1 Plan 0 07 Mapping the Library for the Global Network University NYU DIVISION OF LIBRARIES
2 Our Mission New York University Libraries is a global organization that advances learning, research, and scholarly inquiry in an environment dedicated to the open exchange of information by: Building, preserving, interpreting, and providing access to rich and diverse collections; Teaching the effective use and critical evaluation of information resources; Developing creative and responsive services for diverse user communities. While our primary responsibility lies with the students and faculty of New York University, the Libraries welcome and engage in scholarly, cultural, and artistic interactions with broader communities. Introduction The Division of Libraries Strategic Plan for 0-07 builds on the accomplishments and organizational strengths gained through our Plan, leveraging these strengths to position us as a library for the Global Network University. Our plan grows from a year of hearing from and listening carefully to our constituencies and from our own observations. It is based on identifying internal and external trends and thoughtfully analyzing and synthesizing what we learned. The plan is user-centric, and also recognizes two elements essential to successfully achieving our mission: the people who build an organization that is strong, creative, healthy, and fiscally responsible; and infrastructures and processes that are flexible, responsive, and technologically sophisticated. Most importantly, the plan reflects our values and priorities, such as our commitment to open intellectual inquiry, knowledge sharing, teaching, collaboration, excellent client service, and the development of our faculty and staff. We continue to place a high value on being an organization that explores, adapts, and grows; and our plan aims for a new level of our development as a learning organization. The plan will guide us as we make choices as individuals, as departments, and division-wide about what we do and how we can deliver the most value to NYU and its scholarly enterprise over the next five years. Strategic s USER EXPERIENCE Create a user experience that is high quality, consistent, and robust regardless of the user s location, access method, or objective. TEACHING ROLE Expand and strengthen our teaching role and educational impact as an academic partner. DIGITAL INFRASTRUCTURE Build the sustainable digital infrastructure needed to support expanding modes of research, teaching, and scholarly communication. COLLECTIONS Establish processes and support structures that ensure we can select, acquire, preserve, and provide access to the full spectrum of research materials. ORGANIZATIONAL CULTURE Develop and sustain a skilled and engaged workforce that can succeed and thrive in an ever-changing environment. GLOBAL SERVICES INTEGRATION Build a global organization that works collaboratively and effectively to support integrated services across the NYU Global Network University. OUTREACH & MARKETING Engage with our users through communication strategies that make Division of Libraries resources and services more visible, more used, and better attuned to user needs. DATA-DRIVEN EXPLORATION & DECISION MAKING Become a data-aware organization that promotes open exploration of data and grounds our decisions in evidence.
3 USER EXPERIENCE Create a user experience that is high quality, consistent, and robust regardless of the user s location, access method, or objective. Users seek tools, interfaces, resources, and services that efficiently and effectively meet their needs. They expect our resources to be intuitive, functional, and transparent, and our tools to be mobile-friendly and effective for novel modes of inquiry. Faculty and students expect service that is easy to access and available when and where needed, and that provides a gateway to networks of specialist expertise. As user expectations continue to expand, we must declutter and demystify the network of personalized services we offer. At the same time, we want to make our resources and as much of our associated data as possible available for purposes that users may define and design. For many users, their experience centers on interaction with the physical spaces of the Libraries. Here the context is not just the space-constricted university, but also our users understanding and embrace of the nature and value of library space. They consider access to physical space one of the Libraries core services; access should therefore be transparent, matched to their needs, and barrier free. In the highly articulated, mapped, and socially driven world many users now inhabit, they expect a sophisticated interface between themselves and our space assets. A space as service mentality allows us to impact directly the daily lives of our users. Our tools have web interfaces that allow intuitively discoverable and integrated access to all intellectual content, collections, and external resources available to NYU communities regardless of format, source, or location. Our service infrastructure is transparent, robust, efficient, and effective through all phases of the inquiry process. The infrastructure is low-friction, userfriendly, recognizes diverse needs across user communities, and resists dead ends and broken linkages. We have a sufficient portfolio of Libraries spaces that match user needs, provide coherent and predictable wayfinding across physical and virtual boundaries, and specifically address the requirements of technology enabled clientele. We offer a selection of APIs and data harvesting tools that allow users to interact directly with and use our data and materials even as new and unanticipated methods of using our data evolve.
