The successes achieved by the Ivan Allen College and Schools are largely due to a strategic plan that differentiates our educational and research programs from those offered in more traditional programs in other universities. In particular, the College has built upon core disciplines in the social sciences and humanities while integrating with the sciences, engineering, and technology.
Following is a summary overview of the strategic plan and goals for the College.
When Georgia Tech opened its doors in 1888, English was among the original six subjects taught. For more detailed information, see our history for a timeline for the liberal arts at Georgia Tech. In 1990, the Ivan Allen College of Management, Policy, and International Affairs was established. In 1998, the mission of the college was redefined as liberal education, becoming the Ivan Allen College of Liberal Arts (IAC) with a focus on the humanities and the social sciences.
The College is comprised of six schools:
The Ivan Allen College operates boldly at the vanguard of liberal arts education as a 21st century enterprise in and for a highly scientific and technological world. We are innovation at the crossroads, as defined by values that we enthusiastically embrace:
Our strengths in research and education include studies of science, technology, and medicine; energy and environment; urban innovation and sustainability; digital media; national security and international relations; public policy — local, state-level, regional, national, and international; languages and cultures; and more.
In support of the concept of “one” Georgia Tech, the core mission of the Ivan Allen College of Liberal Arts is to be a precious jewel in the Georgia Tech crown, bringing our richly endowed interdisciplinary strengths boldly to the fore in advancing Georgia Tech’s ambitious strategic goals. The core mission of the Ivan Allen College of Liberal Arts is threefold:
1) Research – To bring humanities and social sciences values, concepts, knowledge, and methodologies to bear in:a. Critiquing and understanding what we have learned, both locally and globally, from the past and its consequences for the future;
2) Education – To invent and utilize frameworks and strategies for teaching, learning, and developing leaders that assure that our students in the College and across the Institute have the best knowledge and training available in our areas of focus; to help students build knowledge, skills, and experiences as future leaders and global citizens in our highly scientific and technological era; to offer them regular opportunities to exercise their critical abilities as they use a humanitarian lens to weigh and assess the social and ethical implications of their engagements with others, develop a well-cultivated view of the human condition worldwide, and connect their learning to action.
3) Service – To work with others across action arenas to define and solve problems, illuminate socially and ethically conscious strategies for positive action, and connect knowledge and expertise in the liberal arts meaningfully to efforts locally and globally to create and sustain a better world, one in which human beings can live, work, play, and thrive.
Strategic planning and implementation in the Ivan Allen College of Liberal Arts is a continuous process, designed to support the college’s commitment to high performance and excellence in all of our enterprises.
Phase 1 (2011 - 2014)
In Phase 1 of the Ivan Allen College strategic plan, we aligned College priorities with the five goals of the Georgia Tech Strategic Plan. We established three major priorities, and over the last four years, we have made progress in accomplishing them:
Priority 1: To increase the visibility of the Ivan Allen College and clarify our expertise in research, education, and community engagement as a “jewel” in the Georgia Tech crown. Progress includes:
Priority 2: To leverage excellence in research, education, and engagement through the advancement of strategic transformative initiatives. Transformative initiatives that are beginning to build a record of success include:
Priority 3: To support innovation and excellence in research, education, and engagement by building financial resources; aligning faculty and staff size with the scope of needs; and clarifying and refining operational policies, processes, and practices across the college. Progress includes:
Phase 2 (2015 - 2017)
In Phase 2 of the Ivan Allen College strategic planning and implementation process, priorities include the following:
Priority 1: To document the success and impact of actions related to Goals 1, 2, and 3 from the Phase 1 agenda as we continue to increase identity, coherence, and visibility for the College's strengths and accomplishments and to leverage transformative initiatives.
Priority 2: To keep the Ivan Allen College on a trajectory of excellence and high performance.
Priority 3: To expand the local-global footprint of the IAC, with attention to developing and/or enhancing research (building reputation, making local and global connections, leading and participating in innovative projects), education (e.g., conducting study abroad programs, developing academic partnerships, and establishing other innovative programmatic initiatives), and public engagement (organizing/hosting conferences, symposia, colloquia, etc.).