

Implementation: Reference corresponding descriptions above in items #1, #2, and #3, under "Image."

3. Enlist the services of a dedicated music recruitment coordinator.             

Implementation: Pursuit of such a position would likely be tied to advocacy efforts related to an additional Office Professional position, discussed above, in item #1, under "Professional Environment."

Approved 9-25-2014.


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