4 academic TEACHING ROLE Expand and strengthen our teaching role and educational impact as an partner. Teaching pervades the Libraries culture, from course-related instruction in our classrooms and special collections to embedded librarians in evidence-based programs to partner librarians in the College of Arts and Science s first year experience initiative. Every day, staff at service points throughout the Division of Libraries helps students learn the academic research practices they need, from finding a book on the shelf to learning statistical software to taking advantage of classroom technology. A changing information landscape and evolving modes of scholarship, coupled with NYU s global expansion, investment in new areas of research, and increased emphasis on undergraduate research, make it vitally important that we continue to develop our teaching services and programs to ensure that they are cohesive, responsive, scalable, and grounded in a strong foundation of pedagogy and best practice. We marshal subject expertise, unique collections, classroom technologies, and specialized resources and services across the Division of Libraries. We ensure that our technical, access, and discovery services support the teaching and learning experience. Our teaching reaches across NYU communities locally and globally, is widely integrated into undergraduate and graduate curricula, and is strategic in its partnership with faculty throughout the Global Network University. It is embedded in the online learning environment, incorporates multiple literacies, and links the Libraries teaching program to university learning objectives. Our teaching is aligned with university learning outcomes and our assessment initiatives demonstrate our impact. We integrate our teaching services and programs with those of faculty and other appropriate partners across the university. Our teaching services and programs support NYU s global reach, evolving research areas, and specialized teaching and learning needs. We provide our staff with a professional development program in teaching and learning methods that creates Division-wide engagement and effectiveness.
5 research, DIGITAL INFRASTRUCTURE Build the sustainable digital infrastructure needed to support expanding modes of teaching, and scholarly communication. Digital infrastructure, in the form of networked hardware, software, and services, supports the increasingly digital nature of scholarship and teaching. The infrastructure is a changing and expanding assemblage of repositories for both library- and usergenerated content, tools for exploring and managing content of all kinds, and services for sharing and exploiting knowledge and ideas. We recognize the value of scalable, extensible, and sustainable infrastructures that enable and support: ) library services and collections; and ) users need to collect, store, use, and share their data, publications, and other research material. Scholars are exploring new methods of research, resulting in new forms of born digital output, e.g., data sets, blogs, and wikis. Research libraries are increasingly called upon to collect, manage, and preserve these new digital assets. Users have come to expect ubiquitous access and delivery and are looking to exploit technology for research and for creating new forms of scholarship, instructional modes, and content. A robust and flexible digital infrastructure becomes critical to meeting user expectations and desires as well as the demands of collecting digital assets Users are able to discover, access, share, and use the resources they need across the Global Network University. Content creators, whether in the Libraries or among faculty/staff collaborators, have a navigable process to produce, use, share, disseminate, and preserve their materials. Appropriate access controls and user privacy protections are in place. Our systems are robust and highly available in time and space. Our infrastructure supports the life cycle for digital content including collection, storage, management, access, sharing, and long term preservation. Our digital infrastructure is easily adaptable to changing technologies and student/faculty research needs and can leverage disruptive innovations. Infrastructure development is prioritized according to user needs and based on best practices, as determined by the best evidence collected at NYU and peer institutions.
6 access COLLECTIONS Establish processes and support structures that ensure we can select, acquire, preserve, and provide to the full spectrum of research materials. The modes of producing and disseminating content are increasingly complex, and the needs of the NYU research community are increasingly sophisticated. NYU Libraries must be able to acquire all types of material and utilize the widest range of suppliers worldwide in mass, rare, second-hand, and selfpublished markets, including sources now designed primarily for the individual consumer. We must in particular be able to acquire and manage materials that are born digital increasingly the primary format of our culture. To do so effectively, the Libraries must be able to identify, order, and pay for the full range of needed materials with routine procedures. We must also ensure that our users have the best possible intellectual and physical access to our holdings regardless of format. We must be able to house and preserve the full range of research material, both digital and physical. Finally, it is no longer possible for a research library to build its collections in a vacuum. Collaboration among institutions is essential, and the Libraries must build new partnerships and foster existing ones to ensure the broadest access to research materials in a time of rapidly expanding content and finite resources. 5 Subject librarians and special collections staff are well supported to select and acquire routinely the wide range of materials available from faculty, specialized vendors worldwide, and portions of the markets designed primarily for individual consumers. We routinely select, preserve, and provide access to born digital materials for all disciplines. We provide intellectual access to all library collections in a manner that fully meets the needs of our users. Our selection, processing, and access models increasingly exploit the collaborative environment provided by association with other academic and research libraries. Onsite storage capacities for special collections, audio, and video meet current standards for archival, manuscript, and recorded media and provide sufficient capacity to house heavily used collections.
