Strategic Plan 2025 Beautiful Solutions Provost’s Spring Town Hall Meeting 14 March 2014

Working Mission Rochester Institute of Technology prepares students to thrive as innovators, thinkers, and doers in the shifting careers of a global knowledge economy. Educated at the intersections of technology and the arts, imagination and application, rigor and curiosity, RIT prepares its graduates to be the preferred candidates for a wide variety of far-sighted employers and graduate schools whose requirements include depth, breadth, practical experience, and technological expertise. Arrived at working Mission (why do we exist?) from many community comments—faculty, staff, trustees, alums, students. Task Forces will work from these but still room for adjustment.

Working Vision Through a dynamic educational model that blends learning, doing, imagining, creating, and partnering within a student-centric culture, we will prepare our students to excel in those careers in which depth, versatility, ingenuity, and collegiality are prized. Vision = Where are we going during the next 5-10 years? Vision also could change, but it is the the shape-setting statement for the life of the strategic plan. Again, emerged from community comments. Both statements are on the Strategic Planning 2025 website.

Strategic Dimensions & Task Force Names Student Success Global Engagement and International Education Research and Graduate Education Curricular Innovation and Creativity Diversity Organizational Agility Not set in stone that these will be the six main themes of the final plan. But they offer good doorways into the next phase of work.

Task Force Co-Chairs Student Success: Manny Contomonolis and Chris Licata Global Engagement & International Education: Zack Butler and Jim Myers Research and Graduate Education Callie Babbitt and Vicki Hanson Curricular Innovation and Creativity Deb Blizzard and Neil Hair Diversity Sharon Mason and Kevin McDonald Organizational Agility Amit Ray and Howard Ward

Schedule Task Forces constituted February 24-March 4 Co-Chairs meet with President’s Roundtable March 20 Task Force progress reports to Trustees April 10 Task Force Reports due to SC Part I: April 28 Part II: May 12 Community discussion of TF Reports May 5-16 SC synthesizes reports and comments May 16-June 15 July Trustee meeting focuses on plan July 10-11 Steering Committee drafts plan July14-August 31 Community feedback on draft plan Sept. 1-22 Strategic Plan finalized by SC Sept. 23-Oct. 13 Final round of community discussion Oct. 13-31 Trustees approve plan November 13-14   Understand that this schedule is threaded through with opportunities for community input.

Task Force Membership Distribution Faculty # Senate Reps CAST 5 1 (+2 invited & declined) CHST 4 CIAS 7 CLA 6 1 (+ 2 invited & declined) COS 9 GCCIS KGCOE 1 (alternate) NTID 8 1 SCB CMS GIS 2 The six task forces are now fully constituted. We’ve broken down their distribution in the next slides. ~ 145 individuals, with ~ 25 per group + 2 co-chairs.

Task Force Membership Distribution (2) Deans 8 VP’s 2 Students Staff Council (double-counted in divisions) 10 Trustees 6 President’s Roundtable 7 Alumni Assn. Board of Directors 5 Some double-counts in Staff Council.

Task Force Membership Distribution (3) Academic Affairs 11 Community & Govt. Relations 2 Development 6 Diversity 13 Enrollment Mgmnt. & Career Services 5 Finance & Administration 9 President’s Office Student Affairs 8 When done with this slide, we need to re-iterate the message in Bill’s email of yesterday, inviting the physical or virtual participation of any interested parties.

Task Force Charge (General) Each task force will develop a limited set of clearly worded goals that when fully achieved have a high likelihood of realizing at least one facet of the Dimension statement and thus providing progress towards the achievement of the new vision; a short set of actionable initiatives, or strategies, that will contribute to the realization of each goal. General charge to all six task forces

Task Force Deliverable (for sample purposes only) Organizational Agility: RIT’s curricula, administrative, and organizational structures will serve, not impede, discovery, border-crossing, and collaboration among students, faculty, and staff. We will develop an operational culture in which good ideas find and drive the processes necessary to support them. Goal 1: The January term will be dedicated to interdisciplinary innovation. Strategy Associated Dimensions Implementation Locus Priority (H,M,L) Cost Range Time to Achievement Funding Source 1a SS, CI Each dimension has a “Dimension Statement”—here you see the one for the “Organizational Agility” Task Force. But TF’s may end up adjusting this as well. Main deliverable (by April 28) is a table based upon this sample—and please note that the goal here is made up. For illustrative purposes only. $$$ = > $5M $$ = $1M-$5M $ = < $1M

Task Force Deliverable (2) Executive Summary: Driving themes Discrete or threaded goals? Anticipated outcomes Rationale for each goal and supporting strategy: how does the goal reinforce the vision? May 12, Ex. Cum. and Rationales are due.

Questions, Comments, Recommendations

Break-out Session #2 Assuming a high degree of organizational agility at RIT, participants will come up with a few highly innovative strategic goals that support the working vision.