Mooreadministrative Resume21
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Jeffrey M. Moore Dean, College of Arts and Humanities University of Central Florida 10573 Fairhaven Way College of Arts & Humanities Orlando, FL 32825 University of Central Florida (407) 277-8640 home CAH 191 (321) 200-2103 cell Orlando, FL 32816-1990 [email protected] (407) 823-3488 ADMINISTRATIVE POSITIONS University of Central Florida, Orlando, Florida Dean, College of Arts and Humanities 2016-present As a member of the academic leadership team, I provide expert guidance while understanding and advancing goals across the university in collaboration with other academic leaders. I am an advocate for the liberal arts and a champion for the college’s significant contributions in the digital, performing, and visual arts, both on campus and in the community. I am an energetic leader who believes in the value of a liberal arts education in creating engaged citizens who innovatively respond to the challenges of the 21st century. I strive to effectively communicate the value of such an education to a broad constituency. I possess strong scholarly credentials and a record of commitment to teaching and learning; I am proactive in community building, fundraising, and cultivation of alumni relations. I embrace a central tenet of UCF: to be known for whom we include, rather than whom we exclude. I pursue meaningful ways to support learning, retention, and graduation of all students. I have a great appreciation for the value of a rich and diverse environment that extends to faculty, staff, programs, policies, community engagement, and new initiatives. Serving 5,000+ undergraduate students and over 500 graduate students, with approximately 300 faculty and 90 staff, I am seeking ways to develop and enhance programs of excellence that are recognized for their academic quality, creative output, economic impact and cultural contributions to the campus and greater Central Florida community. Decanal Administrative Achievements Progress toward UCF’s strategic goals: • Foundation attainment increased from $1.8 million/year (FY12-15 avg.) to $2.7 million/year (FY16-20 avg.) • Established two new endowed chairs within the college. • Phase two of the Performing Arts facilities has been approved for UCF Capital Improvement Plan by the Board of Governors. • Five-year average of funded research increased from $1.1M to $4.6M+. • CAH’s student success practices support students across campus, resulting in lower education costs and higher success rates after graduation. o Increased FTIC retentions rates from 88% for the 15-16 cohort to the 90.5% for 18-19 cohort o Increased SCH productivity over a 5-year period: 205,595 in AY 2015-16 to 231,238 in AY 2019-20 Jeff Moore 2 o Graduation rates: The CAH four-year graduation rate improved from 41.5% in 2012-13 to 56.7% in 2016-17 o Significant enhancements, including advisor hires, to support the College of Arts & Humanities Student Advising unit to reduce student to advisor ratios o Developed and implemented a college-wide cohort advising model to coordinate activities across college and department or school advisors and support student progression to timely graduation • High Impact Practices (HIPs), including signature experiences, are required and incorporated into the catalog copy for every college degree program. • Doctoral student enrollment increased from 49 students in fall 2016 to 66 students in fall 2020, a 34.7% increase. • MS in Themed Experience fully approved by the BOG for fall 2021 implementation Progress toward college’s goals not directly related to university priorities: • All five departments, two schools, and one doctoral program engaged in the Academic Review Process, resulting in 233 consultant recommendations with 192 completed or currently underway (82.4%) to ensure currency and relevancy of college’s academic programs. • Oversaw the updating of AESPs and P&T documents to properly recognize and credit interdisciplinary activity • Reorganization of area studies has created efficiencies in staffing and has promoted more collaborative activity. • Leadership in the college remained consistent: assistant and associate deans, directors and chairs continue to provide stable, experienced support to the units they serve. • A focus on interdisciplinary research projects resulted in multiyear grants for Big Read, Veterans projects, Center for Humanities and Digital Research • Center for Ethics was launched, bringing CAH’s total number of research-related centers to three. • From 2016-2020, total faculty increased 7.5% o 9-month faculty increased 9% o Total new hires: 116 o Diversity increased 19% University of Central Florida, Orlando, Florida Director, School of Performing Arts 2013-2016 University of Central Florida, Orlando, Florida Chair, Music Department 2009-2013 The School of Performing Arts consists of the Department of Music and Department of Theatre within the College of Arts & Humanities at a Florida public university. Music is fully accredited by NASM, NCATE and Theatre is accredited by NAST. Degrees offered: Music: Bachelor of Arts in Music, Bachelor of Music in