State Strategic Plan

The Experiential Library: Transforming Academic and Research Libraries through the Power of Experiential Learning features contributions—in a relatively conversational, practical, and "how-to" format—from various academic libraries across broad educational levels that have implemented experiential learning programs, services, or resources to enhance the learning and development of both students and library employees. As academic libraries and academic librarians are seeking ways to transform themselves and create collaborative synergies within and without their institutions, this timely book suggests exciting ways to integrate experiential learning into the library’s offerings. Ranging from integrated service learning and Information Literacy instruction that "takes the class out of the classroom," to unique experiential approaches to programming like Course Exhibits and the Human Library, the book is a one-stop-shop for libraries looking to expand their repertoire. It will also help them create connections between experiential learning and their institutions' missions and contributions to student success, by grounding these programs and services on a sure methodological footing. Librarians and educators wishing to learn more about the connections between experiential learning/experiential education and academic libraries would benefit from the advice from authors in this book. Covers experiential learning for academic and research libraries Presents diverse aspects of experiential learning in academic libraries across the spectrum of educational levels Offers a one-stop-shop for librarians keen on bringing experiential learning to their institutions Adds to current conversations in both LIS and experiential education, enabling further synergies in both disciplines

This Strategic Plan outlines the roles and mission of the Department of State in achieving the foreign policy goals of the United States, under the direction of the President and the Secretary of State. It is a companion to the International Affairs Strategic Plan, which articulates the fundamental national interests of the United States in terms of long-range goals to create a more secure, prosperous, and democratic world for the American people. The Strategic Overview outlines trends that have a major, global impact on U.S. foreign policy, and identifies the means by which the United States pursues its objectives. The International Affairs Mission Statement defines core U.S. values and priority interests, establishing strategic goals for national security, economic prosperity, protection of American citizens and border security, law enforcement, democracy, humanitarian assistance, environment, population, and health. The Department of State Mission Statement identifies the core responsibilities and values of State as the lead institution for the conduct of American diplomacy. The sixteen International Affairs strategic goals are long-term, with timeframes of 5 years-plus. Targets are specific where possible. A set of strategies is presented for achieving each goal, along with assumptions about potentially critical external factors and indicators that can be used to measure progress.

The State University System 2025 Strategic Plan strengthens the Board of Governors' commitment to achieving excellence in the tripartite mission of its state universities--teaching, research, and public service--for the benefit of Florida's citizens, their communities, and the state economy. The Strategic Plan is a living document that helps align the State University System's goals with Florida's highest economic, workforce, and research needs. As such, the Strategic Plan frames the university's tripartite mission around three key themes--Excellence, Productivity, and Strategic Priorities for a Knowledge Economy. The State University System of Florida has experienced extraordinary changes and shifts in recent years, as economic challenges in Florida have compelled state universities to implement innovative strategies and efficiencies to respond to both increased enrollment demands and budget constraints. These changes are reflected in the 2014 update of the State University System 2025 Strategic Plan, which was originally approved in November of 2011. Among the most notable changes, the System's 12th university--Florida Polytechnic University--was created to focus on the production of graduates in science, technology, engineering, and mathematics. The Board's Access and Attainment Commission conducted a supply-demand study of the State's projected occupations and current baccalaureate degree production, and was rewarded with a legislative appropriation to close those gaps in degree production. The Board's list of Programs of Strategic Emphasis was also revised in November 2013 to reflect changes in workforce demands. Two additional Board committees--the Innovation and Online Committee and the Health Initiatives Committee--were created to assist in System strategic planning. The University of Florida and Florida State University were designated as Preeminent Universities and rewarded with additional funding to raise their national rankings. And perhaps most importantly, the Board of Governors worked with the Florida Legislature and the Governor to implement a Performance-Based Funding Model that is a dramatic change to how the System will receive funding. The Performance-Based Funding Model provides incentives to universities to meet the Board's benchmarks--which are largely based on the 2025 goals in this Strategic Plan. The changes to this updated Strategic Plan, which the Board approved in 2014, demonstrates the Board's commitment to the kind of strategic planning that truly helps steer the State University System in the direction of Florida's highest priorities. Every five years, the Board will review the Strategic Plan, assess the State University System's progress on the 28 goals in the Plan, and make adjustments, as necessary. The Board's continued close attention to the accuracy and credibility of its Strategic Plan will focus the State University System to help Florida find solutions to the educational, economic, and societal challenges of the coming decades. [For "The State University System of Florida Strategic Plan 2012-2025" (2011), see ED565383.].

TRB's National Cooperative Highway Research Program (NCHRP) Synthesis 326: Strategic Planning and Decision Making in State Departments of Transportation examines state and provincial transportation departments' experience with strategic planning and synthesizes current approaches to linking strategic planning with other decision-making processes, including operational and tactical planning, resource allocation, performance management, and performance measurement.

International affairs mission statement -- State Department mission statement -- State Department values -- Overview -- U.S. national interests and strategic goals -- International affairs strategic overview -- International affairs strategic goals -- Diplomatic activities -- Elements of the State Department's strategic planning process -- Department of State legal authorities -- Glossary.