of the Review

Chancellor Vincent Watts ORE and undertaken

of the SdlOOJ of ;\11 usic L' FA, I.: om missionerl by the Viceon 2_f-:U, July 2002 by Richard and Robert Pascali.

This Review has been undertaken on the basis of a submitted portfolio of documents covering the history of the School of Music, profiles and duties of current staff, accounts, course offering, student recruitment, research strategy (including R.AE documentation), career statistics in addition copies of the University's Corporate Plan 2000-5, Undergraduate and Postgraduate Prospectuses, the Brochure and Handbook of the School of Music were made available to LIS, Personal written statements were received from Professor Chadd and Dr Choa. and meetings were held with the Dean of WsvM, Professor Jordanova. each member of the academic staff of the School of Music, the Senior Group Administrator. VIr Flack, the School Administrator, Ms Lewis, the School Clerk. Ms Flack, and representative postgraduate students


") SU_illl1]ill.:,'LQfPro12Q)?,.tl With 5 academic staff, the School of Music is presently at the absolute margin of viability At this size" it is-very difficult to offer a reasonable range of key teaching specialisms at both undergraduate and postgraduate levels, and at the same time to develop a sufficiently distinctive profile to succeed in an increasingly competitive market Only 4 staff were submitted to RAE 200 I; even with a submission rate of 5, this would be short of the critical mass necessary to render a higher grade feasible: in 200! the smallest submission to gain a 5 * was 6.6 FTf. white most were 8 plus, and almost all 5-rated departments submitted at least 7 The explanation is simple without 7 or more staff, it is almost impossible to provide a level of mutual support (including cover for research leave) which is necessary for the highest research performance, The strategy proposed bere is therefore a strategy for expansion, involving an increase in academic staffing to 8 and an increase in student numbers sufficient to pay for this
3 a) Academic stafting We recommend: that Dr Choas post be re-configured as a Conducting Fellowship, enabling her to focus more strongly on this area of her activity, to the benefit of School, University, civic and regional communities, and her own career-development (on funding implications: see Section 8 below), that, in addition to the three permanent research-active staff (Chadd, Waters, Gritten), Dr lmpett's post be made permanent. He is a key member of the composition team one of UEA' s strengths - relieves unsustainable demands on Dr Waters, and has a proven RAE record. There is urgency about this recommendation since onlv one year remains on Dr Impett's contract (see further. Section 9 below). that plans be made to recruit 3 FTE new staff bringing the research-active total to -:. We have identified two areas of expertise which would broaden and enliven the existing range of specialisms, increase the School: 5 appeal to potential students, and offer opportunities for collaborative work with areas of proven strength elsewhere in the University. These are (i) filmand TV music (both theory and practice) and (ii) world musics Collaboration with Film and with World Art Swdi<;".c; could lead to further joint degrees In both cases there is potential to create inrcr-disciplinarv areas of work unique to UEA (see further. Section o below) that at least one of these new posts should be at a senior level in order to help relieve Professor Chadd of some of the burden of leadership and management .n the School




4 Teaching The present undergraduate curriculum is coherent and has notable strengths. But it is also rather limited and, in some respects, dull. Additional sta-ff:in new areas, will imp~this In addrtlOn;we ~re~ommend:", a) that greater use of bought-in teaching should be considered, to provide coverage of ~) p~~l!.!?jects (e.g. popular music); b) that teaching of performance should be re-thought, with more varied approaches, more links to the musicological and composition teaching and to music-making activity, and a wider range of staff involvement (we believe that Drs Gritten and Impett at least, as well as Dr Choa, have a part to play here); c) that possibilities for ". ._. inter-disciplinary -_.- sourses. should be explored. ._ .~

~~n .'

Teaching loads may)be higher than necessary, with obvious implications for research time. Additional staff and bought-in courses will help, and in addition we suggest: a) that a reliable staff workload model be developed, with appropriately weighted factors for different types of teaching, practical and administrative activity, so that workloads across an staff can be properly managed; b) that consideration be given to reducing the number of course options (e.g. by offering more compulsory courses) and, where appropriate, the e.~teiifOf·6rie-to-one supemslon tIme (this applies at postgraduate as well as undergraduate level). c) that more use be made, where appropriate, of graduate teaching assistants.



