Dimension Four

Affordability, Value, and Return on Investment

Dramatic changes in the demographics of the college-going population will make it more important than ever for RIT to continue its tradition of affordability and access. Increasing the amount of financial aid available to students will help us sustain and enrich the student diversity so necessary to the creativity and productivity of the university community. RIT is committed to leading the affordability charge by addressing price and student financial capacity, by ensuring ample financial aid to accommodate high-need students, and by introducing technological solutions to reduce costs while improving learning outcomes.

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Recognizing that affordability is as much about quality outcomes as costly input, we will provide the next decade’s students with the skills and knowledge necessary to succeed in satisfying and remunerative careers that will justify the expense of undergraduate and graduate education. Our students’ return on their tuition investment will come not only in the material form of future earnings, but also in their ability to effect positive change, contribute to the social good, and continue on a path of lifelong learning.

Difference Maker IV.1
Difference Makers highlighted in orange are the 15 priority items for the first implementation phase.

RIT will be the university with the best placement rate and return on investment of all private universities in the United States.

Objective IV.1.1
Include the criteria of 1) academic program currency; 2) student placement; and 3) post-graduation success in academic program assessment and review.

Objective IV.1.2
Without sacrificing quality, streamline approval processes for new academic programs and courses to ensure their timely introduction.

Objective IV.1.3
Publicize and deliver on a guarantee that no student in good standing within 15 credits of graduation will drop out because of insufficient funds for remaining tuition.

Objective IV.1.4
Programs with a required or optional co-op will work with the ILI to develop a set of differentially priced online courses that can be taken when students are on co-op assignment.

Objective IV.1.5
Include in our calculation of return on tuition investment the provision of discounted online courses designed to keep alumni current in their careers.

Difference Maker IV.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.

Objective IV.2.1
Using the model of “RIT Online,” the ILI (Innovative Learning Institute) will identify, develop, and deliver courses and competency instruction to enhance the career advancement of alumni.

Objective IV.2.2
Following extensive market research, the ILI will add innovative workforce preparedness programs in areas of highest need (locally and nationally). Programs will likely reflect a shift to learning-centered, competency-based delivery.

Objective IV.2.3
Make available through the RIT portal third-party learning packages such as Mozilla Open Badges.

Difference Maker IV.3
Difference Makers highlighted in orange are the 15 priority items for the first implementation phase.

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.

Objective IV.3.1
Direct a specified amount of funding from capital campaign scholarship drive to support low-income and underrepresented students (e.g., Rochester City Scholars, Pell-eligible students, SAY Yes students).

Objective IV.3.2
Create a Study Abroad/Co-op Abroad scholarship fund for low-income students.

Objective IV.3.3
Double the number of Rochester City Scholars attending RIT.

Difference Maker IV.4
Difference Makers highlighted in orange are the 15 priority items for the first implementation phase.

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.

Objective IV.4.1
The capital campaign decision makers will develop a prioritized list of those Difference Makers most likely to be attractive to potential funders, most likely to lead us to our goal of greatness, and most marketable to potential stakeholders.

Objective IV.4.2
Set a capital campaign goal sufficient to fund the new strategic plan.

Difference Maker IV.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.

 

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