ࡱ> [^Z_  1bjbj(( .dB8\B8\(+T T 8,(R'''''''$e*-f'''ggg'g'ggV$@%4S[j$ ~''0($ --%%&-&%Xg''g(-T > : College of Liberal Arts Strategic Plan 2015-2020 The College of Liberal Arts (CLA) is the largest college at 91Ƶ featuring a wide range of undergraduate majors and graduate programs in the social sciences and humanities. Our increasing number of interdisciplinary programs, as well as cross-college, cross-university, and external partnerships, position us to move nimbly as the frontiers between disciplines are redrawn, and as new paradigms of knowledge emerge. In the context of our urban mission, our programs engage with the community in the broadest sense through student and faculty projects in urban, transnational, and international settings. Our goal is to convene and educate citizen scholars (students) through hands on experiences in the humanities, social sciences, and the arts. CLAs goal is to maintain the highest standards in research, teaching, and service contributions. CLA faculty is highly productive as measured by peer-reviewed publications, extramural funding, and artistic production. CLA is committed to excellence in research/creative activity across the disciplines, a commitment that is not only congruent with our status as a research institution, but one that informs and underpins teaching at every level from undergraduate through doctoral study. In research, we are a strong contributor to the Universitys achieved goal of rising in the Carnegie research rankings. Our faculty make important research contributions to programs in the other schools and Colleges and many Centers and Institutes and are at the cutting edge of the campus undergraduate research initiatives. In teaching, CLA, with the College of Science and Mathematics, shares the responsibility for the education of almost all undergraduate students on campus and is responsible for the preponderance of general education instruction of all undergraduate students. CLA faculty are committed to the success of every undergraduate and graduate student in our richly diverse student body. This commitment is enacted in seminars and large lectures, during office hours, and through innovative community based projects and learning opportunities. Our innovative advising programs for students, including CLA First! and CLA Majors Advising, increase student success on campus, and our collaboration with CLA Career Specialists promote opportunities off campus. In service, the College engages in many collaborative projects, including work with the K-12 schools and engagement with the greater Boston community on issues such as health disparities, prisoner reentry, and the challenges faced by migrant families. We are also engaged with communities across the world through joint research projects and faculty and student exchanges. On campus, CLA faculty are the mainstays of much of the faculty governance on campus, and have a history of constructive collaboration in service, teaching and research with other Colleges, Centers, and Institutes. With this context in mind, in the next five years CLA will focus its efforts on strengthening the college through the following mechanisms: Advancing student success through recruitment and retention of prepared students at the undergraduate and graduate levels. Collaborate with Enrollment Services to articulate admissions criterion. Evaluation and support of CLA First!and CLA Majors advising practices as we continue to fully implement the cohort model and provide access to professional advising for every CLA declared major. Improve Academic Support, the Reading, Writing, and Study Skills Center, and the Graduate Writing Center. Expand peer tutoring programs in English, and explore the implementation of an English Language Learners (ELL) tutoring model being developed by the Department of Modern Languages, Literature, and Cultures. Expand assistantships for graduate students. Collaboratewith Healey Library to develop student research skills and expandstudentuse of library resources. Continue to liaise from orientation to graduation with CLA Career Specialists and expand internship and job shadowing opportunities for undergraduates. Enriching and expanding academic programs and research and new interdisciplinary programming at the undergraduate and graduate levels. Expand enrollments in new interdisciplinary minors in Human Rights, Cinema Studies, and Science, Medicine, and Society. Develop new programs including Minors in Sexuality Studies, English/Theatre Arts, Religious Studies, and Majors in Dance, Comparative Languages, Literatures, and Cultures, and International Relations. Potential new tracks in African Studies, Caribbean Studies, and African American Studies. Develop new PhD programs in English, Applied Linguistics, and Transnational, Cultural, and Community Studies. Explore new graduate programing in the departments of Latin American and Iberian Studies and Womens and Gender Studies. Explore the possibility of developing a graduate program in Latin American, Caribbean, and Latino Studies. Explore five year accelerated MA programs in History and Political Science. Complete development of new MA in Transnational Cultural and Community Studies and MA in Public Anthropology. Continue development