Download - Strategic Plan Presentation
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Harrington School Faculty Meeting, May 22, 2012
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Harrington School Faculty Meeting, May 22, 2012 Today’s Objectives
Celebrate our accomplishments at the end of the academic year
Review key elements of the strategic planning process
Get feedback and brainstorm strategies for 2012-2013
Look forward to the future
3Ranger Hall: Our New Home
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Celebrate our Accomplishments in 2011-2012
Publication (books, journal articles, book chapters) Presentation at scholarly conferences and professional events Completed a creative work Developed a new course Served on a university or departmental committee Engaged in leadership and collaboration (local, regional,
national, international)
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Agenda
Where We Are Today
Visions for the Future
Achieving the Vision
THE PARTHENON GROUPBoston • London • Mumbai • San Francisco
Harrington School of Communication and Media
Strategic Planning ProcessInterviews
Student & Faculty Survey
Alumni & Employer Survey
External Benchmarking
Focus Groups
Financial Analysis
7
0
20
40
60
80
100%
CommunicationStudies
NY
NJ
MA
RI
NH
CT
PACA
748
FilmStudies
NJ
RI
MA
CT
FL
NY
CA
142
Jou
rnal
ism
MEVT
NJ
RI
MA
CT
FLMDDC
NY
CAPA
126
Lib
rary
&In
form
atio
nS
tudi
es
CT
MA
RI
NH
ILNY
ME
110
Pub
licR
ela
tion
s
CT
NH
RI
MA
ME
CADC
NJ
NY
104
Wri
ting
&R
heto
ric
MA
RI
CT
NY
ME
46 Total = 1,276*
NY, NJ & Other
Rhode Island
New England
Where We Are TodayThe Harrington School enrolls students from Rhode Island, New England and NY/NJ; We attract more out-of-state students than URI’s overall population
Note: Excludes those students who refused to disclose their background; Headcount is the sum of full and part-time students; Source: SCM Internal Data
Headcount in the Harrington School by Student’s Home State, 2011-2012
0
20
40
60
80
100%
University of RhodeIsland
CT
MA
RI
NH, ME, VT
Other
NY
NJ
16,017
The HarringtonSchool
CT
MA
RI
NH, ME, VT
Other
NY
NJ
1,276*
Rhode Island
New England
NY, NJ & Other
Headcount in the Harrington School by Student’s Home State, 2011-12
8
0
20
40
60
80
100%
Communication Studies
Syracuse UniversityCUNY HunterCollege
St. John's University-New York
University of Connecticut
Emerson CollegeBoston College
NewYork University
University at Buffalo
RutgersUniversity-New Brunswick
Boston University
University of Massachusetts Amherst
University of Rhode IslandFordhamUniversity
William Paterson University of NewJersey
Ithaca College
Quinnipiac Universi tyCUNYBrooklyn Col lege
Pace Universi ty-New York
Other
CUNY City CollegeUniversity of New Hampshire-Main Campus
Northeastern University
SUNYCollege at Buffalo
Marist Col legeSouthern Connecticut State University
Hofstra University
42.2K
Film Media
CUNYBrooklyn College
Pratt Institute-Main
Northeastern University
SUNY College at Buffalo
Emerson College
NewYork University
CUNY HunterCollege
Ithaca College
Other
Syracuse University
CUNY City College
University of Rhode Island
9.2K
Journalism
Emerson College
NortheasternUniversity
Hofstra University
State University of New York at New Paltz
Quinnipiac University
Boston University
Rutgers University-NewBrunswick
New York University
Syracuse University
University of MassachusettsAmherst
University of Connecticut
Marist College
Suffolk University
Southern Connecticut State University
Other
St. John's University-NewYork
Ithaca College
University of RhodeIsland
Rowan University
CUNY Brooklyn College
8.1K
PublicRelations
Suffolk University
Marist College
Pace University-NewYork
Syracuse University
Rowan University
Quinnipiac University
Hofstra University
Other
St. John'sUniversity-New York
Ithaca College
University of Rhode Island
5.9K
Wri
ting
an
dR
het
oric
Emerson College
Universi ty of Rhode Island
Ithaca College
SUNY atAlbany
SyracuseUniversity
State Universityof New York at
New Paltz
Other
3.6K
Lib
rary
an
dIn
form
ati
on
Stu
die
s
Total = 69.2K
0.2K
New England
NY & NJ
Rhode Island
Where We Are Today The higher education market is highly fragmented and competitive with nearly 70,000 students enrolled regionally; students have many choices of schools
