Combined Summaries of Past Plans

EXTRACTED SUMMARIES OF PAST PLANS

1986 Strategic Plan (Tom Schutte): 126 recommendations

1. (1986 Schutte) The process of academic decision-making, or Governance, must be clarified

and strengthened. The adversarial attitudes of the past are unaffordably costly to RISD.

2. (1986 Schutte) Restructuring of Academic Organization is needed to strengthen the

management capability and influence of academic administration at the College.

3. (1986 Schutte) The Degree Program Curriculum demands review and revision to achieve the

most appropriate balance among liberal arts education, art and design education, and

specialized coursework in a field of concentration.

4. (1986 Schutte) With a limit on the enrollment of degree program students, our Financial

Development program has a mandate to substantially increase non-tuition sources of support

for RISD programs and facilities.

5. (1986 Schutte) Faculty support should be increased, and the full-time faculty teaching load

reduced.

6. (1986 Schutte) Academic scheduling and advising need serious attention.

7. (1986 Schutte) New and better equipment is needed to keep pace with technological

advances.

8. (1986 Schutte) Space for classrooms and studios, the library, the museum and housing for

students must all be increased.

9. (1986 Schutte) The program to maintain facilities must continue, with increased resources.

10. (1986 Schutte) More financial support is needed for graduate and undergraduate students,

including low income and minority students; our goal is to increase RISD financial support to

a proportion of tuition income that is appropriate and consistent with other higher education

institutions.

11. (1986 Schutte) The role and direction of continuing education and graduate programs must be

clarified.

12. (1986 Schutte) Management and communication at all levels must be improved.

13. (1986 Schutte) More support staff are needed, especially in academic departments, and skill

development and learning opportunities should be offered to all staff.

14. (1986 Schutte) Consider the use of visual means of communicating, which are appropriate

and effective in a school of art and design.

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15. (1986 Schutte) Find ways to improve quality and reduce quantity. As an example, RISD

Reports, the new twice-monthly newsletter for staff and faculty, can eliminate the need for

many brief memos stuffed in boxes.

16. (1986 Schutte) Build communication skills into training efforts, meetings, and evaluation

activities.

17. (1986 Schutte) Supervisors and departments need to take the time for one-on-one and small

group discussions of issues and concerns.

18. (1986 Schutte) Identify and publicize examples of communication that make a difference.

19. (1986 Schutte) Promote events and activities that bring together people who don't often meet,

both among and across levels of the institution.

20. (1986 Schutte) Appoint administrators and staff members to faculty committees where their

expertise and knowledge can serve as resources to the Committee.

21. (1986 Schutte) Engage faculty members with relevant expertise when administrators are

making decisions about matters such as publications, architectural projects, design issues, and

so on.

22. (1986 Schutte) A more effective governance structure to facilitate planning, decision making,

and problem solving.

23. (1986 Schutte) Strengthening of leadership of Department Heads.

24. (1986 Schutte) Revision of the curriculum to strengthen general and liberal educational

components.

25. (1986 Schutte) Revision of the curriculum in order to streamline degree requirements for

graduation, and enable students to take greater advantage of the broad range of programs

offered at RISD.

26. (1986 Schutte) Promotion of greater ethnic, racial and minority diversity among faculty and

students.

27. (1986 Schutte) Increase in faculty salaries and reduction of teaching loads.

28. (1986 Schutte) Improved communication among all organizational units and among all levels

of the faculty, administration, and student body.

29. (1986 Schutte) Improvement of human resources practices and procedures.

30. (1986 Schutte) Expansion and improvement of the quality of studio and classroom space.

31. (1986 Schutte) Increases in student aid levels for graduate and undergraduate students.

32. (1986 Schutte) Improvement of the quality of social life for students.

33. (1986 Schutte) Strengthening the fund-raising capabilities of the institution.


34. (1986 Schutte) A new faculty governance system be created to assure thoughtful deliberation,

adequate representation, and timely decision-making with regard to appropriate faculty policy

matters.

35. (1986 Schutte) The role and authority of various committees and officers of the Trustees,

administration, and faculty be examined, clarified and communicated to the entire RISD

community.

36. (1986 Schutte) Procedures be improved or created to increase the degree and quality of

participation of the faculty, student body, and staff in decision-making.

37. (1986 Schutte) An institutionally sponsored program of management and leadership training

should be offered to strengthen the ability of academic, administrative, and student leaders to

participate in management, group problem solving, and policy-making.

38. (1986 Schutte) Academic Affairs should have priority influence within the senior

administration at RISD.

