Empower: College of Liberal Arts Strategic Plan 2014-2019

(Updated August, 2016)

Strategic Plan

Strategic Plan

Vision

The College of Liberal Arts (CoLA) will continue to lead the university and the region in providing a high quality, transformative education in the social sciences, humanities, arts, and interdisciplinary studies and in communicating the importance and broad applications of a liberal arts education.  CoLA faculty, staff, and students will enrich our community and our world with first-rate, innovative scholarship and thoughtful, dedicated service.

Mission
We transform the lives of our students and the communities we serve. We will:

  • engage CoLA students in exceptional undergraduate and graduate programs that advance their aspirations and future endeavors;
  • provide all students with a superior general education program as a foundation for their educational and life success; and
  • engage in creative, innovative, and applied scholarship and professional service that benefit the community, the region, and the world

Goal 1: Academic Quality and Program Distinctiveness

Offer distinctive learning experiences to produce talented graduates with the knowledge, skills, and dispositions essential for lifelong learning and the ability to adapt to and lead in a rapidly changing world.

Objective A:

Enhance curricula to engage students in discovery, creativity, communities, professions, the arts, scholarship, and world affairs

Action: Align college component requirements to reflect essential liberal arts skills

  • Develop Critical Thinking college component course
    • [Done: PHL 3000 taught starting F15]
  • Develop goals and learning outcomes for Research Methods college component courses
    • [Done: Goals and outcomes revised 2014-15, implemented F15;  Additional courses approved AY 2015-16]
  • Continue to support essential Foreign Language requirements
    • [Done: Foreign language requirement maintained in new college requirements]
    • [Implemented: Expanded Chinese and Arabic courses through Year 4, 2014-15]
    • [Implementing:  Offering languages via Synchronous Technology-German to the Lake Campus F16; Exploring Arabic and Chinese to the Lake Campus F17]

Action: Innovate curricular offerings and support curricular revision

  • Assess curricula, programs, and student learning outcomes through program reviews and make changes as needed
    • [Done: All departmental programs reviewed in 2014-2015]
    • [Implementing: Interdisciplinary Programs to be reviewed in 2016-17]
    • [Implementing:  Initiation of Assessment Strategies in all departments starting 2016-17]
    • [Done:  All programs reduced to 120 credit hours, starting 2016-17]
  • Partner with the Center for Teaching and Learning (CTL) to support a Faculty Director position
    • [Done: Faculty Director appointed in 2014-16]
  • Partner with CTL to develop quality SCALE-UP course offerings
    • [Implemented: Courses in Classics, Anthropology, History, 2015-16; Classics, Philosophy, Social Work, 2016-17]
  • Partner with CTL to develop quality online course offerings
    • [Implemented: Courses as of F16:  ART2140, ART2430, ATH2500, COM1010, ENG1100, ENG2100, HST1100, HST1200, MUS2140, MUS2420, PHL3000, PLS2000, REL2320, WGS2000]
    • [Implemented:College Credit Plus credential program courses as of SP16:  MUS6470, MUS7140, LA6100]

Action: Support and increase service learning courses

  • Collaborate with the Office of Service Learning and Civic Engagement to streamline and increase service learning courses
    •  [Implemented:  CoLA faculty teach more than 35 sections/year, 60% of designated service learning courses]
  • Seek donor funding for faculty support and programming
    • [Ongoing: Working with Advancement on foundation proposals]

Action: Support our Ohio Center for Excellence in the Arts: Collaborative Education, Leadership, and Innovation in the Arts (CELIA)

  • Increase programming, participants, and audience
    • [Ongoing: Expanding within all sectors]
    • [Ongoing:  New advertising partnership with ThinkTV, starting FY16]
  • Provide annual funding for programs, projects, and visiting artists
    • [Ongoing: Annual funding provided]
  • Seek donor funding for programs, projects, and visiting artists
    • [Ongoing: Received $7500 FY15, $10,000 FY16, $25,000 FY17]
    • [Ongoing: Working with Advancement on foundation proposals]
  • Make CELIA more interdisciplinary
    • [Ongoing: Strong arts, humanities, and social science fellowships]
    • [Ongoing: CELIA now oversees new interdisciplinary Arts Management Certificate that inclurdes courses from COM, URS, and RSCOB]

