2026 School of Arts and Sciences Strategic Plan

Today, higher education is facing some of its most significant challenges since the founding of the world’s first universities over a millennium ago. Public distrust in higher education institutions, the emergence of new technologies, doubts regarding the value of degrees in an era of increasing income inequality and job insecurity, enrollment challenges, and demographic cliffs are only some of the difficulties that universities face worldwide. In the United States (US) specifically, recent changes in support for research, assaults on academic freedom, and difficulties in obtaining student visas and aid add to these global challenges and create a particularly complex learning, teaching, and research environment.

Against this backdrop, our work has never been more important: to educate young people to be critical thinkers who will be resilient and able to embrace change throughout their lives and professional careers; who will be able to adapt and learn across new areas of knowledge; who will be prepared to lead and thrive in a world that is changing at an increasingly rapid pace; and to train and prepare the next generation of researchers and scholars who will push boundaries of knowledge.

At Tufts University School of Arts and Sciences (A&S), we are very well positioned to weather the current storms and embrace new challenges in the future. We have a combination of strengths and capabilities that will aid us on this journey: our world-renowned research and scholarship is solving pressing problems and creating meaningful impact; our faculty and staff embody Tufts’ collaborative, nimble, and entrepreneurial spirit; and our growing alumni and donor communities are committed to giving back and supporting the next generation of leaders.

But, in the same way that our students and alumni must adapt in an increasingly complex and shifting world, we —faculty, staff and administrators — must likewise have the courage to disrupt traditional frameworks that are no longer working for the communities we serve. For this we need a guiding light that will guide us through this challenging environment and developing novel solutions for the path ahead. This Strategic Plan — the outcome of two years of collaborative work among faculty, staff, and partners — will serve as our blueprint.

Bárbara M. Brizuela
Dean of the School of Arts and Sciences
Professor of Education
Chair, A&S Strategic Planning Committee

The A&S Deans consulted with Department Chairs and Program Directors, as well as the larger faculty, to identify membership for the six Focus Areas for exploration by dedicated Working Groups. Faculty co-leads and group members were identified, with attention being paid to include representatives across the academic disciplines and across the Medford/Somerville and SMFA campuses in each group. To ensure the work of the focus groups remained connected to the daily work being done across campus, an AS&E Steering Committee member served as an ad hoc committee member for each group.

Each Working Group regularly met to develop outcomes and an actionable plan for their area of focus.

Each focus area was then assigned to a working group, consisting of two faculty co-leads, a staff co-lead, and committee members (see Appendix for each group’s membership). Each working group, except for School Identity, was tasked with identifying a few specific action items to be implemented in their area. All action items were to be specific, viable, and actionable in the next three to five years (by 2030) and significantly address challenges of the evolving landscape in higher education. As such, each action item includes: (1) Rationale; (2) Specific responsible parties to carry out the implementation; (3) Anticipated resource needs; (4) Key performance indicators (KPIs) to measure success; (5) Current progress, if applicable; and (6) Estimated timeline for implementation. In recognition that these six focus areas often intersect each other, groups were encouraged to discuss ideas and action items with other groups.

To encourage additional collaboration, maintain momentum, and to maintain alignment with the University’s strategic plan, an A&S Strategic Planning Committee was also formed with Dean Bárbara Brizuela serving as Chair. Other members of the A&S Strategic Planning Steering Committee include the co-leads of each working group, Dean Christopher Helmuth, Sr. Director of Communications and Marketing Amanda Rowley, Executive Administrative Assistant Lindsay Riordan, and Project Manager Erin Sullivan.

Working Group Members

*This working group was a joint effort between the School of Arts and Sciences and the School of Engineering as the two schools share many student-facing offices and resources. Each school will work on shared initiatives and school-specific ones.

• Fall 2024 – Outline structure of strategic planning process - Completed
• Winter/Early Spring 2025 – Present and seek feedback from faculty on Focus Areas; Finalize Focus Areas – Completed
• Spring 2025 – Finalize Focus Areas, Seek Nominations for Co-leads and Working Group Members, Form Working Groups – Completed
• Late Spring 2025 – Groups meet and hold consultations with relevant stakeholders and colleagues; Refine internal and external data requests; Seek feedback from other groups and leadership – Completed
• Early Summer – Outline request for proposals for external data collection – Completed
• Summer/Fall 2025 – Data collection – Completed
• Fall 2025/Winter 2026 – Focal groups reconvene with data to address questions and propose specific action items – Completed
• Spring 2026 – Groups present drafted action plans at faculty meetings; solicit feedback and revisions from key stakeholders including students, advisors, and senior leadership – Completed
• Late Spring 2026: Six in-person and two virtual listening sessions for A&S Faculty and Staff held – Completed
• Summer 2026 – Refinement of plan – In progress
• Early Fall 2026 – Open comment period for A&S Faculty and Staff
• Late Fall 2026 – Finalize action items; Communicate next steps; Set up structures to ensure action items are implemented