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Strategic Plan

Key Themes

Make key strong programs world-class
Offer academic programs of exceptional quality | Recruit, develop, and retain a faculty of international quality

Educate our students to be global citizens
Inspire our students to develop their full potential | Infuse our academic programs with a global perspective

Build a culture of community
Strengthen the college experience of our students | Make our campus welcoming, secure, and “green” | Increase our visibility and recognition | Be a catalyst for the development of the borough

Make key strong programs world-class

Offer academic programs of exceptional quality

With a faculty and student body that look beyond local and national borders, Queens is dedicated to becoming a global institution renowned for its international reach and the quality of its teaching, learning and research. In order for its academic programs to be at the top rank and recognized as such by distinguished peers, new strategies and focus will be needed by the various divisions, schools, and departments. To these ends, Queens will:

School of Music/drama/dance - Smaldone/Repole

Create recognized excellence in the arts by building on the reputation of our Aaron Copland School of Music, already widely renowned, and strengthening our programs in dance, theatre, and drama by expanding the range and depth of performance experiences. We will seek to have the school ranked nationally within the top fifteen within ten years.

Broaden our graduate programs in fine arts and art history at the master's level. We will expect each of these arts programs to be ranked among the top 25 nationally within ten years. Further, we will enrich the Kupferberg Center for the Arts through strategic collaborations with our arts departments so that the Center becomes an arts destination, strengthens our connections with the community, provides performance and internship opportunities for our students, and develops further its well-regarded summer workshops.

Language/pedagogy/linguistics - Vago/McClure

Become widely recognized for our programs in languages other than English, with instruction in Arabic, Chinese, Hindi, Japanese, Korean, and Spanish unrivaled in breadth and depth.

Establish an instructional framework incorporating clear standards for language competency and designed to serve undergraduate majors across the college as well as part-time and non-matriculated students who wish to hone their language skills; provide courses of the highest quality in world cultures and literatures; educate prospective teachers in language instruction pedagogies; provide training in translation and interpretation; and prepare students for government, business and nonprofit careers in which multi-language skills are requisite.

Appoint nationally recognized teachers in language pedagogy to work with our existing language departments to guide curricular reform as well as appoint faculty throughout the college who are interested and able to teach courses in a range of disciplines, including natural and social sciences, in languages other than English.

Have our language programs benchmarked within the top 20 within the next decade. In addition, we will provide the infrastructure to encourage double majors in a language and general or applied linguistics.

Expand our strong and popular undergraduate and graduate programs in speech-language pathology.

Neuroscience/psychology/biology - Bodnar

Build on our present strengths in the natural sciences by reinforcing our consortial doctoral programs in biology, biochemistry, chemistry, and physics with the CUNY Graduate Center, drawing strong PhD students through increased support packages, and recruiting new faculty with larger startup offers, enhanced facilities, and balanced course load.

Invest strategically in psychology, specifically neuropsychology and applied behavior analysis, and earth and environmental sciences. These programs, which are already respected, successfully draw undergraduate and graduate students, and are poised for higher stature and joint degree status with the Graduate Center.

Have at least three science disciplines among the top 50 undergraduate and graduate programs in the country within ten years.

Business/entrepreneurship/BALA/risk management/actuarial science – Hendrey

Strengthen the quality of our programs in the social sciences through strategic investments in anthropology, political science, quantitative sociology, and history, with a goal of having them ranked within the top twenty nationally within the next ten years.

Expand on existing strengths of the Graduate School of Library and Information Studies, to ensure that the program will continue to keep pace with key developments in scholarly communication, information technology management/literacy, digitization theory/practice, digital archiving/preservation, Web 2.0 tools/technologies, and related social, cultural, legal, organizational, and intellectual concerns. Library Science is the most popular graduate major at the college, drawing students from throughout the extended metropolitan region (including all of Long Island and counties north of the city). Targeted investments are critical to maintain the relevance and currency of curricular offerings and specialized certificate programs.

Reinforce our focus on issues reflecting the ethnic and cultural mosaic of Queens and New York City through the creation of a Center for Immigrant Studies, which we expect to become the premier source of information about immigration flows in the region and their effects, and a Center of Global Culture, to study and foster tolerance and appreciation of diverse groups.

Strengthen collaborations between our Centers and the CUNY Law School.

