Office of the Dean

CLASS Strategic Plan

CLASS Mission Statement

The College of Liberal Arts and Social Sciences, as a fellowship of teachers, scholars, scientists, artists, and performers closely connected to its urban community, provides stimulating educational programs and learning activities. Our students are preparing to understand a complex global society and to lead productive and meaningful lives. The college is at the heart of the university’s cultural life as well as its advancement of human and humane knowledge through research and scholarship.

CLASS Vision Statement

The College of Liberal Arts and Social Sciences will be recognized for providing opportunity for our students’ academic advancement, our community involvement, global outreach, and the excellence of our teaching, research and creative activity in the humanities, fine arts, and social sciences.

COLLEGE OF LIBERAL ARTS AND SOCIAL SCIENCES
STRATEGIC PLAN, 2015-2020

Ratified by faculty 4/6/15

1. Student Success

  1. Using University, College, and Department resources, increase paid internships and experiential learning opportunities.
    Responsible: College Internship Liaison Officer
    Timeframe: Continuous over five years
    Metrics: First year determine baseline.  Steady increase over the next four years in paid internships
  2. Articulate transferrable skills in all courses to build a well-educated workforce and citizenry.
    Responsible: Associate Dean for Curriculum
    Timeframe: First semester create document.  First 18 months implement.
    Metrics: 33% faculty participation by self-reported survey
  3. Develop e-learning strategy – blended.
    1. Exploring the connection between web-based delivery and student success
    2. Plan what programs we are going to target, if any, for total web delivery.
    Responsible: Dean and E-Learning Committee
    Timeframe: Continuous over five years
    Metrics: Develop and promote model for exceptional blended learning. Develop a strategic plan addendum in the first two years indicating the program(s) we will target for on-line delivery.
  4. Improve advising.
    1. Improving training for faculty advisors
    2. Promoting the increased use of Starfish among advisors
    3. Doing more aggressive outreach to students
    4. Promoting the use of earlier feedback on assignments
    5. Tying career advising to academic advising
    6. Departmental major advising days
    7. Review current practices and define best practices
    Responsible: Assistant Dean for Academic Programs; Department Chairs/School Directors
    Timeframe: Continuous over five years
    Metrics: First year determine baseline.  Annual increases in student success in progress toward degree and graduation rates
  5. Work across departments and colleges to coordinate and promote plans for complementary majors, minors, and certificate programs across disciplines.
    Responsible: Associate Dean for Curriculum; Department Chairs/School Directors
    Timeframe: Continuous over five years
    Metrics: Two new interdisciplinary partnerships over five years
  6. Increase international student presence and enrollments.
    Responsible: Dean, in cooperation with Director of CISP
    Timeframe: Continuous over five years
    Metrics: First year determine baseline.  Annual increases in CLASS international students and/or international partnerships

2. College Branding, Visibility and Success Stories

  1. “CLASS Advantage” program office/interactive display
    Responsible: Dean, in cooperation with University Marketing
    Timeframe: First year
    Metrics: Creation of webpage and CLASS interactive lounge
  2. Resurrect the list of lecture topics for high school outreach and recruiting.
    Responsible: Dean’s Office, in cooperation with University Marketing/Office of Admissions
    Timeframe: First year
    Metrics: Each major program will have at least one faculty member participating in the lecture program.
  3. Pursue the goal of a Humanities/Social Sciences Building.
    Responsible: Dean, in cooperation with Provost
    Timeframe: Continuous over five years
    Metrics: Over the next five years, receive the upper administration’s commitment to build in a reasonable time frame.
  4. Build and promote community connections and civic engagement.
    Responsible: Dean, in cooperation with Vice President for Engagement and CLASS Visiting Committee
    Timeframe: Continuous over five years
    Metrics: First year determine baseline.  Annual increase in service learning, Public Sphere pedagogy, and new community partnerships
  5. Explore branding options, including creating distinctive identity and college logo.
    Responsible: Dean and Communications Coordinator, in cooperation with University Marketing
    Timeframe: First year
    Metrics: First year establish baseline.  Annual increase in number of CLASS students and external stakeholders who report a better understanding of the nature of the college as well as its departments and majors.  They will also self-report more positive attitudes about the college.  Create Dean’s newsletter for student majors, and additional opportunities for Dean to meet with student groups.

