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Ideas into Action: CCAS
Debuts New Strategic Plan
As the college looks toward the future, Dean Paul Wahlbeck
unveils a 21st-century vision for the engaged liberal arts.
and staff. This is where we will put our emphasis over the
next few years.”
In an interview, Wahlbeck talked about how the strategic
plan will help students navigate new challenges, open doors
to new research and support the CCAS community to make
meaningful impacts on both a local and global scale.
Q: Can you explain why this is the right time for a new
CCAS strategic plan?
CCAS Dean Paul Wahlbeck
FROM STUDENT RESEARCH IN THE CLASSROOM TO
student discovery around the world, from scholars in
the humanities and social sciences to leading scientists
and technology innovators, and from policymakers and
philanthropists to nonprofit leaders and global trailblazers,
the Columbian College of Arts & Sciences (CCAS) is the home
of the engaged liberal arts at George Washington University.
And now CCAS is expanding its impact with the launch
of a strategic plan to guide its priorities and actions through
2030. This past year, as part of a collaborative effort with its
broader community, CCAS stakeholders came together to define
the college’s strategic priorities and draw upon its strengths
and commitments to research, teaching and mentoring.
In alignment with the university’s strategic framework,
the new plan—called “Charting Our Future Together”—focuses
on five priorities: 21st-century liberal arts; interdisciplinary
thinking in action; innovation through emerging technology;
research for the public good; and building community
and belonging.
“We didn’t develop the strategic plan to sit on a shelf,”
said CCAS Dean Paul Wahlbeck. “This plan accurately
reflects who we are as a college—faculty, students, alumni
4 | www.columbian.gwu.edu
A: Right now, like every university in America, GW faces
challenging financial headwinds. As we think about where
we invest our resources, it’s important to have a conversation
about our shared priorities so we can focus our efforts on
activities that will be of value to our community.
We want to open doors for faculty and students to take
the liberal arts into the 21st century. Right now, the liberal
arts are on a firm foundation in preparing students for the
workplace. But how can we adapt their skills for the next
10, 20, 30 years?
In 2026, we cannot envision what our students will face
throughout their lifetime. But we remain committed to
preparing them with skills—including critical thinking,
communication, quantitative and scientific reasoning—that
will stand them in good stead in the world around us and
their career choices.
We want our liberal arts education to continue to be
cutting-edge and future-focused. This is an opportunity
to move forward in that direction.
Q: How did you determine these priorities? Who was
involved in the discussions?
A: We sought input throughout the college. The Dean’s
Council—a group of 15 faculty members who were elected to
represent the faculty and advise me—played an important
role from the start. We brainstormed with department
chairs to get their ideas and input. We worked with our
National Council of Arts & Sciences, which largely consists
