Academic Portfolio
Blueprint (APB)
Task Force
UPDATE
“Lack of formalized clarity connecting
the overall portfolio of programs
with the vision, mission, values and
strategic direction of the institute.”
The Motivation
The Academic Portfolio Blueprint Task Force
Carole Woodlock, co-chair
College of Imaging Arts and Sciences
Risa Robinson, co-chair
Kate Gleason College of Engineering
Ed Lincoln
Enrollment Management and Career Services
Manny Contomanolis
Office of Co-op and Career Services
Nancy Ciolek
College of Imaging Arts and Sciences
Zoran Ninkov
College of Science
Don Wilson
Saunders College of Business
Henry A Etlinger
Golisano College of Comp and Inform Science
Ferat Sahin
Kate Gleason College of Engineering
Heidi Miller
College of Health Sciences and Technology
Ann Howard
College for Liberal Arts
S. Manian Ramkumar
College of Applied Science and Technology
Gerry Bateman
National Technical Institute for the Deaf
The people, plans and progress
Constituent Group
Meeting Date
Academic Senate
Sept 29, Nov 3
Office of Graduate Studies
Oct 11, Dec 5
President’s Round Table
Oct 14
Board of Trustees Education Committee
Nov 10
Graduate Council
Dec 9
RIT Community: Provost’s Town Hall
Dec. 12
Academic Affairs – Dr. Licata
Jan 26,
Golisano Inst. for Sustainability
Jan 30
Global Task Force
Feb 10
Office of Inclusion Diversity-K. McDonald
Feb 7
Academic Affairs - Ann Whal
Pending
Chairs and Directors
Feb 2
Faculty / Staff Tea’s
Pending
Dean’s Council
March 20
Study Abroad
co-chairs meeting weekly
Center for Multidisciplinary Studies
APB Task Force meets monthly (2/5 done)
Inter-college Curriculum Committee
multiple constituency meetings
Vice President for Research
University Studies
Prelim draft to Dean’s Council March 20th
Co-op Office
Final draft to Provost April 30th
Colleges
Advisory groups
The people, plans and progress
107 Undergraduate
95 Graduate (6 PhD)
38 Dual Degree
Art
Design
Natural Science
Social Science
Humanities
Business
Medical
Technology Related
RIT’S Academic Portfolio
NUMBER OF PROGRAMS
250
240
230
220
210
200
82 New
Programs
190
180
170
160
150
2001
2003
2005
2007
2009
YEAR
The portfolio is growing.
2011

Recommended parameters that would define the scope
and domain of the Academic Profile

Recommended set of criteria from which new proposals
can be evaluated.
Task Force Deliverables

Imagine RIT Strategic Plan including mission, vision, values,
guiding principals, 4 Key Result Areas (KRAs), 14 goals

Academic Program Profile with guiding principals and 5
learning outcomes

Self-study Areas in new Program Review Process
I.
Program Description (show relationship to Strategic Plan
and Academic Profile)
II. Program Marketability
III. Program Quality
IV. Program Vision
Review RIT’s Guiding Documents

Parameters could be defined
• as enhancing synergy between different programs (Technology, Arts,
Natural Science, etc.)
• in support of research and scholarship (i.e. graduate versus
undergraduate programs)
• to maintain appropriate balance between attractor vs. retainer
programs
• in relation to existing, reallocation and new resources (i.e. % funded
by soft money, endowment, tuition)

Parameters could be described by
• number programs or each type, or
• relative percentage of each type, or
• growth rate in particular area
Potential Parameters
To what extent does the proposed program support the 4 Key Result Areas?
• Student success
• Innovation, creativity, research and scholarship
• Organizational and operational excellence
• Stakeholder satisfaction
To what extent does the proposed program support the Academic Profile? Specifically,
the Guiding Principals of life long learning and career orientation and the 5 Program
Outcomes:
• Critical thinking
• Global interconnectedness
• Ethical reasoning
• Integrative literacies
• Creative innovation
Potential Criteria

How marketable is the proposed program with respect to enrollment,
admissions, job placement, future demand?

What is the quality relative to distinction of students, faculty, alumni,
retention and graduation rate, employer feedback?

Does the program have a reasonable cost model?

Does the program fall within the parameters of the academic profile?
Or would it create an imbalance relative to the blueprint parameters?
Other Potential Criteria
The Academic Portfolio Blueprint will
provide a clear sense of whether a
proposed program would be a good fit for
the future RIT portfolio.
The Outcome
Opportunity
Feedback

What parameters would you like to see in the blueprint?

What criteria would you like to see in the blueprint?

What barriers have you encountered when proposing new
programs? How do you envision the APB could remove
barriers?

What programs do you or would you like to have in the
pipeline?
Feedback
The RIT Mission
To provide a broad range of career-oriented educational programs with
the goal of producing innovative, creative graduates who are wellprepared 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.
Appendix: RIT Strategic Plan
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.
Appendix: RIT Strategic Plan
Guiding Principles
1.
Students
•
•
2.
Academics
◦
◦
◦
3.
5.
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.
Climate and Environment
◦
4.
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.
◦
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.
◦
◦
◦
Global awareness and experience will permeate the university.
Academic and extracurricular programs will be connected and mutually reinforcing.
Interdisciplinary academic programs will be encouraged.
◦
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.
Synergy
Financial Base
Appendix: RIT 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.

Increase second-year retention rate to 93% by FY 2012.

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

first-year AALANA students to 14% by FY 2011;

female new enrolls to 40% by FY 2015;

females in tenure-track faculty positions to 32% by FY 2012;

AALANA faculty in tenure-track positions to 11% by FY 2012;

AALANA staff in exempt positions to 12.5% by FY 2012.
Goal 3:
Increase student participation in global initiatives through

growing the number of international students enrolled at Rochester campus to 1800 by FY 2013;

growing the number of students enrolled at RIT international sites to 1700 by FY 2013;

growing the number of RIT students studying abroad to 350 by FY 2013;

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.
Appendix: RIT Strategic Plan
Key Result Areas
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.
 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.
Appendix: RIT Strategic Plan
Key Result Areas
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.
 Meet or exceed 80% of program student learning achievement levels by FY 2013.
 Ensure that learning assessment results and processes guide program planning and
improvement in 100% of academic programs by FY 2015.
 Meet or exceed academic program effectiveness goals in 90% of programs by FY
2015.
 Increase percentage of graduating students with employment offers or graduate
school acceptances to 96% by FY 2012.
Appendix: RIT Strategic Plan
Key Result Areas
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

undergraduate applications to 18,500 by FY 2013;

out-of-state undergraduate applications to 60% by FY 2012;

graduate applications to 5,500 by FY 2012.
Goal 13:
Increase fundraising by increasing

annual fundraising to $50M by FY 2014;

alumni giving to 10% by FY 2013;

local and national annual donors to 20,500 by FY(??);

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.

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).

Attain a best-in-class average overall satisfaction score for graduating students on the Noel-Levitz
SSI and the NSSE.

Achieve a best-in-class average overall satisfaction score on the HR Solutions Employee
Engagement Survey.
Appendix: RIT Strategic Plan
Parameters
Directors and Chair Feedback
Criteria
Directors and Chair Feedback
Barriers
Directors and Chair Feedback
Programs in the pipeline
Directors and Chair Feedback