This document outlines Keene State College's Academic Plan for 2009-2014. The plan aims to enhance the college's academic excellence and position it as a leading public liberal arts institution. It emphasizes providing a high-quality education that prepares students for career success and civic engagement through programs like integrated studies and experiential learning opportunities. The plan's vision is for Keene State to offer a nationally recognized model for undergraduate liberal arts education through learner-centered approaches and a commitment to student and faculty development.
As New Hampshire’s public liberal arts college, Keene State College is a leader in providing a high‐quality liberal education for New Hampshire residents, New England residents and students from across the country and the world. We are dedicated to achieving our unique mission within the state by providing exceptional programs that meet the needs of our students for an education that will endure in hanging times and will serve them well as they embark on successful careers, the
c
pursuit of further study and meaningful lives.
Keene State College’s Strategic Plan challenges the college community to work together in “a dynamic progression to a new level of academic excellence.
The Hill School 2012-17 Strategic Plan outlines ambitious goals to reimagine and redefine a liberal arts education for the 21st century. Key objectives include increasing financial aid to attract the most qualified students globally, strengthening academic and co-curricular programs, enhancing facilities for science and the arts, improving faculty compensation and housing, and ensuring students graduate with skills for lifelong success. The plan aims to position The Hill School as the preeminent family boarding school through both tradition and innovation.
City International School strives to provide high-quality education and develop well-rounded students through innovative learning environments, excellent facilities, and an emphasis on character development.
The school aims to create global citizens by developing international partnerships, celebrating diversity, and giving students opportunities to engage with other cultures through activities like curriculum exchanges and visits abroad.
City International School's international policy has the goal of preparing students to face global challenges and be sensitive to worldwide issues through increasing global awareness and international understanding.
Principal Position at Mission Dolores Academy in SFKarin Seid
Mission Dolores Academy is currently searching for outstanding candidates for the position of Principal, starting July, 2016. Our goal is to find the right person for this challenging and tremendously rewarding opportunity. We are looking for someone with the leadership experience, personality and drive to envision and implement a rich academic program and inspire our faculty, students and parents to work together in building upon the lessons and successes we help our students strive for each day.
Uptown School is an authorised International Baccalureate (IB) Primary Years School and PYP IB World School. Uptown School is in the candidacy process for its IB Middle Years Programme, with the IB Diploma Program to follow.
Uptown delivers the IB curriculum to grades Pre-K (3 by September 15) to Grade 9. In academic year September 2014 Grade 10 will be added with Grades 11 and 12 in 2015 and 2016.
This document provides an overview of the annual report from New Life Academy. It discusses the school's mission of educating students to impact their world for Jesus Christ and highlights accomplishments in leadership, scholarship, and service. It provides details on the strategic plan, student life events throughout the year, spotlight on an outdoor education class, profiles on retiring librarian Carole Peterson and teacher Gina Kortuem, and an update on the building campaign. The annual report celebrates the achievements of the past year and looks ahead to continued growth and fulfilling the school's mission.
The document discusses New Life Academy's mission and strategic plan. It emphasizes developing students' spiritual growth, academic excellence, and preparation to impact the world for Jesus Christ. The school collects feedback to guide its mission and plans. It highlights accomplishments in leadership, scholarship, and service by faculty and students. The strategic plan, GROW 2020, continues the pursuit of transforming students spiritually and intellectually to become leaders who serve God and others.
As New Hampshire’s public liberal arts college, Keene State College is a leader in providing a high‐quality liberal education for New Hampshire residents, New England residents and students from across the country and the world. We are dedicated to achieving our unique mission within the state by providing exceptional programs that meet the needs of our students for an education that will endure in hanging times and will serve them well as they embark on successful careers, the
c
pursuit of further study and meaningful lives.
Keene State College’s Strategic Plan challenges the college community to work together in “a dynamic progression to a new level of academic excellence.
The Hill School 2012-17 Strategic Plan outlines ambitious goals to reimagine and redefine a liberal arts education for the 21st century. Key objectives include increasing financial aid to attract the most qualified students globally, strengthening academic and co-curricular programs, enhancing facilities for science and the arts, improving faculty compensation and housing, and ensuring students graduate with skills for lifelong success. The plan aims to position The Hill School as the preeminent family boarding school through both tradition and innovation.
City International School strives to provide high-quality education and develop well-rounded students through innovative learning environments, excellent facilities, and an emphasis on character development.
The school aims to create global citizens by developing international partnerships, celebrating diversity, and giving students opportunities to engage with other cultures through activities like curriculum exchanges and visits abroad.
City International School's international policy has the goal of preparing students to face global challenges and be sensitive to worldwide issues through increasing global awareness and international understanding.
Principal Position at Mission Dolores Academy in SFKarin Seid
Mission Dolores Academy is currently searching for outstanding candidates for the position of Principal, starting July, 2016. Our goal is to find the right person for this challenging and tremendously rewarding opportunity. We are looking for someone with the leadership experience, personality and drive to envision and implement a rich academic program and inspire our faculty, students and parents to work together in building upon the lessons and successes we help our students strive for each day.
Uptown School is an authorised International Baccalureate (IB) Primary Years School and PYP IB World School. Uptown School is in the candidacy process for its IB Middle Years Programme, with the IB Diploma Program to follow.
Uptown delivers the IB curriculum to grades Pre-K (3 by September 15) to Grade 9. In academic year September 2014 Grade 10 will be added with Grades 11 and 12 in 2015 and 2016.
This document provides an overview of the annual report from New Life Academy. It discusses the school's mission of educating students to impact their world for Jesus Christ and highlights accomplishments in leadership, scholarship, and service. It provides details on the strategic plan, student life events throughout the year, spotlight on an outdoor education class, profiles on retiring librarian Carole Peterson and teacher Gina Kortuem, and an update on the building campaign. The annual report celebrates the achievements of the past year and looks ahead to continued growth and fulfilling the school's mission.
The document discusses New Life Academy's mission and strategic plan. It emphasizes developing students' spiritual growth, academic excellence, and preparation to impact the world for Jesus Christ. The school collects feedback to guide its mission and plans. It highlights accomplishments in leadership, scholarship, and service by faculty and students. The strategic plan, GROW 2020, continues the pursuit of transforming students spiritually and intellectually to become leaders who serve God and others.
Keene State College Academic Affairs Technology Plan 111808Jenny Darrow
The document outlines Keene State College's Academic Affairs Technology Plan, which was developed in 2007 to transform student learning and support faculty and staff. It provides goals and principles for creating innovative learning environments through engaged and connected experiences both inside and outside the classroom. This includes developing students' technological fluency and information literacy. The plan establishes leadership groups and an annual review process to ensure the initiatives align with the college's strategic goals and other technology plans.
screenings may range between $200 to $3500 dollars, a price viewed with a variety of opinions and concerns between renters and homeowners. It is anticipated that dumpster screenings will better the quality of life in neighborhoods and generally beautify the city.