7 5 thrive ORGANIZATIONAL CULTURE Develop and sustain a skilled and engaged workforce that can succeed and in an ever-changing environment. The Division of Libraries is a learning organization that is ever-changing, adapting and transforming itself to meet the challenges of the st century library. We aim to be able to embrace disruptive innovation and meet new, often unanticipated, expectations. The human resource challenges that we face in today s environment, such as expanding science and engineering initiatives and other priorities, will continue to shape us as the digital landscape and user demands grow and evolve. These challenges include the continual need for new expertise, both from new recruitment and internal development; intense competition from other universities and from the for-profit market for new skills in emerging areas; achieving and maintaining rich diversity in our workforce; and supporting all of our faculty and staff in both their professional development and their efforts to prioritize multiple and growing demands. As a result, the organization needs to provide opportunities for growth to foster employee retention and satisfaction while continuing to attract top talent with specialized technical and academic skills. Leadership support is crucial to help individual employees grow, make choices, and work productively. Together we will foster a diverse, multi-generational, and technically skilled workforce that flourishes professionally and provides the highest level of service to the NYU community. 5 6 We have a clear understanding of priorities throughout the organization. Our employees actively engage in learning and development opportunities that support our organizational goals. We have a strong culture of recognition in which employees know they are valued and appreciated. We attract diverse and talented applicants. Supervisors and managers actively use, promote, and support professional development tools such as mentorship, rewards and recognition, and coaching across all levels. Our workforce can anticipate organizational needs and respond to internal and external challenges to deliver high quality services while analyzing new needs.
8 6 Network GLOBAL SERVICES INTEGRATION Build a global organization that works collaboratively and effectively to support integrated services across the NYU Global University. As NYU develops the Global Network University, increasing numbers of faculty and students will travel among different locations to study, teach, and conduct research. President John Sexton characterizes this fluid intellectual exchange as the "circulatory system" of our university. To support this system, NYU Libraries aims to develop an integrated and collaborative organization that works effectively across locations. We will provide a consistent research experience, supporting access to services and resources uniformly throughout our global system. The means to achieve this are not just technological; we must integrate the skills and expertise of staff members across locations to create a coordinated whole rather than a collection of separate entities. We will foster strong and well-conceived connections among individuals and departments. A coordinated matrix of roles and services will enable us to share and optimize expertise and broaden our knowledge of user needs and library resources, ensuring that our collective expertise is available throughout the global network. Engaged, substantive participation by staff in all locations is routine on our committees and in working groups. Staff across the organization uses shared communication tools that facilitate collaboration and integration of practices throughout all Global Network University locations. An integrated global staff delivers a coordinated array of on-site and online networked services. Processes, infrastructure, resources, and expertise are shared, coordinated, and optimized across our global organization.
9 7 better OUTREACH & MARKETING Engage with our users through communication strategies that make Division of Libraries resources and services more visible, more used, and attuned to user needs. The Division of Libraries encompasses a wide array of services and resources in a global environment. Feedback indicates that users students, faculty, researchers, and administrators across the university do not take full advantage of our services simply because they are unaware of them. We must extend our marketing reach, beginning internally, so that staff our best service ambassadors fully understand the complete scope of our services and tools. We must deploy new forms of communication, fully participating in the social Web while also using older media and staying alert to new opportunities. Our goal is to reach our users wherever they are. We should consider how a Division-wide branding effort could help users take advantage of more services. Recognizing that no communication will be one size fits all we must customize messages for various communities based on their needs. Our outreach and marketing efforts must be a two-way street; its success depends on our ability to elicit and take advantage of user feedback, including input from staff. Our user communities know about and take advantage of as many of our resources and services as they need. We coordinate and collaborate on outreach efforts across the Division. Our marketing and outreach initiatives are responsive to, driven by, and anticipatory of user needs. We routinely assess and analyze feedback from users and staff to make outreach efforts effective. Our staff is knowledgeable about available services and resources and able to communicate about them to our users accurately and consistently.
