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Long Island University Strategic Plan


“INTELLIGENCE PLUS CHARACTER—THAT IS THE GOAL OF TRUE EDUCATION.”

- Martin Luther King, Jr.


Dear Members of the LIU Community: The LIU community has united to plan our future. Education Beyond Boundaries: LIU 2020 is focused on building and strengthening our dynamic, globally connected campuses, the expertise of world-class faculty and staff, and enhancing our efforts to elevate the University even further to new levels of academic achievement and national prominence. The plan is the result of more than a year of comprehensive and inclusive university-wide discussion and analysis to articulate the needs, ideas, and ambitions of our community. It is firmly embedded in University traditions, values, and history, as well as the proximity, exposure, and connectedness to New York City. LIU integrates the University into the New York region, a global hub for arts and culture, business, education, healthcare, high-tech, and innovation—an ideal pipeline of countless learning opportunities for LIU students. Our shared sense of mission will drive implementation of the Plan: •

We are rooted in the arts and sciences and committed to expanding interdisciplinary opportunities for study and research;

We are committed to the educational needs and interests of our student body;

We are dedicated to research, scholarship, and innovative teaching;

We strive to cultivate and expand academic, professional, artistic, and co-curricular opportunities, enabling our students to realize their full potential as intellectually vigorous and socially responsible global citizens.

We believe in real-world, experiential learning that is vibrantly entrepreneurial in preparing students to excel in the classroom, in their careers, and beyond.

From this shared mission, our community has titled our plan Education Beyond Boundaries. As a leading institution of higher education, LIU will remain true to our traditions and core values, continually be on the forefront of new ideas, research, and innovation, and push ourselves in new ways that challenge our thinking and practices. We are fortunate to have many incredible colleagues doing extraordinary work at LIU. And in the coming years, LIU 2020 and the creativity of this remarkable community will lead to even greater distinction for the University and our students. I look forward with great confidence in our University now and with great expectations for its future.

Kimberly R. Cline President

LIU 2020: Education Beyond Boundaries

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TABLE OF CONTENTS Executive Summary

5

An Introduction to LIU: Our Mission and History

7

Our Mission Renewed

8

The Integration of Academics and Economics

10

Our Goals

12

From Aspirations to Operations

16

Student and Faculty Academic Excellence

18

Student Support

20

Community Engagement and Student Experience

22

Strong, Sustainable Financial Position

24

Build Strategic Institutional Resources & Infrastructure

26

Tactics

29

A Note on Institutional Effectiveness

30

Measuring Progress: Data and an Evergreen Plan

32

Looking Forward

35


Education Beyond Boundaries: LIU 2020 is the collective expression of the aspirations of the University and its students through 2020. The product of a 15-month process involving hundreds of faculty, staff, administrators, and students, LIU 2020 reaffirms the University’s longstanding mission as a student-centered institution of higher education. This reaffirmation in turn reflects both our pride in our history and a conviction, born of careful consideration, that far-reaching changes in higher education and American society now require LIU to align its resources more effectively to meet the needs of students whose lives will span the twenty-first century. The knowledge and skills they will require are at once timeless and unprecedented—grounded

munities, and stewards of the planet. Now is the time for innovation in higher education. Now is the time to integrate classroom instruction with experiential opportunities beyond the walls of the University, to combine education in the arts and sciences with the development of the knowledge and skills necessary for productive professional careers, to understand local concerns in relation to global realities, to blend theory and action, rigor and relevance, individual study and shared discovery. Now is the time for LIU to take the lead.

in scholarly traditions yet reaching beyond them

In keeping with these intentions, LIU 2020 identi-

and reshaping the landscape of higher education.

fies six University-wide goals representing our

We intend to build on these prized traditions even

aspirations over the planning period:

as we also move beyond the boundaries they have

Where once students came to the University to acquire knowledge, they now also come to share in its creation. Where once academic study depended on limited information and slow circulation of ideas and texts, technology has now revolutionized the intellectual and social tools we use to learn, to work, and

Achieve prominence in academic excellence for students

historically created. •

Achieve prominence in academic excellence for faculty

Become recognized as a “best value” institution

Secure and sustain a strong financial position

Expand a culture of community engagement

Create a vibrant and distinctive student experience

to assume our full responsibilities as human beings.

Each of these goals is further defined by a variety of

Where once the world seemed beyond our individual

more specific, related objectives.

and collective horizons, it is now profoundly dependent upon the choices we make as individuals, com-

LIU 2020 translates these aspirational goals into Strategic Priority Groupings that will enable their systematic integration into the life of the University. Roughly aligned with the goals, the strategic plan identifies five Strategic Priority Groupings, each of which contains a set of integrated tactics, or action steps.

LIU 2020: Education Beyond Boundaries

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LIU BROOKLYN

LIU POST

The Plan calls for the University to: Achieve Academic Excellence Through Integrated Learning and a Fully Engaged Faculty Promote Student Success Through Seamless Systems of Student Support

LIU GLOBAL

assessment and renewal will ensure that LIU 2020 continues to be responsive to the evolution of the University and the larger environment in which it operates. Although LIU 2020 provides a University-wide strategic vision, it requires the campuses to implement the

Expand a Culture of Community Engagement On

common strategic initiatives relative to their individ-

and Off Campus in the New York Metropolitan

ual circumstances, needs, and distinctive strengths.

Area and Beyond

Similarly, the Arnold and Marie Schwartz College of

Secure and Cultivate the Financial Resources to Support and Sustain the University in its Mission Build Strategic Institutional Resources & Infrastructure

Pharmacy and Health Professions, with its unique history and role within the University, will independently interpret the plan and implement those tactics specific to its operations. LIU 2020 respects the rights, roles and responsibilities of the faculty, administration and Board as codi-

The University’s progress on implementing LIU 2020

fied in the various formal documents governing the

will be continually monitored, with semiannual

University. At the same time, the planning process

progress reports and a formal annual report to the

has established a strategy for substantive change,

community at the close of each spring semester. The

along with mechanisms for annual renewal that

review will refer to specific, agreed-on measures of

set the foundation for a University-wide culture of

institutional effectiveness and will form the basis for

transparency, accountability, and collegial dialogue.

any changes in the Plan deemed necessary to meet

Although the success of LIU 2020 will depend upon

the University’s strategic goals. This annual cycle of

the targeted allocation of University resources, the transformation of our institutional culture may be the greatest force for achieving our institutional goals.

