Long-Term Major Goals

In fall 2024, the Arts & Sciences leadership team, with Dean Suzanne Raitt, outlined major operational goals for the next five years. We are committed to transparency about our major goals and the steps we are taking to achieve them. We are proud that we have already achieved much of what we set out to do two years ago, including:

• Completing The Future of Arts & Sciences strategic planning process, which resulted in our change of name from the Faculty of Arts & Sciences to the College of Arts & Sciences; the development and adoption of a mission statement; the development of a proposal to appoint tenured faculty professors solely in interdisciplinary programs; and a decision not to pursue significant structural or divisional changes to the College.
• Developing close collaborations with the new School of Computing, Data Sciences & Physics, including research partnerships and several new minors.
• Significantly increasing philanthropic support for applied learning and undergraduate research through the Charles Center for Undergraduate Research
• Working with University Human Resources to develop more flexible options for faculty in CAS
• Establishing the Gail Pascaris Award for Staff Excellence
• Expanding funding opportunities for staff professional development through the Arts & Sciences Annual Fund
• Completing an external assessment of the CAS budget which was shared with senior leadership
• Launching a funding portal for CAS faculty and staff to apply for research and professional development support
• Partnered with the registrar’s office to implement PATH, a new and improved registration system for courses

We still have a number of ongoing initiatives. They are ambitious, and their success will require the collective effort and collaboration of our entire community. Together, we can work toward meaningful progress.

Improve the student experience at both the undergraduate and graduate level

• Undergraduate
  • Optimize enrollment capacity to meet demand for major and COLL requirements
  • Increase capacity in required gateway courses to meet demand for specific majors
  • Continue to increase funded mentorship and development opportunities (directed research, internships etc)
  • Increase opportunities for research travel, conference presentations etc
  • Continually assess and improve student advising, including pre-professional advising
• Graduate
  • Increase stipends and support to a competitive level within each discipline
  • Increase support for health insurance
  • Increase support for research, travel and other development opportunities
  • Increase graduate enrollment

Support and empower faculty to do their best work

• Improve faculty recruitment with competitive recruitment packages, including salary and start-up
• Increase ongoing support and resources for faculty projects and innovation, including research and new programs
• Increase financial recognition for exceptional performance (tenure and promotion bumps, professorships and awards)
• Work with campus partners on faculty wellbeing
• Energetically advocate with campus partners for an effective alignment of infrastructure with research and teaching needs (new/renovated buildings, upgraded research and teaching spaces, upgraded and cutting-edge technology)

Support and empower staff to do their best work 

• Restructure administrative support for departments and programs by exploring and implementing a hybrid shared services model
• Partner with other campus units to improve ease in operations including but not limited to procurement, hiring and upkeep of facilities
• Improve targeted support from and partnership with the Dean’s office through regular meetings, trainings, communication, etc.
• Work with campus partners to enhance staff wellbeing, satisfaction and work-life balance
• Continue to recognize exceptional performance with prizes and awards
• Continue to support professional development for staff
• Establish career pathways with clear promotion structures 

Maximize the impact of the CAS budget 

• Advocate with the Provost and the Executive Vice President for Finance & Administration to maximize financial support for Arts & Sciences, including reassessment of university-wide budget models
• Reassess maintenance & operation (M&O) allocation to academic units and adjust where appropriate.
• Advocate with the Provost and the Chief Financial Officer for a tuition allocation formula from revenue-generating master’s programs back to the unit that delivers the curriculum.

Major operational goals updated 09/25/2026