Comprehensive Program Review (CPR)

Transcription

1 Program Description The MSJC Art Department offers five different awards. For students who intend to transfer to a four-year university, MSJC offers Associates of Art degrees in Art History, Studio Arts and Visual Communication (Graphic Design). For students who wish to earn an Associate of Art for personal enrichment, employment or any other reason than to transfer to a Bachelor of Art program, MSJC offers an Associates of Art degree in Art and an employment certificate in Graphic Design. We highly encourage that the employment certificate is taken in conjunction with one of the colleges Associates degrees like the A.A. in Art, A.S. in Multimedia, A.A. in Photography or any other Associates of Art or Science that are offered by other departments. Both campuses offer a broad range of art courses including: Art History and Art Appreciation, Drawing, Painting, Design, Ceramics and Sculpture. The Menifee campus houses a robust ceramics studio as well as a state-of-the-art digital lab for Graphic Design. The San Jacinto campus houses a bronze casting facility that supports more advanced, media specific courses in sculpture and ceramic-shell bronze casting. The art program at the San Jacinto campus is supported by an art gallery that hosts monthly exhibitions, introducing students to a culturally diverse range of visual art and serves as a venue for students from both campuses to display their work. The MSJC Art Department serves a diverse group of students, including those who are taking their first art instruction, as well as those who plan on transferring to pursue degrees in art. The study of studio art at MSJC is an ideal way for students to understand their creative potential, and to be introduced to a variety of art disciplines. Art History and Appreciation courses can be used to satisfy Humanities requirements, and are designed to introduce students to important works and artists from both Western and world art traditions. I. Program/Course/Assessment A. Awards Using the data spreadsheet for your program, review the number of Associate degrees and certificates awarded. Please provide your analysis and comments below. Analysis/Comments: Any additional information or analysis that should accompany this data? Typically, thirteen-fourteen degrees in Art are awarded each year and three four degrees are awarded in VisCom each year. We have recently drafted two new transferbased (AA-T) awards that will not have any data available for at least three years. B. Courses Using the data spreadsheets for your program, review the data for courses in your discipline. Please provide your analysis and comments in the space provided below. 1

2 B1. Success Rates Please compare your success rates with both the Institutional Set Standard and Institutional Average success rates. Note and analyze any significant differences between your rates and those of our district. The institutional set standard is 66%. The institutional average is 69%. The Art course average is 77%. Art 141 has greater variability due to small sample size. We only offer one section each year. For Art 112, 170 and 171, these higher success rates may be because these classes are 2 nd level classes with one section and contain more motivated advanced students. Online: Art 100 success rate is above average. SJC: No significant differences to report. MVC: No significant differences to report. TEC: Two art history courses (Art 103 and Art 104) are offered: both have high success rates. SGP: No significant differences to report. Analysis/Comments: To improve student success and to ensure equity, what are the suggested changes in curriculum, pedagogy, etc. as a result of the data? On average our success rates are routinely above average. No changes are needed at this time. The success rates are high in our advanced classes so it would be prudent to allow these offerings to continue. B2. Withdrawal Rates Please compare your withdrawal rates with both the Institutional Set Standard and Institutional Average withdrawal rates. Note and analyze any significant difference between your rates and those of our district. The institutional set standard is 18%, institutional average is 15% and the Art program average is 10%. 2

3 Art 141 average drop rate is marginally higher (1%) than the institutional standard. This is to be expected from a course where the fine arts are a perquisite for a commercial art offering. Online: Art 105 (which is being deactivated) had withdrawal rates between 35 and 50%. Art 100 (Art Appreciation online) has had withdrawal rates of between 5 and 14%, well below the institutional set standard. SJC: No significant differences. MVC: No significant differences. TEC: No significant differences. SGP: No significant differences. Analysis/Comments: To improve student success and to ensure equity, are there any suggested changes in offerings (e.g. frequency, location), curriculum, pedagogy, etc. as a result of the data? None at this time. B3. Fill Rates Please compare your fill rates with both the Institutional Set Standard and Institutional Average fill rates. Note any significant difference between your rates and those of our district. The institutional standard is 50%, the institutional average is 92% and the Art department average is 84%. * The core course average is a 97% fill rate. Art 116, 123, 109, 170, 171, and 223 all have below the institutional benchmark of 50%. The reason for the low enrollment in these course is they are stacked and the data is not captured correctly. [The stacked courses are 115/116, 108/109, 123/223, and 170/171] SJC: The SJC Art program recently unstacked 108 and 109 and are now offering them as separate courses. Online: Art 100 success rate is above average. 3

4 SJC: No significant differences. MVC: Data provided does not break down fill rates by campus. TEC: No significant differences. SGP: No significant differences. Analysis/Comments: To improve student success, access and to ensure equity, are there any suggested changes in offerings (e.g. frequency, location), curriculum, pedagogy, etc. as a result of the data? * For a vibrant art program, we need to have a variety of specialty Art classes always offered, which means we need more core course sections. These core course sections are feeders to advanced classes. The more core courses offered will raise the efficiency of the advanced sections. B4. Waitlists Analysis/Comments: To improve student access and to ensure equity, are there any suggested changes in your scheduled offerings (e.g. frequency, day vs. evening, location) as a result of this data? For courses with large or small waitlist, what scheduling improvements have you devised to satisfy student demand and maximize schedule efficiency (i.e. fill our classrooms!!)? Immediately, we need to open up one or two more sections of 108 due to the large waitlist compared to the other courses. Art 108 is a GE course in both option A and B but not C. All of the core courses have waitlists WITH a 97% fill rate, meaning we need more sections of ALL core courses within the department (Art 101, 102, 108 and 120). Online: Art 100 success rate is above average. SJC: No significant differences. MVC: Additional sections of Art 108 are needed. TEC: Additional sections can be added at the district s request. SGP: No significant differences. 4