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LIU 2020: Education Beyond Boundaries


LIU HISTORY Long Island University, a private, non-sectarian, non-

of its kind, with locations in China and Costa Rica, and

profit institution, is one of America’s largest and most

programs in Australia, Ecuador, Peru, Spain, Taiwan,

comprehensive universities, with residential cam-

Thailand, and Turkey.

puses in downtown Brooklyn and Brookville, Long Island, and three Regional campuses: LIU Brentwood, LIU Riverhead, and LIU Hudson. Our core mission of Access and Excellence is to provide an outstanding education to men and women of all ethnicities, ages, socioeconomic backgrounds, and levels of academic preparedness. In fulfilling that mission, each year we enroll more than 21,000 students in one of nearly 500 degree and certificate programs, many of which are recognized or accredited by specialized agencies and professional associations. Almost three-quarters of all

Established in 1954, LIU Post is a 307-acre suburban residential campus in Brookville, NY, twenty miles east of New York City. In keeping with the University’s mission of Access and Excellence, LIU Post seeks to prepare students for professional endeavors by giving them a strong liberal arts education. LIU Post offers more than 200 degree and certificate programs in the College of Liberal Art and Sciences, the School of Visual and Performing Arts, the College of Management, the School of Health Professions and Nursing, and the College of Education, Information and Technology.

“Long Island University was founded on the principle of educating and empowering men and women from all walks of life. Through our mission of Access and Excellence, the LIU community remains committed, above all else, to the educational needs and interests of our diverse student body. We strive to cultivate and expand academic, professional, artistic and co-curricular opportunities, enabling students to realize their full potential as ethically grounded, intellectually vigorous and socially responsible global citizens.” graduates earn degrees in business, finance, health professions, or education; more than 80 percent go on to work in the greater New York City area. Established in 1926, LIU Brooklyn is located on 11 acres in downtown Brooklyn. The campus enacts the University’s mission of Access and Excellence in its commitment to empowering a diverse, largely firstgeneration, urban student body to realize the fruits of an educated life. LIU Brooklyn offers more than 200 undergraduate and graduate degrees and certificates in the Richard L. Conolly College of Liberal Arts and Sciences, the Harriet Rothkopf Heilbrunn School of Nursing, and the Schools of Business, Education

The campus is home to an Honors College and the Palmer School of Library and Information Science, which has locations in Long Island and New York City. LIU’s three regional campuses— Hudson, with campuses in Orangeburg, Purchase, and West Point, NY; Brentwood in Suffolk County; and Riverhead at the east end of Long Island—offer a variety of bachelor’s and master’s degrees in fields ranging from education and counseling to health professions to criminal justice. Highlights include LIU Brentwood’s RN to BS degree and LIU Riverhead’s Homeland Security Management Institute, a national leader in the field.

and Health Professions. The Brooklyn College of Pharmacy, established in 1886, affiliated with LIU in 1928; today the Arnold and Marie Schwartz College of Pharmacy and Health Sciences offers several master’s degrees as well as the Doctor of Pharmacy and a PhD in Pharmaceuticals. LIU Brooklyn also houses an Honors College and LIU Global, the only program

LIU 2020: Education Beyond Boundaries

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Long Island University is first and foremost a student-centered institution. Guided by our mission to educate and empower men and women of diverse backgrounds in accordance with their educational needs and interests, LIU is now poised to further that mission with a renewed commitment to our students—to cultivate the knowledge and skills they will require to pursue advanced study and their careers, to become active and engaged citizens, and to realize their full potential as human beings. Our students live in a world that is markedly different from the one many of us knew during our college years. Political, cultural, economic, ecological and technological revolutions have, individually and collectively, redefined the challenges posed for the next generation and the knowledge and skills they will need to address them. In fact, our students themselves are different. As digital natives, their modes of communication and accessing information, and their expectation that they will actively participate in the creation of knowledge rather than passively receive it, demand that we transform ourselves, our methods of teaching, our organization of knowledge, and our interactions across our campuses, our local communities, and the world as we move beyond the boundaries that defined the academy in a different age. We honor the academic traditions at the heart of higher education by reinventing and reaching beyond them to serve students whose lives will span much of the 21st century. To this end, we no longer perceive the traditional distinctions between the disciplines within University and between the University and the world outside its gates as restrictive boundaries but rather as avenues for creative educational dialogue. Long Island University aims to renew our educational mission through distinctive, exciting academic programs and initiatives,

We no longer perceive the traditional distinctions between the disciplines within University and between the University and the world outside its gates as restrictive boundaries but rather as avenues for creative educational dialogue.

to distinguish ourselves for our innovation and efficacy in today’s intensely competitive market of higher education, and to build the solid, stable financial foundation necessary to fulfill our mission in the years ahead. LIU aspires to be broadly recognized as a leader in providing an exceptional college education and to meet the challenges of the 21st century by crossing boundaries and capitalizing on synergies among campuses, schools, disciplines, and communities, thus creating new capacities and contexts for teaching, learning, and research. LIU 2020 embraces the ethos of local and global citizenship in all facets of University life and seeks to engage the LIU community in teaching and learning, research, and creative arts in preparation for the careers, opportunities, and exigencies of today and tomorrow.

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LIU 2020: Education Beyond Boundaries


LIU 2020 is rooted in the realities of the moment. Across the country, dependence on tuition revenues, limited discretionary funds, and wide-ranging academic and financial needs of students drive many institutions to become more efficient in resource management. At LIU these challenges have only

in academic disciplines and professional programs, the entire University community is committed to the cultivation of experiential learning and interdisciplinary and inter-professional collaborations that will open new possibilities for research across the disciplines, expression in the arts, and enlivened, transformative experiences in and out of the classroom.

strengthened our commitment to fulfill our institu-

Through these diverse, energized communities serv-

tional mission to educate an ethnically and economi-

ing undergraduate and graduate students, faculty

cally diverse student body and to provide our stu-

and staff, and local and global businesses, nonprofits,

dents with a strong background in the liberal arts and

schools, and neighborhoods, we aspire to cultivate

sciences as well as innovative, relevant professional

critical and creative capacities of mind, to approach

programs. Now more than ever, we are called upon

learning as a collaborative rather than a competi-

to innovate to achieve our goals. Now more than

tive activity, and to seek encounters with real-world

ever, our future depends upon our ability to provide

complexities beyond the confines of the disciplines. It

students with the necessary resources, knowledge,

is this vision of higher education in the 21st century—

and skills for them to achieve their personal and

affirming the traditions of the past with a clear eye

professional goals.

toward the future—that will assure student success and sustain the University for generations to come.