Action: Support the Model United Nations program

  • Provide annual funding for projects and travel
    • [Ongoing: Annual funding provided]
  • Seek donor endowment for projects and travel
    • [Ongoing: Working with Advancement and Alumni Association on endowment funding]

Objective B:

Support and promote curricular collaboration through interdisciplinary majors, minors, certificates, and courses that reflect the changing world

Action: Continue to support current interdisciplinary programs

  • [Done: Name change and associated curricular revision for Women’s Studies to Women, Gender, & Sexuality Studies, for F15]
  • [Done: Hired SOC tenure-track sexuality studies scholar appointed to teach in Women, Gender, & Sexuality Studies, starting F15]
  • [Done: Hired HST diversity postdoctoral fellow appointed to teach in African & African American Studies, starting F15]

Action: Explore, develop, and implement new interdisciplinary offerings

  • [Done: Graduate Certificate in Regional Studies; Asian Studies minor; History and Philosophy of Science minor; Spanish for the Medical Professions course; 2014-15]
  • [Done:  Minors in Communication Studies, Forensic Studies, Health Communication, Legal Studies, Media Studies, Medical Huamnities, Policing and Investigative Studies, War and Society Studies, 2015-16]
  • [Done:  Certificates in Arts Management, Diversity and Social Inequality, Teaching College Composition and Teaching College History, 2015-16]

Action: Complete and launch the New Media Incubator

  • [Done:  Completed and Coordinator appointed, S16]

Action:  Advance the School of Public and International Affairs (SPIA)-an area of excellence in policy-with the merger of the departments of Political Science and Urban Affairs & Geography combined to form School of Policy and International Affairs  

  • [In progress:  approvals secured, bylaws in progress, office moves completed]

Action: Explore shared interdisciplinary faculty appointments, including endowed professorships

  • [Done: Hired SOC tenure-track sexuality studies scholar appointed to teach in Women, Gender, & Sexuality Studies, starting F15]
  • [Done: Hired HST diversity postdoctoral fellow appointed to teach in African & African American Studies, starting F15

Objective C:

Grow study abroad participation and recruit and support international students Action: Increase funding for study abroad scholarships

Action: Increase funding for study abroad scholarships

  • Collaborate with the Dean’s Leadership Board (DLB) and the Dean’s Fund to increase scholarship funding
    • [Done: Increased DLB scholarship funding by 300% starting in 2014-15]
  • Collaborate with the University Center for International Education (UCIE) to fund Study Abroad Travel Assistance Scholarships
    • [Done: Provided scholarship funding, FY14-16]

Action: Continue to support Summer Ambassador Programs

  • [Ongoing: Five COLA-led ambassador programs, Su15; Eight CoLA-led programs in Su16; Seven scheduled for Su17]

Action: Continue to support and grow the Learning English for Academic and Professional Purposes (LEAP) Intensive English Program

  • Seek accreditation from the Commission on English Language Accreditation
    • [Done: Accreditation received, S15]
  • Develop LEAP-based programming to support international students across campus
    • [Done: eMBA programming for RSCoB, 2014-15]
    • [Done: American Cultural Skills courses for CECS, 2015-17]
  • Develop differential tuition strategies for in-state, community-based, and corporate clients
    • [Ongoing: Courses offered at 50% tuition discount for in-state and community-based clients, implemented S15]
    • [In progress: Working with corporate clients on individualized courses]

Action: Develop plan for recruiting international students for CoLA programs

  • [In Progress: Working with UCIE on recruitment companies;  Quest Holding International hired to recruit for LEAP in China, starting F16]
  • [Ongoing:  CLASS working with Latino Affairs to recruit international Latino students]

