Strategic Plan 2020 Implementation

Goal 2: Encourage Outstanding Scholarship, Artistic Production and Performance
Strategy 2: Enhance the scholarly profile of College faculty and students, while affirming the teacher-scholar model and celebrating the broad range of scholarship and artistic production and performance present in the College.
Key Initiative 1

Study how College policies concerning workload, merit, tenure and promotion and compensation can better support faculty members to excel as teacher scholars in advancing their scholarship and artistic activity, and implement new and revised policies as appropriate.

Goals
  • Provide guidance to departments on reviewing and implementing changes to merit review policies and procedures. Jason Pierce
  • Develop process for program directors to create formal faculty appointments and affiliations. Jason Pierce/Maura Donahue/Jon Hess
  • Develop process for program directors to contribute to faculty hiring requests to support program goals. Maura Donahue/Jon Hess
  • Develop in consultation with College Chairs and Program Directors (CCPD) a co-teaching policy for College faculty. Jason Pierce/Maura Donahue
  • Develop with CCPD and implement guidelines for summer composite planning and compensation, particularly when courses are under-enrolled. Maura Donahue/Danielle Poe
Key Initiative 2
Expand opportunities for students and faculty to conduct interdisciplinary scholarship by engaging with existing and emerging initiatives, including, but not limited to: the Fitz Center for Leadership in Community; the Institute for Pastoral Initiatives; the Human Rights Center; the Hanley Sustainability Institute; the Integrative Science and Engineering (ISE) Center, and the Tissue Regeneration and Engineering at Dayton (TREND) Center.
Goals
  • Successfully onboard new leadership in Hanley Sustainability Institute and Human Rights Center. Don Pair
  • Implement annual budget review process for centers and institutes in the College and message to departments and academic programs the roles that centers and institutes are playing advancing interdisciplinary research. Don Pair
  • Continue STEM Catalyst Grant program in partnership with the School of Engineering and the Office of the Provost. Don Pair
  • Increase funding and breadth of programming of Integrative Science and Engineering Center. Don Pair
  • Collaborate with the Fitz Center, Facilities Management and others on the design and construction of new Main Street building; support constructive engagement with co-tenants and explore opportunities to engage new community partners. Don Pair/Maura Donahue
  • Launch search for Fr. Ferree Chair of Social Justice. Jason Pierce
  • Explore and pursue collaborative opportunities with Global Compact and broader Social Development Goals network. Jason Pierce
Completed
  • Strategic planning process completed to relaunch Supramolecular Applied Research and Technology (SMART) Center as Integrated Science and Engineering (ISE) Center.
  • Launched inaugural ISE Center summer Collaborative Research Projects program for 10 students.
  • Formalized budgeting process for centers and institutes.
  • Leadership hires successfully completed for Hanley Sustainability Institute and Human Rights Center.
Key Initiative 3
Create and incentivize opportunities for faculty development, research, creative expression and curriculum development in the Catholic intellectual tradition.
Goals
  • Consult with key departments and campus stakeholders about recommendations from International Marian Research Institute (IMRI) working group report; develop process and timeline for migration of IMRI from Libraries to the College. Don Pair/Jason Pierce
  • Consult with University Professor of Faith and Culture about additional opportunities to support research in the Catholic intellectual tradition. Don Pair
Completed
  • Contributed to strategic planning for International Marian Research Institute’s future.
  • Moved Catholic Intellectual Tradition grants to the University Professor of Faith and Culture for greater efficacy and alignment.
  • Worked with the School of Engineering to revive the Marianist Social Transformation minor.
Key Initiative 4
Recognize and reward outstanding scholarship that includes scholarship of teaching, curricular innovation, creative activity and research-based community engagement.
Goals
  • Convene CCPD working group to assess alignment of College’s faculty awards to College Strategic Plan and University Strategic Vision and to offer recommendations. Jason Pierce
Key Initiative 5
Develop faculty capacity across the College to prepare competitive proposals for extramural funding (including grants, fellowships, contracts and cooperative agreements), while securing the internal resources and support structures needed to promote success.
Goals
  • Continue Liberal Arts Scholarship Catalyst Grants. Don Pair
  • Continue to convene workshops and provide individual support for external grant applications. Don Pair/Jennifer Speed
  • Request base funds to grow and support the pursuit of external grants. Jason Pierce
Completed
  • STEM Catalyst grants awarded for second year (16 projects totaling $500,000 over two-year cycle).
  • Liberal Arts Scholarship Catalyst Grants program launched (8 projects totaling $35,000).
  • Individual consultations with faculty and staff in the College, and individualized proposal development support.
  • Leadership support for cultivating external partnerships that are essential for successful proposals.
  • Support for development of two successful team proposals submitted to the National Endowment for the Humanities (NEH).
  • Semester-long, joint program with School of Engineering (Federal Grant Seekers Fellows Program) to develop federal grant-seeking capacity among junior STEM faculty members.
  • Provided financial incentives for humanities faculty to take part in NEH summer seminars and institutes.
  • Committed additional resources, including release time, for faculty who secure prestigious fellowships such as the Fulbright, Rome Prize, etc.
  • Major equipment purchases (2017-18):
    - Olympus Fluoview 3000RS Confocal microscope utilized by more than 16 researchers across the College of Arts and Sciences and in the School of Engineering. Cost: $384,000, including room modifications.
    - Water Isotope Analyzer, utilized by Geology and Chemistry faculty. Cost: $91,000.
    - Fluorescence Spectrophotometer, utilized by Chemistry faculty. Cost: $37,151
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CONTACT

College of Arts and Sciences

O'Reilly Hall
300 College Park
Dayton, Ohio 45469 - 0800
937-229-2611