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Full-Text Articles in Education
Nu Board Of Regents Campus Visit To Uno Agenda 10/23/15, Uno Office Of Academic And Student Affairs
Nu Board Of Regents Campus Visit To Uno Agenda 10/23/15, Uno Office Of Academic And Student Affairs
Mission/Vision/Leadership
Agenda for the Board of Regents visit to campus, October 23, 2015.
Integrated Academic Planning: Developing An Intentional Path Forward, Marilyn J. Wells, Lynn D. Akey
Integrated Academic Planning: Developing An Intentional Path Forward, Marilyn J. Wells, Lynn D. Akey
Academic Affairs Publications
This presentation will focus on successful completion of Phases 1–3 of an integrated academic planning process, with engagement of 180+ degree programs and four extraordinary education task forces. Presenters will discuss successful and provocative elements, including consensus building, community involvement, data utilization, shared governance, and transparency.
Infrastructure And The User Experience: #11;How The Built And Virtual Environment Shapes Teaching And Learning At The University Of Oregon, Helen Y. Chu
Helen Y. Chu
No abstract provided.
Visions, Missions, And Strategic Plans 101, M. J. Caro, Anne Marie Casey
Visions, Missions, And Strategic Plans 101, M. J. Caro, Anne Marie Casey
Anne Marie Casey
This presentation outlines a basic method to identify the tasks, functions and outcomes of a department or division in order to craft meaningful vision and mission statements, and suggest questions to ask and methods to use in designing a strategic plan.
Nu Strategic Planning Framework 2014-2016, Nu System
Nu Strategic Planning Framework 2014-2016, Nu System
Mission/Vision/Leadership
The University of Nebraska is a four-campus, public university which was created and exists today to serve Nebraskans through quality teaching, research, and outreach and engagement. We strive to be the best public university in the country as measured by the impact we have on our people and our state, and through them, the world. To do that, we must compete effectively with other institutions around the world for talented students and faculty. The future of Nebraska is closely tied to that of its only public university, and this framework guides university-wide and campus planning to help build and sustain …
Nu Strategic Planning Framework 2014-2016, Uno Office Of Institutional Effectiveness
Nu Strategic Planning Framework 2014-2016, Uno Office Of Institutional Effectiveness
Student Learning
The University of Nebraska is a four-campus, public university which was created and exists today to serve Nebraskans through quality teaching, research, and outreach and engagement. We strive to be the best public university in the country as measured by the impact we have on our people and our state, and through them, the world. To do that, we must compete effectively with other institutions around the world for talented students and faculty. The future of Nebraska is closely tied to that of its only public university, and this framework guides university-wide and campus planning to help build and sustain …
Nu Strategic Framework Investing In Nebraska's Future, University Of Nebraska
Nu Strategic Framework Investing In Nebraska's Future, University Of Nebraska
Student Learning
The University of Nebraska is a four-campus, public university which was created and exists today to serve Nebraskans through quality teaching, research, and outreach and engagement. We strive to be the best public university in the country as measured by the impact we have on our people and our state, and through them, the world. To do that, we must compete effectively with other institutions around the world for talented students and faculty. The future of Nebraska is closely tied to that of its only public university, and this framework guides university-wide and campus planning to help build and sustain …
Negotiating A Seat At The Table: Questions To Guide Institutional Involvement, Gregory J. Siering, Suzanne Tapp, Debra Rudder Lohe, Micah Meixner Logan
Negotiating A Seat At The Table: Questions To Guide Institutional Involvement, Gregory J. Siering, Suzanne Tapp, Debra Rudder Lohe, Micah Meixner Logan
To Improve the Academy: A Journal of Educational Development
In addition to traditional roles, educational developers increasingly find themselves considering their involvement in issues of institutional change. However, this evolution leads to new challenges as educational developers attempt to discern whether and how to be involved inparticular organizational change efforts. This chapter provides a framework that can help centers of all types reflect on the broader risks and rewards of institution-level leadership. Through a series of context-based reflective questions, the authors hope to promote strategic thinking among educational developers (particularly center directors) and to spur new questions and research as our field continues to evolve.