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Wednesday, February 12, 2020 | History

5 edition of Strategic plan, 2008-2013 found in the catalog.

Strategic plan, 2008-2013

Centre for Law and Research International.

Strategic plan, 2008-2013

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Published by Claripress in Nairobi .
Written in English


Edition Notes

Other titlesLearning together for community empowerment
StatementCentre for Law and Research International.
The Physical Object
Paginationv, 28 p. ;
Number of Pages28
ID Numbers
Open LibraryOL16994791M
LC Control Number2008349816

It met weekly during the academic year, twice weekly in June, and several times in July and August. To reach that goal, the College added many new full-time faculty lines. Many faculty members cross the boundaries of these three branches, as do our students: e. By falldecisions will be made whether to place academic technology in an academic branch of the IT office or whether to create a separate academic technology office. One major, Accounting, serves few students and offers only one course that meets general education requirements. Chairs will determine the best way for their departments to achieve a higher average while still allowing small class sizes when needed.

Finally, the federal government is regulating higher education to a greater extent than ever. We will enhance the visibility of the Hewitt Gallery of Art as a locus of pedagogy and as a laboratory for academic programs. It will provide faculty and students with consultation and access to technology tools, training, and ongoing support from an instructional technologist, and will review in- and out-of- class technology to determine the hardware, software, and training that will enhance student learning. Activity: Upgrade telephone system and consider digitization and cloud options to reduce files and increase office space. Programs that have not been successfully restructured by June will be phased out.

Marymount Manhattan remains committed to the liberal arts as an essential foundation of an undergraduate education. Two other majors, Art and Speech-Language Pathology and Audiology, have grown significantly over the past years while their resources have been stagnant or have grown only modestly. Our mission is to provide high quality educational opportunities to all with a focus on student success and community needs, including: Occupational programs, including certificates, associate and bachelor degrees, for youth and adults in career and technical fields; Two-year transfer educational programs to qualify students for admission to the junior year at other colleges and universities; and A broad range of personal, career, and technical education for adults. You can find our state system's mission statement here. Viability of these newer programs will be based on whether they have attracted and have graduated a sufficient number of students.


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Strategic plan, 2008-2013 book

The College had made enormous progress and was poised for further success. Resources will be reallocated and created for programs identified as priorities by this strategic plan. In addition, the Admissions Office, Institutional Advancement, and other offices will work together to share information and market a consistent message both internally and externally.

Present at least one program a quarter for adult patrons. This document presents a plan in which three major aspects of Marymount Manhattan — academic programs, administrative programs, and technology — have been and will continue to be re-examined. Once you have a brief idea of how to make sure your plan is a success, note down the step that will help you work towards the goals and objectives you need to fulfill in the strongest and best way possible.

Goal Examine divisional and departmental structure and support resources. It will provide faculty and students with consultation and access to technology tools, training, and ongoing support from an instructional technologist, and will review in- and out-of- class technology Strategic plan determine the hardware, software, and training that will enhance student learning.

The value of inclusion drives us to reach far beyond our college leadership team, forming Strategic Planning Task Forces comprised of students, staff, faculty and members of our community. Values We value a community built on learning, mutual respect, and diversity. The College will solicit an external review of the Office of Information Technology, with an eye toward improving its service orientation with regard to the rest of the College.

Reworking the College will require us to put more resources toward these large or growing majors that currently have insufficient resources to achieve the quality we need to remain competitive as a whole.

This plan calls for departments and divisions to determine how to increase average class size. The urgent always shines brightly for our attention.

In springstudents and faculty will be offered training in technology that can enhance learning. Faculty proposing new programs should ask themselves why students would come to MMC to study in this program, and why they would stay. The value of a college education and, in particular, one that is liberal arts-based, has been repeatedly challenged.

To reach that goal, the College added many new full-time faculty lines. We will assess the viability of recently developed programs as they reach the seven-year mark for majors and five-year mark for minors.

Activity: Upgrade telephone system and consider digitization and cloud options to reduce files and increase office space. In addition to these external promotional efforts, the College will also promote greater internal communication. We will encourage full-time faculty to teach first-year courses to a greater extent, recognizing the importance to freshmen retention of contact with full-time faculty.

Staffing and Volunteers GOAL: Ensure that the library has adequate professional staff, paraprofessional staff and volunteers to maintain high quality service. Timetable: In the College will see implementation of new phone system and digitization. This way, they get to explore new horizons with the power of the right education.

Classes that routinely run with small numbers of students impede our ability to support academic programs. We recognize that other activities are needed to ensure the continuing quality of our academic offerings.

Criterion for success: Completion of program reviews within the timeline indicated above. Criterion for Success: Bythe College will have a more cohesive message and offices will be working together more effectively.

Our mission is to provide high quality educational opportunities to all with a focus on student success and community needs, including: Occupational programs, including certificates, associate and bachelor degrees, for youth and adults in career and technical fields; Two-year transfer educational programs to qualify students for admission to the junior year at other colleges and universities; and A broad range of personal, career, and technical education for adults.

In some years, student demand for these programs cannot be met.

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HSPLS Strategic Plan, – Progress Report FY ’15 HSPLS Strategic Plan, – Progress Report FY ’14 Creating the Future: HSPLS Strategic Plan, [ ]. FEMA D / FEMA Strategic Plan In-Brief Publication Date: January ; 6 page tri-fold companion to the FEMA Strategic Plan FY FEMA P / National Incident Management System.

When the Library’s strategic plan for was adopted in Novemberour current location had been open barely a year. Now, approaching its seventh year on NW Wade Street, the library has had time to grow into its space.

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STRATEGIC PLAN Strategic Plan Table of Contents Strategic Context 3 Historical Context 3 Environmental Context 3 Values 4 Those Whom We Serve, Those Who Serve With Us 4 Those Affected by Our Service 4 Participate in the ELCA Book of Faith initiative.