FROM THE DESK OF THE DEAN | | |
September 2025 Quarterly Newsletter |
|
Greetings from the Jacobs School of Music! The school year has been kicked off, and I am delighted to bring you updates on several fronts. The summer was very busy with construction projects, the development of new processes associated with federal and state legal changes, IU policy changes from the IU Board of Trustees, and more. While many of these initiatives are still in the process of being developed, we are moving forward as quickly as we can to ensure we are in alignment with these new laws and policies. | | |
Enrollment |
Out of 3,427 hopeful applicants, only a portion earned a place at Jacobs this year—and they are dazzling. The incoming class holds a median GPA of 3.92 and an SAT average of 1,355, signaling not only artistic promise but academic excellence. These students arrive from 41 states and 26 countries, proving that the Jacobs School draw transcends borders, pulling in brilliance from Boston to Jakarta.
At the stroke of midnight on August 31, Jacobs officially tallied 1,595 students—844 graduate and 751 undergraduate. Beyond the numbers lies a vibrant tapestry: four years of steady international enrollment, a surge of 630 new degree-seekers, and a community built on diversity, discipline, and discovery. Each statistic is less about enrollment and more about the symphony of stories being written on campus right now.
We received a total of 3,427 applications for admission in the last cycle. In addition to students from most of the states plus the District of Columbia, the over two dozen countries represented in this class include Australia, Denmark, France, Indonesia, Italy, Romania, and Russia.
With 458 international students—including 149 from China alone—the school continues to hum with global energy. Overall, our international student numbers have stayed stable in the last four years, with total numbers in the 450s representing 50-55 different countries. | | |
Budget and Finance |
Like every school at Indiana University, Jacobs received a budget cut for the year of ca. $500k for this academic cycle. We worked to minimize impact on academic/performance operations while we align with university financial expectations, however, we are truly at a critical juncture. Between federal funding changes, state mandates and tuition freezes, and the need for greater financial aid support for students, we are now at a financial tipping point.
That said, to succeed at a moment that is very challenging for all higher ed, but in particular ways for performing arts higher education, Jacobs needs to retain our compelling ambitions around quality teaching and learning, research and creative activity, and art making, entrepreneurship, and professional partnerships. To do this work at such a moment must inevitably mean we need to examine activities and approaches that might have worked for one department, but burdened another, benefited one ensemble, but limited still more, advanced the school decades ago, but are not bearing the same fruit today.
Throughout the summer, the Jacobs leadership team has worked to identify areas around which they can partner with faculty to ensure we are responding boldly in this moment, standing up for the import of our and our students’ work, and looking critically at how we should operate to ensure our pride in the legacy of the Jacobs School is at least matched by our actions to position Jacobs to be a sustainable and thriving school moving forward. We are now in a position of making challenging decisions for the good of the entire school. Our work now is to not entrench in a past practice for the purpose of reenactment, but to drive quality education, scholarship, and artistry using models that will allow us to do this best moving forward. | |
|
Development |
We are incredibly grateful to all of those who support the work of the school with their time, treasures, and talent. At no time has this support been more urgently needed than now. To enable this important work, we have two new members on our team in the Office of Development. The Development team looks forward to meeting with members of the faculty and staff to learn how we can best support your work through philanthropy, which will become more important than ever as we gear up for the upcoming capital campaign.
Allison Hightower has been appointed the next executive director of development and began this new role on August 6. More information about her background may be found here.
Bret Syrek joined the Development team in March as major gifts officer. Originally from DeKalb, Illinois, he grew up in Bloomington and earned his B.A. in History from IU in 2015, followed by dual master’s degrees in public affairs and arts administration from the O’Neill School in 2019. Syrek has worked with numerous arts organizations at IU and held fundraising roles at IU and Rose-Hulman Institute of Technology, where he helped secure a $30.5 million Lilly Endowment grant. Most recently a member of the Indiana Philanthropy Alliance’s Mutz Leadership Cohort, he returns to IU with a passion for the arts and a belief in building authentic philanthropic partnerships. He and his wife, Shorf, live in Bloomington with their three cats.
Since 2022, Haley Hatton, assistant director of annual giving and stewardship, has overseen the JSOM Annual Fund and donor engagement efforts. Under her leadership, the Annual Fund surpassed its $800,000 goal last year, strengthening connections between the school and its supporters.
Maggie Frey, event and administrative coordinator, supports both the Development office and the Kinsey Institute. She plays a key role in planning events, including graduation, ensuring meaningful experiences for students, donors, and the community.
Joanie Spain, alumni career advisor, offers one-on-one advising, resume support, and tailored career programming for alumni. Her work fosters lifelong connections, enhances alumni career readiness, and supports the IU 2030 Strategic Plan.
The Alumni Affairs position previously held by Bang Co is currently empty, and we are taking this opportunity to re-evaluate the team’s greatest needs as we prepare for the upcoming campaign. Updates will be shared in the coming months.
| | |
Campus Improvements |
After months of anticipation, the familiar curve of the Music Annex—affectionately known as the MA or “Round Building”—is once again alive with music, laughter, and the shuffle of students settling back in. August was a month of orchestrated chaos: hundreds of pianos, desks, boxes, and more made their way back into the building while teams worked tirelessly to bring the place to life. Networks hummed, air systems breathed fresh air, and plumbing began to flow again. Though a few fine-tuning needs remain, the overwhelming feeling is one of gratitude: it is simply wonderful to be home.
The $20 million transformation of the MA is more than bricks and beams—it is a statement of care for the people who spend their days there. Light now streams in through brand-new windows. A completely modernized HVAC system ensures comfort in every season. Restrooms and wellness rooms offer dignity and respite, while new lounges give students spaces to gather, collaborate, and dream. The wood-lined hallways shine again after careful restoration, and fresh flooring, ceilings, doors, and lighting welcome everyone into a refreshed environment. Even the behind-the-scenes work matters: a centralized hub for instrument shops is taking shape, promising efficiency and convenience for the years ahead.