Note: Subjects are defined by applicable Classification of Instructional Programs (CIP) codes from the National Center for Education Statistics (NCES); Communication Studies includes Communication and Media Studies, Publishing, Speech Communication, and Radio, Television, and Digital Communication; Film Media includes Design and Visual communication, Film/Cinema/Video Studies, Documentary Production, Digital Arts, and Game and Interactive Media Design; Journalism includes Broadcast Journalism; Library and Information Science includes Librarianship; Public Relations includes Advertising and Applied Communication; Writing and Rhetoric includes Health and Political Communication, Rhetoric and Composition, and Technical and Business WritingSource: NCES
Estimated 12-Month FTE Enrollment in Bachelor’s Degree Programs by Subject In New York, New Jersey, and New England, 2009-10
9
0
400
800
1200
1600
New
Yor
kU
nive
rsity
1345
Nor
thea
ster
nU
nive
rsity
1310
Bos
ton
Uni
vers
ity
1260
For
dham
Uni
vers
ity
1250
Em
erso
nC
olle
ge1240
Uni
vers
ityo
fC
onne
ctic
ut
1220
Rut
gers
Uni
vers
ity
1190
Hof
stra
Uni
vers
ity
1185
Syr
acus
eU
nive
rsity
1165
Ithac
aC
olle
ge
1165
UM
ass
Am
her
st
1160
Mar
istC
olle
ge
1160
Uni
vers
ityat
Buf
falo
1155
Bry
antU
nive
rsity
1140
CU
NY
Hun
terC
olle
ge
1125
SU
NY
atA
lban
y
1120
Sim
mon
sC
olle
ge
1095
St.
John
'sU
nive
rsity
1090
Qui
nnip
iac
Uni
vers
ity
1090
Row
anU
nive
rsity
1085
Rog
erW
illia
ms
Uni
vers
ity
1075
Uni
vers
ityof
Rho
deIs
land
1045
Kee
neS
tate
Col
lege
1000
Sal
emS
tate
Uni
vers
ity
992
Will
iam
Pat
erso
nU
nive
rsity
988
Rho
deIs
land
Col
lege
940
$42K
$34K
$38K
$6K
$7K$34
K$3
6K$11
K$11
K$40
K$1
2K$4
1K$3
6K$12
K$2
9K $7K
$31K $8
K$3
3K$1
2K$3
8K $7K
$33K
$11K
$35K
$13K
In-StateTuition
Where We Are Today The University of Rhode Island attracts students at the lower end of regional schools offering communication and media programs
Note: Bolded schools are those considered to be “direct competitors” in terms of attracting the same set of students (based on survey analysis; each bolded school had multiple respondents indicate that they chose between URI and the bolded school) Note: *Bachelor’s degree enrollment only; Acceptance rate, % in-state students and in-state tuition apply to fall 2011 first year studentsSource: NCES; College Board
SAT Scores for Incoming Students at Competing Schools In New York, New Jersey and New England, 2010
10
0
20
40
60
80
100%
SCM: Current Students
10: Would definitelyrecommend the
HarringtonSchool toa friend or colleague
9
8
7
6
5
43
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n=89
SCM: Faculty
10: Woulddefinitely
recommendtheHarrington School
to a friend orcolleague
9
8
7
6
5
4
3
2
n=42
0: Definitely would NOT recommendthe Harrington School to a friend or
colleague
1 -5Net Promoter Score
Where We Are Today Our students and our faculty are not so likely to recommend the Harrington School to peers
NPS Benchmarking:
Net Promoter Scores measure the difference between “promoters” and “detractors”
NPS: (% 9 or 10) – (% 0-6)
Q: How highly would you recommend the Harrington School to a friend or colleague?
(Please rate on a scale of 0-10 where 0=Not at all likely to recommend and 10=Very likely to recommend)
Source: University of Rhode Island Harrington School Survey (Students: n=89; Faculty: n=42)
-20
0
20
40
60
80
SCM: CurrentStudents
1
SCM: Faculty
-5
Best-in-classfor-profit media
school (campus)
28
Best-in-classfor-profit mediaschool (online)
67
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Agenda
Where We Are Today
Visions for the Future
Achieving the Vision
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About Our Faculty and Our Graduates
Our graduates are lifelong learners who are active participants in local and global communities. They embody the values of leadership, enterprise, intellectual curiosity, social responsibility and environmental sustainability.
As scholars, researchers, practitioners and creative professionals, our faculty are themselves lifelong learners, active and community-connected, whose work is regionally and nationally recognized and respected.
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Vision
The Harrington School of Communication and Media is a distinctive and nationally-recognized program whose graduates are well-prepared for citizenship, careers, and life in a rapidly changing global economy.
