Page 6 - NYLSStrategicPLanProgressAndOutcomes

STrATegIC PrIorITIeS Scorecard

This scorecard depicts the progress made in completing our strategic priorities, which were identiied as action items in support

of the strategic goals. Some priorities require continuous effort; therefore, they are not expected to be “completed” but rather
will remain an ongoing activity.

keY: IN PLANNINg STArTeD SUBSTANTIAL PrOgreSS mADe COmPLeTeD

acadeMIc exceLLence and InnovaTIon

ensuring that the Law School’s students, faculty, and staff relect the diversity and excellence that are New York
city’s greatest strengths.

Understanding and responding to the market forces that will shape and be inluenced by the legal profession
in the next ive to 10 years.

helping all students—part-time and full-time—achieve their aspirations by focusing on core competencies

they must possess to succeed, including fostering a culture of professionalism and intellectual curiosity from
day one.

making bar passage a top priority for students through engagement and partnership with the faculty and
administration.

rationalizing our curriculum through assessment, reinement, and new investment to align our academic
programs with the needs of the market.

recruiting new full- and part-time (adjunct) professors whose areas of expertise match the needs of the

market and the institution.

evaluating every center, institute, and program to enhance the student experience and ensure connections to
project-based, clinical, and other experiential learning opportunities, and pro bono service.

Strengthening experiential education by implementing 13 new clinics, including a clinical third-year, and
providing opportunities for professional development and work experience.

Developing new degree and certiicate programs in areas where more specialized legal education can be critical

to success and will help differentiate the law School in the market.

Setting and assessing student performance outcomes to ensure that teaching methods and programs are

responsive to the learning goals and needs of students.

career SUcceSS

requiring from every student, from day one, engagement and partnership with the Law School’s faculty,

administration, other students and student groups, and the alumni community.

ensuring that our Admissions, Academic Affairs, Career Planning, Alumni relations, and Pro Bono Initiatives

ofices work closely together to provide the right guidance and programming for day, evening, accelerated
division, and graduate students, to develop their personal academic, career, and bar pass plans.

forging alliances with trustees, other alumni and friends, adjunct faculty, and employers to ensure that
our students and graduates have access to critical networks of irms, businesses, government agencies,

nonproits, and bar associations and other professional organizations, to create a reliable pipeline of job
opportunities in traditional and nontraditional roles for J.d.s.

expanding career development programs and launching new initiatives to ensure that students and alumni
develop and display leadership and professionalism, and have the most advanced knowledge, skills, and
mentoring needed to compete for and beneit from desirable externships, and summer and permanent

employment opportunities.

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neW York laW School