Action: Explore flexible partnerships with international universities

  • [Done: TESOL partnership signed with Xi’an, S15]
  • In Progress: Working with Xi’an on MPA and Music partnerships]
  • [In Progress: Agreements with Guang Xi and Shantou

Action: Continue to host international visiting scholars

  • [Done: Scholars hosted by Music, English, Political Science, 2014-15]

Objective D:

Recruit, develop, and retain an accomplished, diverse, and learning-centered faculty and staff

Action: Enhance search committee training

  • [Done: CoLA hiring process document created, F14]

Action: Collaborate with the Office of Multicultural Affairs and Community Engagement to support an Equity Advisor

  • [Done: CoLA Equity Advisor appointed, F15]

Action: Support visiting scholars

  • [Done: Scholars hosted by Music, English, Political Science, 2014-15]

Action: Provide strong faculty mentoring

  • Foster formal mentoring programs in each department
    • [Done: Individualized formal mentoring plans in each department, 2014-15]
    • [Ongoing:  Providing faculty mentoring to high school teachers teaching in College Credit Plus]

Action: Seek donor funding for endowed professorships

  • [In Progress: Working with Advancement]

Action: Continue to sponsor CoLA Outstanding Faculty and Staff Awards and the CoLA Author’s Reception

  • [Ongoing: CoLA Outstanding Faculty and Staff Awards designated, 2013-14, 2014-15, 2015-16, 2016-17]
  • [Ongoing: Author’s reception held S14, S15, S16]                       

Goal 2: Student Access and Educational Attainment

Enhance access and the success of a diverse student body through high-quality and innovative instruction that leads to graduation and career placement.

Objective A:

Improve enrollment of direct-from-high-school, transfer, graduate, nontraditional, and international student populations

Action: Implement the Center for Liberal Arts Student Success (CLASS)

  • [Done: Hired Director of Student Retention, S15]
  • [Done: Hired Director of Workforce Development, Su15;  Hired Assistant Director of Workforce Development, S16]

Action: Collaborate with Enrollment Management to implement a recruitment plan with targeted recruitment activities to specific student populations

  • [Implemented: Masters in Public Administration marketing plan, 2014-15]
  • [Implemented: LEAP marketing plan, 2014-15]
  • [Implemented:  College Credit Plus and Teacher Credentialing programs, 2015-16]

Action: Connect with high school students about CoLA programming

  • Continue the Pathways to Success event
    • [Ongoing: Implemented for 2013-14, 2014-15, developing for 2016-17]
  • Support engagement and recruitment events within departments and programs
    • [Ongoing: Numerous Activities]

Action: Develop plan for recruiting international students for CoLA programs 

  • [In Progress: Working with UCIE on recruitment companies;  Quest Holding International hired to recruit for LEAP in China, starting F16]

Action: Increase scholarships for recruitment

  • Seek donor funding for recruitment scholarships
    • [In Progress: Working with Advancement]
  • Collaborate with the Graduate School to increase recruitment scholarships
    • [Done: Wright-Patterson Air Force Base graduate scholarships provided increased recruitment scholarships FY14-17]
    • [Done: Graduate School sponsored increase in recruitment scholarships;  $367,181 in 2014-15;  $409,559 in 2015-16;  $400,000 in 2016-17]

Action:  Increase scholarships for retention

  • Improve management and marketing of scholarships
    • [Done: Oversight by Assistant Dean, centralized CoLA Scholarship Committee, starting 2014-15]
  • Collaborate with the Dean’s Leadership Board (DLB) and the Dean’s Fund to increase funding for leadership scholarships
    • [Done: Increased DLB scholarship funding by 300% starting in 2014-15]
  • Seek donor funding for retention scholarships
    • [In Progress: Working with Advancement]
  • Continue to support ArtsGala
    • ​[Done:  Scholarship funding $174,000 in 2013;  $181,000 in 2014;  $197,000 in 2015;  $217,000 in 2016]
    • [Ongoing: 18th ArtsGala, April 8, 2017]