Establish a School of Business by combining the current Bachelor of Business Administration (BBA) program with a re-engineered Business and Liberal Arts (BALA) program, the Entrepreneurship Center, the Economics Department, and the Accounting Department.

Build particular strengths in accounting, actuarial sciences, finance, entrepreneurship, technology, and international business, with emphasis on interdisciplinary approaches to language and business education to graduate fluent multilingual students.

Establish interdisciplinary programs with computer science and economics, offering opportunities to develop entrepreneurial projects, internships, and other learning opportunities with partner businesses in accounting, banking, and technology.

Obtain American Assembly of Collegiate Schools of Business (AACSB) accreditation within the next seven years and be ranked within the top 50 undergraduate business programs in the country within 15 years.

Recruit, develop, and retain a faculty of international quality

Develop a multiyear recruitment, tenure and promotion plan - Stellar

Within the next five years, strategically appoint over 200 new tenure-track faculty of the highest quality, highly diverse and committed to a balance of teaching and research.

Develop an effective multiyear recruitment, tenure, and promotion plan that maintains rigorous standards; endow 15 professorships; and provide funds for visiting faculty, faculty teaching and research support, and faculty development and travel by 2013.

Systematically recruit promising faculty at the beginning of their careers into the research clusters that comprise our areas of importance. Recruitment will provide funding for the search process and faculty start-ups, as well as support for graduate students working with research active faculty.

Implement the affirmative action program - Rountree

Implement an affirmative action program designed to make a measurable difference in faculty diversity within five years by establishing relationships with graduate studies departments in historically black colleges and universities in the United States and designated educational institutions in Asia, Africa, and South America; monitoring the salary and benefit structure for hiring; and creating departmental and divisional hiring plans that address under-representation, including gender equity.

Develop a comprehensive program of support for faculty at all stages of their careers - Henderson/Fernandez/Stellar

Strengthen the sense of community among our faculty by developing a comprehensive program of support for faculty at all stages of their careers. In particular:

Strengthen and expand our orientation program for new faculty so that they participate actively in the culture of the college and receive proactive support services that will make them successful teacher-scholars at Queens.

Support faculty in the middle stages of their careers through an innovative reward structure designed to enhance research and teaching and expand opportunities for participation in international institutional partnerships.

Re-engage senior faculty in the life of the college by pairing them with younger tenure and tenure-track faculty and designing special support services that will foster their continued active teaching and research.

Strategically appoint adjuncts – Stellar

Strategically appoint adjuncts whose practical experience enriches the academic experience for our students and complements the interests and focus of tenure-track faculty. In addition, encourage adjunct faculty to become involved in the academic life of their departments through coordinated scheduling of their classes and departmental events and by provision of office space and other services when possible.

Educate our students to be global citizens

Inspire our students to develop their full potential

Make our new General Education curriculum nationally recognized - Summerfield

Make our new General Education curriculum nationally recognized as a model that addresses the intellectual needs of students in the twenty-first century and prepares them to understand and contribute to a multifaceted and changing world.

Develop innovative courses that emphasize five major areas of knowledge (language and literature, the arts, culture and values, social structures and natural sciences); provide perspectives on world culture, European traditions and the United States experience; and address how various disciplines pose and answer questions, fit in larger contexts, and use original sources.

Ensure that the General Education curriculum crosses disciplines and levels, from the freshman entry-level courses to a capstone course in the major, stressing four critical abilities – written and oral expression; numeracy and quantitative reasoning; understanding and conducting research; and understanding and using information technologies.

Provide our undergraduate students with an educational experience that enables them to be enriched by diversity, connect cultures, excel in communications, and address global issues.

Deliver the curriculum through effective pedagogy and continuous assessment - Fernandez

Deliver the curriculum through effective pedagogy and continuous assessment of teaching and learning, with external evaluation of the General Education curriculum within five years of implementation.

Infuse our academic programs with a global perspective

Incorporate international experience throughout the curriculum - Henderson/Stellar

Develop a global curriculum component to ensure that all of our undergraduates understand and contribute to a multifaceted and changing world. Establish a Faculty Global Curriculum Committee to coordinate and encourage the development of international credit-bearing learning experiences.

