College of Arts and Sciences

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1 College of Strategic Plan July, 2013

2 A Strategic Vision for the College of Mission The College of serves the public good by weaving the cultural, artistic, and intellectual fabric of the university experience so that it transforms passion and creativity into a lifetime of discovery and opportunity. Vision The College of adapts to a changing world by leading the university community in innovative teaching and experiential learning, interdisciplinary research, scholarship and creative activity, and strategic partnerships that advance the public good. Core Values The College of believes that a student s liberal arts education is the foundation for life-long learning, professional development and opportunity, and a higher quality of life. We are committed to: Excellence Inclusion Collegiality Stewardship Accountability Strategic Goals with Action Steps Goal 1: The College will achieve academic excellence through innovative undergraduate and graduate program development, student engagement, and a dynamic teaching and learning environment. a. Foster academic rigor and student success through engaged teaching, learning, and advising. b. Involve students with faculty to expand excellence in scholarly and creative works. c. Empower faculty, staff, and students to collaborate through partnerships within and external to the College. d. Graduate engaged citizens who contribute to the public good. e. Promote the academic distinctiveness of the College. College of Strategic Plan 2

3 Goal 2: The College will engage in discovery, encourage innovation, and produce artistic and creative works that enhance the quality of life for South Dakota, the region, nation, and world. a. Apply student and faculty expertise to produce scholarly and creative works that serve the public good. 1. Create and implement a strategic development plan for the College to manage research and scholarship that capitalizes on emerging and interdisciplinary opportunities as well as artistic and creative activities that enrich cultural life and lift the human spirit. b. Demonstrate the scholarly and creative impact of the College. Goal 3: Broaden the impact of the College through strategic partnerships and collaborations. a. Build strategic partnerships that mutually enhance the academic experience of learners, create career opportunities, and contribute to community vitality and development. b. Use emerging technologies and institutional collaboration to provide undergraduate, graduate, professional, and continuing education focused on traditional and adult learners. c. Expand artistic and creative activities and promote the talents of students to enrich cultural life and lift the human spirit. d. Promote responsive, intentional, and sustainable outreach activities. Goal 4: Secure human and fiscal resources to provide an infrastructure that ensures high academic and scholarly achievement. a. Recruit and retain talented, diverse, and committed faculty and staff, and invest in their professional development. b. Partner with the SDSU Foundation to maximize the capacities of alumni, friends and sponsors to raise private funds for endowed faculty positions, scholarships and fellowships, modernized facilities and state-of-the-art equipment. 1. Secure funding for completion of the AME Building Project, Visual Arts Building Project, and the PAC II Building Project. 2. Plan for modernized facilities for academic units currently housed in Scobey Hall. 3. Engage foundation staff to create and implement a strategic annual giving plan and a major gifts initiative. c. Structure, staff, and size all units to ensure effective operation and management. d. Sustain a culture of transparency, responsiveness, and effective communication that aligns program and financial accountability. College of Strategic Plan 3

4 Goal 5: Model a culture of inclusion that values diverse perspectives and experiences. a. Ensure accessibility and inclusion by building an academic community that provides a welcoming, safe, and supportive environment. b. Incorporate inclusion, diversity, and global perspectives across the curriculum. c. Encourage scholarly and creative activities that deepen our understanding of cultural complexities. d. Establish meaningful service and outreach partnerships with underrepresented groups. e. Allocate resources to support a culture of inclusion. College of Strategic Plan 4

5 Performance Indicators Goal 1: Pursue academic excellence through innovative program development, student engagement, and a dynamic teaching and learning environment. PERFORMANCE INDICATORS BASELINE 2018 TARGET Pursue (re) accreditation or (re) certification for all eligible academic programs. Student credit hour associated with Deep Approaches to Learning (DAL) coursework In Progress Theatre Architecture Eligible Studio Arts and Graphic Design Biochemistry Economics Service Learning Applied Learning Field-Based Learning Integrative Learning Scholarly Activity Study Abroad Approximate SCH ,190 Hold accreditation in all eligible academic programs in the CAS Double SCH to 20,400 RESPONSIBLE OFFICE (INDIVIDUAL) Office of Academic Affairs (Provost) Office of Academic Affairs (Provost) DEFINITION/SOURCE Accredited, certified or approved by national accrediting body or professional organization. DAL scores are composite measures used with First- Year and Senior Students based on items from Level of Academic Challenge, Active and Collaborative Learning, Student-Faculty Interaction, Enriching Educational Experiences, and Supportive Campus Environment. College of Strategic Plan 5

6 Increase the number of CAS graduates per year Spring Summer Fall Total Total Office of Academic Affairs (Provost) All undergraduate and graduate students for a full year (fall, spring, summer). Target represents a 10% increase in graduation rate. Improve the retention rate for all academic departments/programs in the CAS Increase enrollment in CAS majors Develop and implement innovative programs % 80% Fall ,561 Majors In progress Experiential Learning Scholars Program School of Design Curriculum Review Process Prairie Ph.D. College Graduation Requirements Interdisciplinary Emphasis Increase student enrollment in the CAS by 5% by 2018 (1,639 Majors) Emerge as the leader of innovative academic programming and organization in the state and beyond. Office of Academic Affairs (Provost) Office of Student Affairs (Vice President) Graduate School (Dean) Retention of first-time, fulltime, on-campus freshmen. Duplicated Headcount by Program for undergraduate and graduate programs combined. Create a learning organization that enhances the quality of teaching and learning. College of Strategic Plan 6