Objective B:

Improve retention and degree completion of direct-from-high-school, graduate, nontraditional, and international student populations

Action: Implement the Center for Liberal Arts Student Success (CLASS) to oversee student retention and workforce development

  • Hire Director for Student Retention
    • [Done: S15]
  • Enhance CoLA advising and use proactive advising to keep students on track for graduation
    • [Done: Increased CLASS advising staff]
  • Collaborate with University College to provide supplemental instruction in success marker courses
    • [Ongoing:  supplemental instruction provided in key classes]
  • Implement retention and workforce development programming for all CoLA students
    • [Done:  Implemented starting Su15]

Action: Develop new criteria for direct admittance of CoLA students

  • [Done: Implemented starting F15]

Action: Offer diverse pathways for successful completion of the ENG general education sequence

  • [Done: Implemented starting 2014-15]

Action:  Develop strategies for student retention

  • [Ongoing:  Implemented strategy for retention of students in good standing starting S16]
  • [Ongoing:  Implementing plan to focus on retention of 2nd year students, starting F16;  received funding from WPCU for programming]

Objective C:

Develop effective educational processes to assist students in meeting post- graduation career and educational goals

Action: Implement the Center for Liberal Arts Student Success (CLASS) to oversee student retention and workforce development

  • Hire Director of Workforce Development
    • [Done: Hired Director of Workforce Development, Su15;  Hired Assistant Director of Workforce Development, S16]
  • Promote a liberal arts education as the foundational framework of career success
    • [Ongoing: Developed promotional materials, brochures, videos]
  • Provide career advising for specific majors
    • [Ongoing:  Developed workshops, panel discussions, group and individual career counseling sessions, resume workshops, meetings with CoLA alumni and other business partners, guidance for success at career fairs, starting F15]
  • Develop resume building workshops
    • [Ongoing:  Developed workshops, panel discussions, group and individual career counseling sessions, resume workshops, meetings with CoLA alumni and other business partners, guidance for success at career fairs, starting F15]
  • Facilitate student engagement with alumni
    • [Ongoing:  Developed workshops, panel discussions, group and individual career counseling sessions, resume workshops, meetings with CoLA alumni and other business partners, guidance for success at career fairs, starting F15]

Action: Support and grow internship opportunities

  • Centralize internship communication within the Center for Liberal Arts Student Success (CLASS)
    • [Done: Implemented starting F15]
  • Identify internship coordinators within each department
    • [Done: Implemented for all programs in 2014-15]
  • Improve collaboration between internship coordinators and community partners
    • [Ongoing:  Implemented with CLASS, F15]
  • Increase internship courses
    • [Ongoing:  Implementing across CoLA, F15]
  • Increase funding for internships
    • [Done: $75K legislative funding FY15]
    • [Done: $200K legislative funding FY16-17]
  • Recognize internship providers at the CoLA Internship Celebration Breakfast
    • [Done: Implemented S14, S15, S16]

Goal 3: Research and Innovation

Attain regional and national prominence and leadership in creative and applied research, scholarship, and entrepreneurism

Objective A:

Enhance the pipeline of opportunities and incentives for faculty and student research

Action: Support and reward faculty research and scholarship

  • Continue to sponsor the CoLA Outstanding Faculty Awards
    • [Ongoing: CoLA Outstanding Faculty and Staff Awards designated, 2013-14, 2014-15, 2015-16, 2016-17]
  • Continue to support CoLA Faculty Research Grants
    • [Ongoing; Provided $24,570 in FY15, $25,650 for FY16, $27,900 for FY17]
  • Continue to support junior faculty pre-tenure course release for research
    • [Ongoing: Implemented starting 2013-14]
  • Continue to support the CoLA Author’s Celebration
    • [Ongoing: Implemented in S14, S15,S16]
  • Implement Faculty Supplemental Travel Awards
    • [Ongoing: Implemented 2014-15; $13,548 awarded 2014-15, $8,487 awarded 2015-16]
  • Implement the CoLA Research Conference
    • [Ongoing: Implemented S15, S16]
  • Implement CoLA Research Committee
    • [Ongoing:  Established Ad Hoc CoLA Research Committee, S16]

