2020-2025 Strategic Plan

Unit-Level Strategic Direction #1:	Inclusivity The College of Arts and Sciences will support a positive learning community for all students, faculty, and staff to thrive in a welcoming culture that embraces diversity and social justice.
*Outcome #1: Increase diversity and improve retention among students, faculty, and staff from underrepresented backgrounds*
Actions:
Examine CAS longitudinal data through a five-year review of student admissions / enrollment and academic success measures / graduation / employment data, and employee hiring / retention rates among faculty and staff (disaggregated according to program and individual characteristics). Work collaboratively with Admissions, Student Success, Diversity, Equity & Inclusion (DEI) Office, Office of Institutional Effectiveness, and Human Resources to identify current department demographic trends to assist in establishing clear diversity recruitment goals and measures.
2.Collaborate with Human Resources and the DEI Office to implement guidelines for incorporating diversity, equity and inclusion practices in recruitment, hiring, and retention of faculty and staff from underrepresented groups. Examine issues of workload equity in CAS and determine action steps to implement successful practices and support systems.
3.Collaborate with Admissions, Marketing, and Student Success representatives to identify and implement recruitment and retention strategies for FTC and transfer undergraduate and graduate students from underrepresented groups. Examine successful practices and support systems from other institutions and a review of literature to determine action steps.
4.Collaborate with the Office of Advancement, Admissions, and Mission & Ministry to identify additional financial aid resources to support more effectively the recruitment and retention of students from underrepresented groups.
*Outcome #2: Engage in faculty and staff development initiatives*
Actions:
1.Plan and implement annual diversity, equity, and inclusion development activities (e.g. cultural and religious biases, racial and social justice, disability and access, and gender inequity) during CAS all-faculty and staff meetings.
2.Support CAS Chairs to engage in mentoring activities with faculty engaged in the tenure and/or promotion process (ranked NTTs, Assistant to Associate, and Associate to Full).
3.Partner with campus administrators to provide on-going Chair professional development programming and to support induction activities for new CAS Chairs.
4.Support internal and external opportunities for professional development to enhance cultural competence, including peer classroom visits and guest lectures, immersion experiences, and connections with employers and community partners.
*Outcome #3: Promote a positive and inclusive climate and culture for students, faculty, and staff in the College of Arts and Sciences*
Actions:
1.CAS departments will set goals and identify ways to engage all individuals in the process of creating an inclusive environment that fosters belonging. Departments will explore ways to diversify curriculum, to engage in inclusive teaching and advising practices, and to facilitate interactions in CAS classrooms and learning communities that promote awareness of self and others, encourage fruitful conversations, and help move all toward respectful coexistence.
2.CAS faculty and staff will schedule opportunities for collaboration, social events, and participation in service projects that promote the development of positive relationships.
3.CAS faculty and staff will support student clubs, organizations, and events to promote a sense of belonging. Continue regular meetings of the CAS Student Advisory Board to identify ways to enhance climate and culture.