MISSIONAs a learning community,
we use the power of communication and digital media to make a difference.
Build Distinctive Interdisciplinary
Programs through Learning
Communities
Make Real-World Learning
an Integral Part of the School
Increase the Flexibility and Reach of the
Program
1 2 3
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Our Mission As a learning community, we use the power of communication and digital media to make a difference
Digital and Media Literacy We use the power of communication through digital media to explore new forms of expression and communication, helping people to thrive as both creative producers and consumers of digital culture and initiating new approaches to using media as a tool for teaching and learning.
.
Communication for Environmental Sustainability
We use the power of communication to support the creation of environmentally sustainable communities, translating science in ways that enable public participation, collaboration and conflict resolution through environmental campaigns, social marketing, rhetoric and discourse.
Engaged Communication and Action
We use the power of communication as a form of civic action, working with local and global communities to address issues of equity and social justice, using leadership, creativity, collaboration and critical thinking to help improve the quality of life for people across the region and around the globe.
Build Distinctive Interdisciplinary
Programs through Learning
Communities
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Our MissionAs a learning community, we use the power of communication and digital mediato make a difference
Build Distinctive Interdisciplinary
Programs through Learning
Communities
Communication for
Environmental Sustainability
Engaged Communication
and Action
Digital and Media Literacy
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Spaces for Research Collaboration Expanded Scope of Faculty Expertise Increased Investment in Graduate Education Faculty Job Shadowing Location-Specific Immersion Programs
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Vision
The Harrington School of Communication and Media is a distinctive and nationally-recognized program whose graduates are well-prepared for citizenship, careers, and life in a rapidly changing global economy.
MISSIONAs a learning community,
we use the power of communication and digital media to make a difference.
Make Real-World Learning
an Integral Part of the School
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Make Real-World Learning
an Integral Part of the School
Our MissionAs a learning community, we use the power of communication and digital mediato make a difference
Leadership in Digital Media
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Digital Boot Camp Youth Media Programs Robust and Independent
Student Media Network
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Make Real-World Learning
an Integral Part of the School
Our MissionAs a learning community, we use the power of communication and digital mediato make a difference
Leadership in Digital Media
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Digital Boot Camp Youth Media Programs Robust and Independent
Student Media Network
Internships & Career Connections
Community Outreach Signature Los Angeles Internship
Program Peer Leadership: The Rangers Career Network
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Vision
The Harrington School of Communication and Media is a distinctive and nationally-recognized program whose graduates are well-prepared for citizenship, careers, and life in a rapidly changing global economy.
MISSIONAs a learning community,
we use the power of communication and digital media to make a difference.
Increase the Flexibility and Reach of the
Program
3
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Increase the Flexibility and Reach of the
Program
Our MissionAs a learning community, we use the power of communication and digital mediato make a difference
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Accelerated Degree Programs (3-year, 2+2 and 4+1) High School Pathway Program Blended, Low Residency and Online Degree Programs
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Vision
The Harrington School of Communication and Media is a distinctive and nationally-recognized program whose graduates are well-prepared for citizenship, careers, and life in a rapidly changing global economy.
MISSIONAs a learning community,
we use the power of communication and digital media to make a difference.
Build Distinctive Interdisciplinary
Programs through Learning
Communities
Make Real-World Learning
an Integral Part of the School
Increase the Flexibility and Reach of the
Program
1 2 3
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Visions for the FutureThe Harrington School’s goals are aligned with the URI strategic plan
URI Strategic Goals(Select Detail)
Build Interdisciplinary
Programs
Make Real-World Learning an Integral Part of the School
Increase Flexibility and
Reach
Enhance Academic Quality and Value• Disciplinary & interdisciplinary research and teaching programs• Improve faculty development and support in online learning
technologies • Augment advising and mentoring as a learning vehicle
Prepare Students for a Changing World• Enhance and increase interdisciplinary courses and programs at the
graduate and undergraduate levels• Boost experiential learning for undergraduate and graduate students
Research and Innovation• Develop infrastructure and coordination of resources in support of
research• Develop programs that advance innovation and scholarship• Form widespread collaboration with key research faculty and
potential business, nonprofit , and agency partners
Global Citizenry• Develop a model that expands international / global programs and
opportunities at the University
Ensure an Equitable and Inclusive Campus Community• Recruit and retain diverse faculty and staff• Recruit and retain a diverse student community
Institutional Effectiveness• Promote professional development and synergy among faculty• Expand course timeframes to improve retention, graduation rates,
and efficiency, with respect to sound academic standards and breadth or depth of student experience
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Visions for the FutureTop-tier programs are innovative and interdisciplinary
Top Tier School Program Offering
University of Pennsylvania
Digital Media Design:Interdisciplinary major combining coursework in computer graphics within the Computer & Information Science Department, communication theory courses from the Annenberg School, and Fine Arts courses from Penn’s School of Design
Syracuse University Center for Digital Literacy:Collaborative research center spanning the schools of Information Studies, Education, and Public Communication studying the impact of information, technology, and media literacy on children and adults for internal and external initiatives (e.g., foundations, government entities, etc.)