Action: Support and reward student research and scholarship

  • Implement CoLA Undergraduate Research Fellowships
  • Implement Graduate Student Supplemental Research Travel Funds
    • [Ongoing: Implemented 2014-15;  $2,870 awarded 2015-15, $2,421 awarded 2015-16]
  • Support the Wright State Undergraduate Research Conference
    • [Ongoing]

Objective B:

Broaden the participation of faculty, staff, and students in community engaged research and service

Action: Support and reward community engaged research and service

  • Continue to sponsor the CoLA Outstanding Community Engagement Award
    • [Ongoing: Implemented 2013-14, 2014-15, 2015-16, 2016-17]
  • Encourage departments to support community engagement research and service activities, where appropriate

Objective C:

Promote and enhance innovative scholarship and collaborations

Action: Support our Ohio Center for Excellence in the Arts: Collaborative Education, Leadership, and Innovation in the Arts (CELIA)

  • Increase programming, participants, and audience
    • [Ongoing: Expanding within all sectors]
    • [Ongoing:  Advertising partnership with ThinkTV]
  • Provide annual funding for programs, projects, and visiting artists
    • [Ongoing: Annual funding provided]
  • Seek donor funding for programs, projects, and visiting artists
    • [Ongoing: Received $7500 FY15, $10,000 FY16, $25,000 FY17]
    • [Ongoing: Working with Advancement on foundation proposals]
  • Make CELIA more interdisciplinary
    • [Ongoing:  Strong arts, humanities and social science fellowships]
    • Ongoing:  CELIA oversees new interdisciplinary Arts Management Certificate that includes courses from COM, URS and RSCOB]

Action: Support the Center for Urban and Public Affairs (CUPA)

  • Increase collaborations and funding opportunities within Wright State, and with new public, private, governmental, state, and national entities
    • [Done:  Rebrand to the Applied Policy Research Institute (APRI) to better reflect expanded goals and increased research trajectory]
    • [Ongoing:  Collaborations, funding, parnters and staff increase]
  • Develop a new business model for funding, grants, and indirect cost-return
    • [Implemented 2014-15]
  • Provide expert policy analyses on important regional and state-wide issues
    • [IOngoing]

Goal 4: Community and Economic Development

Promote educational, social, cultural, economic, and sustainable development with local, state, national, and global partners through our leadership or supportive collaboration. Create a campus culture that values and supports community engagement and economic development.

Objective A:

Increase opportunities within the curriculum for community engagement, service learning, and internships

Action: Support and grow internship opportunities

  • Centralize internship communication within the Center for Liberal Arts Student Success (CLASS)
    • [Done: Implemented starting F15]
  • Identify internship coordinators within each department
    • [Done: Implemented for all programs 2014-15]
  • Improve collaboration between internship coordinators and community partners
    • [Ongoing:  Implemented with CLASS, F15]
  • Increase internship courses
    • [Ongoing:  Implementing across CoLA, F15]
  • Increase funding for internships
    • [Done: $75K Legislative funding FY15]
    • [Done:  $200k legislative funding FY16-17]
  • Recognize internship providers at the CoLA Internship Celebration Breakfast
    • [Ongoing: Implemented S14, S15, S16]

Action: Support and increase service learning courses

  • Collaborate with the Office of Service Learning and Civic Engagement to streamline and increase service learning courses
    • [Implemented:  CoLA faculty teach more than 35 sections/year, 60% of designated service learning courses]
  • Seek donor funding for faculty support and programming
    • [Ongoing: Working with Advancement on foundation proposals]

Action: Support and reward community engaged research and service

  • Continue to sponsor the CoLA Outstanding Community Engagement Award
    • [Ongoing: Implemented 2013-14, 2014-15, 2015-16, 2016-17]
  • Encourage departments to support community engagement research and service activities, where appropriate