The first step in this research project consisted of finding the absolute locations of all dumpsters within the city. Concurrently, similar studies and other scholarly references pertaining to the study were researched. Background information on the city, and other literature reviews were explored. From here, a survey was created to be conducted in a case study neighborhood. The survey discussed elements such as the quality of life, impact of visible dumpsters, enrollment at Keene State College, and opinions of the ordinance. Three hypotheses were developed for each zone:
Keene State College’s Strategic Plan challenges the college community to work
together in “a dynamic progression to a new level of academic excellence.
This document discusses emerging themes in higher education including quality assurance, student portability, and measuring student learning. It outlines pressures from the federal government, national organizations, and states to improve outcomes, contain costs, and increase accountability. Specific priorities discussed are improving 4-year graduation rates, developing metrics for program viability, increasing documentation of student learning, and reducing textbook costs.
Seasonally inundated depressions in the forest floor, typically referred to as vernal pools are in great demand of increased protection and further refined regulations. Vernal pools are typically small in size, isolated from larger wetland features, and not permanently inundated making them hard to find. These aspects make it more difficult to place specific restrictions against the degradation of such habitats. However they are immensely important to the species that rely upon them for breeding purposes. New Hampshire is one of the many states that does not classify vernal pools directly under wetland conservation regulation. The only instance in which vernal pools could potentially be protected is if they lie within a wetlands buffer zone.
This academic plan outlines the multi-dimensional efforts of Keene State College and the Division of Academic Affairs to achieve academic excellence. It comes at a time in history when it will not be enough for educational institutions to be known for the physical attributes of their campus or community, or the measures of the many inputs that historically have equated with status in the educational pecking order. Our stakeholders—students, parent, community, system and legislators—are demanding evidence of real educational outcomes, which are captured best in one overarching College strategic goal—achieving academic excellence. The institutions that rise to this new challenge will succeed and prosper, while those that do not will languish. While the Division of Academic Affairs at Keene State College has primary responsibility for meeting this challenge, our success will depend on the creative energies and hard work of the entire College community.
The document outlines Dominican University of California's strategic plan for 2011-2015. The plan aims to transform the university through initiatives focused on capacity building, accountability, agility, and innovation. Key goals include strengthening academic programs, expanding enrollment in targeted areas, improving student outcomes, and ensuring financial sustainability to allow the university to adapt to future challenges. The strategic plan was developed through extensive consultation and identifies specific initiatives, metrics, and responsibilities to guide the university's development over the five-year period.
Discover a transformative educational journey for your high school years at Dubai Schools Al Barsha, where excellence in academics, holistic development, and a nurturing environment converge.
The document outlines the vision for Billings Public Schools. It aims to create a culture of enthusiasm for learning for all students through empowered teachers and developmentally appropriate learning environments. It also seeks to provide technological systems and infrastructure to support student achievement and meet the needs of at-risk students. The vision is for students to become successful, responsible citizens through embracing high standards, data-driven accountability, and community partnerships.
EHSS strategic plan brochure 2015 FINALr1_pagesBen Powers
The Eagle Hill Southport School strategic plan outlines their vision for 2015-2020. Their vision is for a world where learning differences are embraced and teachers have training in best practices. Their mission is to provide transformative education and thought leadership on learning differences. The plan details objectives in four core pillars - curriculum, faculty, community, and sustainability - including strengthening academic programs, developing educators as experts, becoming a community resource, and maintaining financial health.
This business plan draft outlines initiatives for Centennial College for 2007-2008. It discusses developing a Signature Learning Experience to provide a unique and holistic learning experience for students centered around diversity, social justice, environment, and technology. A key part is exposing students to diverse environments to enhance their education and ability to work internationally. The plan is to add a general education course containing SLE principles and values to 5 programs in summer 2007, 21 more in fall 2007, and 42 additional programs in winter 2008. The promotion of diversity and social justice is central to the college's vision, and the SLE is intended to help students reach their full potential and distinguish Centennial as a leader in post-secondary education.
A business plan is a document that outlines the goals, strategies, and financial projections of a new or existing business. It typically includes sections such as an executive summary, company description, market analysis, organization and management structure, product or service offerings, marketing and sales strategies, and financial forecasts. The purpose of a business plan is to provide a roadmap for the business and to attract investors or secure funding.
2016-2016 Issue 9Special Issue Spotlight on Special Educatio.docxfelicidaddinwoodie
2016-2016: Issue 9Special Issue: Spotlight on Special Education
Special Issue: Spotlight on Special Education
2016-2017: Issue 9Special Issue: Spotlight on Special Education
Ánimo Western Middle School is a special learning community because of our amazing staff and the families we serve. We are a public charter school that is dedicated to serve our local community. Our mission is to prepare every student for High School, College, Leadership and Life. We are a small learning community that serves approximately 645 families. Our mission is to provide a high caliber education characterized by Rigor, Relevance and Relationships to every student.
Along with providing strategic intervention and enrichment courses to ensure students are prepared for High School and College, our student also have opportunities to participate in after school programs like tutoring, dance, baseball, soccer, basketball and field trips to colleges and universities. Our staff possesses a strong passion for excellence, and an unwavering belief in the potential of each of our students. We understand that to be successful in meeting our mission we must work closely with and serve our community and parents.
This Special Issue spotlights a core function of our roles as
educators – providing valuable resources to our team members, our students, and our families. Supporting the development of all our students is our top priority!
Go Wolves!!!
Spotlight: District Programs
Find out more about special district-wide programs for helping students and families!
Community Resources
We look at 10 community resources for families, including classes specific to special needs students.
Learn More!From the Principal’s Desk…
ÁnimoWestern
Middle SchoolSpecial Issue: Special Education Resources
2
Inside this Special Issue
3
May 3, 2017
2016-2017: Issue 9
Helping our Kids:
Ten Community Resources for Families and Students
ARC – After-school program for Henry Clay students, offering arts programs, dancing, music and health/fitness.
Weingart YMCA – A Wellness and Aquatic Center with camps for sports and swimming, and other programs that help the students at Henry Clay Middle School
Los Angeles Southwest College – The college offers the Young Scholars Summer Camp Youth program, and also hosts day camps and academic tutoring
LA Kids – A program under the LA Department of Parks and Recreation offering summer camps, basketball, softball, and soccer, coaching emphasizes teamwork and leadership. Especially good for low-income families, it provides free uniforms
Watts/Willowbrook Boys and Girls Club – Numerous programs include low-cost after-school care, arts and crafts, academic support, and leadership classes
El Camino College – The Kid’s College provides programs in math, English and science, and also music and dance classes
Henry Clay Middle School – The Garden Club allows students and parents to grow plants and vegetables in a garden on campus
Henry Cl ...
Bishop Auckland College provides vocational education and training to enhance economic prosperity in South and West Durham, an area with high unemployment and low education levels. Study Programs were introduced in 2013 to prepare students for real employment opportunities through core subjects, work placements, and employer input. The college has found that embedding maths and English into vocational courses improves student engagement and outcomes in these essential skills. Work placements provided through Study Programs have led directly to employment and apprenticeships for many students.
