ࡱ> UWT &bjbjVV 4@<<+;;;;;OOO8D$Oj0]s ///////$2&5Z/;]]/;;X/0^;;//s+c- xLOj,/.0<j0-,65O45,c-5;c-L//j05 : College of Liberal Arts Strategic Plan 2011-2015 The College of Liberal Arts makes substantial contributions to the Universitys mission of research, teaching and service. The disciplines in the collegehumanities, social sciences, fine and performing artscover major areas of human knowledge and experience, and address significant societal needs through a variety of methods that include visual, literary, political, economic, and historical analysis.Our 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. Cognizant of the Universitys urban mission, many of the Colleges research and teaching programsboth undergraduate and graduateexplore past and present urban, transnational, and international issues. These include the personal and social consequences of social and cultural change, migration, transnational identities, intercultural relations, health care, education, the environment, development and human rights, and conflict and diplomacy. In the humanities, social sciences, and the arts, we offer a rich mix of cross cultural perspectives on these issues. In the areas of research, teaching, and service, the Colleges goal is to maintain the highest standards as exemplified by national and international norms. The Colleges faculty is highly productive as measured by peer-reviewed publications, extramural funding, and artistic production. The College 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. We will be a strong contributor to the Universitys goal of rising in the Carnegie research rankings. In teaching, the Colleges faculty is committed to the success of every student, undergraduate and graduate, in our richly diverse student body. This commitment is enacted in classes both large and small, in office hours, and in off campus learning opportunities. Our innovative programs for students, including CLA First! and improving advising in the majors will continue to expand in order to increase student success. 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 and the challenges faced by English language learners and their families. We are also engaged with communities across the world through joint research projects and faculty and student exchanges. The College of Liberal Arts, with the College of Science and Mathematics, shares the responsibility for the education of all undergraduate students. It is responsible for the preponderance of general education instruction of all undergraduate students and has taught the lions share of courses in the Honors Program. CLA faculty are the mainstays of much of the faculty governance on campus, and have a history of constructive collaboration in service, in teaching and research with other Colleges, Centers, and Institutes. Its faculty continue to make important teaching and research contributions to programs in the other schools and colleges. Our strategic goals for 2010-2015 include the following: Advance Student Success and Development Continue expansion, evaluation, and improvement of CLA First! Continue improvement of department advising systems. Create benchmarks that indicate whether students are on target for graduation and develop interventions for those who are not. Implement requirements that assure that students progress through the intellectual levels of the curriculum in an orderly way [e.g., require that all CLA graduates complete one third or one fourth of their course work at the 300/400 level or require both a major and a minor]. Publicize and promote internship opportunities for undergraduates. Publicize and promote study abroad opportunities. Use work-study and campus employment as tools to engage students and thus improve retention and graduation rates. In cooperation with the wider University, develop programs to assist students on academic probation. Enrich and Expand Academic Programs and Research Make and implement a faculty hiring plan. Continue to expand hiring of faculty with global interests and curriculum offerings with international focus. Expand opportunities for hiring/development of post-doctoral programs. Continue expansion of graduate programs in carefully selected niches with high demand and in consonance with the existing availability of faculty resources. Develop select undergraduate interdisciplinary programs in areas of demonstrated need and demand. New degree programs [listed in order of estimated implementation dates]: Graduate Certificate in Archives Fall 11 Developmental and Brain Science PhD Fall 12 MA in Applied Economics Fall 12. On-line MA in History Fall 12 Graduate Certificate in Survey Research Methods Fall 12 Communications major Fall 12 International Relations major Fall 12 South Asia track of Asian Studies major Fall 12 Substantially revised majorin Latin American and Iberian Studies, in renamed Department Fall 12 PhD in Applied Linguistics Fall 14 PhD in Applied Sociology Fall 14 Participate in and develop synergies with University-wide programs and programs in other schools and colleges. Examine formation of interdisciplinary research clusters. Foster closer collaboration with the Centers and Institutes. Increase attention to grant-funded research potential in hiring criteria. Increase extramural funding in CLA. Pursue new international collaborations while strengthening current partnerships. Expand on-line offerings Improve Learning, Teaching, and Working Environment Continue expansion and refinement of learning outcomes assessment procedures through AQUAD. Move to implementation in departments that have completed AQUAD reviews. Increase number of large courses to balance with small course sections and to expose more students to tenure stream faculty. Continue progress toward a research friendly teaching load. Actively participate in planning for the new academic building and for classroom renovations to assure availability of sufficient numbers of classrooms of the right size with the right technology for both undergraduate and graduate offerings. Investigate best administrative mechanisms for interdisciplinary offerings and implement those that are the most feasible. Establish a financial resource model consistent with the universitys vision statement Ensure adequate resources for the successful launches and development of new graduate and undergraduate programs, by staging implementations over time. Seek opportunities for supplemental fees in coordination with university-wide expanded use of this revenue source. Explore opportunities to cooperate with University College to create programs that will generate revenue for CLA. Resume program to rationalize departmental budgets and obtain sufficient resources to adequately fund departments. Develop an infrastructure supportive of the preceding Seek opportunities to enhance faculty ability to conduct funded research. Expand funded research mentoring of junior faculty. Assist in development of basic infrastructure support computer resources (lab and large database capabilities). Collaborate with ORSP to easegrant management burdens on faculty and to assist in grant application administrative tasks. Developprocesses that encourage the development of cross-disciplinary research clusters (within CLA and cross-college) to enhance research generally and especially the ability to succeed in grant applications.      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