LIU 2020 also calls for the development of the campuses as active participants in the communities in which they are located. LIU is situated in the most dynamic metropolitan region in the world, where the vitality of the Long Island region and the renaissance of art and culture in downtown Brooklyn offer unparalleled resources to our students, including the opportunity to make powerful connections between the classroom and the wider community. No longer cloistered

10

LIU 2020 recognizes that the achievement of our academic aspirations will require that we build a strong and sustainable financial foundation. While our mission is academic—we exist for the men and women who come to study as members of our community— LIU is a large, tuition-dependent institution. Our ability to carry out our mission depends on sustained, increased revenues, both from tuition and from other

LIU 2020: Education Beyond Boundaries


sources such as auxiliary enterprises, grants, and philanthropy. Our Plan hinges on our ability to generate these resources based upon the dynamic quality of the education we provide. As we pursue our academic initiatives, we will simultaneously implement a variety of financial tactics. We will begin by expanding the geographical region from which we have traditionally drawn students with an aggressive national and international marketing and recruiting campaign that will highlight the strategic initiatives that embed our campuses in the New York metropolitan area and the unique appeal of a global city. The increase in tuition revenue generated by our recruiting efforts and our retention initiatives will be supplemented substantially by fundraising to increase the endowment, support student financial aid, and provide funds for strategic investment. LIU 2020 anticipates the development of a capital campaign and a doubling of the University endowment of $99.5 million by the close of the planning period.

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A highly collaborative, university-wide planning process involving faculty, students, staff, and administrators has benefitted the institution by creating multiple opportunities for dialogue about the future of LIU. Together, we have identified strategic goals to which we aspire, goals that cultivate the unique educational identity of each campus while building upon a single, universal commitment to enhance and extend the University’s mission of Access and Excellence. We chart the course of LIU’s future guided by our deep commitment to educating a diverse student body.

The six strategic goals approved by the Board of Trustees in January 2014 are:

GOAL 1 Achieve prominence in academic excellence for students Objectives •

Promote rigorous student learning among our strong liberal arts, sciences, and professional programs that exploit synergies between disciplines

Promote essential literacy; critical and creative thinking; and analytic, quantitative, reasoning and communication skills

Pursue rigorous and relevant approaches to assessing student learning outcomes

Develop innovative programs in and out of the classroom that are relevant to a changing world and build on a solid liberal arts and sciences foundation

Position LIU libraries as centers of intellectual life, offering students and faculty a welcoming environment and crucial resources for scholarship and the exchange of ideas

Expand opportunities for global, community, and experiential education and engagement

Provide institutional support for continuing to hire and develop world-class faculty committed to teaching a diverse student body

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LIU 2020: Education Beyond Boundaries


GOAL 2 Achieve prominence in academic excellence for faculty Objectives •

Recognize and support effective and innovative teaching

Provide sufficient resources and recognition for scholarly research and publication, artistic production and performance, and intellectual growth and engagement

Ensure faculty primacy in the design, review, and approval of curricula and programs

Expand and fully implement shared governance across the institution in a spirit of collaboration and mutual respect

Encourage and reward faculty engagement in assessment of student learning

Provide institutional support for continuing to hire and develop world-class faculty committed to teaching a diverse student body

GOAL 3 Become recognized as a “best value” institution Objectives •

Improve student retention and completion rates

Provide high-quality academic, career, and other support services for all LIU students

Align our organizational structure to the University mission to enhance our efficiency and effectiveness in support of the activities of each unique campus, and the institution as a whole, while maintaining the needed flexibility to adapt to the dynamic environment in which LIU operates

Develop and implement a strategy for addressing the complex coordination and communication needs implicit in a multicampus institution

Create a working environment that supports collegial and professional life to recruit and retain a diverse, high-quality faculty and staff

Promote an institution-wide culture of diversity, inclusion, and respect

Develop and invest in an ongoing professional development regimen to ensure our ability to deliver on the mission of access and excellence

Implement a continuous cycle of academic and institutional planning, assessment, and improvement to ensure these practices are implemented and sustained

Identify and implement new operational efficiencies

GOAL 4 Secure and sustain a strong financial position Objectives •

Strategically sustain and build enrollment

Strengthen scholarship and financial aid programs

Reduce reliance on tuition by developing and expanding additional sources of auxiliary revenue and programs

Expand efforts to cultivate and engage an active alumni community

Adopt an annual comprehensive, multi-year budgeting, planning and financial forecasting process that aligns resource allocation with institutional strategic priorities

Implement a comprehensive communications strategy that establishes LIU’s identity and builds its brand by leveraging the accomplishments of students, faculty, staff, alumni, and the University

LIU 2020: Education Beyond Boundaries

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GOAL 5 Expand a culture of community engagement Objectives •

Promote a vibrant, ethical, inclusive, and environmentally conscious engagement with community

Integrate student learning, faculty endeavors, and staff initiatives with surrounding communities that enrich the educational experience and encourage participation in projects for the public good

Encourage student exploration of the world—academically, socially, and experientially—to enable them to become knowledgeable and socially responsible global citizens

Develop and support extra- and co-curricular activities to promote a robust campus life and encourage involvement and participation in local, national, and international communities and organizations

GOAL 6

Create a vibrant and distinctive student experience Objectives •

Promote integrated campus and student life

Create support programs such as LIU Promise that work to ensure student success

Offer unique experiential learning outside the classroom through internships and other real-world opportunities

Expand student career opportunities through alumni engagement and other prestigious partnerships

Develop global awareness and study-abroad opportunities that broaden intercultural competency

Encourage service learning and engagement that provide hands-on, practical experience

Provide leadership and professional development opportunities

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LIU 2020: Education Beyond Boundaries


LIU 2020 builds upon our institutional foundation to sustain the LIU of the moment and realize our aspirations for our future. That is, our plans for LIU through 2020 and beyond must be realized in the context of the practical, complex operations of a nearly half-billion dollar, not-for-profit institution of higher education with modest discretionary funds in a highly competitive market. The University is a vital, ongoing enterprise with operational systems and structures of shared governance that recognize the rights, roles and responsibilities of the faculty, administration and Board of Trustees and to which the entire University community is committed.