of Pre-Law Advising program in collaboration with Career Services and University Advising. Maintain partnership and collaboration with the Graduate Consortium of Womens Studies. Continue to develop and expand collaborations and affiliated faculty within the college through the Junior Faculty Colloquium and Center for the Study of Humanities, Culture, and Society; across campus (i.e. Dance with Nursing and Health Sciences and Athletics); and through interdisciplinary initiatives with other campuses including Sociology with the UMass Medical School and Africana Studies with UMass Amherst Grad track in Community Development and Public Policy. Consider expanding the Center for the Study of Humanities, Culture, and Society into an Institute. Expand grant activity (submissions and successful applications) in the college assisted by enhanced support from the Deans office. Enhance grant management assistance for faculty in CLA supporting research projects/students. Expand our faculty and student involvement with the Center for Survey Research as the university considers a revitalized role for this Center. Implement the revitalized BA in Labor Studies as well as possible new Certificate programs in this area. Supportleadershipand management ofscholarly publications, such as the History and English Departments'editorial hostingofNEQ:New EnglandQuarterly. Globalizing our faculty and student programing Increasing the number of Fulbright Scholars. Supporting programs such as English who participate in Fulbright Programing hosting scholars via a Fulbright Visiting Scholar Program for Iraq. Expand our collaboration with Global Studies on study abroad student experiences. Inventory, publicize, and promote CLA study abroad options with CAPS and elsewhere. Identify avenues for enhancing ELL writing support. Expand financial resources to assist student participation in study abroad and conferences. Infusing undergraduate research in the curriculum Establish an Undergraduate Research Certificate. Maintain and encourage an active CLA undergraduate research committee. Assure students have undergraduate research opportunities available to them though capstones, internships, practicums, or more intensive study abroad options. Explore undergraduate journal and/or conference options. Improve learning, teaching and working environment through increasing accessibility, space, faculty development, and appropriate departmental staffing Continue to make UMB and CLA more accessible to students through use of technology and advocacy of space renovations. Try to expand space for student clubs and graduate students to convene. Plan for new space including a media center, digital learning lab, and high tech classrooms in light of REAB. Continue to right size staffing across all departments in CLA based on department needs as measured by enrollments, number of total faculty, research activity, programs, and other factors. Continue to support faculty development across assistant, associate, and full professors through offices on campus including OFD and CIT. Help enhance junior faculty mentoring plans by department. Continue to support graduate student teacher training through OFD. Continue monthly Departmental Administrator meetings. Community engaged scholarship and teaching through outreach to the community Continue to connect health services research in Psychology and Sociology with the local and regional community. Continue to leverage the opening of GAB I with expansion of community activities and access including such things as music camps, summer theater activities for high school students, and lunch time concert series. Continue and expand, as feasible, outreach to local high schools by the Departments of English, History, Modern Languages, Classics, Performing Arts, and American Studies. Expand our partnership activities with the EMK Institute and the JFK library. Highlight special UMB/CLA signature programs including the Department of Classics Conventiculum Bostoniense, the Department of American Studies JFK Institute for Teachers, the MFA in Creative Writings Submitathons, the Department of Sociologys Social Theory Forum, and the Department of Englishs Rare Book Exhibitions with the Boston Public Library. Continue to promote academic community partnerships including Anthropologys Plimouth Plantation Project 400 and Eastern Pequot Anthropology/Archeology Collaborative, the Brazilian Immigrant Center Partnership, and the Sociology Departments work with the Louis D. Brown Peace Institute and Teen Empowerment. Opportunities for Revenue Generation Seek out additional outside funding sources, such as training grants, and higher overhead grants as part of the expansion of faculty grant-seeking activity noted above. Increase capacity to manage grants and contracts through college grant manager. Continue to expand strategic partnerships with CAPS and encourage more faculty to try teaching online. Continue outside fundraising efforts with alumni and potential friends of the college. Attract new funding sources from the greater community by leveraging performances and exhibitions in the new state of the art dance studio, recital hall, art gallery, and theatre.      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