University of Utah Entertainment Arts & Engineering:Interdisciplinary program between the School of Computing and the College of Fine Arts culminating in a year-long senior project where students build a video game or animation from scratch and pitch it to companies
MIT Comparative Media Studies:Interdisciplinary major that explores various forms of media such as film, game design, digital artwork, and interactive media with faculty from 10 departments including art, architecture, and anthropology
Northwestern University
Residency Program:Journalism majors spend one quarter working fulltime for, with, and alongside veteran journalists at 150 media partners throughout the country and Latin America, Qatar, and South Africa, thereby gaining experience in all aspects of media management
University of Kansas Interdisciplinary Leadership Studies:Interdisciplinary minor for communication students, integrating classes in communication with ethics, community development, and leadership, diversity, and culture courses with community service and student organizations
University of North Carolina
New Media Track:Interdisciplinary track designed for students interested in the computer as a humanistic or artistic medium where students choose from designated classes in Communication Studies, Computer Science, and the School of Information and Library Science
Columbia University Dual Degree Programs:The Graduate School of Journalism offers several dual degree programs in cooperation with other schools and programs at Columbia University and abroad, including dual degrees in journalism and business, computer science, law, religion or international & public affairs
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Agenda
Where We Are Today
Visions for the Future
Achieving the Vision
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Build Distinctive Interdisciplinary
Programs through Learning
Communities
Make Real-World Learning
an Integral Part of the School
Increase the Flexibility and Reach of the
Program
1 2 3
More Issues to Consider
How will we support the process of faculty collaboration?
How will new academic programs relate to existing programs?
How will experiential learning be integrated into existing courses?
How will we identify and structure opportunities for students to connect with alums?
How will we get support for the new technology skills we need to make best use of online and blended learning?
Can we create meaningful degree programs using 2+2 or 4+1 models?
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Issues to Consider
All these initiatives will cost money.
Where is it going to come from?
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Achieving the VisionThe Harrington School brings in nearly $13 million to the University budget annually
Budget Line Item Revenue and Cost Assumptions
Pro forma Revenue:Harrington School FTE Enrollment 1486 • Based on 2010 IPEDS data
Average Tuition and Fees per student $18.8K• Weighted average tuition of in-state, regional and out-of-
state students
Average State Appropriation per in-state student $8.3K • Based on URI budget
Unrestricted Harrington School Revenue $34.4MAdjustment for SCM students taking non-SCM courses -$12.7M • Assumes SCM students take ~40% of courses outside SCM
Adjustment for URI students taking Gen Ed SCM courses +$13.9M• Assumes non-SCM students take 1 Comm. and 1 Writing
course
Adjusted Pro forma Harrington School Revenue $35.5M
Estimated Costs:Harrington School Faculty $3.9M • FY2012 Harrington department expense budgets
Summer, Per Course & Other Instructors $0.5M • FY2012 Harrington department expense budgets
Fringe & Benefits $1.0M • FY2012 Harrington department expense budgets
Office & Miscellaneous Expense $0.1M • FY2012 Harrington department expense budgets
Department Overhead $1.4M • Allocated based on URI per student basis to SCM students
Student Aid Expense $8.1M • Allocated based on URI per student basis to SCM students
SCM Operating Expenditures $4.3M • Allocated based on URI per student basis to SCM students
SCM share of URI debt service $1.8M • Allocated based on URI per student basis to SCM students
Net Health Service Cost $0.1M• Revenue and expenses allocated based on URI per student
basis to SCM students, plus 10% margin on expenses
Net Housing Cost $0.6M• Revenue and expenses allocated based on URI per student
basis to SCM students, plus 10% margin on expenses
Net Dining Services Cost $0.2M• Revenue and expenses allocated based on URI per student
basis to SCM students, plus 10% margin on expenses
Facility Cost $0.5M• Assumes SCM would ‘rent’ a teaching facility if it were a
stand-alone unit