The tactics herein discussed are not meant to be exhaustive; they do not refer to the totality of the University’s operations or aspirations. Rather, they constitute a collective decision regarding particular emphases among all the activities and initiatives across the University. There are numerous activities,

LIU 2020 recognizes that all of the offices and pro-

fundamental to effective operations and governance,

grams across the University interact and depend

that will continue even as others arise, and new

upon one another and that, when implemented,

initiatives may be developed during the life of the

actions designed to meet specific goals may affect

plan. A number of tactics, designated as “fast track,�

the scope and efficiency of others and create new

are rooted in current University operations and have

operational and organizational structures. Thus, as

been slated for immediate action.

we developed concrete tactics, it was necessary to

Finally, LIU 2020 builds upon both institutional unity

reframe our aspirational goals as Strategic Priority Groupings that will allow us to align tactics with University resources, assess the efficacy of various initiatives, decrease duplication of efforts, and simplify organizational management.

and campus diversity. While the goals and strategic priorities are consistent across LIU, they will be developed locally in relation to specific campus needs and opportunities, as the Brooklyn and Post campuses, as well as the Regionals, in Hudson, Brentwood, and Riverhead, and Global College, offer differing opportunities and challenges. Together, they strengthen the underlying unity of LIU as a single university with its own unique identity.

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LIU 2020: Education Beyond Boundaries


STRATEGIC PRIORITY GROUPINGS:

Achieve Academic Excellence Through Integrated Learning and a Fully Engaged Faculty

Promote Student Success Through Seamless Systems of Student Support

Expand a Culture of Community Engagement On and Off Campus in the New York Metropolitan Area and Beyond

Secure and Cultivate the Financial Resources to Support the University in its Mission

Build Strategic Institutional Resources & Infrastructure

Within this University-wide framework, each campus will establish, as appropriate and within the context of its individual culture and governance structures, campus-specific plans to interpret, implement, and measure the efficacy of the tactics that follow.


ACHIEVE ACADEMIC EXCELLENCE THROUGH INTEGRATED LEARNING AND A FULLY ENGAGED FACULTY STUDENT AND FACULTY ACADEMIC EXCELLENCE

LIU, like most private universities, prospered along

These bold academic initiatives—LIU’s signature ap-

with the rest of the nation during a time when robust

proach to the student educational experience—will

labor markets fostered an unquestioned faith in the

set LIU apart from other institutions and create the

value of a higher education and economic growth

opportunity for new academic structures to emerge

meant that increasing numbers of students could

coherently and organically across the University. As a

afford to go to college. Today, we are planning for a

whole, LIU 2020 expresses institutionally the academic

different world. Student debt has grown to unsustain-

commitments that have grown in many sectors of the

able levels. Government scrutiny of graduation rates

faculty to experiential education, interdisciplinary cur-

and career placement statistics affect our academic

ricula, and undergraduate research.

decisions. And our future depends upon our ability to attract students in a highly competitive market.

The discussions of the Core Curriculum taking place on both residential campuses are anchored in the

LIU’s student-centered mission is vital to the men and

idea of crossing traditional boundaries between the

women who entrust us with their higher education,

academic disciplines. Faculty and staff have already

and fulfilling that mission is critical to the future of

begun to implement Learning Communities across

the University. In recognition of these realities, LIU

disciplines to create multiple and varied opportunities

2020 presents a bold array of academic initiatives.

for “high-impact” group-based studies. Pilot work has

Individually and collectively, these plans of action

begun and plans are included to extend the use of

are designed to engage our students in the class-

e-portfolios that will integrate students’ work through

room and in the world beyond our campuses in the

their undergraduate years and demonstrate their

acquisition of the necessary knowledge, skills and

knowledge and skills to graduate schools and potential

experience for careers or advanced studies. Through

employers. New programs are envisioned that will

strong, integrated curricular instruction, combined

build on the intellectual foundations of the arts and

with faculty mentorship, academic support, and plen-

sciences to establish career tracks in academic Career

tiful extracurricular options, the plan is designed to

Ladders. These initiatives—and many that are in prog-

foster students’ sense of meaning, purpose, and own-

ress at the program and course level—include a com-

ership of their education, an ethos that we believe

mon element of Service and Experiential Learning

will see them effectively through graduation.

ranging from internships and community projects to

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LIU 2020: Education Beyond Boundaries


student social, artistic, and business entrepreneurial

transformation of the University’s libraries from repos-

ventures and undergraduate research. This focus on

itories to Learning Commons, public spaces devoted

experiential learning extends into the communities

to individuals and communities working together in

in our region and across the globe. The work already

study and research. The University will also expand

completed on our Internationalization Initiative

its use of technology to provide efficacious Online

will, over the course of the planning period, greatly

and Blended Programs—primarily graduate, career-

expand the opportunities for faculty and students to

focused studies responsive to market needs—to a

move beyond the boundaries of local culture, to Study

wide population of students who might not be served

Abroad, and to make use of the resources of Global

by our current offerings.

College, the only program of its kind in the world.

LIU 2020 also includes several key undertakings

Global College itself will add new disciplinary curricula,

devoted to ensuring program quality, academic

strengthen its emphasis on global careers, build new

efficiency and the effective allocation of University

programs in Europe, and align its global actives with

resources. A comprehensive Academic Program

LIU’s faculty-led internationalization initiative.

Review will assess every program at the University in

At the same time, LIU 2020 calls for the development of

a regular cycle and continually strengthen our curricu-

new academic structures that will raise the University’s

lar offerings. Where appropriate, the baccalaureate

academic profile while linking the campuses in mutu-

will be reduced to 120 Credits. Lastly, evolving and

ally beneficial ways. Each campus will build an Honors

participatory Campus Leadership Structures will play

College; each campus will create Interdisciplinary

a vital role in implementing and coordinating all these

Centers—academic spaces, both figurative and

and other initiatives included in LIU 2020 as well as the

literal, that will anchor communities of students and

ongoing operations of the University.

faculty members in innovative educational, research, and service activities, and supplement the expansion of New Venues for Faculty Scholarship, Art and Performance. Building upon and lending greater unity to all the academic initiatives is the ongoing

TACTICS A1 Review and Revise Core Curriculum

A10 Create Interdisciplinary Centers

A2 Expand Learning Communities

A11 Develop New Venues for Faculty Scholarship, Art and Performance

A3 Extend e-portfolios

A12 Establish Learning Commons

A4 Establish Career Ladders

A13 Develop Online and Blended Programs

A5 Expand Service and Experiential Learning Opportunities

A14 Engage in Academic Program Review

A6 Expand Internationalization Initiative

A15 Reduce Baccalaureate to 120 Credits

A7 Extend Study Abroad

A16 Enhance Campus Leadership Structures

A8 Expand Global College A9 Create Honors Colleges

*Throughout the document italic denotes fast track tactics.

