Page 6 - NYLS Strategic Plan Progress and Outcomes • 2015

STrATegIC PrIorITIeS Scorecard
this scorecard depicts the progress made in completing our strategic priorities, which were identified 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. this year’s report reflects progress made on each priority since the summer of 2014.
keY: IN PLANNINg STArTeD SUbSTANTIAL PrOgreSS mADe COmPLeTeD
acadeMIc exceLLence and InnovaTIon
ensuring that the Law School’s students, faculty, and staff reflect the diversity and excellence that are New York city’s greatest strengths.
2014
2015
Understanding and responding to the market forces that will shape and be influenced by the legal profession in the next five 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, refinement, 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 certificate 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.
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 offices 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 firms, businesses, government agencies, nonprofits, 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 benefit from desirable externships, and summer and permanent employment opportunities.
career SUcceSS 2014 2015
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