Page 15 - NYLSStrategicPLanProgressAndOutcomes

acadeMIc STandardS and evaLUaTIon

n Identiied and adopted a new set of core competencies that form the foundation of a meaningful and
effective course of study to be integrated into the curriculum.

Adopted new requirements to evaluate student learning outcomes in irst-year required courses through
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various methods of formative assessment.

n Set up a system for regularly evaluating teaching methods and programs to determine whether and to what
extent students’ goals and needs are being met, including introducing a guide and tools to provide formative

assessment.

n Developed a new and more substantive student course evaluation tool following an extensive review of
best practices that was piloted during the summer 2014 session. moved the student course evaluation from

paper to an online format, which allows for more lexible data collection and analysis.

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reneWed FocuS on Bar PaSS

gains in our July bar pass rate are attributed to many factors, including programs implemented to
focus directly on improving bar pass rates:

The innovative “Jump Start” program, a ive-day intensive immersion in bar study, including a
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unique $500 cash incentive plan to ensure maximum participation among the graduating class.

appointment of a new Bar Programs coordinator and implementation of a Bar mentoring Program.
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n The Bar exam Lunch Program, which provides all students taking the bar exam at the Javits
Center with a prepared lunch, sponsored by the Law School’s alumni community and Trustees,

eliminating unnecessary stress and distraction during the exam in 2014.

in 2014-15, we will continue these efforts, and others, including the introduction of a program for

second-year law students to help them get an early start on bar exam prep.

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mODerN LeArNINg AND The UrBAN CAmPUS

one of nYlS’s most distinctive qualities is our urban campus in triBeca—a vibrant neighborhood

in lower manhattan, close to new York city’s inancial, government, and judicial centers. our
main building, constructed in 2009, is a state-of-the-art academic environment. however, many
administrative ofices and academic programs occupy leased ofice space in other buildings.

To promote greater interaction, eliminate the need for leased space, and enable us to place all
classes, programs, and activities under one roof, we are undertaking a campus consolidation and
redesign effort. the plan is projected to achieve a reduction in overhead costs of $50 million over

the next 17 years, a savings that will substantially offset tuition costs for students, and complete
the build-out of our urban academic complex.

Strategic Plan ProgreSS and outcomeS
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