Research In our view, the four existing research-active staff all potentially have good research prospects. The RAE 2001 rating of 4 was disappointing relative to this potential. Given the right environment and attitudes, a move to 5 or even 5 * in the next RAE is perfectly feasible. Careful recruitment of new staff can consolidate and strengthen this prospect. However, this aim is unlikely to be realised unless: a) crliicaimassmovesio 7, as proposed;': b) the opportunities thus created for more and better-quality research time are productively utilised, through effective management within the School and by individuals; c) this planning includes provision within the area of studio-based work for a better balance between staff research and postgraduate supervision: although the buoyant and successful postgraduate culture developed here is one of the School's strengths (and should not be put at risk), it is currently making inordinate demands on staff time; d) the School puts in place a coherent research strategy, including: 1. a strategic plan, clearly connecting overall aims, individual plans, environmental factor~<and a timetable; II. personal research plans (updated twice a year), clearly connecting overall interests and aims, short-, medium- and long-term projects, and proposed outputs; Ill. the establishment of a School Research Committee, led by a researcher of proven achievement, with the remit oflaying down strategy, monitoring progress, organising internal seminars and managing research leave plans. Current activities and documentation fall short of what is needed.

Support Staffing and School Administration The current situation is not satisfactory. The split of clerical and administrative support staff between W AM and Music, and the complex division oflabour, exacerbate the effects of a shortfall in managerial experience among academic staff in Music. There is also some evidence that, perhaps owing to
6 2

stresses arising from the small size of Music, academics are not always carrying out their administrative duties efficiently. We recommend that the present full-time clerical post in Music be upgraded to Grade 5, or even to a lower-grade Administrative post, and that the new appointee should report direct to the Senior Group Administrator; this may produce savings as well as improving efficiency.
, ">,

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At the same time, academic staff need to accept that, although some administrative tasks required of them in a modem university may be unpalatable and even, on occasion, unnecessary, good quality teaching and research cannot take place without a basic level of commitment to efficient administration. We welcome Dean Jordanova's generous offer to help run the School of Music in Semester 1 of2002-03, and hope that this period coincides with the implementation of many of our recommendations. It will be important that aUstaff in Music give her their full support.

~\;( __ ~) A separate issue concerns the lack of technical support for the studios. Given the i: importance and extent of studio-based work, and the reputation of the School in this area, thi!!~ is completely unsatisfactory, and has serious effects on the deployment of academic time, p·aiticular]ytfiaTo"{D~·W;ters. We encourage Dr Waters to develop and bring forward proposals appropriate to need and University context (perhaps formulated in conjunction with GT A awards) as a rriatter of urgency. 7 Music-making Music-making at university serves both an important educational role for music students and a cultural role for the campus and wider civic and regional communities. Resultant upon the provisions of the National Curriculum and revised A-level syllabuses, students arrive at university with a holistic view of music as a subject of study, a situation which offers universities enhanced opportunity to develop synergies between musicology, composition and performance ~an opportunity recognised by the (Draft) Benchmark Statement for Music. The School of Music at UEA has incorporated the interface between composition and performance into its electro acoustic research programme, and we encourage the School to develop other aspects of the synergies referred to above, which we believe will further enhance the School's appeal to applicants.



To this end, we recommend: that consideration be given to the creation of additional student/staff performing bodies, tor instance, an Early Music Ensemble, a New Music Ensemble, a specialist Chamber Choir; that co-ordination between music programmed for performance and the content of course-units be further developed; that a Concert Programme Planning Committee be established, to include student representation; that visiting artists should as a matter of course be invited to give masterclasses (all other issues being equal). There is distinct scope for improving the publicity and marketing of the University's Concert Programme.



The University and Dr Choa are to be congratulated on the success of the initiative in founding Chamber Orchestra Anglia, which represents a major contribution to the culture of the City and region, and which offers real potential for growth, including enhanced concert and outreach programmes. Recommendations for supporting this initiative and the legitimate career-aspirations of the Orchestra's founder-director are made in Sections 3 and 8. Consequent on Dr Choa's rebalancing of her portfolio of activities and concomitant revision of funding arrangements, Drs Gritton and Impett will have increased scope for taking part in

practical activity in the School and University.


