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Office of the President

Imagine RIT: RIT’s Strategic Plan

The RIT Mission

fillTo provide a broad range of career-oriented educational programs with the goal of producing innovative, creative graduates who are well-prepared for their chosen careers in a global society.

The RIT community engages and motivates students through stimulating and collaborative experiences. We rigorously pursue new and emerging career areas. We develop and deliver curricula and advance scholarship and research relevant to emerging technologies and social conditions.

Our community is committed to diversity and student centeredness and is distinguished by our innovative and collaborative spirit. Internal and external partnerships expand our students’ experiential learning. RIT is committed to mutually enriching relationships with alumni, government, business, and the world community. Teaching, learning, scholarship, research, innovation, and leadership development for promoting student success are our central enterprises.

Vision

RIT will lead higher education in preparing students for innovative, creative, and successful careers in a global society.

Values

RIT reaches the highest levels of quality of education through collective and individual commitment to ethics, pluralism, and respect for humanity. Together we value collaboration, openness, flexibility, pragmatism, experiential learning, entrepreneurship, global awareness and relationships, innovation, creativity, and practical applications. Individually, we are responsible, hard-working, critical thinkers who pursue personal and professional growth with diligence, pride, and spirit.

Guiding Principles

  1. Students
    • Providing opportunities for student success will motivate everything we do.
    • The student climate will reflect the highest caliber of academic advising, professional counseling, caring, support, and mentoring.
  2. Academics
    • An RIT education will be a unique integration of high quality academic study and experiential learning, innovation, and creativity with a specific focus on successful careers.
    • A high level of scholarship will be conducted in all academic areas to strengthen teaching and research and enhance the engagement of all undergraduate and graduate students in their learning experiences.
    • Flexible and responsive curricula, programs, and systems will characterize the educational infrastructure.
  3. Climate and Environment
    • The campus climate will be one of openness, access, diversity, trust, mutual support, and effective communication.
    • The university environment will reflect an aura of pride, spirit, and inclusion among all constituencies.
  4. Synergy
    • Global awareness and experience will permeate the university.
    • Academic and extracurricular programs will be connected and mutually reinforcing.
    • Interdisciplinary academic programs will be encouraged.
  5. Financial Base
    • Cost effective and revenue opportunistic activities—always consistent with and supportive of the above principles and priorities—will be pursued to augment the required financial base. There will be a continual review of the cost base of the university to insure that funds are appropriately allocated to support the strategic plan.

Key Result Areas

1. Be renowned for student success

The extent to which students obtain an education that prepares them for the challenges and opportunities awaiting them in a rapidly changing and diverse global society.

Goal 1:
Improve student retention and graduation rates.

  1. Increase second-year retention rate to 93% by FY 2012.
  2. Increase graduation rate to 72% by FY 2012.

Goal 2.
Achieve "best in class" diversity levels for minority student, faculty, and staff populations through increasing

  1. first-year AALANA students to 14% by FY 2011;
  2. female new enrolls to 40% by FY 2015;
  3. females in tenure-track faculty positions to 32% by FY 2012;
  4. AALANA faculty in tenure-track positions to 11% by FY 2012;
  5. AALANA staff in exempt positions to 12.5% by FY 2012.

Goal 3:
Increase student participation in global initiatives through

  1. growing the number of international students enrolled at Rochester campus to 1800 by FY 2013;
  2. growing the number of students enrolled at RIT international sites to 1700 by FY 2013;
  3. growing the number of RIT students studying abroad to 350 by FY 2013;
  4. growing the percentage of annual coop students on global coop to 5% by FY 2013.

Goal 4:
Increase percentage of graduating students with employment offers or graduate school acceptances to 96% by FY 2012.

2. Maximize opportunities for innovation, creativity, research, and scholarship.

The extent to which the educational experience is characterized by opportunities to develop and apply creative and innovative approaches to learning and problem solving.

Goal 5:
Provide opportunities for 100% of RIT students to experience innovation, creativity, and scholarship by FY 2013.

Goal 6:
Increase sponsored research awards to $90M per year by FY 2013.

Goal 7:
Grow RIT’s reputation in sustainability.

  1. Grow Golisano Institute for Sustainability to 40 students, 10 full-time faculty, and 20 research/extended faculty by FY 2013.

Goal 8:
Achieve 100% faculty participation in scholarship.

3. Execute with organizational/operational excellence.

Achieve the organizational mission in the most cost-effective/efficient manner.

Goal 9:
Maintain a balanced annual operating budget.

Goal 10:
Achieve an endowment valued at $1B by 2015.

Goal 11:
Demonstrate educational excellence through the achievement of student learning, academic effectiveness, student placement goals
.

  1. Meet or exceed 80% of program student learning achievement levels by FY 2013.
  2. Ensure that learning assessment results and processes guide program planning and improvement in 100% of academic programs by FY 2015.
  3. Meet or exceed academic program effectiveness goals in 90% of programs by FY 2015.
  4. Increase percentage of graduating students with employment offers or graduate school acceptances to 96% by FY 2012.

4. Achieve the highest levels of stakeholder satisfaction.

The extent to which the requirements and expectations of key stakeholder groups are met or exceeded by RIT, including students and their families; alumni; RIT faculty and staff; business community; government; donors.

Goal 12:
Through brand enhancement strategies, increase

  1. undergraduate applications to 18,500 by FY 2013;
  2. out-of-state undergraduate applications to 60% by FY 2012;
  3. graduate applications to 5,500 by FY 2012.

Goal 13:
Increase fundraising by increasing

  1. annual fundraising to $50M by FY 2014;
  2. alumni giving to 10% by FY 2013;
  3. local and national annual donors to 20,500 by FY(??);
  4. actively engaged alumni to 35% by FY 2015.

Goal 14:
Achieve best-in-class stakeholder satisfaction levels by AY 2012 as measured by regularly administered faculty, staff, and student satisfaction instruments.

  1. Attain a best-in-class average overall satisfaction score on the Noel-Levitz Student Satisfaction Survey (SSI) and the National Survey of Student Engagement (NSSE).
  2. Attain a best-in-class average overall satisfaction score for graduating students on the Noel-Levitz SSI and the NSSE.
  3. Achieve a best-in-class average overall satisfaction score on the HR Solutions Employee Engagement Survey.

Reviewing the Plan

The hard work of achieving our strategic goals and realizing our vision is conducted by the RIT community under the leadership of the president and vice presidents. In collaboration with their staffs and colleagues, the vice presidents are continually developing, modifying, and deploying those divisional strategies most likely to contribute to the overall success of the plan.

Imagine RIT is an insistent and hard-driving plan, but its framers recognize the need for flexibility in the implementation process. In the highly charged and changeable environment that is higher education in the 21st century, a strategic plan must be dynamic; as internal and external circumstances require, strategies will continuously adjust and evolve; goals may require re-thinking; and annual targets may be accelerated or modulated.

Two processes have been developed to assure such flexibility.

The Annual Review Cycle represented here lays out the process for adjustments and review as inextricable from the annual budget and performance review cycles.

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Adjusting the Plan

Adjustments made to the goals or targets of the plan must be approved by the Strategic Planning Committee of Trustees and the full Board of Trustees before being shared with the governance groups. The process for submission and approval modifications is represented by the following graphic.

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Progress

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Progress Against Goals Scorecard
Progress Against Goals Charts: Version A
Progress Against Goals Charts: Version B

RIT in the National Rankings

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National Rankings