39. (1986 Schutte) As appropriate, and functional, consolidate departments and divisions and

increase decentralized decision making at the departmental level.

40. (1986 Schutte) Management training and consultation should be made available to Chairs,

Department Heads, and Program Heads.

41. (1986 Schutte) The work of academic administrators should be supported and clarified by the

production of a Handbook detailing departmental and divisional procedures and

responsibilities.

42. (1986 Schutte) The extent and quality of faculty supervision and evaluation should be

improved to encourage continued growth and excellence in teaching.

43. (1986 Schutte) A stronger relationship should be cultivated between academic departments

and the Division of Continuing Education to increase mutual support. The relationship should

be strengthened by a clarification of the financial arrangements for the use of space and

equipment by Continuing Education.

44. (1986 Schutte) The role of the Vice President for Academic Affairs should be made more

congruent with that of dual advocate and spokesperson for the Faculty by separating that role

from activities such as Grievance Officer and Collective Bargaining Agreement negotiator for

the College.

45. (1986 Schutte) Each department and division review its requirements for majors with the goal

of reducing required courses.

46. (1986 Schutte) Every department should have at least one required course dealing with basic

theoretical and value issues related to the field of specialization.


47. (1986 Schutte) All degree program courses, including studio courses, should include

activities that support effective writing and oral communication skills, analytical skills, and

appreciation of theoretical and social value issues related to the course. Commitment to

general and liberal education should be shared by all faculty.

48. (1986 Schutte) College-wide, divisional, and departmental requirements should be outlined

and distributed to all faculty members and students, not only to educate the community about

the academic curriculum, but also to facilitate and support academic advising for students.

49. (1986 Schutte) An academic advising program which meets the needs of students for timely,

accurate, personal information on progress toward a degree and toward the fulfillment of the

student's own goals for a RISD education should be instituted as soon as possible.

50. (1986 Schutte) Course registration procedures should be improved and should include

preregistration opportunities, including easier cross-registration with Brown University.

51. (1986 Schutte) A study should be undertaken to determine the feasibility and desirability of

establishing part-time undergraduate and graduate degree programs at RISD. The study

should assess the potential positive and negative effects on the budget, the full-time degree

programs, and the overall student environment of the College.

52. (1986 Schutte) Survey results from both faculty and students indicate a desire for more

interaction among departments. Budgetary and faculty incentives should be developed to

encourage joint department meetings and symposia and team teaching among the faculty.

Meetings of faculty from different departments with common areas of concern and study

should be encouraged.

53. (1986 Schutte) Departments should review, revise, and if appropriate, develop courses to

assure that students develop sufficient understanding of the role of technology in society, art,

and design; and to develop appropriate technological knowledge and skills in their areas of

concentration.

54. (1986 Schutte) Faculty should be encouraged to invite other faculty members to make

presentations in their courses. This is especially important between Liberal Arts and studio

faculty and between Freshman Foundation and other faculty.

55. (1986 Schutte) The Freshman Foundation Division's teaching schedule should be brought

into line with that of the remainder of the College, in order to facilitate the exchange of

faculty and to remove perceptions of inequity.

56. (1986 Schutte) A study should be made of ways in which the fine arts can become a more

substantial element in the experience of all candidates for the BFA degree.


57. (1986 Schutte) A study should be made to examine the feasibility of introducing a major in

Fine Arts for students who seek a broad, general degree that maximizes their versatility and

adaptability and enables them to enter a variety of fields after graduation.

58. (1986 Schutte) Newly appointed full-time faculty in studio areas should be expected to teach

in the Freshman Foundation program for at least one semester during their probationary

period.

59. (1986 Schutte) An adequate investment be made in personnel and technology to increase the

capacity for fund-raising at RISD.

60. (1986 Schutte) A program should be undertaken to increase sponsored research (grants and

contracts), which includes training and technical assistance for faculty in proposal writing.

61. (1986 Schutte) The feasibility of establishing a faculty/student program of entrepreneurial

service activities should be examined as a source of income for RISD and as a learning

opportunity for students.

62. (1986 Schutte) The development campaign should draw upon the commitment and talents of

faculty, students, alumni, and Trustees as active participants and planners, as well as donors.

63. (1986 Schutte) Faculty should be encouraged to collaborate with the Development Office in

the identification of fund-raising opportunities.

64. (1986 Schutte) The full-time degree program faculty teaching load be lightened as soon as

possible.

65. (1986 Schutte) RISD must continue to increase the salary schedule to attract and retain the

most qualified faculty, to include full-time and part-time degree program faculty as well as

Continuing Education faculty.