Academic Plan Executive Summary 091709Jenny Darrow
Executive Summary - This academic plan outlines the multi-dimensional efforts of Keene State College and the Division of Academic Affairs to achieve academic excellence. It comes at a time in history when it will not be enough for educational institutions to be known for the physical attributes of their campus or community, or the measures of the many inputs that historically have equated with status in the educational pecking order. Our stakeholders—students, parent, community, system and legislators—are demanding evidence of real educational outcomes, which are captured best in one overarching College strategic goal—achieving academic excellence. The institutions that rise to this new challenge will succeed and prosper, while those that do not will languish. While the Division of Academic Affairs at Keene State College has primary responsibility for meeting this challenge, our success will depend on the creative energies and hard work of the entire College community.
Kings Lake University is an accredited online university that strives to provide affordable, quality education through experienced faculty and state-of-the-art technology. It offers over 71 majors across 16 schools, including business, nursing, criminal justice, and more. The university aims to equip students with skills to further their careers while developing their character. It serves a global student body and has partnerships with employers worldwide.
Keene State College Academic Affairs Technology Plan 111808Jenny Darrow
The document outlines Keene State College's Academic Affairs Technology Plan, which was developed in 2007 to transform student learning and support faculty and staff. It provides goals and principles for creating innovative learning environments through engaged and connected experiences both inside and outside the classroom. This includes developing students' technological fluency and information literacy. The plan establishes leadership groups and an annual review process to ensure the initiatives align with the college's strategic goals and other technology plans.
screenings may range between $200 to $3500 dollars, a price viewed with a variety of opinions and concerns between renters and homeowners. It is anticipated that dumpster screenings will better the quality of life in neighborhoods and generally beautify the city.
The first step in this research project consisted of finding the absolute locations of all dumpsters within the city. Concurrently, similar studies and other scholarly references pertaining to the study were researched. Background information on the city, and other literature reviews were explored. From here, a survey was created to be conducted in a case study neighborhood. The survey discussed elements such as the quality of life, impact of visible dumpsters, enrollment at Keene State College, and opinions of the ordinance. Three hypotheses were developed for each zone:
Keene State College’s Strategic Plan challenges the college community to work
together in “a dynamic progression to a new level of academic excellence.
This document discusses emerging themes in higher education including quality assurance, student portability, and measuring student learning. It outlines pressures from the federal government, national organizations, and states to improve outcomes, contain costs, and increase accountability. Specific priorities discussed are improving 4-year graduation rates, developing metrics for program viability, increasing documentation of student learning, and reducing textbook costs.
Seasonally inundated depressions in the forest floor, typically referred to as vernal pools are in great demand of increased protection and further refined regulations. Vernal pools are typically small in size, isolated from larger wetland features, and not permanently inundated making them hard to find. These aspects make it more difficult to place specific restrictions against the degradation of such habitats. However they are immensely important to the species that rely upon them for breeding purposes. New Hampshire is one of the many states that does not classify vernal pools directly under wetland conservation regulation. The only instance in which vernal pools could potentially be protected is if they lie within a wetlands buffer zone.
This academic plan outlines the multi-dimensional efforts of Keene State College and the Division of Academic Affairs to achieve academic excellence. It comes at a time in history when it will not be enough for educational institutions to be known for the physical attributes of their campus or community, or the measures of the many inputs that historically have equated with status in the educational pecking order. Our stakeholders—students, parent, community, system and legislators—are demanding evidence of real educational outcomes, which are captured best in one overarching College strategic goal—achieving academic excellence. The institutions that rise to this new challenge will succeed and prosper, while those that do not will languish. While the Division of Academic Affairs at Keene State College has primary responsibility for meeting this challenge, our success will depend on the creative energies and hard work of the entire College community.
The document outlines Dominican University of California's strategic plan for 2011-2015. The plan aims to transform the university through initiatives focused on capacity building, accountability, agility, and innovation. Key goals include strengthening academic programs, expanding enrollment in targeted areas, improving student outcomes, and ensuring financial sustainability to allow the university to adapt to future challenges. The strategic plan was developed through extensive consultation and identifies specific initiatives, metrics, and responsibilities to guide the university's development over the five-year period.
Discover a transformative educational journey for your high school years at Dubai Schools Al Barsha, where excellence in academics, holistic development, and a nurturing environment converge.
The document outlines the vision for Billings Public Schools. It aims to create a culture of enthusiasm for learning for all students through empowered teachers and developmentally appropriate learning environments. It also seeks to provide technological systems and infrastructure to support student achievement and meet the needs of at-risk students. The vision is for students to become successful, responsible citizens through embracing high standards, data-driven accountability, and community partnerships.
EHSS strategic plan brochure 2015 FINALr1_pagesBen Powers
The Eagle Hill Southport School strategic plan outlines their vision for 2015-2020. Their vision is for a world where learning differences are embraced and teachers have training in best practices. Their mission is to provide transformative education and thought leadership on learning differences. The plan details objectives in four core pillars - curriculum, faculty, community, and sustainability - including strengthening academic programs, developing educators as experts, becoming a community resource, and maintaining financial health.
This business plan draft outlines initiatives for Centennial College for 2007-2008. It discusses developing a Signature Learning Experience to provide a unique and holistic learning experience for students centered around diversity, social justice, environment, and technology. A key part is exposing students to diverse environments to enhance their education and ability to work internationally. The plan is to add a general education course containing SLE principles and values to 5 programs in summer 2007, 21 more in fall 2007, and 42 additional programs in winter 2008. The promotion of diversity and social justice is central to the college's vision, and the SLE is intended to help students reach their full potential and distinguish Centennial as a leader in post-secondary education.
A business plan is a document that outlines the goals, strategies, and financial projections of a new or existing business. It typically includes sections such as an executive summary, company description, market analysis, organization and management structure, product or service offerings, marketing and sales strategies, and financial forecasts. The purpose of a business plan is to provide a roadmap for the business and to attract investors or secure funding.
2016-2016 Issue 9Special Issue Spotlight on Special Educatio.docxfelicidaddinwoodie
2016-2016: Issue 9Special Issue: Spotlight on Special Education
Special Issue: Spotlight on Special Education
2016-2017: Issue 9Special Issue: Spotlight on Special Education
Ánimo Western Middle School is a special learning community because of our amazing staff and the families we serve. We are a public charter school that is dedicated to serve our local community. Our mission is to prepare every student for High School, College, Leadership and Life. We are a small learning community that serves approximately 645 families. Our mission is to provide a high caliber education characterized by Rigor, Relevance and Relationships to every student.