10 8 exploration DATA-DRIVEN EXPLORATION & DECISION MAKING Become a data-aware organization that promotes open of data and grounds our decisions in evidence. We must have a deep understanding of the relationship of our operations, collections, and services to a complex and constantly changing environment if we are to be effective in planning and improving. Knowing which initiatives to pursue is never easy, and decisions regarding prioritization and resource allocation are among the most difficult. The coordinated identification, availability, and analysis of strategic data, both quantitative and qualitative, provide important insights and ensure that our assessments are solidly grounded in evidence. Within individual departments we currently collect data on various aspects of our operations, collections, and services. For example, we track the growth of our collections; we track their usage; we track visits to our various libraries and to our websites. We conduct surveys among students and faculty to gather information about their research habits, user experience with BobCat and other interfaces, and more. These data contribute to our effectiveness. Decisions about resource allocation are supported by evidence drawn from a program of well-specified data management and business intelligence. We have a Division-wide structure for data capture, warehousing, and reporting. Growing numbers of staff are skilled in the collection, analysis, and interpretation of data. Staff has ready access to data needed for decision making, experimentation, exploration, and intellectual curiosity. By defining a comprehensive set of essential data, aligned with the needs of our organization as a whole, and committing to making that data accessible to staff across the Division, we increase our capacity to make confident and informed decisions at all levels in matters of service development, strategic prioritization, and resource allocation. Comprehensive data, well organized and easily accessible, strengthens our capacity as a learning organization, providing opportunities for creative inquiry by faculty and staff and for professional development and innovation. A data-aware organization fosters a rich environment for discovery, analysis, and decision-making.
the University Library Entering its Third Century SEPTEMBER 2015 A long with their universities, the best academic libraries constantly adapt to the forces reshaping research, teaching, and learning. This
2013 2018 A Plan for Supporting Research, Teaching, and Service The Library and the Mission of the University The Library and the Mission of the University 2013 2018 University of North Carolina at Chapel
The University of Queensland Library Your Partner in Scholarship STRATEGIC PLAN 2013-2017 2 CONTENTS 3 INTRODUCTION 3 Senior Deputy Vice-Chancellor 3 University Librarian 4 THE LIBRARY IN THE 21ST CENTURY
UNIVERSITY OF MIAMI SCHOOL OF BUSINESS ADMINISTRATION MISSION, VISION & STRATEGIC PRIORITIES Approved by SBA General Faculty (April 2012) Introduction In 1926, we embarked on a noble experiment the creation
Academic Affairs Strategic Plan 2012 The Academic Affairs Strategic Plan is a continually evolving plan, building on the university s Strategic Plan and its three pillars: learner-centered, discovery driven,
Carleton College, Gould Library Strategic Plan: 2013-2018 The Laurence McKinley Gould Library is situated at the heart of Carleton, acting both as a College service, supporting the scholarship of the Carleton
University Libraries Strategic Plan 2015 Our Mission: The University Libraries are a dynamic partner with our users in the research, discovery, and creation of knowledge, where state-of-the-art technology
Information Technology Strategic Plan 2014-2017 Leveraging information technology to create a competitive advantage for UW-Green Bay Approved December 2013 (Effective January 2014 December 2017) Contents
1 UWG Vision Statement: UWG aspires to be the best comprehensive university in America sought after as the best place to work, learn and succeed! Strategic Imperative #1: Student Success Enhanced Learning,
1 Cambridge University Library Working together: a strategic framework 2010 2013 2 W o r k i n g to g e t h e r : a s t r at e g i c f r a m e w o r k 2010 2013 Vision Cambridge University Library will