66. (1986 Schutte) Criteria to be used in the selection, evaluation, and promotion of degree

program faculty should include involvement in curriculum and institutional planning, team

teaching, interdisciplinary projects, advising, liberal arts learning needs of students, financial

development, and community service.

67. (1986 Schutte) A faculty innovation fund should be established to encourage and support

faculty efforts in the areas of team teaching, interdisciplinary activity, financial development,

and community service.

68. (1986 Schutte) RISD should continue its concerted efforts to recruit well qualified faculty

members, including minority and female members.

69. (1986 Schutte) Because the part-time degree program faculty are a significant proportion of

the degree program faculty, the School should continue to explore ways in which they may


participate in student advising, committee service, and other activities, with appropriate

compensation.

70. (1986 Schutte) Increased financial aid be made available to graduate and undergraduate

students, including low income and minority students.

71. (1986 Schutte) A task force on student advising be established to examine current practice

and recommend improvements.

72. (1986 Schutte) Serious consideration be given to moving and consolidating student affairs,

student activities, student board offices, and student social facilities into suitable

accommodations, with more and more appropriate space.

73. (1986 Schutte) A study should be initiated to examine dining facilities for students, including

the scheduling of meals and alternative payment methods. The current system is inflexible

and not consistent with modern college food service practices.

74. (1986 Schutte) The student life and student services arrangements for Continuing Education

students should receive special study.

75. (1986 Schutte) Priority should be given to the improvement of the safety and security of

students as they move about campus as well as within buildings. Concerns should include

studio equipment, materials and ventilation, exterior and interior lighting, security telephones,

shuttle service, and building access.

76. (1986 Schutte) To organize and provide a thorough orientation program for every new RISD

employee.

77. (1986 Schutte) To reorganize and strengthen the Office of Human Resources to provide

greater and more effective communication, guidance, and training involving RISD personnel.

78. (1986 Schutte) To review, and if necessary, revise job descriptions for every RISD employee.

79. (1986 Schutte) To review the salary and wage administration system, to ensure that it is

internally equitable and externally competitive.

80. (1986 Schutte) To complete and distribute personnel manuals for all staff, to ensure that

policies are clear and accessible to all employees.

81. (1986 Schutte) To provide an in-service educational program for all supervisors to increase

their abilities as team leaders and managers.

82. (1986 Schutte) To develop a comprehensive program designed to improve communication

among all RISD constituencies.

83. (1986 Schutte) To raise awareness among the entire RISD community of issues of health and

safety, and inform the community of programs and policies to address those issues.


84. (1986 Schutte) Safety from physical or environmental hazards should be the first order of

investment priority.

85. (1986 Schutte) The five-year capital improvement plan and budget, which establishes

priorities and a schedule for responding to the capital improvement needs of RISD, should be

reviewed regularly for completeness and responsiveness to priorities. Adequate resources to

maintain and improve existing buildings need to be included in resource planning efforts.

86. (1986 Schutte) Management efforts should be made to make better use of existing facilities

and equipment. This should include appropriate changes and improvements in academic

scheduling and improved policies and procedures for the management of equipment.

87. (1986 Schutte) Every academic and administrative department should identify its needs for

equipment and facilities for the next five years and these should be integrated into the five-

year capital improvement plan, so that RISD can engage in meaningful capital planning. Like

the five-year capital maintenance plan, these plans can be updated and revised annually.

88. (1986 Schutte) A priority area should include academic information support services.

Academic computer services and library resources should be upgraded and expanded.

89. (1986 Schutte) The quality of campus life should be improved through sustained attention to

such amenities as lighting on the campus, signs to slow traffic, shuttle bus service, and other

security measures.

90. (1986 Schutte) Steps should be taken to discuss and debate the issues of computers and other

new technologies at RISD, as they relate to the learning process, degree and non-degree

program requirements, capital and operating budgets. A program similar to the Faculty

Symposium might be developed as a forum for such discussion.

91. (1986 Schutte) Financial and organizational planning in Computer and other new

technologies for the academic programs, including Continuing Education certificate programs

and individual courses.

92. (1986 Schutte) Financial and organizational planning in Technological resources for

academic support areas, including the Library, Academic Computer center, Media Resource

Center and the Nature Lab.

93. (1986 Schutte) Financial and organizational planning in Computer, videodisk or similar

technologies for collection management and improved services in the Museum.

94. (1986 Schutte) Financial and organizational planning in Upgrading and improving services in

telecommunications and information systems. Opportunities for improved academic advising

and electronic mail, among other developments, need to be explored.