Along with providing strategic intervention and enrichment courses to ensure students are prepared for High School and College, our student also have opportunities to participate in after school programs like tutoring, dance, baseball, soccer, basketball and field trips to colleges and universities. Our staff possesses a strong passion for excellence, and an unwavering belief in the potential of each of our students. We understand that to be successful in meeting our mission we must work closely with and serve our community and parents.
This Special Issue spotlights a core function of our roles as
educators – providing valuable resources to our team members, our students, and our families. Supporting the development of all our students is our top priority!
Go Wolves!!!
Spotlight: District Programs
Find out more about special district-wide programs for helping students and families!
Community Resources
We look at 10 community resources for families, including classes specific to special needs students.
Learn More!From the Principal’s Desk…
ÁnimoWestern
Middle SchoolSpecial Issue: Special Education Resources
2
Inside this Special Issue
3
May 3, 2017
2016-2017: Issue 9
Helping our Kids:
Ten Community Resources for Families and Students
ARC – After-school program for Henry Clay students, offering arts programs, dancing, music and health/fitness.
Weingart YMCA – A Wellness and Aquatic Center with camps for sports and swimming, and other programs that help the students at Henry Clay Middle School
Los Angeles Southwest College – The college offers the Young Scholars Summer Camp Youth program, and also hosts day camps and academic tutoring
LA Kids – A program under the LA Department of Parks and Recreation offering summer camps, basketball, softball, and soccer, coaching emphasizes teamwork and leadership. Especially good for low-income families, it provides free uniforms
Watts/Willowbrook Boys and Girls Club – Numerous programs include low-cost after-school care, arts and crafts, academic support, and leadership classes
El Camino College – The Kid’s College provides programs in math, English and science, and also music and dance classes
Henry Clay Middle School – The Garden Club allows students and parents to grow plants and vegetables in a garden on campus
Henry Cl ...
Bishop Auckland College provides vocational education and training to enhance economic prosperity in South and West Durham, an area with high unemployment and low education levels. Study Programs were introduced in 2013 to prepare students for real employment opportunities through core subjects, work placements, and employer input. The college has found that embedding maths and English into vocational courses improves student engagement and outcomes in these essential skills. Work placements provided through Study Programs have led directly to employment and apprenticeships for many students.
Academic Plan Executive Summary 091709Jenny Darrow
Executive Summary - This academic plan outlines the multi-dimensional efforts of Keene State College and the Division of Academic Affairs to achieve academic excellence. It comes at a time in history when it will not be enough for educational institutions to be known for the physical attributes of their campus or community, or the measures of the many inputs that historically have equated with status in the educational pecking order. Our stakeholders—students, parent, community, system and legislators—are demanding evidence of real educational outcomes, which are captured best in one overarching College strategic goal—achieving academic excellence. The institutions that rise to this new challenge will succeed and prosper, while those that do not will languish. While the Division of Academic Affairs at Keene State College has primary responsibility for meeting this challenge, our success will depend on the creative energies and hard work of the entire College community.
Kings Lake University is an accredited online university that strives to provide affordable, quality education through experienced faculty and state-of-the-art technology. It offers over 71 majors across 16 schools, including business, nursing, criminal justice, and more. The university aims to equip students with skills to further their careers while developing their character. It serves a global student body and has partnerships with employers worldwide.
International Leadership of Schools with an ability to consult on complex change initiatives based on 20 years in school leader positions and diverse international experiences.
The document celebrates the 20th anniversary of Damai Secondary School in Singapore. It highlights the school's vision of developing students to be committed, competent, and compassionate leaders. It includes messages from former principals praising the dedication of staff and achievements of students. The document outlines the school's focus on academic, character, and leadership excellence through its learning programs. It also previews activities for the anniversary celebrations, including an art installation created by students to raise environmental awareness.
Top Bay Area Middle-Secondary Level Education Nonprofits to Give ToPhilanthropedia
Philanthropedia’s mission is to improve nonprofit effectiveness by directing money to and facilitating discussion about expert recommended high-impact nonprofits.
Bishop Auckland College aims to enhance economic prosperity through high-quality vocational education. It serves a largely disadvantaged area with high unemployment. Study Programs were introduced in 2013 to prepare students for employment with core subjects, work placements, and tutorials. The college works closely with over 250 employers and has been successful in helping many students secure jobs or apprenticeships through work placements. There is a focus on improving students' math and English skills by embedding them in vocational contexts.
Top 10 Private Schools in Pakistan.pdfshakib Pasha
Private schools play a significant role in shaping the educational landscape of Pakistan. With a plethora of options available, it can be challenging for parents to choose the right institution for their children. To assist you in making an informed decision, we have compiled a list of the top private schools in the country, known for their exceptional quality of education and extensive facilities.
The City School: Nurturing Minds, Shaping Futures
The City School stands out as one of the largest and fastest-growing private education companies in Pakistan. With over 190 schools scattered across various cities, The City School has been a symbol of quality education since its establishment in Karachi in 1978. The primary school follows the UK’s education curriculum, while the secondary school adopts the renowned Cambridge curriculum. By blending modern teaching methodologies with a focus on holistic development, The City School ensures that students receive a well-rounded education.
Academic Achievements:
The City School takes pride in its academic excellence, with students consistently achieving high scores in national and international exams. Our students have secured top positions in competitive exams and have been awarded prestigious scholarships for their outstanding performance.
Co-curricular Activities:
At The City School, we believe in nurturing well-rounded individuals. Our students actively participate in a wide range of co-curricular activities, including sports, debates, art exhibitions, science fairs, and cultural events. These activities provide them with opportunities to showcase their talents and develop essential skills beyond the classroom.
Facilities and Infrastructure:
The City School provides state-of-the-art facilities and modern infrastructure. Our well-equipped classrooms, libraries, science and computer labs, and sports facilities create an ideal environment for learning and growth.
Faculty and Staff:
Our highly qualified and experienced teachers are dedicated to providing quality education. They possess impressive credentials and utilize innovative teaching methodologies to ensure our students receive the best possible education.
Student Achievements:
The students of The City School have excelled in various fields, including sports, arts, music, and community service. They have won numerous awards and accolades, showcasing their talent and dedication.
Alumni Success Stories:
The City School takes pride in its accomplished alumni who have made significant achievements in their careers and fields. Our alumni serve as role models, inspiring current students to reach for success.
Educational Programs:
The City School offers a comprehensive curriculum that fosters critical thinking, creativity, and personal development. Our innovative programs and initiatives provide students with a well-rounded education that prepares them for the challenges of the future.
Parent Testimonials:
Satisfied parents of The City School students have
Similar to Academic Plan 2009 2014 041309 Draft (20)
The document summarizes the topics and agenda items for an opening academic affairs meeting held on August 25, 2009. Key items discussed include: finalizing the academic plan, reviewing curriculum and programs, improving data collection to support academic decisions, exploring international and experiential learning opportunities, building community, supporting faculty development, and coordinating experiential learning opportunities. Feedback was requested on the current draft of the academic plan by September 15th, with the final version to be completed by October 15th.