The Western Michigan University Strategic Plan 2015 20 The Western Michigan University Commitment With adoption of its first strategic plan in 2012, the University embraced three basic tenets developed
Agency 5-Year Plan Section 1: UAA Main Campus Section 2: UHA AHSC Campus Issue 1 Engaging Agency 5-Year Plan Description: Design the Arizona experience so that 100 percent of our students have the opportunity
GRADUATE EDUCATION AT USM: A STATEMENT OF THE GRADUATE COUNCIL March 2, 2009 Graduate education is an essential part of the University of Southern Maine. As one of only two universities within the University
Dell Connected Learning for Schools Transforming Education for the Digital Age This document was created to provide Dell s point of view for primary and secondary schools and contains the following sections:
Rubric for Evaluating North Carolina s Instructional Technology Facilitators Standard 1: Instructional Technology Facilitators demonstrate leadership. Not Demonstrated Developing Proficient Accomplished
The University of Queensland Library Your Partner in Scholarship TECHNOLOGY STRATEGY 2014-2017 2 INTRODUCTION This Technology Strategy sets out the priorities that will enable the Library to achieve the
PACIFIC 2020 Excelling in a Changing Higher Education environment 1 PACIFIC 2020 Excelling in a Changing Higher Education environment STOC KTON SAN FRANC I S C O S A CRA MENTO University of the Pacific
Integrated Information Services (IIS) Strategic Plan Preamble Integrated Information Services (IIS) supports UCAR/NCAR/UCP efforts to both manage, preserve, and provide access to its scholarship for the
1 CSN Library Services Strategic Planning - 2014/2016 Context CSN Library Services is committed to: Providing a physical environment for intellectual discovery, collaborative projects and group work, individual
Cert Public History (2014 2015) Program Information Point of Contact Nathaniel DeBruin (firstname.lastname@example.org) Support for University and College Missions Marshall University is a multi campus public university
UNH Strategic Technology Plan Joanna Young, UNH Chief Information Officer - April 2010 People increasingly experience or interact with an organization through a technology lens. Accessible, engaging, responsive,
c o n t e m p o r a r y MCEETYA A u s t r a l i a - N e w Z e a l a n d 21 st century education integrates technologies, engaging students in ways not previously possible, creating new learning and teaching
Standards for Professional Development APRIL 2015 Ohio Standards for Professional Development April 2015 Page 1 Introduction All of Ohio s educators and parents share the same goal that Ohio s students
Arkansas Teaching Standards The Arkansas Department of Education has adopted the 2011 Model Core Teaching Standards developed by Interstate Teacher Assessment and Support Consortium (InTASC) to replace
University of Wisconsin - Platteville UNIVERSITY WIDE INFORMATION TECHNOLOGY STRATEGIC PLAN 2014 Strategic PRIORITIES 1 UNIVERSITY WIDE IT STRATEGIC PLAN ITS is a trusted partner with the University of
Blackburn College Teaching, Learning and Assessment Strategy 25 August 2015 1 Introduction This document provides a Teaching, Learning and Assessment Strategy covering all of the College s Further Education
THE GEORGE T. HARRELL HEALTH SCIENCES LIBRARY Strategic Plan 2015-2019 Table of Contents Mission, Vision, Values... 2 Programmatic Areas... 2 Discovery, Access, Preservation... 2 Teaching and Learning...
Strategic Plan 2012-2018 University Libraries Virginia Tech Introduction Our mission is to invent the future of libraries at Virginia Tech. We honor tradition as we excel in our core mission to provide
RWWL 2010-2015 STRATEGIC PLAN: Building a 21st Century Learning Community Advancing the Academic Village Clark Atlanta University Interdenominational Theological Center Morehouse College Spelman College
ILA Strategic Plan 2012 2017 If you practice, study, or teach leadership; If you seek a community of people who share your passion for leadership; We invite you to be a vital part of the continued growth
Pharmaceutical Sales Certificate Target Audience Medical representatives Objective The objective of this program is to provide the necessary skills and knowledge needed to succeed as medical representatives.