5 B5. Assessment: Please list all courses assessed over the previous academic year (13-14) and mark whether or not a Course Improvement Plan was completed within elumen. Courses Assessed Course Improvement Plan Summary: Briefly summarize the assessment results for the above courses assessed last year as documented in the Course Improvement Plans. Specifically, following department-wide discussion of learning outcome data and analysis, what changes are being proposed to improve the learning of future students? II. Planning and Resource Requirements To inform the next round of institutional planning, please list and discuss your program goals and objectives, along with any additional facilities, staff, technology, equipment and professional development that would improve student learning or increase program quality and/or efficiency. Specifically, connect your goals and needs with the analysis of program, course and assessment data above. 5

6 A. Program Goals Identify goals and objectives of your program and describe how you will attain them. Which of these will you begin addressing this year? MVC: More sections of Art 108 are needed. B. Facilities Identify facility needs (i.e. new facilities, improvements to existing facilities) based on the data and analysis above that would improve student success, access and ensure equity. A dedicated art gallery is needed at the MVC Campus to support our courses. The majority of galleries that show work relevant to our students needs are over an hour away. SJC/MVC C. Staffing Identify staffing needs (i.e. reclassification, new positions) from the data and analysis above that would improve student success, access and ensure equity. There is demonstrated need for the current position of Classified Staff - Ceramics Aide II to be increased to 40 per week at both campuses. Necessary attention in maintaining old equipment that is in frequent need of repair has increased over recent years. Optimal safety requires additional time and organization. RAP/PARs requesting this change were submitted in Spring 2013 but were not read or ranked. SJC There is a need to reinstate the position of an Art Gallery Director on the SJC. Qualities of leadership, education and vision, matching the position of gallery director, are required for the MSJC Art Gallery to maintain a presence as cultural resource center for the college and the greater community. Since the former gallery director resigned in May, 2012, the Art Gallery has been operating without the leadership of a director. Day-to-day operations have continued with a part-time manager, a position with reduced responsibilities, hours and qualifications. This position of gallery manager was set up as a temporary measure until a new director could be hired. The intent of creating a temporary manager position enabled the gallery to continue presentation of scheduled exhibitions, previously curated and planned by the former director. The former position of director included more comprehensive responsibilities; as curator, exhibition designer, recruiter and mentor of student volunteers, community volunteer coordinator, speaker, writer, designer for signage, announcement cards and interpretive statements, and facilitator for both on and off-campus exhibitions representing MSJC student work. The position of Art Gallery Director has been vacant since Student Success: The Art Gallery has supported art programming on both campuses and has served as a cultural resource for the entire community. Student success in the Arts is supported by having quality art exhibitions presented in a designated art gallery on campus. As a result of seeing art publicly presented, viewed and discussed, students are able to envision the Fine Arts as a serious academic pursuit. Since the product of Art is published or exhibited work, it is 6

7 critical that students have the educational facility to professionally display works of art. Furthermore, the Art Gallery is open tot he public and attracts potential students and volunteers and supports greater understanding of diverse personal expression and cultural traditions. D. Technology Identify any technology needs (i.e. new/updated equipment, new/updated software, etc.) from the data and analysis above that would improve student success, access and ensure equity. A continual subscription to Adobe CC and Stock Imagery (thinkstock.com) should be required to match what is available to students. At this time our software does not match current technology. We will also need to update software applications to the current MAC OS. Once the Graphic Design Lab gets new machines, we will need to allocate funds to update all software to function. E. Equipment Identify any equipment (i.e. office supplies, instructional equipment too expensive for the department budget) from the data and analysis above that would improve student success, access and ensure equity? The Graphic Design office computer is ten years old. It does not run current software, which makes the Graphic Design office useless for a place to instruct students or develop lectures for hybrid courses. F. Professional Development Identify professional development opportunities that would improve student success, access and ensure equity? Graphic Design faculty should be members of AIGA and allowed to attend one local conference a year. This should be on a continual basis. As of now, the department funds can handle this. III. Budget Allocation RAP (Resource Allocation Proposal) Submissions For which needs identified previously in this program review will you be submitting a RAP? RAP/PARs for Classified Staff - Ceramics Aide II will be re-submitted for both campuses IV. Final Summary A. Based on the data and analysis contained in this review, please forward your three greatest needs to your dean/division. 1) Upgrade Ceramics Aide II to 40 hours per week, both campuses 7

8 2) Re-instate Gallery Director position, SJC 3) If not part of the fund for new computers, a continual subscription to Adobe CC for 930 and 913. B. Discuss any major activities/highlights/achievements and any student success innovations during the past year. At MVC ten folding drawing horses were added to serve drawing students. C. Please list all faculty who participated in this review. Jason Bader, Eileen Doktorski, John Seed D. Any suggestions, concerns or constructive criticism regarding the MSJC program review process? None at this time. 8