Harold Underdown is a children's book editor, and he created this site so he could post articles and other materials about children's book publishing. Over the years, the site has grown and now includes articles contributed by other people, covering writing, illustrating, marketing, and editing.

It is one of the best sites I have seen on the topic:

See:

http://www.underdown.org/

View:

http://www.thedailyshow.com...

“It’s all about sustaining momentum, working interdependently and taking action,” he said. “We are changing and growing…and are carrying forward the institutional goals and priorities we set in the recent past.”

He spoke about a refreshed vision for the state’s flagship institution, noting that “we are the top choice for the state’s best students and a national leader in selected multidisciplinary programs. Our accomplished faculty, staff and alumni are transforming the lives of our students, the communities of our state and the state of the world."

"We also are transforming ourselves as a university through focused attention on building a sustainable workplace that is personally rewarding, efficient and effective," he said. "We will engage in active learning, multidisciplinary collaboration and build on our strengths in areas of contemporary importance. We expect leadership.”

Daley-Laursen noted the university’s positive enrollment numbers released Tuesday reflect a payoff from strategic investment and efforts by faculty and staff across the institution, what he termed “hands-on communication with future students and parents." He said "the intensive effort and investment by our marketing and communications team…is paying off in big returns.”

Daley-Laursen identified three outcomes for the University of Idaho: guaranteeing a transformational experience for its students; increasing the impacts and outcomes that its programs have on Idaho communities and industries, as well as the region, nation and world; and creating a sustainable workplace

To get there, he outlined a handful of basic operating principles to help the university continue moving forward with impact, stating that the university will:

·         “not only live within our means, but grow our means”;

·         “be strategic; we’ll plan, implement, assess and adjust”;

·         “have a vision, clear plans for achieving it and a common commitment to achieving that vision”;

·         “address important and urgent matters with all due speed and singularity of purpose”;

·         “honor our legacy of leaders, and with every decision we make, we will be leaders and spawn new leaders.”

As the university moves forward, it needs to take action in several areas. Three short-term decisions Daley-Laursen identified involve redesigning and improving processes throughout the institution to improve the work environment; taking a “pause” in hiring to “ensure that all future hires – academic, athletic and administrative – advance us toward our bold university vision” with a multidisciplinary focus; and identifying areas of programming for strategic investment with assistance from a committee whose members come from faculty, staff and student ranks.

Daley-Laursen pointed to changing global and local economies that may lead institutions to become reactionary in budgeting and financial management. The University of Idaho, as it looks to grow its means, will take a different approach, he said.

“I am proud to report that the executive leadership team of your university has established a framework that will build a feeling of security, confidence, control of our own destiny and the ability to make choices, and will be flexible and nimble within a changing economy,” said Daley-Laursen.

Daley-Laursen challenged students to keep the university faculty and staff knowledgeable of their world and perspective, and to seek opportunities to engage with the world and with the university.

He asked staff to engage in the vision and strategic planning of the university, and to help create and sustain a community that is adaptable, dynamic and vital.

He asked faculty to “actively seek opportunities to integrate disciplines and scholarship, outreach and education. We know this will improve the student experience and enhance outcomes for communities.”

He encouraged faculty and staff to “learn about others, have open dialogue, and pool your energies to achieve our common interests and vision…and help us recruit and retain students who fill our Vandal bill and match up with our exciting vision.”

Daley-Laursen’s address is available on the university’s Web site at www.its2.uidaho.edu/webcast/ui08.htm.