Strategic Directions 2010-2013 with Specific Objectives Assigned to Lead Committee

1.1

To review the overall goals, curriculum, structure and outcomes of the MLIS degree program & monitor implementation

CPDC

13-02

1.2

To review the overall goals, curriculum, structure and outcomes of the MARA degree program & monitor implementation

CPDC, with MARA Program Coordinator

11-06

1.3

To review the overall goals, curriculum, structure and outcomes of the Gateway Ph.D. degree program & monitor implementation

SLCT, with PhD Program Coordinator

12-03

1.4

To review the overall goals, curriculum, structure and outcomes of the Executive MLIS program & monitor implementation

CPDC, with Exec MLIS Program Coordinator

11-09

1.5

To monitor the focus on assessment through review of trends in exit surveys and resulting actions taken

SLCT, Asst. Dir.: Research/Prof. Practice

Annually

1.6

To continue to develop the employer-based program advisory committees

Director

Annually

1.7

To review guidelines and monitor implementation of course and cluster coordination

CPDC

Annually

1.8

To infuse the value of applying skills to non-traditional venues in each course through tagging each course with careers that could be pursued with this background

CPDC

11-06

2.1

To grow the student base across the continent (out-of-state) and internationally

Director

Annually

2.2

To identify and implement ways to build in diversity components into the curriculum

DC

Annually

2.3

To be recognized as a school of choice internationally

SLCT

12-08

2.4

To revise and update Specializations to represent new and emerging areas

CPDC

11-08

2.5

To revise and update Internship opportunities to beyond libraries, more virtual internship opportunities

CPDC

10-12

2.6

To perform a market analysis to determine which international markets to expand into

Director

11-04

2.7

To choose appropriate international market(s) for pilot expansion of the program and initiate implementation

Director

11-05

2.8

To identify opportunities for interdisciplinary courses and degrees

CPDC

11-02

3.1

To plan and implement the faculty institute for curriculum coordination and technology training

FDGC, with Assoc. Dir., Asst Dir. For Distance Learning

Annually

3.2

To develop and implement proposals for assigned time for research productivity and curricular/faculty coordination

Director

Annually

3.3

To continue to grow seminars and colloquia, including recordings from remote sites

Colloquium Coord

Annually

3.4

To continue to improve the number and amount of research grants received by the School

FDGC, with Grant Coord

Annually

3.5

To focus on research and scholarship through profiles, support, celebrations

SLCT

Annually

3.6

To develop a plan for faculty renewal based on identified priorities for directions and growth

Director and Faculty

10-11

3.7

To develop a culture of learning among staff

Director

Annually

3.8

To assess part-time faculty needs, ways that we could help them feel more enculturated and familiar with the School's programs and policies

FDGC

11-11

4.1

To endow fully all endowment funds to $25,000 each

Director

13-12

4.2

To review administrative routines for efficiency and effectiveness, such as moving to completely paperless processes

Director

Annually

4.3

To review the need for additional staff roles (alumni and careers office function; development officer) and determine feasibility

Director

11-12

4.4

To redesign the SLIS website to better meet the needs of all types of visitors to the site (e.g., prospective students, current students, alumni, faculty ,staff, internship supervisors)

STRC

11-11

4.5

To continue and increase data collection/assessments/ benchmarks of the School to inform planning and decision-making

Director

12-10

4.6

To develop a consistent and congruent program for tracking students and graduates/alumni

Director

13-09

4.7

To be a role model for efficient online processes within the University and support other University units in using online technologies for more flexible and less place-based work practices (e.g., encourage virtual participation on faculty committees, advocate for online university seminars)

STRC

Annually

4.8

To work with University Development Office to see if SLIS can be part of any university-level funding initiatives

SLCT

11-09

5.1

To establish a Founders Board to increase donations to School, serve as a sounding board for strategic directions, and connect the School to Silicon Valley leaders

Director

13-12

5.2

To enhance the role and membership of the International Advisory Board

Director

Annually

5.3

To establish a Research Center for Applied Research and Innovation, with a pilot partnership and/or research project

Director

12-01

5.4

To identify ways to build interdisciplinary connections within the university through joint faculty positions, course offerings, research collaboration, grants, etc. and make a plan

SLCT

11-03

5.5

To put together a plan for how to widen the marketing of the School at conferences/events, adding more technology, information science, and other non-library conferences

SLCT

11-03

5.6

To put together a plan for how to expand marketing of the School through online marketing/social media techniques

SLCT

11-04

5.7

To add an additional staff position to handle event planning and coordination

Director

10-12

5.8

To add an additional staff position to handle marketing

Director

11-12

5.9

To explore new joint degree program opportunities

CPDC

Annually

5.10

To identify opportunities for speaking to broader audiences (e.g., Elluminate online talk series)

SLCT

Annually

5.11

To identify new continuing education partnership opportunities

CPDC

11-10

5.12

To build stronger alumni relationships

SLCT

11-11

5.13

To identify set of Silicon Valley companies to build relationships with through meetings and proposed collaborations and partnerships

SLCT

11-05

5.14

To create a new annual award for the faculty who establishes the most external relationships for the School (e.g., through grant money, research contract work, new board relationships, donations to the School)

SSFSA

11-04

5.15

To market and demonstrate the School's expertise and leadership in online distance learning (eLearning) both within the University and externally (through presentations, publications, demos, etc)

STRC

Annually

6.1

To ensure full implementation of the plan for improved community-building and student interactions through Web 2.0 and social software (e.g., virtual open houses, video)

STRC

11-09

6.2

To expand career support for students (e.g., through website, trainings, mentoring, speakers, counseling)

SLCT

10-12

6.3

To increase student professional networking opportunities and the School's online presence through LinkedIn and other social media

SLCT

11-02

6.4

To hold regular virtual meeting opportunities for students to interact with Faculty, the Director, other students, and experts in the LIS field

SLCT

Annually

6.5

To expand Trendspotting courses to major conferences

CPDC, Assoc. Dir.

11-04

6.6

To increase student involvement and participation in broader set of professional associations

SLCT

Annually

6.7

To determine ways that the ePortfolio can be expanded to help students/graduates in the job seeking process

CPDC

11-08

6.8

To increase diversity in recruitment and School activities

DC

Annually

6.9

To enable new graduates to report on their first position through the SLIS Web site

STRC

11-09