Strategic planning
Strategic priority 1: Strengthen our identity inside and outside 澳门六合彩官网直播
Strategic objective 1: Improve communications
Proposed actions:
- Obtain University Relations approval for Facebook page (completed)
- Hire outside vendor to send out e-mail blasts about our events (completed)
- Design and order banner that can be used at events to clearly associate them with the Center (completed)
- Investigate starting a You Tube channel to post Center events (completed)
- Purchase equipment for recording and posting panels and lectures (completed)
Strategic objective 2: Establish a sense of place
Proposed actions:
- Establish meeting space in new offices on 2nd floor of Moore Hall (completed)
- Post signage that is visible and gives new space coherence (completed)
Strategic objective 3: Increase Center鈥檚 visibility
Proposed action:
- Hold bioethics conference in Spring 2016 linked to Center鈥檚 30th anniversary celebration (completed)
Strategic priority 2: Improve access to our resources
Strategic objective 1: Make resources easier to find
Proposed action:
- Centralize location of physical resources (books, DVDs, etc.) at new offices (completed)
Strategic objective 2: Make resources easier to use
Proposed actions:
- Barcode all physical resources using software that allows users to search collections (completed)
- Cross-list collections with library in Department of Philosophy (in progress)
- Install software on computer station that can be used on-site to search collections (completed)
Strategic priority 3: Involve more undergraduates in our programming
Strategic objective 1: Promote events on Facebook
Proposed actions:
- Link Facebook page to website (completed)
- Update Facebook page regularly (completed)
- Run contests on Facebook to generate student interest (first contest ran December 2015)
Strategic priority 4: Improve effectiveness of personnel
Strategic objective 1: Investigate alternative staffing options
Proposed actions:
- Investigate alternative avenues for identifying, developing and retaining quality GAs (completed)
- Hire doctoral associates when possible to reduce turnover (in progress)
- Investigate alternatives for supplementing GAs (e.g., undergraduate interns, hourly employee) (in progress)
- Investigate alternative avenues for identifying, developing and retaining quality Ethics Bowl coaches (completed)
Strategic objective 2: Facilitate leadership of the Center
Proposed action:
- Request additional release time for Center co-directors, associate director(s)
Strategic priority 5: Stabilize funding for general operating expenses
Strategic objective 1: Establish general operating funding for Center as a line item in CAS budget
Proposed action:
- Meet with dean to clarify budget status (completed)