8 Financial Strategy It is envisaged that the expansion recommended in Sections 2 and 3 be fully funded by an increase in ug and pg admissions, to include elimination of the current deficit. At ug-level the expanded course-offering (cf Sections 4 and 7) could realistically be expected to build admissions to a ceiling of 45f'tes p.a., and it is recommended that the ug admission-target be set at this figure for the 2004 and subsequent intakes, with expectation that the ceiling will be achieved within three years of operation. Strategic administrative support from the Recruitment and Admissions Office will be crucially important during this period. In addition, it is recommended that the ug admission procedures of the School are reviewed, with special consideration given to the timing of offers in respect of open days and to the role of interviews. To maximise recruitment at pgt and pgr-levels, it is further recommended the School and/or University give consideration to instituting a number of awards, say between ilK and £5K per student to a total value say ofc£25K (some in conjunction with appointments to GTA-ships, as appropriate); while this would represent a paper cost to the University, it should realise net profit from resultant fees and HEFCE funding. Increased recruitment in pgt and pgr for electroacoustic study (currently number-limited) should in addition be facilitated by tighter controls on supervision arrangements, and by use of GT As to support ug coursedelivery in this area; there may nevertheless be some call for marginal infra structural enhancement. To recompense the School tor the loss of Dr Choa's time in directing Chamber Orchestra Anglia, it is recommended that the subvention flowing to the School for practical music provision within the University be increased from £85230 to £104493. The top-slice of 55% of the School's income is out of alignment with the aspirations of the University's Corporate Plan and should be reduced by recognition of the Concert Room and Practice Rooms as general University spaces, reflecting their current use in part by the visiting public and by non-music students. In broad-brush terms and at today's prices the School needs to find: -£3500 (School Clerk, upgrade); -£77054 (2 lecturer posts); -£49516 (1 post at SL or R level); -£15000 (additional staff tax); -£53787 (annual deficit) "'"-£198857. The proposal is that this is achieved through: +£3000 (managed courses); +£19264 (increased subsidy vice Choa); +£26058 (rebate on space-charge); +£142000 (additional 71 home/EU ug ftes @ notional £2K after student tax); +£8610 (additional 3 home/EU pg fte) = £198932. (NB We are grateful to Helen Lewis tor supplying these figures. They are given here to demonstrate and underpin the substance and realism of the academic recommendations and should not be taken to exclude virement between the various financial heads as strategy is implemented.) 9 Managing growth The drivers of the envisaged growth are increases in student and staff numbers; this growth will naturally have space implications in the medium term, which may be realised by activating previous plans for adaptation and new-build, funded either by internal allocations, or public appeal, or a mixture of these. Since the increase in student numbers is predicated on a significantly stronger and more distinctive appeal in the marketplace, the University should be prepared to make a strategic investment in staff posts in the short term; such investment would be in full accord with the aspirations and emphases in the

Corporate Plan. '\ Dr Impett's contributions to the work of the School in research, teaching and musicmaking are o~th~ highest .standard and importance: .h~ researches at the cuttin~-edg~:~f human-machine interface In electroacoustic composition and performance, which replsents a " significant part of the research commitment of the electroacoustic research group. ~as been head-hunted by another HEl, and we recommend the University take immediate steplto confirm his appointment as a permanency .,,~ During 2002/3 the equivalent of three fit posts should be advertised. In accordance with recommendations in Section 3, these would appropriately be in film and TV studies (one theorist/historian and one composer, the latter post possibly being held by two indviduals, each at 0.5), and world musics (an ethnomusicologist); course-units should be constructed by the appointees and approved by the necessary internal administrative systems in time for inclusion in the University Course Catalogue for 2003/4 and the Prospectus for applicants for October 2004 entry. One £It post should be at SL or Reader level, in order to afford Professor Chadd administrative and leadership support within the School as referred to in Section 3. The Price ofthliure to invest The immediate impact of not retaining Dr Impett's services will be (i) retrenchment of the research and teaching programme in electroacoustic music, (ii) increased pressure on the sole remaining member of staff in this area, Dr Waters, in research, teaching, technical support and administration, and (iii) vitiation of the proposed bid for an AHRB Research Centre. Overall, this will drive down quality in an area of work for which the School of Music has been justly renowned over many years, A unit of 4 members of staff, one with significant commitments outside the University, cannot hope to increase its research standing, and its student recruitment will tall inexorably away as it j.~oY:~!1~en in the range, quality and. appeal of its provision by competitor institutiQns.,. While the Scho~'l'~ighi ,_., manage'to"maintain a vestigial existence for a number years,' the ultimate price offailure is, in our view, the loss of music as an academic subject at UEA, to the impoverishment of the University and Nation.