Unit-Level Strategic Direction #2:	Innovation The College of Arts and Sciences will create new programs and adapt existing curriculum to respond to the interests and career goals of learners and new developments in each discipline.
Outcome #1: Adapt existing programs and create new programs and learning opportunities to recruit diverse populations of students and to respond to student interests and incorporate skills for career readiness
Actions:
1.Conduct a five-year review of total majors and minors, course enrollments, and graduates in CAS (disaggregated according to program and course characteristics). Identify areas that have experienced increases and areas that have declined. Explore measures of qualitative impact and post-graduation outcomes. Develop a summative report that includes recommendations for future CAS curriculum development.
2.Form a CAS Curriculum Development “Think Tank” to create opportunities for faculty collaboration within CAS and across Colleges to re-design existing programs and to design new programs (certificate programs, associate’s degree programs, 4+1 masters, etc.) that respond to identified student interests, market context, and workforce opportunities.
3.Partner with RU Marketing, Admissions, Alumni Office, and Advising to develop plans to recruit new students and to share program information with current students and alumni.
4.Partner with Career Services to inform students and faculty of employment trends and community / industry opportunities, and transferable / 21^st Century skills for career readiness that are integrated within course curriculum and co-curricular experiences.
5.Explore course and program delivery modes (e.g. night and weekend classes / online courses / workshops) that encourage student retention and degree completion through adaptability and flexibility for learners in Associate’s, Bachelor’s, Master’s, and certificate programs.
*Outcome #2: Implement high impact, active learning teaching strategies and effective advising practices*
Actions:
1.Partner with CETL and eLearning to offer professional development workshops or seminars related to high impact, active learning teaching strategies.
2.Increase support for faculty research that involves undergraduates across all disciplines as a hallmark of RU education that transforms the lives of students.
3.Partner with the Director of Service Learning to enhance and expand the number of service learning-designated courses offered in CAS for undergraduate and graduate students.
4.Partner with Student Success and the Director of Advising to offer professional development workshops or seminars related to effective advising practices.
*Outcome #3: Cultivate external funding opportunities and allocate internal funds to support innovation.*
Actions:
Support faculty in all CAS disciplines to submit successful proposals for external grants, foundation funding, fellowships, and other funding sources.
2.Collaborate with the Office of Advancement to cultivate community donors and partnerships for endowed chairs, restricted / endowed funds, and scholarships.
3.Continue the CAS Faculty Mini-Grant program to support innovative faculty-led projects.

Unit-Level Strategic Direction #3:	Inspiration The College of Arts and Sciences will incorporate Jesuit and liberal arts education traditions and values to cultivate a just, inclusive and sustainable future.
*Outcome #1: Infuse Jesuit education traditions and values in curricular and pedagogical activities, scholarship and creative activities, and service and community engagement*
Actions:
1.Engage in reflection across the CAS undergraduate and graduate curriculum during all-faculty and staff meetings, CAS Student Advisory Board meetings, and program / department meetings to explore the existing connections and opportunities to expand experiences that strengthen Jesuit mission and values in course design and delivery.
2.Partner with Mission & Ministry to create a forum for CAS students, faculty, and staff to articulate and promote experiences that call individuals to live Jesuit values and to commit to promoting a just, inclusive and sustainable future in their lives and professional paths.
*Outcome #2: Prepare graduates for successful careers and engaged citizenship to become globally active, compassionate and just*
Actions:
1.Promote opportunities to internationalize curricula and to develop strong international studies programs and learning experiences that include faculty-led and individual study abroad trips.
2.Engage students in impactful learning experiences such as internships with reflective activities, service immersion trips, and opportunities to promote social justice and the core value contemplation in action.
3.Create opportunities for students, faculty, staff, and alumni to express concern and to take action for and with people who are marginalized and / or living in poverty to address issues of social justice. Feature alumni spotlights to showcase engaged citizenry and global activism.

Unit-Level Strategic Direction #4:	Interdisciplinarity The College of Arts and Sciences will advance interdisciplinary collaboration to promote learning, scholarship, and service opportunities grounded in multi-disciplinary approaches.
*Outcome #1: Develop and promote interdisciplinary course and program initiatives*
Actions:
1.Partner with CETL to offer professional development opportunities related to interdisciplinary, cross-disciplinary, and multi-disciplinary approaches and collaboration.
2.Support the development of interdisciplinary team-taught courses through the new Wisdom Core curriculum and individualized student projects or honors options that include an interdisciplinary design.
3.Form a committee to explore the development of a program in interdisciplinary or liberal studies
4.Partner with RU Marketing, Admissions, and Registrar to develop a plan to communicate double majoring and double degree plans that can be completed in 4 years.
*Outcome #2: Engage in strategic marketing to internal and external constituencies related to all disciplines in the College of Arts and Sciences*
Actions:
Create a community-based College of Arts & Sciences Advisory Board for the purpose of engaging constituents and stakeholders in cross-disciplinary conversations.
2.Partner with RU Marketing to enhance and promote the CAS interdisciplinary brand, including CAS faculty teaching, scholarly and creative activities, and engagement with community members and organizations as a cohesive point of pride and identity.
3.Publish an on-going CAS e-newsletter and create a CAS brochure to promote programs with internal and external constituencies.