Objective B:

Enhance our presence within the Dayton/west central Ohio regions and beyond in ways that are important to the community

Action: Continue to support and grow the Learning English for Academic and Professional Purposes (LEAP) Intensive English Program

  • Seek accreditation from the Commission on English Language Accreditation
    • [Done: Accreditation received, S15]
  • Develop LEAP-based programming to support international students across campus
    • [Done: eMBA programming for RSCOB, 2014-15]
    • [Done:  American Cultural Skills courses for CECS, 2015-17]
  • Develop differential tuition strategies for in-state, community-based, and corporate clients
    • [Ongoing: Courses offered at 50% tuition discount for in-state and community-based clients, implemented S15]
    • [In progress: Working with corporate clients on individualized courses]

Action: Support our Ohio Center for Excellence in the Arts: Collaborative Education, Leadership, and Innovation in the Arts (CELIA)

  • Increase programming, participants, and audience
    • [Ongoing: Expanding within all sectors]
    • [Ongoing:  New advertising partnership with ThinkTV]
  • Provide annual funding for programs, projects, and visiting artists
    • [Ongoing: Annual funding provided]
  • Seek donor funding for programs, projects, and visiting artists
    • [Ongoing: Received $7500 FY15, $10,000 FY16, $25,000 FY17]
    • [Ongoing: Working with Advancement on foundation proposals]
  • Make CELIA more interdisciplinary
    • [Ongoing:  Strong arts, humanities, and social science fellowships]
    • [Ongoing:  CELIA oversees new interdisciplinary Arts Management Certificate that includes courses from COM, URS, and RSCOB]

Action: Support the Center for Urban and Public Affairs (CUPA)

  • Increase collaborations and funding opportunities within Wright State, and with new public, private, governmental, state, and national entities
    • [Done: Rebrand to the Applied Policy Research Institute (APRI) to better reflect expanded goals and increased research trajectory]
    • [Ongoing:  Collaborations, funding, partners and staff increase]
  • Develop a new business model for funding, grants, and indirect cost-return
    • [Implemented 2014-15]
  • Provide expert policy analyses on important regional and state-wide issues
    • [Ongoing]

Action: Support programming that increases engagement with the regional community

  • Continue to support the Robert and Elaine Stein Art Galleries and its programming
    • [Done: Support provided with increased technical position, 2014-15]
    • [Ongoing support provided]
  • Develop and support the Musical Theatre Initiative and its programming
    • [Done: Director appointed, 2014-15]
    • [Done: Administrative support, implemented S15]
    • [Ongoing: First visiting artist hosted, S15]

Objective C:

Offer degree and other educational programs consistent with regional, state, and global needs

Action: Create and grow programs consistent with regional and state needs

  • Develop LEAP differential tuition strategies for in-state, community-based, and corporate clients
    • [Ongoing: Courses offered at 50% tuition discount for in-state and community-based clients, implemented S15]
    • [In progress: Working with corporate clients on individualized courses]
  • Grow joint WSU-Miami Master in Social Work program
    • [Done: Increased administrative support, 2015-16]
    • [Done: Increased faculty, 2014-15, 2015-16]
  • Grow Master of Public Administration program
    • [Implemented: MPA marketing plan, 2014-15]
  • Complete and launch the New Media Incubator
    • [In progress: Design phase underway, to be completed S16]
  • Advance the School of Public and International Affairs (SPIA) - an area of excellence in policy - with the merger of the departments of Political Science and Urban Affairs and Geography combined to form School of Policy and International Affairs
    • [In progress:  approvals secured, bylaws in progress, office moves completed]
  • Complete and launch the New Media Incubator
    • [Completed S16, Coordinator appointed]
  • Strengthen and expand language courses and programs
    • [Implemented: Expanded Chinese and Arabic courses through Year 4, 2014-15]
    • [Implemented: Asian Studies minor, 2014-15]
    • [Implemented: Spanish for the Medical Professions course, 2014-15]
  • Strengthen and expand certificate programs
    • [Done: Graduate Certificate in Regional Studies, 2014-15, Minors in Communication Studies, Foresnic Studies, Health Communication, Legal Studies, Media Studies, Medical Humanities, Policing and Investigative Studies, War and Society Studies.  Certificates in Arts Management, Diversity and Social Inequality, Teaching College Composition and Teaching College History, 2015-16]
  • Explore and establish opportunities under the Ohio College Credit Plus program
    • [Implementing: First courses starting F15]
    • [Implemented:  College Credit Plus credential programs for high school teachers in English, History, Music, Spanish, French]
    • [Exploring GER1010 via Synchronous Technology]
  • Explore and establish articulations with area community colleges
    • [Ongoing:  Implementing articulation agreements]