Richard Middleton Professor and Head of Music, the University of Newcastle Robert PascalI Professor and Head of Music, the University of Wales Bangor Professor Emeritus, the University of Nottingham
3 i July 2002


Review of School of Music

HSS Deans (30 September 2002) [A] Overview I. The School of Music has four full-time established Facuity and one fixed-term post. Its deficit appears to be growing. It has failed over the last five years to enjoy the effects of the national increase of applications for university music courses. It has administrative problems partly associated with its size. For these and associated reasons, the Vice-Chancellor approved an external review of the School, which was carried out at the end of July 2002 by Professor Richar~ddleton (Newcastle) and Professor Robert Pascail (Bangor). A written report was received in early August. At the head of their Summary of Proposals the Reviewers state:
With five academic staff, the School of Music is presently at the absolute margin off


2. Their rationale for this is explained both in terms of offering 'a reasonable range of key teaching specialisrns' at the same time as developing 'a sufficiently distinctive profile to succeed in an increasingly competitive market'; and also in terms of RAE - their view is that 'even with a submission rate of five this would be short of the critical mass necessary to render a higher grade possible' [sc. than the Grade 4 of RAE200I]. (professor Middleton was a member of the RAE2001 subject panel.) Their proposals therefore are 'a strategy for expansion'. Among these are:

that the current 3-year post (now in its final year) be made permanent that plans be made to recruit 3 FTE new staff with a concomitant expansion of student numbers that one of these new posts be at senior level to contribute to the School's management structure. 3, The School welcomes this review, which it considers to have been a thorough and conscientious analysis of its position and an imaginative plan for its development. At the same time, a simple plan for expansion of student numbers raises substantial problems, and these must be addressed. 4. 'This document tackles the review at a preliminary level by proposing developments which are intended to place its current establishment on a better footing. It does not deal in detail with longerterm proposals, though these are referred to at the end of the document. The immediate proposals fall into three categories: priorities; savings; and revenue generation.

[B] Priorities 1. The three-year post currently held by Dr Jonathan Impett. The reviewers describe Dr Impett's work as 'of the highest standard and importance' and they recommend 'the University take immediate steps to confirm his appointment'. The School concurs totally with this, and considers' that the termination of this post at the end of the current academic year would place it in a position from which recovery was unlikely even in the long term. Dr Impett's work has formed a considerable proportion of the School's research output., and in a field for which it is well known and in which it has been particularly successful in attracting pg students.
The cost of this post if permanent would be £43k pa., and this requires growth.

2. The School proposes to offset this post by: • an expansion in undergraduate student numbers to 30 p.a. from 2003-04; • a targetted recruitment of two overseas pgr students above the Corporate Plan target working (broadly) in Dr Impett' s field. (There are existing North American connections which make this a possible market.) Discussions have been held with the Admissions and International Office and the following strategies in relationship to undergraduate recruitment are being implemented immediately. • a check on the motivation of all UF and CF applicants who disappeared in the August round; • conducting focus group interviews with representatives of current student body; • obtaining more information on joint degrees in competitor institutions; • updating MUS website to improve accuract and highlight unit's strengths (e.g. AHRB grant successes); • target mailshot to 100 schools with strong A-level music traditions; • cultivate relationship with targetted independent sector schools. The growth in ug numbers referred to would lead over a five-year period to an increase in income of £147k. The proposed pg recruitment would raise an extra £13.Sk p.a. 3. A caveat is needed here. The Electroacoustic Music Studio has, in national terms, been underfunded for probably a decade or more. Its existence is however a vital part of the School's research strategy, and it has been successful -:- not least in acquiring one of the two current AHRB Research Projects running in the School, Careful marketing will therefore be needed to sell this to North American students (used to much better-equipped resources) on the basis of expertise and track record, rather than on the glamour of its equipment. This point focuses on the urgent need to seek sponsorship for physical development of the Studio. It is still one of the School's most notable assets, and will become a wasting one if resources outside recurrent income are not soon identified. 4. On administrative support for MUS the Review comments that 'the current situation is not satisfactory', pointing to the overlaps, duplications and complexity resulting from the split (organisational and physical) between MUS and ART. The Reviewers 'recommend that the present full-time clerical post in Music be upgraded to Grade 5, or even to a lower-grade Administrative post ... this may produce savings as well as improving efficiency'. The School agrees with the analysis of the current position and emphasises the need to improve the effectiveness and efficiency of its administrative support. Replacing the current Music Secretary with a School Clerk would cost an extra £3.6k p.a. over the current budget.

[C] Savings
1. The School is in receipt of a subsidy from the University (£8S.2k in the academic year 2001-02) in respect of its activities in encouraging, supervising and providing for campus music activities. The justification of this subsidy is: Staff costs: £51.6k (67% and 10% respectively of two academic posts; 90% and 10% respectively of two secretariallclerical posts)

Upkeep of building and repair/maintenance of instruments: £3k Space costs (Instrument Store, Concert Room and 12.5% of Practice Rooms): £2S.1k Costs of running University Orchestra and Choir: £5.5k
2. The School has identified and proposes savings in its budget amounting in 2002-03 to £16.3k, or 28% of its recurrent non-staff expenditure.

