Strategic Plan | Queen's University Faculty of Arts and Science

Annual Reviews

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Annual Reviews

Timeline and Consultation Notes

The timeline for the Strategic Plan is presented below.

October 2018	Working Group established Communications / Invitation to in-person sessions delivered faculty wide (poster / email) Webpage launched Presentations Faculty Board, October 19 Written submission for organizations open
November 2018	Workgroup Meeting #1: November 2 Presentations ASUS, November 1 Dean's Council, November 2 DSC Assembly, November 14 SGPS Assembly, November 27 Consultation sessions - Students, Staff, and Faculty Faculty Office Consultation Written submissions for individuals opened
December 2018	Consultation session - Graduate Students / Faculty members Committee of Departments Consultation Dean's Council Consultation
January 2019	Working Group meetings (January 21, 28) Online Survey closed - comments received (January 11)
February 2019	Working Group meetings (February 1, 18) Draft Strategic Priorities circulated (February 28), online feedback form open - comments received from form
March 2019	Working Group meetings (March 4, 11) Town Hall meeting - March 4 Town Hall meeting - March 5 Graduate Coordinators Consultation - March 5 Junior Faculty Consultation - March 8 Committee of Departments and Undergraduate Chairs Consultations - March 8 Draft Strategic Plan presented to Faculty Board (March 15) - feedback
April 2019	Final Strategic Plan presented to Faculty Board (April 5) Equity, Diversity, Inclusivity Faculty Advisory Group to complete review and provide list of action items to the Dean (April 12)
September 2019	Strategic Plan launched and celebrated at an event in Mackintosh-Corry Hall Student Street (September 26)

Working Group

The Strategic Planning Working Group consisted of 1 faculty member from each cognate as elected by the cognate faculty members, 1 staff representative, the Dean, the Vice-Dean, an undergraduate student representative, and a graduate student representative. The working group focused on what questions were asked during the process, reviewing and analyzing the data collected through the consultations and survey, and in collaboration with the Dean’s office staff, drafting the final strategic plan for approval at Faculty Board.

Working Group Members:

Barbara Crow, Dean (Chair)
Gordon Smith, Vice-Dean
Marc Dignam, Science representative
Christine Sypnowich, Humanities representative
Marcus Taylor, Social Sciences representative
Zsuzsa Csergo, Social Sciences representative
Heather Drouillard, Staff representative
Leo Erlikhman, SGPS representative
Sagal Sharma, ASUS representative
Erik Lockhart (Facilitator, Smith School of Business)

Working Group Meetings:

Date	Time	Meetings Objectives
November 2		Initial Meeting
January 21	9:00-12:00	Vision and Priorities for FAS
January 28	1:00-4:00	Developing Strategies
February 1	9:00-12:00	Measuring our Success, Review Draft Presentation to Faculty Board
February 18	9:00-11:00	Review of Draft Document
March 4	9:00-11:00	Second Review of Draft Document
March 11	9:00-11:00	Final Review of Document

The Purpose of the Strategic Planning Working Group:

The purpose of the Strategic Planning Working Group (SPWG) was to develop, on behalf of and in consultation/collaboration with all at the Faculty of Arts and Science, a 2019-2022 strategic plan for the Faculty. In doing so, the SPWG looked to build upon the University’s mission and vision, as well as identify key strategic goals and actions that the Faculty should focus on, at a Faculty-wide level, over the next 3 years.

Role of SPWG Members:

Champion the strategic planning process
Be objective and take a faculty-wide view of issues being discussed
Be effective communicators
Read meeting material before attending the meetings to ensure that the committee can have full and informed discussion of agenda items
Discuss, comment, and provide input on draft documents presented at SPWG meetings and via email outside of the meetings
Participate in consultation events/activities on drafts of the strategic plan

Role of the SPWG Chair:

Be impartial and support an equal and fair consideration of all items and opposing views
Flexibly lead the committee through its meeting agendas
Act as the working group’s lead spokesperson and lead presenter for consultation events/activities.

Role of SPWG Facilitator and Support Staff:

The SPWG facilitator was Erik Lockhart (Smith School of Business). The role of the SPWG Facilitator and the support staff, was to support the SPWG in its work and ensure that progress is kept on track.

Equity, Diversity, Inclusivity Faculty Advisory Group

Advisory Group Members

Lisa Guenther (Philosophy), Adnan Husain (History), Samantha King (Gender Studies), Beverley Mullings (Geography), Dylan Robinson (Faculty of Arts and Science), Barrington Walker (History)

Preface

The Advisory Group composed of the above list of members, an ad-hoc group of interested and available faculty volunteers with relevant experience and scholarly expertise, came together to revise the draft FAS Strategic Plan through a diversity, equity, and inclusivity lens on three occasions. Initially in a meeting including Deans Crow, Jessup and Smith, and subsequently for two meetings of two hours each, the Advisory Group examined and discussed the Strategic Plan and devised new proposed language below. It complied action items it recommends the Faculty of Arts and Science take up to fulfill the vision and goals outlined in the Strategic Plan, and met to complete this work on April 10. The group then forwarded its action items andrecommendations to the Dean’s office by April 12th.

The Advisory Group recognizes that the Strategic Plan provides an opportunity to articulate aspirational goals and commitments for the Faculty to achieve the structural transformations outlined since the PAC-Berry Report (1991), through the Henry Report (2004), the DARE Panel Report (2009), the Senate Educational Equity Policy Revision (2009), the DET Taskforce implementation priorities (2009-11) and, most recently, the ongoing PICRDI and TRC processes. Central to many of these past reports was the principle of embedding diversity, equity, and inclusivity more centrally into the mission, decision-making, priorities, and processes of the university at all levels rather than as an isolated, ancillary or adjunct set of considerations. The Advisory Group attempted to do precisely this by making more specific and explicit the language and commitments expressed in the draft Strategic Plan. This approach was necessary to emphasize the importance of, and to create the opportunities for recognizing, diverse forms of knowledge that have not historically been sufficiently represented or accommodated at the university.