Communicate research, scholarship, creative activity, and other accomplishments to a broad regional, national, and international audience; and engage productively with our stakeholders

Action: Develop strong multi-platform communication venues for CoLA accomplishments and activities

  • Continue to collaborate with the offices of Marketing and Communications on disseminating CoLA activities
    • [Ongoing]
  • Broadly communicate the value of a liberal arts education
    • [Ongoing: Developed promotional materials, brochures, videos]
    • [Done:  Series of ads in Dayton Business Journal articulating value of liberal arts, 2014-15]
  • Continue developing a strong and diverse social media presence
    • [Done: CoLA presence on Facebook, Twitter, Instagram, Linked-in]
    • [Ongoing: Student worker oversees social media presence, implemented 2014-15, 2015-16, 2016-17]
    • [Ongoing: Official dean presence on Twitter, implemented Su14 ]
  • Continue the CoLA Weekly and CoLA Newsletter
    • [Ongoing]
  • Encourage departments to update websites
    • [Ongoing]
  • Promote college and department communication initiatives
    • [Done: ebrochure created and implemented 2014-15; ebrochure app created Su15]
    • [Ongoing]
    • [Ongoing:  New post cards from Dean and department chairs designed and sent to interested high school students]

Action: Create opportunities to engage with and thank our donors, alumni, and community partners

  • Continue to collaborate with University Advancement on engaging our donors and alumni
    • [Ongoing]
  • Connect alumni to students as a workforce development strategy within the framework of the Center for Liberal Arts Success (CLASS)
    • [Ongoing:  Developed workshops, panel discussions, meetings with CoLA alumni and other business partners, guidance for success at career fairs, starting F15]
  • Continue to support ArtsGala
    • [Ongoing: 18th ArtsGala, April 8, 2017]
  • Continue to support the CoLA Outstanding Alumni Recognition Ceremony
    • [Ongoing: Next OARC September 30, 2016]
  • Continue to support the CoLA Donor Appreciation Reception
    • [Ongoing: Next DAR October 20, 2016]
  • Continue to support the CoLA Internship Celebration Breakfast
    • [Ongoing: Next ICB April 27, 2017]
  • Continue to support the CoLA Outstanding Graduate Awards
    • [Ongoing: Next OGA April 28, 2017]

Goal 6: Essential Resources

Develop and maintain the human, fiscal, and physical resources required to accomplish our strategic goals

Objective A:

Enhance human resources operations to support the professional development and wellness of faculty and staff

Action: Increase support for adjunct faculty

  • [Done: Developed the CoLA Adjunct Handbook, implemented F15)
  • Increase adjunct pay
    • [Done: Increased adjunct pay 43% from FY14-FY16]
  • Increase access to technology
    • [Ongoing: Increasing quantity and quality of computers in adjunct offices]
  • Continue to sponsor the CoLA Outstanding Adjunct Award
    • [Ongoing: Implemented 2013-14, 2014-15, 2015-16, 2016-17]

Action: Support visiting scholars

  • [Done: International Scholars hosted by Music, English, Political Science, 2014-15]
  • [Ongoing: Visiting Artists supported by CELIA and the Musical Theatre Initiative]
  • [Done: Postdoctoral Fellow supported by African and African American Studies, implemented for 2015-16, 2016-17]