The document analyzes affordable housing trends in Milford, New Hampshire. It finds that housing costs have risen much faster than incomes over the last 15-20 years, both nationally and locally. Specifically, the median home purchase price in Milford has more than doubled since 1990, while incomes have not kept pace. This makes affordable housing a challenge. The document aims to examine affordable housing availability in Milford through GIS mapping and a survey of local planners.
The City of Keene, New Hampshire recently passed an ordinance requiring dumpster screenings for all dumpsters, roll-off containers, or cans greater than 64 gallons on city properties. The screenings will consist of any fence, wall or plant covering visible dumpsters from view of the home or business address. These screenings are required to be at least six feet in height, with a concrete slab underneath. Cost for these screenings may range between $200 to $3500 dollars, a price viewed with a variety of opinions and concerns between renters and homeowners. It is anticipated that dumpster screenings will better the quality of life in neighborhoods and generally beautify the city.
This thesis aims to test the viability of a countywide recycling program in Cheshire County, New Hampshire. Many experts in the field of recycling believe that the consolidation of recycling centers can lower per capita costs and increase the profitability of recycling. Larger, more mechanized facilities such as the Keene Recycling Center can process large quantities of recyclables in a short amount of time. It makes economic sense for small recycling centers to shut down and join larger nearby facilities.
Workforce Housing in the Monadnock RegionJenny Darrow
This document summarizes a study on workforce housing in the Monadnock Region of New Hampshire. It includes an abstract describing the study's focus on affordable housing for the region's workforce. It also acknowledges the organizations and individuals that provided assistance. The document contains 6 chapters that discuss the region's demographics, housing costs, survey results on commuting impacts and officials' opinions, a case study of Walpole, NH, and conclusions/solutions.
This sample PowerPoint was created by student Read Gildner-blinn, a published poet who composed a poem in french for an assignment in Dr. Langford’s FR-316-Composition in French class.
Keene State College’s Strategic Plan challenges the college community to work
together in “a dynamic progression to a new level of academic excellence.
This document provides a student housing analysis of the Southeast Keene neighborhood in New Hampshire. It begins with acknowledging the geography department at Keene State College and others who assisted with the project. It then discusses the context of neighborhoods and how they are defined. Neighborhood change is examined, including the stages of decline and revitalization. Issues related to "town and gown" relationships between college students and local residents in college towns are also reviewed. The document presents the central questions and hypotheses that will be examined regarding student housing trends and impacts on the Southeast Keene neighborhood.
The document summarizes the results of a survey given to attendees of the 2008 AT/IT Summit. The majority of respondents agreed or strongly agreed that the summit gave them a better understanding of effective learning environments and experiences. Most also agreed that course management systems could support the university's efforts in this area and that the university's technology departments should provide leadership in creating effective learning environments.
This document summarizes the initial steps taken by Keene State College to overcome a culture of resistance to technology usage. It describes a culture with little leadership, academic freedom, and resistance to change. Accreditation reviews noted a need for more consistent technology use. A technology plan was created with a vision for student and faculty technology usage. The instructional technology unit was moved to academic affairs. A Center for Excellence in Learning and Teaching was also proposed to provide resources and support for faculty technology integration. These were Keene State's first steps to address technology resistance and encourage more technology usage on campus.
The document summarizes the history and development of teaching technologies from blackboards to electronic slides. It discusses how different technologies can be used to support different teaching styles from a transmissive approach where the instructor drives learning, to a transactional approach where the instructor provides a framework, to a transformative approach where the instructor facilitates autonomous learning. It also notes that the effectiveness of these technologies depends on integrating them appropriately with classroom activities and that a blended approach is typically most effective.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
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Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
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A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
1. A Commitment to Academic Excellence and Student Achievement:
The Keene State College Academic Plan
20092014
(DRAFT 4‐13‐09)
As New Hampshire’s public liberal arts college, Keene State College is a leader in
providing a high‐quality liberal education for New Hampshire residents, New
England residents and students from across the country and the world. We are
dedicated to achieving our unique mission within the state by providing exceptional
programs that meet the needs of our students for an education that will endure in
changing times and will serve them well as they embark on successful careers, the
pursuit of further study and meaningful lives.
Keene State College’s Strategic Plan challenges the college community to work
together in “a dynamic progression to a new level of academic excellence.” This
academic plan provides a comprehensive vision for achieving the academic mission
of the institution. This is not a plan just for the Division of Academic Affairs, though
obviously Academic Affairs figures prominently throughout. Rather this academic
plan touches all corners of campus life, and all members of the campus community
should see themselves as active participants in meeting this challenge.
Celebrating Keene State College’s historic strengths, current achievements, and
vision for the future, the Academic Plan summons the college to continue to define
and refine its identity as a public liberal arts college. As New Hampshire’s public
liberal arts college, Keene State College needs an Academic Plan that will guide us in
building upon historic strengths as a public institution serving state needs for
teachers and other professionals, while recognizing the excellence in arts and
sciences programs and strengthening the liberal arts experience of all students.
Keene State is part of an exciting new sector in higher education, the Public Liberal
Arts College, that is poised to contribute uniquely to the preparation and motivation
of a new and diverse generation of students dedicated to service, to making a real
difference in the face of the profound social, economic, and political challenges
confronting the world. The need is clear, and so is our focus‐‐ on undergraduate
education, engaged learning in and out of the classroom, personal mentoring, and a
rich campus life. Academic structures that support this learning include our new
Integrative Studies Program, our new four credit course model, and our emphasis
on engaged learning through undergraduate research, creative projects, capstone
experiences, international study, and service learning.
What will it mean to create an environment where all contribute to a dynamic
progression to a new level of academic excellence as the public liberal arts college of
New Hampshire? The college will evaluate constantly evolving public
responsibilities and opportunities, partnering as needed with external
constituencies and developing institutional resources. The college will continue its
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3.
Strategic Goals
Keene State College Mission and Values
To support the mission and values of Keene State College prepares promising students to think
Keene State College, the college critically and creatively, to engage in active citizenship,
community has developed five and to pursue meaningful work. As the public liberal arts
strategic goals. These goals compel a college of New Hampshire, we offer an enriching campus
commitment to a strong academic community and achieve academic excellence through the
integration of teaching, learning, scholarship, and service
program that acknowledges our
successes but just as strongly require
Values
us to be better—to reflect, to
improve, to respond to the needs of
Our liberal arts mission dedicates us to the development
our students. They squarely and
of knowledge and skills necessary to meet the challenges
definitively place responsibility for of our changing world. As a public institution, we provide
achieving our mission and values in educational opportunities for all qualified students and
the academic program. continue our heritage of service to New Hampshire and
the New England region.
The strategic goals, in order of
priority (each with the primary We value:
academic theme emphasized) are:
• All members of our community: students, faculty,
staff, alumni, and friends.