3. Faculty Success

  1. Increase the number of full-time faculty members in the College.
    1. Build curricular linkages across colleges to facilitate gaining full-time faculty lines.
    2. Continue to sustain our academic disciplines.
    3. Reduce dependency on adjunct faculty by increasing lecturers.
    Responsible: Dean and Department Chairs/School Directors
    Timeframe: Continuous over five years
    Metrics: 5% increase in full-time faculty lines in five years
  2. Expand grant writing training, mentorships, and incentives for faculty.
    Responsible: Associate Dean for Faculty
    Timeframe: Continuous over five years
    Metrics: Annual increases in the number of grant applications and grant dollars generated
  3. Broadly promote faculty research accomplishments in newsletters, websites, press releases, and public events.
    Responsible: Associate Dean for Faculty, in cooperation with Communications Coordinator
    Timeframe: Continuous over five years
    Metrics: First year determine baseline.  Significant increase over five years in number of faculty who report higher satisfaction in terms of University recognition of their accomplishments
  4. Better recognize multiple pathways to faculty success.
    Responsible: Associate Dean for Faculty
    Timeframe: Continuous over five years
    Metrics: First year determine baseline.  Significant increase over five years in number of faculty who agree that multiple pathways of success are well-recognized.

4. Promoting a Culture of Excellence

  1. Affirm the value of scholarship, creative activity, intellectual curiosity, and the formation of well-rounded citizens.
    Responsible: Dean and CLASS faculty
    Timeframe: Continuous over five years
    Metrics: First year determine baseline.  Annual increase in number of CLASS students and external stakeholders who recognize broader values in higher education beyond job training.
  2. Better alignment of resources to promote national prominence of faculty and programs
    1. Complete all recommendations from the 2014-15 Program Prioritization process.
      Responsible: Dean, in cooperation with Department Chairs/School Directors
      Timeframe: First year
      Metrics: All items completed
    2. Build new academic programs: M.A. in Music Therapy and a B.A. program in Arabic.Responsible:    Associate Dean for Curriculum, Department Chairs/School Directors, and faculty representatives
      Timeframe: First three years
      Metrics: Create operational programs in three years.  Proportional increases in enrollments.
    3. Explore the revitalization of M.A. programs in the College, create new 4+1 programs (accelerated Master’s programs), and increase enrollments.
      Responsible: Department Chairs/School Directors
      Timeframe: Continuous over five years
      Metrics: First year review of M.A. programs.  Revitalization completed in five years.  At least two operational 4 + 1 programs created in five years.
    4. Explore establishing curricular linkages across graduate programs.
      Responsible: Associate Dean for Curriculum, Department Chairs/School Directors, and faculty representatives
      Timeframe: Continuous over five years
      Metrics: First year determine baseline.  Increase over five years in operational linkages
    5. Create new pathways to build up the coherence, interconnectivity, and visibility of our programs in the Arts to lead to even greater regional and national prominence.
      Responsible: Dean, Fine Arts Chairs, Poetry Center Director, and faculty representatives
      Timeframe: First three years
      Metrics: Annual updates showing progress toward the coherence, interconnectivity, and visibility of Arts programs.
  3. Build stronger ties to students in the new Honors College.
    Responsible: Associate Dean for Curriculum, in cooperation with new Honors College Dean
    Timeframe: Continuous over five years
    Metrics: First year determine baseline.  Increase in number of CLASS students in the Honors College over five years.  Recognize and create pockets of student excellence within programs.
  4. New interdisciplinary research initiatives to promote a culture of connectivity, to include meetings, brown bag series, guest speakers.  Identify coordinators for these research initiatives.
    Responsible: Associate Dean for Faculty and Department Chairs/School Directors
    Timeframe: Continuous over five years
    Metrics: First year determine baseline.  Increase over five years in interdisciplinary research initiatives.  Faculty will annually self-report more positive attitudes toward interdisciplinary research and teaching.
  5. More cross-listing of courses to promote interdisciplinary innovation, both within the college and across colleges
    Responsible: Associate Dean for Curriculum and Department Chairs/School Directors
    Timeframe: Continuous over five years
    Metrics: Increase in cross-listed courses annually
  6. Strengthen partnership between faculty and staff; establish staff innovation grants.
    Responsible: Associate Dean for Faculty and Office Coordinator
    Timeframe: First two years
    Metrics: Program established in two years

5. Alumni Relations and Philanthropy

  1. Engage and build relationships between alumni and the college, departments, and programs through speaking opportunities, career development, highlighting alumni success stories, and volunteer opportunities.
    Responsible: Dean and CLASS chairs and directors
    Timeframe: Continuous over five years
    Metrics: First year determine baseline.  Increase each year in alumni invited back to campus, alumni success stories appearing in the Innerlink, and in department/school reunions at Homecoming.
  2. Continue to seek philanthropic support for naming/endowing schools, departments, research centers, internships, scholarships, and potential summer programs for high school students.
    Responsible: Dean and CLASS Senior Director of Advancement, in cooperation with Department Chairs/School Directors
    Timeframe: Continuous over five years
    Metrics: Dean will work with University Advancement to set annual fund-raising goals.

 

 

Revised 04/2015