7 In progress Seek and implement new undergraduate and graduate degree programs. Ph.D. Biochemistry MA/MS IO Psychology International Relations BA/BS Community Development and Regional Planning Design At least one new degree program at each level (doctoral, masters, baccalaureate) The CAS has untapped potential for developing terminal masters programs in several departments as well as a few very select undergraduate degree programs. College of Strategic Plan 7

8 Goal 2: The College will engage in discovery, encourage innovation, and produce artistic and creative works that enhance the quality of life for South Dakota, the region, nation, and world. PERFORMANCE INDICATORS BASELINE 2018 TARGET Research spending in CAS $2.9 million annually $4.6 million annually Grant Submissions in CAS $43,386,466 $50,000,000 Publications in Peer Reviewed Journals Books and Book Chapters journal publications Books, 11 Chapters 95 journal publications 5 Books, 13 chapters RESPONSIBLE OFFICE (INDIVIDUAL) Office of the Vice President for Research (Vice President) Office of the Vice President for Research (Vice President) DEFINITION/SOURCE Increase in CAS spending proportionate to VP for Research goal. The CAS needs to cultivate the competitiveness of its faculty for external funding. Increase the number of journal publications by at least 10%. Report number of student co-authors. Increase the number of books and chapters in edited books by at least 10%. Presentations at National and International Conferences (Reviewed) Conference Presentations 187 Conference Presentations Increase the number of presentations at National/International conferences by at least 10%. Report the number of student co-authors. College of Strategic Plan 8

9 Performances (Peer Reviewed) 2012 Music 8 (48 Student) Theatre 8 Music 9 (53) Theatre 9 Increase number of reviewed performances by at least 10%. Report the number of student reviewed performances. Exhibitions (Juried) 2012 Visual Arts 34 (29 Student) Visual Arts 38 (32) Increase the number of juried exhibitions by at least 10%. Report the number of student juried exhibitions. College of Strategic Plan 9

10 Goal 3: Broaden the impact of the College through strategic partnerships and collaborations. PERFORMANCE INDICATORS BASELINE 2018 TARGET Centers Associates Gen Studies (ucsf, cuc, ucrc) RESPONSIBLE OFFICE (INDIVIDUAL) DEFINITION/SOURCE CAS Degrees offered online and at University Centers Bachelors General Studies (ucsf, uc,ucrc) Graphic Design (ucsf) Entrepreneurial Studies (ucsf) Inter Studies (ucsf, cuc, ucrc) Journalism (ucsf) Psychology (ucsf) Sociology (ucsf) Add at least 2 undergraduate degrees 100% online College of Arts and Sciences On-Line MLS Upward Mobility MS Journalism Active agreements with internal and external partners to provide greater active learning opportunities for students. There are currently no documented agreements. 25 new agreements College of Arts and Sciences These partnerships will provide experiential learning opportunities for faculty and students. College of Strategic Plan 10

11 Goal 4: Secure human and fiscal resources to provide an infrastructure that ensures high academic and scholarly achievement. PERFORMANCE INDICATORS BASELINE 2018 TARGET Endowed faculty positions 0 Scholarship Fund Raising TBD Performing Arts Center: Phase II 2 ($5,000,000) $142,500 of additional funding RESPONSIBLE OFFICE (INDIVIDUAL) CAS Development Officer CAS Development Officer DEFINITION/SOURCE Target matches the number of Ph.D. and doctoral programs in July Endowed positions are not limited to research or professional practice programs. Target established in CAS Development Plan. Capital Project Fund Raising Visual Arts/Design Building Architecture, Math, and Mechanical Engineering Building $33,500,000 CAS Development Officer Targets established in CAS Development Plan. Wecota Basement Renovation (Geography) Decentralized budget implementation Incremental budget structure Completion Office of Budget and Finance (Vice President) College of Strategic Plan 11

12 Goal 5: Model a culture of inclusion that values diverse perspectives and experiences. PERFORMANCE INDICATORS BASELINE 2018 TARGET Enhance inclusiveness and diversity of academic programming There are no systematic links between programs, curricula, or scholars examining issues of inclusion and diversity IPEDS Data Create and implement a cohesive curriculum to provide greater coverage of inclusion and diversity among these related entities. RESPONSIBLE OFFICE (INDIVIDUAL) Office of Academic Affairs (College Deans) DEFINITION/SOURCE Increase diversity of faculty Tenure Track 9.75% Tenured 7.81% Term 5.26% Total 10-12% Department Heads IPEDS data is for the College of. Total 7.40% Enrollment of underrepresented students 713 CAS CAS Office of Student Affairs (Vice President) Office of Diversity, Equity and Community (Chief Diversity Officer) Must meet 3 or more of the following criteria: First-generation student Pell-eligible Less than 50% of financial need met ACT of 19 or lower Veteran Student with disability College of Strategic Plan 12

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