Strategic Planning Process
CAS ”Double Helix” Strategic Planning Process
Vision Statement
In five years, the College of Arts and Sciences (CAS) will be known as a center for cutting-edge undergraduate curricula blending science, mathematics, technology, and culture. All CAS programs will proactively recruit and include diverse undergraduate and graduate students and faculty; will support issues of diversity, equity, inclusion, and belonging throughout our curriculum and teaching practices; and will be designed for a diverse community. CAS will also be known for its innovative and robust portfolio of interdisciplinary graduate degrees and professional certificates based primarily, but not exclusively, in biological and chemical sciences, psychology, counseling, and education. CAS will be committed to supporting outstanding research at both the undergraduate and graduate levels, in line with New York Tech’s drive toward a higher-level Carnegie R2 research classification.
Double Helix Committees
Collectively, the Double Helix Committees are charged with determining what the College of Arts and Sciences will need to do to:
- Make substantial progress in their identified area in two years.
- Be in a strong position in their identified area in five years.
Membership
| Faculty | Research | Program |
|---|---|---|
| Stan Silverman, Chair | Bryan Gibb, Chair | Lissi Athanasiou-Krikelis, Chair |
| Yusui Chen | Sophia Domokos | Eve Armstrong |
| Christos Douvris | Jonathan Goldman | Chinmoy Battacharjee |
| Jennifer Griffiths | Melissa Huey | Dan Cinotti |
| Cameka Hazel | Vitaly Katznelson | Amanda Golden |
| Dina Karafantis | Jackie Keighron | John Misak |
| Niharika Nath | Leonidas Salichos | Jungho Park |
Our Committees
Charge: Augmenting and Redefining the Faculty to Move the College Closer to Its Vision
- Redefine role of faculty in providing the ongoing direction for the College.
- Balance service and committee work of faculty equitably.
- Examine current service expectations and distribution, and their impact on scholarship.
- Recommend essential service activities for adoption by DPC/SPC’s for Tenure/Promotion consideration.
- Identify areas for improvement in supporting and developing junior faculty.
- Reassess current strategies/supports for junior faculty (e.g., course release in years one and two).
- Create standards for DEI recruitment and support for DEI junior faculty.
- Benchmark best practices.
- Recommend CAS-wide standard hiring practices.
- Recommend ways to establish a permanent connection between CAS and New York Tech’s overall DEI efforts.
Charge: Identifying Obstacles and Opportunities to Raise Our Research Production and Capabilities to RII Level
- Working with current New York Tech research entities (internal and external) to identify current impediments to research and the needs of researchers and scholars in CAS.
- Identify ways to facilitate and promote the work of CAS researchers and scholars.
- Develop ways to promote DEI-focused research and research by DEI faculty.
- Identify both internal and external interdisciplinary collaborative partners for research and scholarly opportunities.
Charge: Predicting Future Program Opportunities and Reviewing Current Program Portfolio
- Establish process for regular review of CAS portfolio of programs.
- Establish processes for identifying struggling programs and recommend ways to support them.
- Analyze strengths and interests of CAS that can lead to new undergraduate and graduate programs.
- Identify new potential niche graduate programs and interdisciplinary undergraduate and graduate opportunities that fit the Institute’s vision.
- Explore interdisciplinary opportunities to foster cross-departmental/cross-school programs.
- Create DEI program development/DEI initiatives and integrate into the curriculum.
- Review current CAS curriculum processes (from faculty to the department, to the CAS curriculum committee, to sending proposals to the senate curriculum committee) and make recommendations for appropriate changes.