LIU 2020: Education Beyond Boundaries

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PROMOTE STUDENT SUCCESS THROUGH SEAMLESS SYSTEMS OF STUDENT SUPPORT STUDENT SUPPORT

Even as our academic initiatives seek to cross the

material as well as examples of students’ academic

boundaries between disciplines and between the

achievements as they progress through their under-

classroom and the world, an effort is already under-

graduate careers.

way to provide students with a seamless support system that addresses their social, emotional, and academic needs and that will help them reach their personal and professional goals. LIU 2020 recognizes that the traditional separation of offices such as the Registrar, Financial Aid, and Advisement—and the separation between these offices and academic departments—creates unnatural and unnecessary boundaries that impede cooperation and student success. An effective integration of student support services increases the likelihood that our students will avail themselves of all the services they need and persist to graduation. A cornerstone of this effort is LIU Promise. Upon enrolling at LIU, all students are assigned an LIU Promise Coach who works with them through graduation as they navigate the challenges of college life: selecting a major, engaging in co-curricular activities, finding an internship or study abroad experience, and preparing for graduate or professional study or employment. LIU Promise works with Campus Life to cosponsor programming that engages students in learning through community service projects and participation in student clubs, and with Career Services

In essence, LIU Promise builds a First-Year Experience for students, one that aims to connect all aspects of campus life so that students see their education as a meaningful whole. In addition to Campus Life and Career Services, the first-year experience will bring together campus outreach programs, health and wellness initiatives, student clubs, and academic support services in an effort to help students succeed. By design, this robust support will increase retention. Sophomores are traditionally one of the most underserved student populations and one of the most at risk of attrition. A Sophomore-Year Experience builds on the first-year experience by encouraging students to explore service learning, experiential learning, and study abroad opportunities; to seek leadership positions in student clubs; to expand their co-curricular experiences; to find opportunities for civic engagement; and to investigate opportunities to collaborate with faculty to conduct and present research. With support from LIU Promise Coaches, students in their sophomore year will focus on choosing a major and on preparing for graduate or professional studies and careers.

to connect students to job opportunities and to a growing network of LIU alumni. In LIU Promise, students begin an e-portfolio that includes non-academic

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LIU 2020: Education Beyond Boundaries


LIU 2020 recognizes that the needs of graduate

partnering with community organizations and local

students are different from those of undergradu-

high schools to offer college readiness programs, LIU

ates. The University will place greater emphasis on

can increase the pool of potential students ready to

systems to develop and support graduate programs

begin college-level work—providing service to the

and students. LIU 2020 seeks to create Academic,

community while at the same time cultivating students’

Co-curricular and Career Supports for Graduate

relationships with LIU, relationships that make it more

Students on each campus and to integrate blended

likely some will come to our campuses as fulltime

and online learning components into carefully

students.

selected graduate programs, which will make it easier for working students to pursue advanced degrees and certificates.

In a similar way, LIU Fast Track will build on existing high school partnerships and allow students to begin working on a bachelor’s degree while they are still in

While most of our focus is on enrolled students, LIU

high school. Students who participate in LIU Fast Track

2020 also calls for bridging the gap between high

will be better prepared for college-level work; they will

school and college to ensure that students who enter

be able to finish their bachelor’s degree in three years

LIU are ready for the rigors of higher education.

and a dual degree in four. In this way, LIU Fast Track

Students who enter college in need of remediation in

will make LIU a very attractive choice, since participa-

English and math are less likely to persist to gradua-

tion will save a family a full year’s tuition.

tion than those who begin in college-level courses. By

TACTICS B1 Support LIU Promise B2 Enhance Career Services B3 Enhance the First-Year Experience B4 Enhance the Sophomore-Year Experience B5 Institute Academic, Co-curricular and Career Supports for Graduate Students B6 Develop LIU Fast Track

LIU 2020: Education Beyond Boundaries

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EXPAND A CULTURE OF COMMUNITY ENGAGEMENT ON AND OFF CAMPUS IN THE NEW YORK METROPOLITAN AREA AND BEYOND. COMMUNITY ENGAGEMENT AND STUDENT EXPERIENCE

Community engagement, one of LIU’s core values,

potential inherent in Refurbishing and Reopening

is central to our mission of empowering men and

the Paramount Theatre as we strive to preserve

women from diverse backgrounds and cultivating

Brooklyn’s rich history and reimagine the uses of this

socially responsible citizens. Therefore, LIU 2020 seeks

historic building for the 21st century.

to promote a vibrant, ethical, inclusive, and environmentally conscious engagement with community. Through the initiatives described here, LIU aspires to build solid and mutually beneficial partnerships with the Long Island and Brooklyn communities in which our residential campuses are located, and to foster engagement in regional, national and international communities. By harnessing the knowledge, creativity, and expertise of our students, faculty, staff, and alumni, LIU aims to support improved quality of lives for all, foster civic engagement and social responsibility, and contribute through research, service, and teaching to the public good. In addition, LIU 2020 introduces initiatives that will develop the Unique Identities of LIU’s Campuses. Our nationally recognized sports teams and our cultural and institutional resources—The Tilles Center at LIU Post and the Kumble Theater at LIU Brooklyn—offer opportunities to invite community members onto our campuses, to showcase the work we do, and to generate excitement about LIU. LIU 2020 recognizes the enormous

22

The New York metropolitan area provides a dynamic environment that can enrich and broaden students’ learning, engage them in valuable lessons in citizenship, and help them learn to be stewards of their communities as they gain vital academic and professional experience. By partnering with community leaders and organizations, LIU will develop programs that, in addition to making us an anchor institution in the community, will create opportunities for community service, experiential learning, and community-based research for students. LIU 2020, in effect, proposes the establishment of a comprehensive Community Engagement Infrastructure. As we attempt to provide more venues for student engagement, LIU 2020 proposes to Expand Athletics Programs that will raise the University’s profile and contribute significantly to creating a bustling campus life. A renewed focus on school spirit—through providing transportation to games and through expanded Homecoming events—will bring together students,

LIU 2020: Education Beyond Boundaries


faculty and staff, and alumni in support of the LIU Post Pioneers and the LIU Brooklyn Blackbirds. At the same time, athletics programs provide opportunities to bring in new students as the addition of sports teams will allow LIU to target and expand recruitment into new areas of the country and the world. LIU alumni constitute a remarkable resource for our current students, and LIU 2020 calls for the University to strengthen connections to its global alumni community. An enhanced Alumni Network will bring alumni back to their campuses for events at which they are celebrated and given the opportunity to establish internships and mentoring relationships with current students. LIU must make certain its students see themselves as alumni as soon as they graduate—that is, that as alumni, they are still important members of exciting campus communities.

