• Arts & Sciences
• About
• Office of the Dean
• Major Goals

Articulate and implement an academic vision and clear identity for A&S

• Complete faculty-led strategic planning process for A&S and work with faculty and staff to implement by FY 2026

Collaborate closely with the School of Computing, Data Sciences & Physics (SCDSP) to ensure a seamless transition and continued partnership on shared endeavors

• Partner closely with administration, faculty and staff in SCDSP on undergraduate education and related opportunities for students
• Partner closely with SCDSP to support cross-school collaborations in research and other initiatives
• Continue to support the development of a cohort identity for all students, undergraduate and graduate, across A&S and SCDSP

Improve the student experience at both 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
  • Partner with Registrar’s Office to ensure seamless and easy registration process
  • 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

Support and empower faculty to do their best work

• Increase number of full-time faculty, with a goal of returning to a 12-1 faculty student ratio
• 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)
• Refine management of schedule and enrollment to align capacity with needs
• Work with campus partners on faculty wellbeing (compassionate, equitable and flexible leave policies, work-life balance)
• 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 recruitment and retention with competitive compensation packages
• Improve support from and partnership with the Dean’s office through regular meetings, trainings, newsletters etc
• Work with campus partners to enhance staff wellbeing, satisfaction and work-life balance
• Recognize exceptional performance with prizes and awards
• Support professional development
• Establish career pathways with clear promotion structures

Maximize the impact of the A&S budget

• Partner with external consultant (FY25) to analyze alignment of A&S revenue with needs and to analyze and suggest improvements for internal allocations
• Advocate with the Provost and the new Executive Vice-President for Finance & Administration to maximize financial support for A&S, including reassessment of university-wide budget models
• Enhance faculty and staff access to A&S private funds such as the A&S Annual Fund and the A&S Dean’s Innovation Fund
• Reassess maintenance & operation (M&O) allocation to academic units and adjust where appropriate.
• Work with Chairs and Program Directors to ensure effective use of private funds in departments and programs