1. To significantly enhance and
• Strong relationships among students, faculty, and
become recognized for the
staff.
quality of our academic
• Excellence in teaching, learning, and scholarship.
programs and the academic
• Commitment to learning and cultural enrichment.
achievements of our faculty
• Social justice and equity in our community and in our
and students.
curriculum.
• Educational challenge and support for a wide range of
2. To clearly and continuously learners.
communicate our mission and • Physical and financial access and support.
values in all that we undertake, • Balanced development of mind, body, and character.
and to foster a strong sense of • Diversity, civility, and respect.
community on campus in pursuit • Civic engagement and service to the community.
of academic excellence. • Environmental stewardship and sustainability.
• Partnerships that enhance the quality of life in the
3. To invest in faculty and staff so Monadnock region, New Hampshire, and the world.
• An attractive campus that inspires and supports
they can provide leadership for
inquiry, reflection, and social interaction.
the College's transformation.
People will always be the
College's most important resource, and professional development opportunities
are critical if the College is to be successful. Current efforts to create a human
resources master plan will support this strategic goal.
4. To actively engage our students in a learning process that is grounded in
service, citizenship, and ethical awareness.
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4. 5. To provide highquality academic programs that are affordable and
accessible to a wide range of learners.
While the strategic goals call for academic leadership, each of them goes well
beyond the Academic Affairs Division. Academic achievement requires support and
investment throughout the campus. As noted above, the Academic Plan must be a
vision for the campus, not just Academic Affairs.
The following sections, organized around the five strategic goals, define the leading
academic questions Keene State College must address if we are to meet the strategic
goal. These questions are followed by initiatives—some underway, some nearly
complete and others to be developed; some narrow and specific and others still
conceptual—that will allow us to answer the questions and ultimately achieve our
strategic goals.
Goal 1: Academic Quality and Achievement
To significantly enhance and become recognized for the quality of our academic
programs and the academic achievements of our faculty and students.
Keene State College is committed to enhancing and becoming nationally recognized
for its academic programs. This is the College’s top strategic goal and top priority.
Realizing this goal and our collective vision of transforming teaching and learning at
the College will require reflective practice and responsive change. The community
must set high standards for academic achievement in all programs, and must
collectively employ innovative learning environments and pedagogies relevant to
today’s students that motivate them to achieve those standards. It is our intention
that education at Keene State College will be significantly transformed so as to meet
the challenges of a changing world.
The faculty is already fully engaged in three very important curricular initiatives to
support this goal: the move to a four‐credit curriculum, the new general education
program, reflective programmatic evaluation, and the service‐learning initiative.
These are initiatives that—while still in their early stages and in great need of care
and reflection—have set the foundation for other initiatives that also require our
attention if we are to reach new standards of excellence. To that end, we are
committed to building and maintaining strong, high quality academic programs
throughout the curriculum that emphasize student success, employ pedagogical best
practices, and set clear, high standards for teaching and learning.
Part of our commitment to deeper learning that prepares students for a changing
world includes providing experiences that help them identify meaningful questions
about the world around them, and cultivating the critical thinking and analytical
skills needed to pursue and identify relevant answers. Nowhere is this seen more
powerfully than when our students engage in original research or creative
endeavors. Undergraduate engagement in such activities demonstrates to students
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6. connected learning experiences, embracing the philosophy that education is a public good
that excels when it employs pedagogies connecting students to the world and to their
personal, intellectual, and professional growth. Effective learning moves beyond the
classroom to purposefully engage students in community, civic, or professional
experiences that integrate classroom concepts to support this connection.
Both physical and virtual - Recognition that learning experiences can transition fluidly
among the physical classroom, laboratory or community space, through faculty
contribution to their scholarly fields, and virtual spaces in ways that complement each
other and support ongoing student learning.
Open – To transform the quality of our academic environment, our community must
engage in the challenging discourse necessary both to define and embrace a spirit of
openness in the collegiate learning environment. We must engage in purposeful
efforts to ensure that the distribution of intellectual material will facilitate
engagement. By design, open learning environments will move away from a closed
learning experience and will instead incorporate open collaboration, transparency
and on‐going learning. Environments should value and facilitate use, re‐use, and
redistribution of material among faculty and across institutions of higher education
and other communities of learning. We must also acknowledge that effective, life‐
long learning transcends an individual’s college experience.
Committed to documenting student learning ‐ Intentional design of learning
experiences and learning environments to employ reflective methods and
responsive practices that align with identified learning goals is essential, utilizing
multiple continuous forms of assessment from various sources (peers, faculty, and
community) to inform continuous curricular transformation.
These environmental conditions for an approach to student learning in which the
College commits to a vibrant liberal arts education that draws on the national
dialogue about higher education. Several initiatives underway advance theses
principles to establish and maintain a community that supports student learning.
Leading Questions
Which curricular initiatives—underway and imminent—will advance the Mission of
Keene State College and enhance the quality of the undergraduate program?
What does it mean to have integrity in our academic programs?
What steps must the campus take to maintain currency in student learning styles
and the maintenance of programs that directly address the needs of current student
with the flexibility to address the changing needs of student learners?
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8. faculty and students through service and engagement experiences and
through the expansion of undergraduate research and creative endeavor
opportunities. This will require continued discussion within our academic
community regarding how best to incorporate these activities in our
curriculum.
• Finalize the curriculum for the College Honors Program. Establish
measures of success for the College program and Department‐based
programs.
• Continue ongoing review and investigation of the New Hampshire
Statewide Nursing Initiative.
• Respond to USNH priorities for program development and system
partnerships.
Graduate Education:
• Revise current graduate programs to meet student and College needs
by exploring new delivery models.
o Strategically explore new graduate-level program offerings that support
our commitment to undergraduate liberal arts education, our Mission, and
our commitment to lifelong learning.
Assessment: Continue outcomes‐based initiatives with regard to both student
learning and institutional effectiveness.
• Support ongoing departmental assessment initiatives by:
o Refining expectations for annual assessment reports;
o Finalizing assessment plans and reporting processes for academic
support areas; and
o Implementing the 2008 Senate guidelines for academic overview.
• Implement data capture and reporting software systems to support
assessment and accreditation efforts (TracDat and Tk20).
Technology: Strategically integrate technology throughout the academic program to
enhance student learning and teaching.
• Implement Academic Affairs Technology Plan and provide ongoing review
and updates.
• Support ongoing efforts to enhance information fluency. This is increasingly
necessary as technology provides access to an information–rich world.
• Build a strong collaborative environment between Academic Affairs and IT
Group through the application of technology that supports student learning
and helps us as an institution to achieve our goal of academic excellence.
• Support infrastructure and technology enhancement through the
Information Technology Plan, Academic Affairs Technology Plan, and the IT
master planning process.
o Review functionality and utility of current learning management
systems (Blackboard, Tk20, MyKSC).
o Review campus system redundancies and complete cost/benefit
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9. analyses to inform future decision making.
Diversity and Respect for Other Cultures: Keene State College has made great strides
in diversifying its curriculum with respect to other cultures and diverse
perspectives.
