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