TACTICS C1 Maintain the Unique Identities of LIU’s Campuses C2 Refurbish and Reopen the Paramount Theatre C3 Create a Community Engagement Infrastructure C4 Expand Athletics Programs C5 Enhance Alumni Network

LIU 2020: Education Beyond Boundaries

23


SECURE AND CULTIVATE THE FINANCIAL RESOURCES TO SUPPORT AND SUSTAIN THE UNIVERSITY IN ITS MISSION

STRONG, SUSTAINABLE FINANCIAL POSITION

Securing and sustaining a strong financial position

Our plan will be guided by measurable parameters for

is essential to the success of LIU 2020. Perhaps the

both the sources and uses of funds through 2020. As

greatest demonstration of an institution’s commit-

an institution that derives more than 85% of its reve-

ment to providing students with a quality, affordable

nue from tuition and fees, targeted enrollment growth

education is the process and framework through

and stability will remain of paramount importance.

which financial resources are allocated and aligned

The long-range plan will continue to clearly articulate

with its goals and objectives.

goals and assumptions for optimal enrollment and

For LIU 2020 to effectively align resources with specific institutional initiatives―and monitor the institutional effectiveness of such alignment―a Long-Range Budget plan is required. The University has established a comprehensive long-range budget plan that aligns with strategic goals, captures the strategic and operational investments necessary to

retention, as well as tuition rate adjustments that ensure the University remains competitively priced in the market and affordable to the students it serves. Given its size and diversity, and the national competitive landscape, the University will use formal, datadriven analytics to Establish and Measure Optimal Enrollment and Retention Levels.

grow the institution, and projects financial outcomes

In an effort to offset the demographic trends in

that will secure and sustain a strong financial posi-

the Northeast and to ensure optimal utilization of

tion into the next decade. Like the strategic planning

the University’s residence Halls, LIU 2020 includes

process as a whole, the long-range budget plan must

Expanded National and International Recruitment

be transparent and dynamic: a living document that

Activities. Specific, intense recruitment strategies will

is iterative and communicated clearly throughout the

be developed for primary, geographically-defined,

University’s governance structure. For LIU, the long-

high-yield targets. In addition to expanding recruitment

range budget will serve not only as a guidepost for

territories outside the New York area, LIU has targeted

measuring performance against goals, but also as a

countries around the globe for both in-person and

key input for evaluating institutional effectiveness. To

agent-based recruitment.

ensure long-range financial growth, LIU’s budget plan has been built and will be managed with the goal of operating revenue exceeding expenses by 10% as of 2020. The goal is to increase the University’s designated endowment and provide additional grant support for students.

24

Enrollment growth alone will not ensure that the institution’s long-range objectives are adequately funded. As part of the strategic planning process, the University reaffirms its need to Increase Revenue from Non-Tuition Sources. The long-range budget

LIU 2020: Education Beyond Boundaries


plan reflects the University’s goals for growing non-

Fundraising is a crucial component of enrollment

tuition revenue at least 5% annually through 2020.

for many program initiatives. As part of the strate-

These goals will be accomplished through a series of

gic planning process, the University is developing a

projects and initiatives focused on revenue-generat-

comprehensive plan for major gifts, government sup-

ing areas including, but not limited to, fundraising,

port, grants development, and corporate, foundation

auxiliary revenue, private gifts and grants, investment

and alumni giving. The University’s commitment to

return, and athletics.

providing students with financial support goes beyond

With its mission of Access and Excellence, the University remains committed to offering an affordable, high quality education to its students. Over the past decade, the overall costs of a private education have outpaced the growth of federal and state aid by wide margins. This expanding gap has increased the financial burden placed on students, and the University

institutional aid, and several tactics focus on comprehensive, coordinated development initiatives for generating Independent Scholarship Opportunities from External Sources. The Strategic Plan incorporates year-over-year increases of 5% for restricted and independent financial aid as a percentage of total financial aid expenditures.

has responded by increasing resource allocations for

The University’s Regional Campuses will be devel-

institutional aid. The long-range plan captures the

oped so that they continue to provide students

University’s commitment to Align Institutional Aid

with educational programs of rigor and substance

Consistent with Strategic Plan Goals for Retention

in market-sensitive professional areas of expertise.

and Enrollment.

Each of the campuses will be evaluated separately to assess the efficacy of existing and potential academic programs, lease arrangements, and potential to support the University’s infrastructure.

TACTICS D1 Manage Long Range Budget D2 Establish and Measure Optimal Enrollment and Retention Levels D3 Expand National and International Recruitment Efforts D4 Increase Revenue from Non-Tuition Sources D5 Align Institutional Aid Consistent with Strategic Plan Goals for Retention and Enrollment D6 Develop Independent Scholarship Opportunities from External Sources D7 Expand Fundraising D8 Develop Regional Campuses

LIU 2020: Education Beyond Boundaries

25


BUILD STRATEGIC INSTITUTIONAL RESOURCES & INFRASTRUCTURE

As a complex institution, LIU’s effective management

Program for Technology. The maintenance program

and development requires an efficient infrastructure

will require IT staff to service the equipment, a main-

to manage its human resources, technology, and phys-

tenance budget, and a multi-year upgrade plan for

ical plant. LIU 2020 establishes a foundation for align-

continuity planning. In light of the expanding market

ing resources with specific institutional operational

for flexible learning opportunities that include more

priorities and monitoring the institutional effectiveness

distance/blended learning options, the University is

of its infrastructure in supporting the University’s stra-

developing a comprehensive plan to provide a fully-

tegic initiatives and ongoing operations.

rounded pedagogical experience. Virtual Learning

With its clear emphasis on educational quality, LIU 2020 calls for Up-to-Date Classrooms, Laboratories, and Academic Spaces. Such learning spaces should maximize the potential for teaching and learning by incorporating forward-looking aspects of design and technology. These flexible spaces must be built with

Resources will be developed as part of a Universitywide blended/online initiative available to students at the graduate level. This initiative will include online advising, financial aid counseling, information technology assistance, and career counseling in support of online teaching and learning.