Performance, Bachelor of Music in Jazz Studies, Bachelor of Music in Composition, Bachelor of Music, Education, Master of Arts in Music. Jeff Moore 3 295 undergraduate music majors; 30 MA in Music students (7 graduate assistants); 29 full-time faculty; 13 adjunct faculty, 4 staff. Theatre: Bachelor of Arts in Theatre Studies, Bachelor of Fine Arts in Theatre Performance [Acting], Bachelor of Fine Arts in Theatre Stage Management, Bachelor of Fine Arts in Theatre in Technical Theatre Design, Bachelor of Fine Arts in Theatre Musical Theatre, Master of Arts in Theatre, Master of Fine Arts in Acting, Master of Fine Arts in Theatre for Young Audiences 382 undergraduate theatre majors; 4 MA and 14 MFA students (12 graduate assistants); 25 full-time faculty; 5 adjunct faculty, 5 staff. Responsibilities as chair and director: • Recruitment, supervision, mentoring, and evaluation of faculty and staff. • Student recruitment & retention. • School budget/resource management, including facilities & equipment. • Provide leadership for curriculum and program development. • Provide leadership in planning/design for new performing arts complex. • Represent school to university and community. • Coordinate marketing & public relations. • Secure internal and external funding for school. • Provide leadership in program and accreditation review. • Provide leadership in advancing university, college, and school mission, goals & objectives. University of Central Florida, Orlando, Florida Professor of Music with Tenure, Percussion Studies 1994-present • Teach all applied undergraduate and graduate majors, percussion history and literature courses and a percussion techniques course for music education majors. • Perform solo recitals and in faculty chamber groups. • Conduct the Pop, Symphonic, Chamber Percussion, Marimba, and Steel Drum Ensembles. • Recruit actively; maintain a studio of 18-20 majors. Administrative Achievements as Director, Chair, and Professor • ACCREDITATION o NASM ten-year re-accreditation self-study and site visit in 2014–15. In November 2015, the UCF Music Department was reaccredited in good standing by the National Association of Schools of Music. This marks the first time that UCF was reaccredited outright without first being deferred. o NAST accreditation self-study and site visit in 2014–15. In March of 2016, the National Association of Schools of Theatre accredited the UCF Theatre Department and UCF for the first time. o UCF seven-year Program Review 2015–16. Wrote the self-study for the school and collaborated on creating the self-studies for all Music and Theatre degree programs. o Master of Arts in Music NASM approval for listing Fall 2009. Jeff Moore 4 o BM in Jazz Studies and BM in Composition NASM approval for listing Fall 2010. • INTERNAL PRODUCTIVITY o Number of music majors increased from 284 in the Fall 2008 to 325 Fall 2013, an increase of 41 students or 12%. o Music 2013/14 student credit hour production was 13,947, compared to 10,737 for 2007/08, an increase of 23% with 5 less full-time faculty and a 35% reduction in budget. o Retention and graduation rates in Music and Theatre are up 25% from the 2008/09 numbers. o In the last three years, Theatre Student FTE to Faculty FTE have increased 23%, Student Credit Hour per Faculty FTE has increased 26% and student headcount per faculty FTE has increased 9% • CURRICULUM o Worked in collaboration with faculty from the College of Hospitality Management to create the Entertainment Management degree program o The Bachelor of Music in Jazz Studies and Bachelor of Music in Composition were approved and saw their first graduates in 2010. o New on-line courses, MUH 2017 Survey of Rock Music and MUH 2019 American Popular Music 1840s–Present, Survey of Latin American Music, and Survey of Country Music, MUL 2016 Evolution of Jazz, MUL 2720 Music of the World, approved as General Education Program (GEP) substitute courses and diversity courses, bringing the total number of music GEP courses to 7 o Music technology course offerings revised o Class piano core courses revised and coordinated with Music theory courses o Music theory core course offerings revised utilizing more examples from Music of the World and Music of the United States (commercial, theater, jazz, etc.) • FACILITIES/EQUIPMENT o Active in planning and fund raising for the Arts II performing arts complex, an $80 million joint on-campus music/theatre facility to provide additional performing, rehearsal, and teaching spaces, 2009 to present. Ground breaking was May 2009 and Phase I completion/move-in occurred in August 2010. I oversaw and coordinated the move from the old facilities into the new building. o Helped to secure 2.2 million dollars in funding to build a permanent Marching Band building and lighted field. o Six new pianos (including a Yamaha Disklavier) and support equipment (stands, lockers, studio recording equipment and chairs) were purchased as part of new building construction and renovation with building and Foundation money. o Worked in conjunction with the CAH in planning and overseeing a new practice room and SPA Director office spaces added on to the PAC-Music building.