Increase student participation in current international institutional alliances and relationships by 30% and increase the number of such alliances and relationships by 50% over the next five years, with the goal of having at least 20% of our undergraduates participate in courses and programs offered by our international institutional partners. Ensure that by 2012 at least 20% of our undergraduates will have had a study abroad experience.

Build a culture of community

Strengthen the college experience of our students

Enhance Freshman Year Initiative - Fernandez/Bertolino

Building upon our strong Freshman Year Initiative (FYI), ensure that all students have an intellectual and communal experience by strengthening student orientation programs; improving connections between academic advising and student counseling; and providing new students with summer experiences and reading assignments to give them an early start to their entry to the college.

Establish a college-wide faculty advising program - Bobb/Bertolino

In conjunction with academic advisors, develop a college-wide faculty advising program that pairs every student with a faculty advisor and charts and supports student progress from admission to graduation.

Develop a comprehensive Residential Life program - Rockman/Bertolino

Develop a comprehensive Residential Life program that will include creation of residential student services; educational, social and cultural programs; specialty and themed housing; faculty-in-residence programs; and living-learning centers. In addition, provide counseling, medical, and other services to ensure the needs and interests of residential students are well met, and within five years house Queens honors students on campus to facilitate seminars and group work.

Build Commuter Student Services and International Student Services - Bertolino

Establish a Commuter Student Services program to encourage nonresidential students to spend more time on campus, engage in college activities, and become involved in a campus organization or athletic team.

Enhance the International Student Services and Scholars Program to assist students in dealing with immigration issues and become more easily acculturated to the United States and the college.

Make our campus welcoming, secure, and “green”

Attractive campus environment - Cobb

Make the campus a draw for faculty, students, staff, alumni and visitors and attract the surrounding community by improving landscaping, constructing a front entrance, improving signage on campus and at public transport stops, and expanding seating in public areas.

Increase the number of lounges and other informal gathering places within buildings and improve the ambiance of current gathering places to facilitate and encourage interaction among faculty, staff, and students.

Ensure the security and safety of the campus by developing crisis prevention plans, strengthening internal communications, improving safety education, and preparing security contingency plans.

State of good repair - Cobb

Place high priority on improving the physical infrastructure of the campus by bringing all of our buildings and grounds to a state of good repair and through timely and substantial implementation of our Facilities Master Plan, seeking the necessary funds from public and private sources to do so.

New construction, LEEDs goal certified - Cobb

Develop a robust recycling program, move towards a paperless campus, and use “green” products throughout the campus, with the goal of increasing the percentage of recycled materials by 30% within five years.

Design all construction and renovation projects to be environmentally sound and use at least 20% recycled materials in such projects; ensure maximum energy efficiency in campus buildings, vehicles, and processes, with the goal of reducing energy consumption by 15% over the next five years on the way towards decreasing it by 35% within the next fifteen years.

Carbon-neutral plan - Cobb

Develop plans and practices to make Queens carbon-neutral within the next twenty-five years.

Increase our visibility and recognition

Capitalize on evolving technology to build a stronger sense of community and to promote the mission of our college - Henderson/Husain/Bertolino

Prepare a strategic communications plan that includes a distinctive set of messages to brand the college, clarify our identity, reflect the multiple needs and interest of our programs and initiatives, and guide all of our outreach, communications, and marketing efforts.

Develop and continuously upgrade our website as a key outreach and information vehicle.

Ensure that the website is an effective means of strengthening our visibility; reaching prospective students, faculty members, staff, public officials, donors and the media; and communicating effectively our strengths, brand, and aspirations.

Make the website a key portal that consistently keeps students, faculty, staff, alumni, visitors, and the general public better informed and more able to gain key information easily; ensure that the website is responsive to our diverse college community.

Capitalize on evolving technology to be in easy and constant touch with all of constituents and thereby build a stronger sense of community and identity.

Be a catalyst for the development of the borough

Connect academic and other programs with community and business partners to meet challenges and opportunities in the borough - Stellar/Henderson/Bertolino

Working with the community, identify neighborhood services that meet the needs and interests of faculty, students, staff, and visitors near the campus.

In cooperation with business, community, and political leaders, help make the borough internationally known as a magnet for business, education, research, culture, and quality of life.

In close concert with the leadership of the borough, city, and state, identify such issues of importance to the borough as environmental concerns, transportation, economic development, population growth, poverty, and housing, and undertake initiatives to address these issues constructively.


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