pedagogy in mind, and with the capacity to incor-

In addition to the key role played by academic spaces

porate emerging technology in convergence with

such as classrooms, all physical spaces on a cam-

infrastructural support and traditional educational

pus—and especially their planned upgrading and

environments.

maintenance—are essential for the healthy, safe,

As the University develops state-of-the-art, well

efficient operations of the University.

equipped, technological learning spaces, it will also Develop and Monitor a Working Maintenance

26

LIU 2020: Education Beyond Boundaries


In addition to the necessity for an up-to-date, well-

faculty, excellent and dedicated staff, and insightful

maintained, physical infrastructure, University-wide

administrators who together will work to implement

systems are necessary to support the expansion and

these strategic initiatives, thereby better facilitating

quality of research and pedagogical innovation. LIU

the education of our students beyond boundaries for

2020 includes two related initiatives to spur develop-

the 21st century.

ment in both areas. Specifically, the Plan calls for the Expansion of the Office of Sponsored Research, which will spearhead grant development and management and inform faculty members about research grant opportunities. Similar support will be provided for pedagogical innovation through a newly developed Office of Instructional Support. This office, housed in Academic Affairs, will provide assistance with online and blended course development, assessment of student learning outcomes, the use of technology in the classroom, and pedagogical research.

Given the importance of this effort, the University will employ an ambitious and deliberate Recruitment and Retention Strategy for maintaining a high quality and diverse faculty while enhancing programs for Faculty Development. Likewise, the University will also develop Comprehensive Employee Recruitment and Training Strategies for staff and administrators, who, together with faculty, will create a dedicated and enthusiastic team to implement this strategic plan. In addition, the plan includes an initiative to develop a Variety of Enhanced Communication Strategies. Our success

Faculty talent lies at the heart of an academic insti-

will depend upon the coordination of our institutional

tution. Faculty members facilitate student learning,

operations and strategic innovations; therefore, con-

carry out the research necessary for the advancement

sistent, effective communications will be essential. The

of science and the humanities, breathe life into the

University is a complex organization and, with LIU 2020,

arts and professions, and inspire and train the next

is engaged in a transformational program.

generation of professionals and citizens. LIU 2020 recognizes the need to recruit and maintain superlative

TACTICS E1 Invest in Up-to-Date Classrooms, Laboratories, and Academic Spaces E2 Develop and Monitor a Working Maintenance Program for Technology E3 Enhance Virtual Learning Resources E4 Create and Implement Physical Facilities Master Plan E5 Expand the Office of Sponsored Research E6 Review and Enhance the Office of Instructional Support E7 Implement Recruitment and Retention Strategies for Quality, Diverse Faculty E8 Enhance Faculty Development E9 Implement Comprehensive Employee Recruitment and Training Strategies E10 Develop and Implement Variety of Enhanced Communication Strategies

LIU 2020: Education Beyond Boundaries

27


TACTICS A1 Review and Revise Core Curriculum A2 Expand Learning Communities A3 Extend e-portfolios A4 Establish Career Ladders A5 Expand Service and Experiential Learning Opportunities A6 Expand Internationalization Initiative A7 Extend Study Abroad A8 Expand Global College A9 Create Honors Colleges A10 Create Interdisciplinary Centers A11 Develop New Venues for Faculty Scholarship, Art and Performance A12 Establish Learning Commons A13 Develop Online and Blended Programs A14 Engage in Academic Program Review A15 Reduce Baccalaureate to 120 Credits A16 Enhance Campus Leadership Structures B1 Support LIU Promise B2 Enhance Career Services B3 Enhance the First-Year Experience B4 Enhance the Sophomore-Year Experience B5 Institute Academic, Co-curricular and Career Supports for Graduate Students B6 Develop LIU Fast Track C1 Maintain the Unique Identities of LIU’s Campuses C2 Refurbish and Reopen the Paramount Theater C3 Create a Community Engagement Infrastructure C4 Expand Athletics Programs C5 Enhance Alumni Network D1 Establish Long Range Budget D2 Establish and Measure Optimal Enrollment and Retention Levels D3 Expand National and International Recruitment Activities D4 Increase Revenue from Non-Tuition Sources D5 Align Institutional Aid Consistent with Strategic Plan Goals for Retention and Enrollment D6 Develop Independent Scholarship Opportunities from External Sources D7 Expand Fundraising D8 Develop University Regional Campuses E1 Invest in Up-to-Date Classrooms, Laboratories and Academic Spaces E2 Develop and Monitor a Working Maintenance Program for Technology E3 Enhance Virtual Learning Resources E4 Create and Implement Physical Facilities Master Plan E5 Expand the Office of Sponsored Research E6 Review and Enhance the Office of Instructional Support E7 Implement Recruitment and Retention Strategies for Quality, Diverse Faculty E8 Enhance Faculty Development E9 Implement Comprehensive Employee Recruitment and Training Strategies E10 Develop and Implement Variety of Enhanced Communication Strategies


A NOTE ON INSTITUTIONAL EFFECTIVENESS

Institutional effectiveness, while not a strategic initiative, is fundamental to effective management. Institutional effectiveness and strategic planning are not separate; together they serve as a backdrop to every activity across LIU. Sound principles of institutional management must be systematically integrated into the life of the University. This perspective on institutional management is central to Middle States Standard 7 - Institutional Assessment, which reads: “The institution has developed and implemented an assessment process that evaluates its overall effectiveness in achieving its mission and goals and its compliance with accreditation standards.� In other words, the institutional assessment standard (renamed Educational Effectiveness Assessment in the 2014 revised standards) requires that the University provide evidence of the effectiveness of its strategic plan and evidence of the effectiveness of its major operational areas and program-level administrative units. Thus, the collective assessment of the effectiveness of strategic plan goals, objectives, and tactics will be integrated into the strategic planning process. The results of our assessment efforts will provide evidence of the effectiveness of the University in meeting its mission. Evidence of the effectiveness of major operational areas will be produced through the assessment results in the operational strategic plans (e.g., Academic Strategic Plan, Admissions Strategic Plan, Information Technology Strategic Plan) and through assessment results reported in regular administrative and academic program reviews.

