Dean’s Charge to the Five Working Groups

Developing a Strategic Plan for the College of Arts and Sciences

We will be guided by the five top-level goals of the university strategic plan:

  1. Become a national model for undergraduate education by demonstrating that students from all backgrounds can achieve academic and career success at high rates
  2. Significantly strengthen and grow the base of distinctive graduate and professional programs to assure development of the next generation of researchers and societal leaders
  3. Become a leading public research university addressing the most challenging issues of the 21st century
  4. Be a leader in understanding the complex challenges of cities and developing effective solutions
  5. Achieve distinction in globalizing the university

We begin by analyzing the current state of the college with respect to each broad goal; for 1-5 above, we examine the college’s:

  • Strengths
  • Weaknesses
  • Opportunities
  • Threats

We will determine the college’s significant contributions to each of the university goals:

  • Initiatives and Strategic Action Steps that will advance each goal as well as increase and celebrate the success of a diverse community of students, staff, and faculty
  • Benchmarking where we are today
  • Selecting aggressive targets we will reach
  • Selecting metrics that we will track in reaching our targets
  • Assigning responsibility and accountability for each initiative/strategic action step
  • Establishing a plan to communicate our progress
  • Vetting with stakeholders

We will include diversity in each of our broad goals, particularly expanding the diversity of our faculty and improving the success of a diverse faculty, staff, and student population.

Each working group is assigned a broad goal of the university strategic plan. The working group’s mission is to propose a set of recommendations (approximately 3-5) of broad strategic initiatives for each broad goal. For each strategic initiative, propose no more than 5 specific action steps that must be taken to achieve the initiative. A proposed timetable and deadline for the completion of each action step should be included.

Proposed initiatives must be data-informed, following best practices at GSU and other institutions. In addition, they should answer the following questions:

  • How will each initiative advance the College of Arts and Sciences?
  • How does this plan make the College of Arts and Sciences at GSU distinct or unique?
  • How will each initiative support GSU’s strategic directions?

For each initiative provide a set of metrics we should track along with current benchmarks and targets we should reach.

Assume no new resources when proposing a strategic initiative, unless the initiative includes a plan for generating new resources. Resource reallocation is possible but cannot be assumed.

Final reports must be submitted to the Dean’s Office no later than May 1, 2017.