Action: Provide strong faculty mentoring

  • Foster formal mentoring programs in each department
    • [Done: Individualized formal mentoring plans in each department, 2014-15]
    • [Ongoing:  Providing faculty mentoring to high school teachers in College Credit Plus]

Action: Collaborate with the Office of Multicultural Affairs and Community Engagement to support an Equity Advisor

  • [Done: CoLA Equity Advisor appointed, F15]

Action: Seek donor funding for endowed professorships

  • [In Progress: Working with Advancement]

Action: Continue to sponsor CoLA Outstanding Faculty and Staff Awards

  • [Ongoing: CoLA Outstanding Faculty and Staff Awards designated,2013-14, 2014-15, 2015-16, 2016-17]

Objective B:

Enhance fiscal and operational management

Action: Empower Chairs and Program Directors to manage their budgets

  • [Ongoing]

Objective C:

Increase fundraising support

Action: Collaborate with University Advancement to increase donor funding for CoLA initiatives

  • Hire Major Gifts Officer to focus on new donor development
    • [Done: Hired joint position with CECS, supported financially by Advancement/CoLA/CECS, F14]

Objective D:

Increase investments in and maintenance of facilities

  • [Done: New furniture in Millett Atrium, Su15]
  • [Legislative funding secured for renovation of instructional lab space in Millett FY17]

Action: Complete the modernization and expansion of the Creative Arts Center

  • [Done: Majority completed for Fall 2016 semester]
  • [Done: Dedicated the Tom Hanks Center for Motion Pictures, April 19, 2016]
  • [Done: Music Studios and Office, S15]

Action: Renovate existing facilities to house new Center for Liberal Arts Student Success (CLASS)

  • [Done: Offices for Workforce Development, Su15]

Action: Complete and launch the New Media Incubator

  • [Done S16, Coordinator appointed]

Process

Strategic Planning Process

January 12, 2015

CoLA Faculty and Staff,

The college is in the final stages of our strategic planning process after undergoing a series of planning sessions and discussion groups that resulted in a modified strategic plan draft - EMPOWER: College of Liberal Arts.  We welcome your comments on this draft version either through the comment link below, or via email: liberalarts@wright.edu.

Thank you to everyone who participated in helping develop the strategic plan draft.

Kristin Sobolik, Dean


August 20, 2014

CoLA Faculty and Staff,

The Wright State community has gone through a rigorous process of developing the university’s Strategic Plan EMPOWER for 2013-2018.   EMPOWER  was developed through extensive discussion utilizing working groups, surveys, and input from our numerous stakeholders.

The College of Liberal Arts will use the research and input garnered from that process to develop our own Strategic Plan that aligns with EMPOWER and with the direction of Wright State.  As discussed at the CoLA Retreat, we will complete our Strategic Plan this fall semester through planning sessions open to all faculty and staff.  The attached draft of our CoLA Strategic Plan was developed by aligning with EMPOWER and through input from each CoLA unit's Strategic Plan section of their Annual Reports as submitted by the Department Chairs and Program Directors.

The attached EMPOWER: College of Liberal Arts is a working draft.  We will modify the draft through our planning sessions where we will also add Action Items to each objective.  Please plan on participating in these important discussions.

Planning Sessions:

September 30,  2:00 p.m., 162 Millett, Facilitated by Kristin Sobolik, Dean

October 22,  3:00 p.m., 162 Millett, Facilitated by Herbert Dregalla, Associate Dean

November 3,  9:00 a.m., 162 Millett, Facilitated by Linda Caron, Associate Dean

November 20, 11:00 a.m., 162 Millett, Facilitated by Jennie Buckwalter, Assistant Dean

Other Discussion Groups:

CoLA Faculty Meeting, November 12
Chair's Meeting, November 19
Dean's Student Advisory Board, November 21
CoLA Senate, November 21

We welcome everyone's input into our college's plan for the future!

Kristin