30

LIU 2020: Education Beyond Boundaries


MEASURING PROGRESS: DATA AND AN EVERGREEN PLAN LIU 2020 sets forth a plan for mobilizing stakeholders

continuity for the implementation of the plan and

and reallocating resources toward a transformation

assessment of its progress, and teams of faculty and

of the University. Through the implementation of five

staff, led by a senior administrator, will be formed for

broad strategic priorities, LIU 2020 aims to make inte-

each of the Strategic Priority Groupings.

grated and experiential learning a focal point in and out of the classroom, to align faculty support and engagement with new initiatives like interdisciplinary centers, to find synergies with our local, national, and international communities, and to ensure that our financial planning and use of institutional resources serve as a foundation for the changes underway.

To ensure that we are continuing to make progress toward University goals and objectives, LIU is developing a process to track implementation and effectiveness measures through an online Strategic Planning Status Report. The Strategic Planning Status Report will be reviewed as part of the institutional budget and planning process twice annually. It will also be used

LIU 2020 is designed to be an “evergreen” plan. We

to inform annual operational plans (e.g., Academic

will review progress, identify successes and barriers,

Affairs, Admissions, Financial Management), which

and revisit our implementation plans and resource

incorporate many of the strategic initiatives. Finally, the

allocation based on what we learn through experience

University-wide and campus-based committees will use

and in accordance with the University’s organizational

this Strategic Planning Status Report to report on the

structures, existing contracts, institutional bylaws and

development of LIU 2020 and to provide recommenda-

provisions for shared governance. The University and

tions for the ongoing direction of strategic planning.

Campus Strategic Planning Committees will provide THE STRATEGIC PLANNING STATUS REPORT WILL TRACK METRICS IN ADDITION TO A WIDER SET OF OPERATIONAL MEASURES: Achieve Academic Excellence Through Integrated Learning and a Fully Engaged Faculty Impact of planning initiatives on academic perfor-

Measures for academic program review, determined

mance and progression of students:

collaboratively by the faculty and administration,

first- and second-year retention rates

might include:

four- and six-year graduation rate

percentage of students who achieve Satisfactory

Threats (SWOT) analysis

Academic Progress (SAP) in Year 1

Quality of program outcomes

percentage of first semester juniors who have

Percentage of courses within a program that are

completed core requirements •

Strengths, Weaknesses, Opportunities and

in the core or needed for other majors

performance on measures of student learning

Professional impact of faculty scholarship

(e.g., AAC&U Integrative Rubric)

Student/faculty ratios

Enrollment, retention, and graduation rates by program

Net revenue generated per full-time equivalent (FTE) faculty

32

LIU 2020: Education Beyond Boundaries


Measures of recognition and support for faculty as teach-

Campus environment:

ers, scholars, and members of the University community:

Percentage participating in the Teaching and Learning Initiatives or the Teaching with Technology Institute

Satisfaction indicators within LIU and HERI Faculty Surveys

NSSE and LIU Student Satisfaction Survey

Percentage of faculty reporting participation in professional development activities in the LIU and HERI

Secure and Cultivate the Financial Resources to Support

Faculty Surveys

the University in Its Mission

Percentage of faculty recognized through agreed-upon

Admissions and Enrollment indicators:

external validators (e.g., publications, exhibits, per-

formances, grants; citations in peer-reviewed articles, conference presentations, elected officers in discipline-

Applications, acceptance rate, and yield rates in relation to peer institutions

specific associations, etc.)

Applications, acceptance rate, and yield rates for students within select marketing areas (e.g., national and international recruitment marketing areas)

Promote Student Success Through Seamless Systems of

Student Support Program-specific key performance indicators within admin-

peer institutions •

istrative program review reports (examples noted below): •

Faculty participation rates in the Digital Early Warning System

Academic performance indicators for students enrolled in college readiness programs

Number of alumni mentors within career services

Use of virtual graduate student resources website

Measures of student satisfaction: •

NSSE

Student Satisfaction Survey

Survey of Graduates

First- and second-year retention rates in relation to Four- and six-year graduation rate in relation to peer institutions

Financial indicators: •

Institutional discount rate

Tuition rate increases

Year-to-year growth in revenue from non-tuition sources

Operating surplus exceeding budgeted levels

Performance ratios for financial health in comparison to LIU’s benchmark peer group in bond ratings

Build Strategic Institutional Resources & Infrastructure Administrative program review:

Expand a Culture of Community Engagement On and

Administrative and support staff/FTE student ratio

Off Campus In The New York Metropolitan Area and

Faculty, staff and student measures of satisfaction with

Beyond Opportunities for student learning outside the classroom: •

Student learning outcomes for students participating in experiential learning opportunities

Academic performance of students in internships

Community engagement: •

Number of community partnerships

Number of community members attending LIU events and programs

program Measures for enhancement of student and learning spaces: •

Faculty inventories of facility issues

Faculty and student focus groups on effectiveness of student and learning spaces

Annual number of projects for repurposing student and learning spaces

Annual dollars spent on projects for repurposing student and learning spaces

Percentage of students participating in community service or service learning

Annual number of alumni donors

Number of alumni who have contacted or responded to a communication from the university

LIU 2020: Education Beyond Boundaries

33


Strategic plans typically articulate a set of institutional goals, a financial strategy, and aligned metrics to gauge progress. At its most basic level, LIU 2020 serves that function. But more significantly, it signals a critical shift in our institutional culture. The first formal strategic plan in the history of the University, LIU 2020 is an expression of the collective will of a community to establish a common vision and to work together to realize it. To that end, the University Strategic Planning Committee would like to thank all members of the LIU community for their contributions to this document. Our talented faculty, diverse students, and dedicated staff are the architects and beneficiaries of the plan. Together we can achieve our goal of becoming a leader in providing an outstanding education to diverse students from all walks of life. LIU 2020 is a dynamic document. Its goals and initiatives will guide all members of the University community as they fulfill their respective roles and responsibilities; it will provide the context for the University’s priorities and resource allocations for the residential and regional campuses, individual schools, colleges, and administrative offices across the institution; and it will drive strategic and institutional effectiveness plans developed at the unit level. We are now poised to shift from planning to implementation, always mindful of the University’s organizational structure and deeply committed to shared governance. The inclusive process that has served us so well will continue as we move forward with our initiatives, gauge their success, and make adjustments as they are warranted. In short, LIU 2020 is evergreen. It is not an end in itself but a point of departure—a community recreating itself with challenge and choice, opportunity and the hard, daily work of transformation. We joined together in creating this vision and we now dedicate ourselves to achieving it. Our students deserve no less.


LIU 700 Northern Blvd. Brookville, NY 11548-1300 liu.edu/2020

Profile for Long Island University

LIU Strategic Plan  

2015

LIU Strategic Plan  

2015