Estimated pro forma Harrington School costs $22.6M
Pro forma Harrington School Contribution $12.9M
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Achieving the VisionStrategic university re-investment in the Harrington School will improve the quality of the program and help us grow
Costs Type 2012 2013 2014 2015 2016 2017 Rationale
Pro forma SCM Costs $22.6M $22.6M $22.7M $22.8M $22.8M $22.9M • Increase with on-campus enrollment
Online Development $0 $1.2M $2.3M $3.7M $4.9M $6.1M • Revenue sharing with an online enabler
Curricular Reform & Quality Education
One-Time $0.1M* $2.4M - - - • Hire top research faculty in SCM fields• Bring in lecturers from top tier programs• Purchase school bus to transport students
between campuses• Build/refurbish studio & labs dedicated to
SCM
Recurring $2.5M $2.9M $3.1M $3.1M $3.1M
Total $2.6M $5.3M $3.1M $3.1M $3.1M
Real World Learning
One-Time - - - - - • Begin digital boot camp for students and faculty
• Start LA program in 2015 including subsidized travel
• Hire professionals for experiential networking
Recurring $0.2M $0.6M $0.8M $0.8M $0.8M
Total $0.2M $0.6M $0.8M $0.8M $0.8M
Program Flexibility
One-Time - - - - - • Begin doctoral program to attract research fellows who will teach courses
• Institute online course in 2013 with costs to be assumed starting in 2014
Recurring $0.2M $1.2M $1.2M $1.2M $1.2M
Total $0.2M $1.2M $1.2M $1.2M $1.2M
TOTAL SCM COSTS $22.6M $26.8M $32.1M $31.6M $32.8M $34.1M
Revenue Type 2012 2013 2014 2015 2016 2017 Rationale
Full-time on campus SCM program
Enrollment 1486 1486 1523 1561 1600 1640 • Assumes marketing efforts around the strategic plan can drive enrollment growth of 2.5%Revenue $35.5M $35.5M $36.0M $36.4M $36.9M $37.4M
High School Pathway Program
Enrollment 0 50 75 100 125 150 • Assumes incremental enrollment• Costs included in ‘program flexibility’ initiative
Revenue $0 $0.02M $0.02M $0.03M $0.04M $0.05M
Online Program/DegreeEnrollment 0 215 430 645 860 1075 • Addition of 200 undergrad and 15 grad
students a year; 40% grad rate within 4 yrs. • Tuition in line with on campus programsRevenue $0 $1.7M $3.3M $5.3M $7.0M $8.7M
TOTAL REVENUE $35.5M $37.3M $39.3M $41.8M $43.9M $46.1M
Note: *Excludes endowments for researchers (~$1M per person)Source: URI Internal Data; The Chronicle of Higher Education; BLS; Parthenon Analysis
CONTRIBUTION $12.9M $10.4M $7.2M $10.2M $11.1M $12.0M
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Program/Initiative 2013 2014 2015 2016 2017
Curricular
Reform &
Quality Educati
on
Distinctive interdisciplinary programs
Location specific immersion programs
Expanded faculty hiring and graduate investment
Faculty job shadowing
Spaces for research collaboration
Real World
Learning
Digital ‘boot camp’
Experiential learning programs for faculty & students (incl. community outreach, peer leadership, independent student media network and youth media programs)
Los Angeles internship program
Advising and career network (incl. dedicated career services and internship program support)
Program
Flexibility
Accelerated degree program: 3 year bachelor degree
High School Pathway and summer programs
Online and blended programs, incl. 2+2 and 4+1 programs
Achieving the VisionA 5-year plan
PlanningImplementation & Development
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Build Distinctive Interdisciplinary
Programs through Learning
Communities
Increase the Flexibility and Reach of the
Program
Make Real-World Learning
an Integral Part of the School
Achieving the Visionimplementing our strategic plan helps us create a distinctive Harrington School program that effectively prepares students for a changing world
2 3
Strategic Goals:
Innovative, nimble and frequently updated curriculum
Distinctiveness is increased by three vibrant and clearly-focused research learning communities
Digital media and technology is used well by students and faculty
Internships and experiential learning build meaningful real-world connections
Flexible degree and course options attract new students and meet changing needs
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Camp Harrington
Through a faculty development process, we begin the planning and development of strategic change through interdisciplinary dialogue. June 5 – 6 - 7Tuesday, Wednesday, Thursday9:30 – 3 p.m. June 18 – 19 – 20Monday, Tuesday, Wednesday9:30 – 3 p.m.
LOCATION: Bay Campus, GSO
Graduate Education
Interdisciplinary Majors
GSLIS & Journalism
Digital Boot Camp & Media/Technology Issues
Experiential Learning
Back-to-School Welcome Event
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Ranger Hall: Our New Home
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Faculty Meeting, May 22, 2012