[D] Revenue Generation
The School has considered a number of possibilities for revenue generation. It must be said however that some of these, if they were to be financially worthwhile, would involve snbstantial staff time. Both the HSS post-RAE review of research strategies and the current external review have urged the School to make more time available for research, without which even the retention of its current Grade 4 cannot be assumed. The following proposals are made with that in mind. Offering 3 units which do not involve full-time members of staff. The unit leader would be contracted to run the unit for three years, and the subjects should be designed to [a] appeal to non-music students; [b] to broaden the range of units to make greater appeal to applicants for the W300 course. This would involve setting a quota on W300 students accepted on to the course. Possible areas, not covered by current specialisms, which fulfil these criteria might be jazz; popular music; World Music; music and media. Assuming an enrolment of 5 MUS students and 13 non-MUS students and costs per unit of £ 1.5k, this would generate a net income of £2Ak per unit per semester - £7.2k per annum over three years 2003-4/2005/6 assuming three such units per annum. This proposal addresses in the short term the crucial deficiency noted by the Review (A.l above): core parts of the curriculum are well established, but inability to expand into areas which have become desirable to students over the last decade has had an adverse effect on recruitment. 2. Offering in each year a pair of semester-long Studio-based units taught by registered pg students and restricted to non-MUS students. These would focus on the kinds of Studio techniques which would be attractive to non-specialist musicians. Assuming costs per unit of £l.5k and an enrolment of 10 students per unit (probably the maximum limit for the available equipment), two such units would together generate a net income of £3k p.a. 3. The School proposes to establish a taught Masters course jointly with the Centre for Music and Science at Cambridge University. Teaching and resources would be split 50:50. This proposal cannot (for Cambridge personnel reasons) be mounted until 2004-05, but as both full-time and part-time students would be catered for, and there is a strong potential as in-service training for those in the music/media business, there is reason to expect a substantial market. (The School is about to submit a bid to AHRB for a Research Centre in a related area, in which Cambridge is a partner. If this bid is successful, it would add considerable 'bite' to this pg proposal.) This proposal is in an early stage of development, and cannot be reliably casted without more information from the prospective partner. The School is also considering a similar partnership with the Norwich School of Art and Design. 4. The recent development of the Chamber Orchestra Anglin, directed by Dr Choa, should make it possible to offer in 2003-04 a viable and high-profile taught MMus in Conducting. We propose to initiate immediate discussions with a view to recruiting two students p.a. to such a course from North America. This would raise £9k p.a. gross. We would ideally like to associate one or both of these with Teaching Assistantships related to the developments outlined in item L 1.

above. Assuming costs for this of 2*£1.Sk p.a., the net income from the MMus in Conducting would then be £6k p.a,

[E] Financial Summary
Savings and revenue generation 2002-03 16.3 2003/4-617 2003-04 16.3 13.8 7.2 3 6 46.3 C & D above (Ek): 2004-05 16.3 13.8 7.2 3 6 2005-06 16.3 13.8 7.2 3 6 2006-07 16.3


2 ols pgr
3 new units Studio units ols MMus (Conducting) TOTAL

7.2 3 6


Costs of priority proposals -B above: Permanent post: £43k School Clerk: £3.6k TOTAL: £46.6k

[Fl Medium Term
The Review concludes with a sombre prognosis if the developments which it recommends do not take place and 'as it is overtaken in the range, quality and appeal of its provision by competitor institutions'. This paper has concentrated on a short-term response to the situation outlined in the Review _With regard to medium-term proposals, the School follows the Reviewers' ! recommendations in considering • expansion into subjects which are contiguous with its current teaching and research profiles, but complementary to them; • appointment of 3 FTE new staff to deliver this expansion; • avoidance of markets already satisfied; • playing to the existing strengths of both MUS and UEA; • institution of collaborative teaching between MUS and other units in the University, examining the possibility of shared appointments; • putting in place appropriate technical support for the School; The report on the market and applications history for music courses recently published (15 September) by the Admissions and International Office concludes with recommendations similar to those of the Review. The School intends to concentrate on these suggestions as a matter of urgency, and to bring forward proposals for its development for 2003-05, with costings and other implications, in line with the recommendations of the Review. 25 September 2002

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