Page 7 - NYLS Strategic Plan Progress and Outcomes • 2016

Committing New York Law School’s resources to support the faculty’s scholarly priorities.
Identifying and recommending opportunities for faculty to develop scholarship to advance societal goals in collaboration with the private, public, and nonprofit sectors in New York City and beyond.
Increasing student participation in research and scholarship to enhance student learning and intellectual growth.
ensuring that there is adequate mentoring and other resources to help junior faculty realize their goals.
Promoting the expertise of the faculty in their respective fields to the media and scholarly conferences that will most benefit faculty members and the Law School.
Supporting faculty who wish to engage in the use of social media to reach mass audiences and have direct and immediate impact.
Developing proposals to take advantage of unique funding opportunities for faculty scholarship provided by foundations, individuals, corporations, nonprofits, and government.
INTeLLecTUaL LIfe
2014 2015 2016
Strengthening connections among alumni and the NYLS community as a whole.
Offering all students and alumni strategic connections to public interest, government, and other organizations for pro bono opportunities. Assisting students, full-time and part-time, in the fulfillment of their pro bono requirement.
Creating new strategic partnerships to elevate the status of the Law School and generate new financial support.
Expanding our Continuing Legal Education and Executive Education programming to provide lifelong learning opportunities to our graduates and others in the government, private-sector, and nonprofit arenas.
coMMUNITY eNGaGeMeNT
2014 2015 2016
Being highly sensitive to the costs of legal education and making every effort to stabilize tuition and expand the availability of meaningful scholarships to the student body.
fostering institution building by developing well-informed, short- and long-term financial plans; using sophisticated data and econometrics, and predictive models; and focusing on disciplined and strategic investment.*
Continuing rigorous, timely, and accurate compliance with accreditation standards and other requirements affecting operations.
Scaling operations to meet changing demands while ensuring quality of service.
Ensuring that metrics, and a commitment to transparency and accountability, are infused into every aspect of the Law School’s staffing, planning, programs, operations, and communications.
Creating new scorecards to report on key activities in support of our goals so that the NYLS community can monitor performance progress.
Promoting a culture of professionalism; ensuring awareness of the goals, mission, and objectives of the Law School; and fostering a continuous engagement in the operational and academic institutional goals—among staff and administration alike.
oPeraTIoNS
2014 2015 2016
*Our short- and long-term financial plans did not rely on econometric or predictive models.
Strategic Plan ProgreSS and outcomeS • 5