Draft Policy on Graduate Education Preface/Introduction Over the past two decades, the number and types of graduate programs have increased dramatically. In particular, the development of clinical master
WHITE PAPER Turning Insight Into Action The Journey to Social Media Intelligence Turning Insight Into Action The Journey to Social Media Intelligence From Data to Decisions Social media generates an enormous
Commission on Colleges Southern Association of Colleges and Schools Best Practices For Overview to the Best Practices These Best Practices are divided into five separate components, each of which addresses
Draft: April 10, 2016 NORTHEASTERN 2025 Distinctively Excellent PhD Education Context We are in a moment of Northeastern s history when our PhD programs have the opportunity to excel by building on the
Achievement, Innovation, Community: The University of Baltimore Strategic Plan 2014-17 Mission The University of Baltimore provides innovative education in business, public affairs, the applied liberal
McConnell Library Strategic Plan April 2011 The resources and services you seek in the place you want to be! 1 McConnell Library: A Brief Overview From the moment that students first attended classes at
The Future of Census Bureau Operations Version 1.0 April 25, 2013 The Future of Census Bureau Operations Page ii [This page intentionally left blank] The Future of Census Bureau Operations Page iii Document
B. Scholarly Activity Scholarly Activity is an essential part of University life and development and encompasses the many pursuits that broaden and expand the learning communities in which faculty function
HUMAN SERVICES MANAGEMENT COMPETENCIES A Guide for Non-Profit and For Profit Agencies, Foundations and Academic Institutions Prepared by: Anthony Hassan, MSW, Ed.D. William Waldman, MSW Shelly Wimpfheimer,
Hamilton Campus Information Technology Strategic Project Plan July 2007 Revised: June 2009 C:\Users\lipnicje\Documents\Documents\MUH IT SP\MUHITSP_final.doc 12/19/12 Page: 1 Table of Contents Executive
2011-2016 Strategic Plan Creating a healthier world through bold innovation 2011-2016 STRATEGIC PLAN Table of contents I. Global direction 1 Mission and vision statements 2 Guiding principles 3 Organizational
Morehouse School of Medicine Strategic Plan March 2015 1 STRATEGIC FRAMEWORK Mission, Vision, Core Values, Goals 2 Strategic Structure Each Statement Lays the Foundation for the Next Vision Vision Goals
Strategic Plan Valid as of January 1, 2015 SBP 00001(01/2015) 2015 City of Colorado Springs on behalf of Colorado Springs Page 1 of 14 INTRODUCTION Integrated and long-term strategic, operational and financial
North Carolina School Library Media Coordinators Standards Every public school student will graduate from high school, globally competitive for work and postsecondary education and prepared for life in
Information Literacy Unit Goals & Objectives 2014-2015 1/16/15 1. Curriculum Integration and Instruction Goal: Integrate information literacy into the university-wide curriculum and cocurriculum with emphasis
STRATEGIC PLAN 2015-2020 EXECUTIVE SUMMARY Georgia Regents University Division of Enrollment & Student Affairs participates in annual strategic planning so that the division can clarify goals and focus
University Library SANTA CLARA UNIVERSITY Strategic Plan 2013-2018 M E S S A G E F R O M T H E U N I V E R S I T Y L I B R A R I A N This is a time of great change and transition for higher education and
K-12 Information Digital Literacy K-12 Information Digital Literacy It is the goal of the educators of the Burlington Public Schools to foster a dynamic learning environment that promotes engagement, relevant
Oswego State Draft Information Technology Strategic Plan November 17, 2015 Fall 2014 January February March April May Strategic Planning Steering Committee formed Events & Meetings planned Strategic Planning
Division of Human Resources Strategic Plan For a Culture of Excellence TABLE OF CONTENTS INTRODUCTION... 2 DEPARTMENTAL MISSION STATEMENT ALIGNMENT... 4 HUMAN RESOURCES STRATEGIC DIRECTIONS... 5 HR STRATEGIC
White Paper July 2007 IBM Information Management software IBM Enterprise Content Management Product Strategy 2 IBM Innovation Enterprise Content Management (ECM) IBM Investment in ECM IBM ECM Vision Contents
