Action 2.1.1: Create program profiles and dashboard data summarizing indicators of program quality; publish them on each program’s website. The college will monitor program quality indicators and use them in strategic resourcing and Academic Program Reviews. Meet national discipline standards for time to degree and other indicators.
Action 2.1.2: In collaboration with the college Graduate Student Services office, task departments with generating graduate program plans and projections for graduate student recruitment, progression, completion, and outcomes. The Graduate Student Services office will implement an electronic system for monitoring degree progression milestones for all graduate programs in the college.
Action 2.1.3: Develop program-level plans for advising and mentoring graduate students, using nationally-accepted best practices in advising and mentoring. Implement the use of individual development plans (IDPs) to help students plan their graduate careers and reach their professional and career goals. Create college-level training opportunities and resource materials that include training on multicultural competence and mentoring diverse student populations.
Initiative 2.2: Prepare graduate students for the full breadth of careers they will pursue, and establish a culture that embraces career diversity in Arts and Sciences graduate programs. Develop innovative, flexible master’s and graduate certificate programs that have clear ties to academia, business, government, industry, healthcare, and non-profit sectors, and are designed to meet market needs.
Action 2.2.1: Dedicate a senior leadership position in the college focused on cultivating external relationships and integrating workforce needs with individual degree programs and curricula to prepare students for successful careers within and outside of academia. Form a Career Advisory Council of employers in the region to advise college departments and leadership on desired workforce career and technological skills.
Action 2.2.2: Use analysis of academic and other workforce needs to determine viable opportunities for innovative graduate program development.
Action 2.2.3: Encourage and incentivize programmatic and pedagogical innovation through training and collaboration, taking into account workload demands and professional review policies.
Action 2.2.4: In collaboration with Associate Provost for Graduate Programs, CETL, Career Services, and newly-formed Career Advisory Council (as defined above), assess market trends and define career competencies that will provide essential professional skills and create new career opportunities for graduate students.
Action 2.3.1: Create and charge a college-level task force to assess graduate student funding in every unit in order to capture uniform, reproducible data at the student, program, and college levels. Develop annual budget worksheets on a common template that track graduate student funding.
Action 2.3.2: Develop and implement best practices and policy recommendations on workload, stipend amounts, time limits on funding, possible GTA and GRA compensation minima, and targets for increasing external funding for graduate students.