The Music Annex isn’t the only space benefiting from renewal. Across our facilities, we’ve been investing in both the practical and the inspiring. Auer Hall now boasts new acoustical banners, cables, and sensors—ensuring its performances continue to shine with clarity. At the MAC, patrons will notice improved lighting, new water fountains, and even family-friendly diaper-changing stations. Behind the scenes, a new loading dock door and forthcoming upgrades like a new roof, lift systems, and rehearsal sound shields will make the hall even more versatile.
Elsewhere, Simon Music Center will soon see elevator replacements, while the East Studio Building is shedding its privacy frosting to let light and connection in. Even the details matter: interior doors are being replaced with windowed versions, creating safer, more welcoming spaces.
Perhaps most importantly, nearly $400,000 has been invested in safety and security. Soon, new cameras, CrimsonCard door readers, and enhanced exterior lighting will extend peace of mind across our campus footprint. These aren’t just infrastructure upgrades—they are commitments to the well-being of every student, faculty member, and visitor. | | |
Academic Program Updates |
Not long ago, the idea of building a powerhouse Music Industry department at Jacobs was just that—a vision. Today, that vision is quickly taking shape, fueled by two brand-new programs that are already turning heads and drawing remarkable interest.
This fall, the Department of Music Industry opened the doors to its latest offering: Creation and Production, a new track designed to complement the well-established Audio Engineering program within the Bachelor of Science in Music Production. Unlike Audio Engineering, which focuses on the technical mastery of sound, Creation and Production celebrates the artistry of crafting and shaping music at its source. Each program now stands tall with its own application and review process, marking a bold expansion of options for aspiring creators.
And the demand was clear. For fall 2025, 39 students applied to Creation and Production, with 17 earning admission and 7 committing to join the very first class. These pioneers will help set the tone for what promises to be a vibrant community of producers and creators.
Meanwhile, the spotlight is also shining on another exciting debut: the B.S. in Music Business. This program is built on a rare blend of expertise, pairing the business and entrepreneurial acumen of the Kelley School of Business with the artistic depth of the Jacobs School of Music. Its newly developed core courses, taught by Jacobs and Kelley faculty, ensure that students don’t just learn about the industry—they’re prepared to shape its future.
The response has been nothing short of extraordinary. For fall 2025, 82 students applied, with 57 admitted, and 32 already committed to enroll. The program is quickly becoming a magnet for students who want to bridge the worlds of business strategy and musical innovation.
Looking ahead, the momentum is only growing stronger. Jacobs expects the next incoming classes to grow to 18 students in Creation and Production and 50 in Music Business by fall 2026. And when the full vision is realized, the three tracks—Creation and Production, Audio Engineering, and Music Business—will together form one of the school’s largest communities, with 300-400 students shaping the future of music industry education.
In just a short time, Jacobs has gone from planting seeds to nurturing a flourishing department that blends artistry, technology, and enterprise. For the students who step into these programs, it’s more than just a degree—it’s a chance to join a movement that is redefining how music is created, produced, and brought into the world. | | |
Low Enrollment Degrees |
We received a modest list of programs that were flagged by the Indiana Commission on Higher Education for review in response to the Indiana State Legislature’s House Bill 1001. Throughout the summer, Associate Dean Ryan Kelly worked closely with the department chairs of those areas to make determinations about how we might proceed. Those that were flagged, along with our recommendations/rationale for next steps, are below.
A.S. in Audio Engineering – Eliminate. We closed this program to future enrollment in spring 2024 and are teaching out the degree. Anticipated closing date: May 2026.
B.S. in Ballet – Consolidate. Most of our ballet students are enrolled in the B.S.O.F. in Ballet, which was not flagged for closure. Rumors about the end or endangerment of our curricular ballet programs are simply not true, for this reason. At the same time, however, the B.F.A. in Contemporary Dance in the College of Arts and Sciences was also flagged for low enrollment. We are working with the Ballet Department and the Contemporary Dance area to merge the two programs under one curricular umbrella in the Jacobs School of Music beginning in the summer of 2026. This change will protect the continued success of both programs in a reimagined degree structure.
D.M.E. in Music Education – Eliminate; Ph.D. in Music Education – Retain
The Doctor of Music Education is designed to serve practitioners with slightly less emphasis on research, though it is largely viewed as an interchangeable credential with the more common Ph.D. in Music Education. By eliminating the D.M.E. and consolidating those students into the Ph.D. program, we meet the threshold of three average conferrals for the FY21-23 period presently being examined. We are continuing conversations with faculty about how to strengthen our pipeline into this program to ensure its future success.
In addition to those listed above, we have admitted our last class of Historical Performance (HP) majors. The department’s majors have declined steeply since the pandemic while the number of non-majors studying in the department continues to flourish. At last count, there were fewer than 10 majors between the bachelor, master, and doctoral degree programs in the department. The next few years will focus on the instruction of non-majors, adding a pathway for minors in HP while completing the work of current graduate and undergraduate students. All current full-time faculty in the area are being retained. Alongside these changes, the Historical Performance Institute will remain and is reimagining its work to support ongoing performance and scholarship in historical
performance. We are excited that the work of this area will continue in a robust way in the years ahead. | | |
|
|
|
Abra K. Bush |
|
David Henry Jacobs Bicentennial Dean |
|
|
|
| | | |
|
|
Indiana University
107 S. Indiana Ave
Bloomington, IN 47405
|
|
|
|
|
|
|
|