Management Competencies and Sample Indicators for the Improvement of Adult Education Programs A Publication of Building Professional Development Partnerships for Adult Educators Project PRO-NET April 2001
S TANDARDS for Accreditation and R EQUIREMENTS of Affiliation THIRTEENTH EDITION Middle States Commission on Higher Education StandardS for accreditation and requirements of affiliation thirteenth edition
CRITICAL AND CREATIVE THINKING RUBRIC GRADUATE PROGRAMS Adapted from the AACU LEAP rubrics, the Bases of Competence skills, Ontario Council of Academic Vice-Presidents Graduate Degree Level Expectations,
Library, Information and Technology Services Academic Quality and Engagement [I_AQE] UNIT PRIORITY Support Scholarship & Creative Activity [LITS.01] DIVISIONAL PRIORITY Strengthen scholarship [AA.06] Support
College Credit College Ready Skills (High School) Course of Study NCNSP Design Principle 1: Ready for College Students are tracked according to past performance into regular and honors level courses. All
in collaboration with Project, Program & Portfolio Help Leading Firms Deliver Value Managing Effectively & Efficiently Through an Enterprise PMO Program & Portfolio : Aligning IT Capabilities with Business
Pamplin College of Business Strategic Plan 2014-2019 Adopted: 5-13-2014 Revised: 7-3-2014 1. Introduction Pamplin is a nationally recognized, integral part of Virginia Tech the premier research university
FISHER: Forward to the future. The Strategic Plan for St. John Fisher College 2012-2017 Vision Statement St. John Fisher College Vision Statement By the end of the decade, we will be a widely recognized
LEEDS METROPOLITAN UNIVERSITY EMBEDDING DIGITAL LITERACY AS A GRADUATE ATTRIBUTE AT LEEDS METROPOLITAN UNIVERSITY Refocusing the Undergraduate Curriculum Embedding digital literacy as a graduate attribute
Carnegie Library of Pittsburgh Strategic Plan 2013-2017 January - March April - June July September October Final Plan Identify issues, opportunities, wants, needs Community Workshop 1 Develop and test
PROPOSED ACTION PLAN FOR GUIDING ASPIRATION #6 LEAD IN INNOVATION, ENTREPRENEURSHIP, AND CREATIVITY, (CIE) UTA values and will encourage a culture of innovation, entrepreneurship, and creativity. We will
BS Environmental Science (2013-2014) Program Information Point of Contact Brian M. Morgan (email@example.com) Support for University and College Missions Marshall University is a multi-campus public
Crosswalk of the New Colorado Principal Standards (proposed by State Council on Educator Effectiveness) with the Equivalent in the Performance Based Principal Licensure Standards (current principal standards)
Joseph L. McCourt Middle School Cumberland, RI 02864 Servicing students in grades 6 8 Mission Statement: Joseph L. McCourt Middle School (JLMMS) is committed to providing an atmosphere of mutual respect
Executive Summary 2013-2018 School for Graduate Studies SUNY Empire State College School for Graduate Studies Academic Plan: Executive Summary 1 Table of Contents Introduction... 2 Structure of this Plan....
Get to Know My RE Observe Collect Evidence Mentor Moments Reflect Review Respond Tailor Support Provide Provide specific feedback specific Feedback What does my RE need? Practice Habits Of Mind Share Data
International Society of Exposure Science (ISES) Strategic Plan: Creating a Safer and Healthier World by Advancing The Science of Exposure 2008 2011 Executive Summary Changes in the field of exposure have
Introduction B.S. in Environmental Studies Degree Concept Paper Submitted by the Department of Science, Technology & Society/Public Policy College of Liberal Arts The Department of STS/Public Policy in
University Libraries Strategic Goals and Objectives extracted from: A Strategic Plan for the UNLV Libraries: 2005-2010 June 1, 2005 For a copy of the complete Libraries Strategic Plan, please contact the
Associate Dean, Graduate Academic & Faculty Affairs College of Professional Studies Boston, MA Executive Summary The College of Professional Studies at Northeastern University seeks a seasoned and innovative
DEFIANCE COLLEGE Strategic Plan 2013-2016 The at Defiance is part of the Division of Business, Education, and Social Work. The department includes majors in Business Administration and Accounting; minors