Throughout RIT's history, institute development and strategy has been led by a strategic plan. Strategic plans typically last ten years. The current RIT strategic plan defined Institute strategy from 2005 to 2015. The next strategic plan will lead the Institute through 2025 and was approved by the Board of Trustees in November 2014.
Strategic Plan 2015
Strategic Plan is a plan developed by President Albert Simone. It outlines $17.5 million in projects identified through strategic planning and academic and administrative program reviews.
Strategic Plan 2025
The Strategic Plan for 2025 is titled "Greatness Through Difference" and is organized by strategic "Difference Makers" in five dimensions
Strategic Planning Process
The strategic planning process for the 2025 Strategic Plan was kicked off by President Destler in December 2014 with an open forum.
Dimensions & Difference Makers
Dimension 1: Career Education & Student Success
- Difference Maker 1.1 - "RIT will build upon its strong academic portfolio, extensive experiential learning and co-curricular offerings, and the rich diversity of its people and programs to develop “T-shaped” graduates possessing both disciplinary depth (the vertical axis of the “T”) and breadth across multiple skills and competencies (the horizontal axis, or “transversal” skills)."
- Difference Maker 1.2 - " RIT will offer opportunities for study at the intersections of technology and the arts, imagination and application, and rigor and curiosity—all designed to meet the demands of future careers in the complex global economy."
- Difference Maker 1.3 - "RIT will further enhance its position as the preeminent academic institution and model for professional and technical education for people who are deaf or hard of hearing around the world."
- Difference Maker 1.4 - "RIT will lead higher education with a unique outcomes-based assessment model designed to ensure continuous progress in student learning, graduate success, stakeholder satisfaction, and academic excellence."
- Difference Maker 1.5 - "RIT will expand and strengthen opportunities for experiential learning to the point that there are sufficient placement opportunities for all undergraduate and graduate students to participate in at least one such experience."
- Difference Maker 1.6 - "Through a blend of curricular, co-curricular, and experiential offerings, RIT will build a leadership program that will equip more graduates to become leaders in their fields."
- Difference Maker 1.7 - "RIT will make the on-time graduation of its undergraduate and graduate students a highly visible university priority."
- Difference Maker 1.8 - "RIT will be a center of innovation, creativity, and entrepreneurship that serves as an important economic engine for Rochester, the region, and the nation."
- Difference Maker 1.9 - "RIT will establish a campus-wide culture that embraces alumni, contributes to their lifelong learning, and relies upon them for counsel and support."
Dimension 2: The Student-Centered Research University
- Difference Maker 2.1 - "RIT will be internationally distinguished as a research university through its focus on and investment in specific inter- and trans-disciplinary research areas identified through a systematic and inclusive selection process."
- Difference Maker 2.2 - "RIT will maximize the impact and financial support gained through its research programs by collaborating more extensively with business and industry to yield $100M in total research funding annually. "
- Difference Maker 2.3 - "RIT’s research enterprise will be a national model of leveraged diversity (disciplinary generational, global, and experiential) based upon the principle that teams constituted of members with diverse expertise, talent, experience, and backgrounds drive the best questions, the best processes, and the best solutions."
- Difference Maker 2.4 - "RIT will enlarge its graduate portfolio through adding professional and researchfocused programs in STEM fields, the humanities, social sciences, and arts, bringing the graduate population to 30% of the total student population. New programs will include experiential learning, research, scholarship, and co-curricular opportunities. All programs will strive for the highest levels of excellence and global recognition."
Dimension 3: Leveraging Difference
- Difference Maker 3.1 - "RIT will be among the top five national universities in global engagement, as measured by the breadth and size of its international student and alumni populations."
- Difference Maker 3.2 - "RIT students will be internationally recognized for their global experience, their mastery of intercultural competencies, and their engagement with globally relevant problems."
- Difference Maker 3.3 - "RIT faculty will be internationally recognized for their global experience, their mastery of intercultural competencies, and their engagement with globally relevant problems."
- Difference Maker 3.4 - "RIT will establish targeted centers of collaborative research with international universities, laboratories, and/or corporations in areas of common expertise and aligned goals."
- Difference Maker 3.5 - "RIT will be the largest producer of female, minority male, and deaf or hard-of-hearing STEM graduates among all private colleges in the U.S."
- Difference Maker 3.6 - "RIT will eliminate the achievement gap between minority and majority students, becoming a model of inclusive excellence for all students."
- Difference Maker 3.7 - "RIT will become a model of inclusive excellence for all faculty and staff in the areas of professional development and promotion."
- Difference Maker 3.8 - "RIT will reflect diversity and inclusion as core values in assessing performance and promotion at all levels and in all functions of the university."
- Difference Maker 3.9 - "RIT will be a model of excellence in its deployment of difference to solve problems and practice innovation."
- Difference Maker 3.10 - "RIT will initiate a comprehensive marketing campaign to make all current and potential stakeholders and higher education at large fully aware of the university’s extraordinary history, its unique character, and its exceptional record of success."
Dimension 4: Affordability, Value, and Return on Investment
- Difference Maker 4.1 - "RIT will be the university with the best placement rate and return on investment of all private universities in the United States."
- Difference Maker 4.2 - "RIT will become the university that best utilizes educational technology to improve access, maintain academic quality, and achieve desired learning outcomes while balancing costs."
- Difference Maker 4.3 - "Through a tuition containment program and a capital campaign drive for additional scholarship support, RIT will address the financial needs of promising low-income students."
- Difference Maker 4.4 - "RIT will launch a blended capital campaign entitled “Greatness Through Difference” to raise the public, private, and research funding necessary for the achievement of critical “Difference Makers” in the 2015-2025 strategic plan."
- Difference Maker 4.5 - "RIT will develop alternative methods of raising revenue, including developing innovative, fully online workforce development programs to nontraditional students, increasing opportunities for venue rentals by external parties, and providing services to the Rochester community."
Dimension 5: Organizational Agility
- Difference Maker 5.1 - "RIT’s curricular, administrative, and organizational structures will serve, not impede, discovery, border crossing, and collaboration among students, faculty, and staff."
- Difference Maker 5.2 - "RIT will reduce academic and administrative silos and diminish the lingering negative effects of a silo culture."
- Difference Maker 5.3 - "Following a thorough budget and space audit, RIT will create a master space plan."
- Difference Maker 5.4 - "RIT will develop a university culture that is less risk-averse and less bureaucratic; it will streamline compliance measures and empower local decision-making responsibilities."
- Difference Maker 5.5 - "In the service of ensuring a sustainable planet, RIT will restore, ameliorate, and work within the systems and resources necessary to meet the needs of the current generation in an equitable manner without jeopardizing future generations. "
- ↑ Simone paper addresses Strategic Plan implementation
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