Thomas Harriot College of Arts and Sciences Alignment Plan Overview

Thomas Harriot College of Arts and Sciences (THCAS) is a community of scholars dedicated to sharing with our students the education, research, creativity, and workforce development opportunities afforded by the liberal arts and sciences. With over forty bachelor’s, master’s, and doctoral degree programs across the humanities, social sciences, natural sciences, and mathematics, and led by a talented and diverse faculty and staff, our students are well-prepared to enjoy successful careers and fulfilling lives. Impacting nearly every ECU student through general education courses and serving in excess of 5,000 majors annually, Harriot College is multidisciplinary by nature and interdisciplinary by design.

Mission

The mission of THCAS is to provide high-quality undergraduate and graduate education in the liberal arts and sciences. We do so through thought-provoking classes taught by experts in their fields, as well as engaging high-impact practices inside and outside of the classroom, like research, leadership, outreach, and study abroad experiences. Our graduates enter the workforce equipped to address complex challenges and contribute meaningfully to their communities, achieving success and fulfillment across their lifetimes.

Vision

THCAS’ vision is to be an engine of access, knowledge, and opportunity for all learners through transformative education, innovative research and creative activities, and meaningful community engagement.

Summary of Unit Strategies

M1.1.1. Strengthen and Expand Curricular and Co-Curricular High Impact Practices (HIP) that Enhance Student Retention and Graduation Rates and Reduce Equity Gaps: This strategy will enhance student engagement, retention, and graduation rates. By reducing equity gaps, we ensure that all students benefit equally from these transformative experiences.

M1.2.1. Develop a College-Specific Inventory of HIPs Inclusive of Activities Not Captured in Current Institutional Inventories and Increase the Availability of These Activities: This strategy ensures that we capture activities beyond institutional inventories. This comprehensive approach allows us to tailor HIPs to our students’ needs and enhance their availability and visibility, promoting the students’ success.

M2.2.1. Strengthen and Deepen Support Available to Faculty to Secure External Sponsorship for Community Engagement Activities: This strategy aims to strengthen our ties with local organizations. These partnerships provide real-world learning opportunities for students, aligning with ECU’s commitment to regional impact. By engaging with community stakeholders, we enhance student learning and contribute to community well-being.

M3.1.1. Strengthen and Expand Curricular HIPs that Enhance Student Career Readiness: This strategy aims to prepare students for professional success. As students transition to the workforce, they become valuable contributors to regional development.

M3.1.2. Strengthen and Expand Co-Curricular HIPs that Enhance Student Career Readiness: This strategy aims to prepare students for professional success, expanding on the impact generated by HIPs through internships, industry collaborations, etc., that enhance students’ skills and employability.

M3.3.2. Increase the Number of Online Undergraduate Degree Offerings Aligned with Employer Demand: This strategy aims to expand access to higher education for a broad range of learners.

V1.1.1. Strengthen and Further Develop Recruitment Strategies that Address the Needs of All Prospective Students: This strategy aims to attract a broad range of learners, creating a vibrant academic community that reflects our commitment to excellence.

V1.2.1. Increase the Number and Quality of Online Course and Program Offerings: This strategy aims to expand access for both traditional and non-traditional students. These courses align with employer demands, enhancing career prospects.

V2.2.1. Strengthen and Further Develop Marketing and Communication Materials Using Inclusive Best Practices Related to the College’s People and Programs: This strategy aims to highlight diverse voices and achievements, attract prospective students from different backgrounds, and foster a sense of belonging.

V2.2.1. Commit to Continuous Improvement in Assessing Classification and Compensation of SHRA and EHRA NF Employees: This strategy aims to recruit and retain SHRA and EHRA NF employees through optimization of career ladders and professional development and advancement.

V3.1.1. Establish a Comprehensive Partnership with Rural Institutions and Organizations to Foster Academic Advancement, Practical Experience, and Sustainable Management of Rural Areas: This strategy aims to contribute to sustainable rural development.

V3.2.1. Enhance the Support, Promotion, and Advocacy of the Psychological Assessment and Specialty Services (PASS) Clinic: This strategy aims to address critical mental health needs regionally.