• Develop affordable and engaging national and international immersion
experiences that will broaden the perspectives of our current students and attract
new students to our campus.
• Support faculty to effectively integrate multiculturalism and diverse perspectives
into their courses.
Respect for the Environment and Sustainability: Keene State College promotes
custodianship of our natural resources as a core institutional value.
• Develop curricular and co‐curricular initiatives that promote student
investment in the environment.
• Support faculty to create interdisciplinary approaches to environmental
issues.
Undergraduate Research and Creative Endeavors: Keene State College has expanded
opportunities for students to participate in undergraduate research and creative
work.
• Develop opportunities for students in all fields of study to participate in
faculty‐directed research and creative work.
• Provide opportunities for students to work with primary source materials by
making the special collections of Mason Library accessible physically and
virtually.
• Explore new ways to support undergraduate research and creative activity
on campus.
Student Support: Review and improve support structures for our students as they
enter, are members of, and go forth from our community through the use of
assessment information from all academic support units. Expand collaborative
work between Academic and Student Affairs to ensure student success.
• Entry:
o Admissions: Continue refinement of our enrollment planning and
admissions processes and procedures to enroll students who are
academically prepared and who share the promise of the College’s
Mission to “Enter to Learn, Go Forth to Serve.”
o Orientation: Create an orientation program that both welcomes new
members of our community and clearly articulates our academic
expectations. Establish measures of success and processes for
ongoing revision of the program.
• While in our Community:
o Ensure integrity in our academic programs so that students can make
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10. purposeful progress and timely completion in their degree programs
(course scheduling and registration planning, class availability, pre‐
requisite courses, and program requirements/size of major).
o Finding the most effective ways to address our students’ academic
needs and skills and supporting those programs/offices engaged in
this work.
o To help make our students competitive in our changing world, we are
committed to providing students with experiences and backgrounds
that will set them apart (enhancing opportunities for undergraduate
research and creative endeavors, service and engagement
experiences, and participation in academic honors programs).
• Going forth:
o Ensuring that our students are well positioned based on commonly
recognized program accreditations, certification, or scholarly standards as
they graduate.
o Finding effective ways to support our students’ efforts to pursue
meaningful work by developing the skills necessary to secure
advanced study, work opportunities or contribute to the greater good.
Advancing collaboration with and support of those programs/offices
engaged in this work.
Goal 2: Communication and Community
To clearly and continuously communicate our mission and values in all that we
undertake, and to foster a strong sense of community on campus in pursuit of
academic excellence.
Recent campus discussions on priorities and values have demonstrated the College's
commitment to strategic initiatives that support Keene State College's mission and
reflect its values. Our goal of becoming a national model for student learning
requires us to look externally, to participate in national discussions about higher
education, to present and publish on key Keene State College initiatives.
Communication to our external constituencies—parents, community, government
leaders, other colleges and universities—is essential to documenting and promoting
our success.
At Keene State we must share successes and departments, programs and offices
should strive to develop initiatives and practices that can be shared with others on
campus.
Leading Questions
How do we reaffirm that the pursuit of academic excellence is the driving motivator
for all units across the campus community?
How does Keene State College foster and support the involvement of faculty and
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14. • Develop new professional development programs for adjunct faculty.
• Continue ongoing discussions about adjunct workload issues with KSCAA
Support for Professional and Operating Staff: The changing nature of higher
education and the Keene State College mission require strong leadership from the
professional and operating staff.
• Provide leadership development opportunities for PAT and Operating staff.
• Provide professional development activities that connect the work of the
staff to the move toward higher academic standards and the academic
mission of Keene State College.
Diversity of the Faculty and Staff: As noted above, diversity and multiculturalism are
core values for Keene State College. The college has been unwavering in its
commitment to diversifying the faculty and staff, but largely unsuccessful in meeting
that goal, particularly regarding racial and ethnic diversity.
• Review policies and procedures that create obstacles to attracting and
retaining a diverse faculty and staff.
• Refine search procedures to increase opportunities for diversity.
• Develop mentorship and other opportunities that will support the retention
of a diverse faculty and staff.
Faculty Research and Creative Work:
• Support activities that will help reconnect faculty with their passion, and lead
to an increase in external grant submissions. Continue to improve support of
such activities through the Office of Sponsored Projects and Research (OSPR)
via workshops and other mechanisms for faculty at varying levels of grant
writing experience.
• Support faculty and staff research through ongoing and evolving library
service, including support for research that goes beyond collection holdings,
supporting curriculum and research materials, and ongoing review of
physical and electronic holdings.
• Explore new ways to value, support and share faculty research and creative
work.
Support for Department Chairs: Chairs often articulate a tension between
administrative and leadership requirements of their positions. In discussions with
chairs and with KSCEA, Keene State College must better integrate these
responsibilities.
• Develop better opportunities for chairs to discuss and offer
recommendations on issues relevant to their leadership at Keene State
College.
• Establish a schedule of standing meetings for department chairs for purposes
of distributing information, gathering input, making decisions and
professional development
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15. • On a routine basis, provide department chairs with the data, tools and
resources required to support key activities such as course planning and
assessment
• Provide on‐going direction and support for the administrative, task and
leadership dimensions of the department chair role
Goal 4: Learning that Leads to Engaged Citizenship
To actively engage our students in a learning process that is grounded in service,
citizenship, and ethical awareness.
Framed always by our profound commitment to Academic Freedom, as well as our
understanding of different student learning styles, the College is committed to
encouraging a broad range of effective pedagogy in a liberal arts education.
If engaged learning is the pedagogy of a public liberal education, it is the creation of
habits of mind, practice, and deed that are fundamental to the development of
informed, caring, and active local and global citizens. Engaged learning at Keene
State College springs forth from a foundation in the liberal arts, disciplinary study,
scholarship, and service. We are committed to educating students about their role
in our democracy, in our inter‐dependant world, and to promoting active citizenship
in its various forms.
Effective pedagogy that promotes the development of our students into engaged
citizens takes many forms. From a traditional classroom environment to service
learning to co‐curricular initiatives that extend learning beyond the class
environment, we must affirm our role as faculty and staff in providing a liberal arts
education that leads students to engage responsibly as citizens throughout their
lives.
Leading Questions
How do we create and maintain a campus culture that values and promotes civic
engagement and community service as essential in the life of a well‐educated
person? Should a service experience be required of all students as a hallmark of a
Keene State College education?
How do we develop and maintain on‐campus partnerships that facilitate student
engagement and learning? What role can Mason Library play in these efforts?
How do we develop and maintain relationships with external partners that enhance
engaged learning opportunities for our students (service, internship, practicum,
volunteerism, research and creative endeavor)?
Initiatives
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16.
Student Engagement: Support student learning through curricular and co‐curricular
activities that engage students in their own learning.
• Catalogue current initiatives and increase support for undergraduate
research by developing strategies for expanding student involvement in
research and creative work.
• Promote citizenship by supporting curricular initiatives that engage
students through civic and community involvement, service learning and
volunteer work.
• Provide an infrastructure for civic engagement, service learning,
undergraduate research and creative work.
• Enhance students’ learning experiences through national and international
experiences, including semester study away and other travel‐study
programs.
Campus Partnerships: Create opportunities to engage students through
partnerships.
• Seek partnerships that support and model our commitment to engaged
learning, particularly those that support the economic needs and the
economic development of the Monadnock Region and the State of New
Hampshire.
• Create a single, coordinated place (virtual or physical) to coordinate student
service learning and volunteer opportunities across Academic Affairs and to
facilitate community outreach and ease of access to campus information for
community partners.
• Continue ongoing collaboration between the civic engagement coordinator in
the Center for Engagement, Learning and Teaching and the community
service coordinator in Student Affairs.
• Support current partnerships within the residence halls, such as learning
communities, and explore opportunities for new partnerships that will foster
academic excellence.
• Create spaces in classrooms and across campus that facilitate opportunities
for academic engagement.
• Partner to provide opportunities to engage students through contact with
alumni.
American Democracy Project: Catalog and coordinate current initiatives related to
civic engagement through participation in the American Association of State
Colleges and Universities American Democracy Project. This initiative will help our
College to support active citizenship in our students by:
• Creating a familiarity with and understanding of the U.S. Constitution.
• Supporting them to develop and apply of ethical frameworks as they vote for
public officials who enact legislation.
• Developing an appreciation for diversity in our citizenry and in the
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17. expression of diverse viewpoints.
• Promoting social equality.
• Promoting economic justice.
• Preserving the environment.
Goal 5: Affordability and Accessibility
To provide highquality academic programs that are affordable and accessible to a
wide range of learners.
The quot;publicquot; in quot;public liberal artsquot; remains central to all discussions of Keene
State's future. Founded to serve the citizens of New Hampshire, KSC offers access to
higher education to many who could otherwise never consider such a step. The
College remains committed to meeting the financial need of all qualified New
Hampshire students who apply on time.
The traditional funding model that relies almost exclusively on tuition, auxiliary fees
and state aid will no longer support our goals of affordability and accessibility. We
must develop new revenue streams through partnerships across the community and
state and through advancement activities.
We must also look internally to identify opportunities, consistent with our mission
and culture, to make the cost of a Keene State College education affordable for our
students. Students continually note the near impossibility of completing a degree
program in 4 years. Indeed, our 4‐year graduation rate, while improving, remains
below 40 percent.
Keene State College, with a student body largely composed of traditional‐aged,
residential student, must also address the needs of non‐traditional aged students
and students looking for alternative learning experiences. Once again, consistent
with our mission and culture, we must explore opportunities to provide online and
hybrid experiences (particularly for out‐of‐state students in the summer), unique
summer opportunities, and programs for adult learners and others in the
community looking for lifelong learning experiences.
Finally, our commitment to affordability and accessibility comes with it the
commensurate responsibility to support the public good by supporting the
economic vitality of our region. A vital economy will make it more possible for
students to afford a college education. It will also create career opportunities for our
students upon graduation. State institutions have a compelling responsibility to
support the needs of their regions and states, and Keene State College serves its
students by helping to make its community and state stronger.
Leading Questions
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19.
Admissions Standards and Enrollment Management: Keene State College will review
admissions standards and policies to ensure they are aligned with the college’s
mission and values.
• Continue ongoing refinements to application review processes.
• Review alternative admissions criteria that value a range of applicant attributes
over test scores.
• Review and refine retention data to allow for more targeted interventions and
better decision making related to student retention and attrition.
Economic Development Initiatives: Keene State College fulfills its public mission, in
part, by supporting the economic development and vitality of the Monadnock
Region and the State of New Hampshire. These economic development initiatives
advance the academic mission through partnerships, student learning opportunities
and faculty and student research opportunities, and revenue generation.
• Continue phased-in establishment of Office of Economic Development and
Business Outreach.
• Coordinate partnerships between academic units and local and state businesses.
• Pursue increased internship opportunities for students
• Establish standard policies and procedures for credit-bearing internships, coops
and other practicum experiences.
• Continue Keene State College/Regional Business summits that bring together
business leaders with the campus community.
Continuing Education: The Continuing Education Office provides core opportunities
for access to higher education. The office serves people of all ages in a variety of
credit‐bearing and noncredit‐bearing programs. CE also serves non‐matriculated
students throughout the year and matriculated and graduate students through
summer session.
• Create a CE Master Plan that charts a comprehensive direction for CE, establishes
revenue targets, and clarifies its leadership role in lifelong learning programs at
Keene State College.
• Increase summer offerings by implementing alternative models (online and hybrid
opportunities, shorter sessions) to meet student needs.
• Continue to increase the variety of non-credit experiences (CALL, OSHA,
summer conferencing) available to adult learners.
Community Access: As a public institution, the College should promote partnerships
with Keene that provide learning experiences for residents and access to campus
resources. Our notion of “access” as it relates to learning goes beyond the classroom
experience.
• Maintain joint catalog with Keene Public Library and pursue new
opportunities for partnership.
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20. • Provide robust and challenging community programming, consistent with
our mission, through Redfern Arts Center, the Thorne‐Sagendorph Art
Gallery, and the variety of public lectures.
Other Academic Priorities
Some academic goals and initiatives clearly line up with one of the five strategic
goals. Others, such as service and community engagement, cross a number of our
strategic goals. Initiatives in this final section don’t connect directly to the five
strategic goal but are essential to advancing academic excellence at Keene State
College.
First, within Academic Affairs, we must design and implement an organizational
structure that values and facilitates collegial governance, promotes efficiencies and
directly supports the academic priorities of Keene State College.
Second, Keene State College and every member of its community should always act
with integrity. The success of our institution, our faculty and staff, and our students
depends on it. The reputation of the college requires a commitment to the values
and ideals that we have established as a community.
Integrity can take many forms. Most publicly in recent semesters, a new approach to
academic honesty—plagiarism, cheating, inappropriate use of technology in
completing assignments—has been a concern for the College Senate and many
faculty. The manifestation of our commitment to diversity and multiculturalism is a
matter of integrity. As we set higher standards for our students, building support
structures so they can meet those standards is a matter of integrity.
Integrity is not a catch‐all or tub that holds anything that doesn’t fit elsewhere in
this academic plan. In fact, integrity is a core commitment that says we are prepared
to live up to the values and ethics we set for ourselves and our students.
Leading Questions
What is the best administrative structure within academic affairs to support the
goals of Keene State College and the vision articulated in this plan?
What process will best help us identify redundancies, efficiencies and opportunities
for a solid and responsive organization?
What expectations does the College set for members of the community—students,
faculty, staff and administrators—for a commitment to acting with integrity and
collegiality? How do we best communicate these expectations, especially to
students?
What does it mean to act with integrity? What are institutional standards for
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