95. (1986 Schutte) Establish a task force to examine the present level and forms of student and

faculty involvement in all areas of the Museum and to suggest ways in which this can be

increased and enriched. The task force should also examine present forms of curator

participation in the life of the College and explore ways to increase it.

96. (1986 Schutte) Continue and increase outreach to various ethnic, minority, and economic

groups, as part of RISD's total commitment to this goal.

97. (1986 Schutte) Increase fund-raising from corporate sources, as well as from more traditional

sources.

98. (1986 Schutte) Renovate existing gallery and storage spaces, in addition to the building of

new space. The temperature and humidity control system requires upgrading and repair.

99. (1986 Schutte) The basic collection to support the Liberal Arts curriculum be strengthened.

100. (1986 Schutte) Compact shelving be installed to increase space for new acquisitions

and for study areas.

101. (1986 Schutte) An Archive be created to organize and store all historic documents of

RISD that are presently dispersed throughout the school.

102. (1986 Schutte) The agreement with Brown University to provide RISD students and

faculty with access to their library be nurtured and strengthened.

103. (1986 Schutte) A fund raising program be initiated for library space by 1995 at the

latest.

104. (1986 Schutte) An expanded program of conferences, courses, and symposia be

developed for RISD alumni, who have indicated through surveys and discussions, their

interest in continuing professional education at RISD.

105. (1986 Schutte) An expanded program of specially designed courses and workshops

be developed and marketed to corporations and to other institutions.

106. (1986 Schutte) A study be initiated to investigate the appropriate connections

between degree programs and Continuing Education and ways to increase and improve them,

including the transfer of Continuing Education course credits to degree programs, the

development of Summer Studies, of the SMAE program, and other joint ventures.

107. (1986 Schutte) Representation and participation of Continuing Education staff,

faculty, and students on RISD committees and task forces be increased, in order to improve

communication and coordination.

108. (1986 Schutte) Because RISD space, equipment, and resources are limited, their use

by Continuing Education should be clarified, so that appropriate budgetary transfers can be


made, scheduling controls established, and appropriate authority and decision-making

procedures established for their allocation.

109. (1986 Schutte) The faculty should consider the adoption of a policy to recommend

that every degree program student should engage in some form of community service before

graduating.

110. (1986 Schutte) Each academic department create community service projects or

activities within some of the courses it offers, consistent with the learning objectives of the

courses.

111. (1986 Schutte) A Task Force be established to identify relevant community service

projects in Providence and Rhode Island and to meet with community leaders to identify

areas of greatest need for service assistance.

112. (1986 Schutte) Recent collaborative explorations with the Providence Public Schools

should be supported and developed.

113. (1986 Schutte) To create an annual recognition and awards program to honor the

most significant contributions of students, faculty, curators and museum staff, and

administration to the community.

114. (1986 Schutte) Design and implement an orientation program for new employees.

115. (1986 Schutte) Complete a policies and procedures manual for the College

community.

116. (1986 Schutte) Review the job grading system.

117. (1986 Schutte) Develop a Conference Service plan with the Division of Continuing

Education.

118. (1986 Schutte) Publish and distribute a bulletin describing the institution's decision-

making principles, channels, and procedures.

119. (1986 Schutte) Design and implement an improved program of academic advisement

for students.

120. (1986 Schutte) Refine and improve course registration procedures, to include

preregistration procedures that would facilitate curriculum planning, and facilities use.

121. (1986 Schutte) Revise faculty and course evaluation forms and related procedures.

122. (1986 Schutte) Establish a policy for selection, tenure, and rewards for department

chairs.

123. (1986 Schutte) Increase faculty and staff involvement in plans for institutional

financial development.


124. (1986 Schutte) Include widespread faculty and staff participation in the establishment

of a plan that identifies fund-raising priorities.

125. (1986 Schutte) Establish a project to promote more collaboration and joint

undertakings within departments at RISD and with other appropriate institutions.

126. (1986 Schutte) Adjust the schedule of classes so that the Freshman Foundation

Division is made congruent with the rest of the College, Liberal Arts courses and studio

courses can be offered simultaneously, and the utilization of studio space is improved.

1997 Long Range Plan (Roger Mandle) 21 recommendations

1. (1997 Mandle) To support and develop quality educational programs in the College and

Museum of Art

2. (1997 Mandle) To support and recruit quality staff, students, faculty, curators, and trustees

3. (1997 Mandle) To accelerate RISD's technological campus capacity for teaching and learning

4. (1997 Mandle) To communicate and implement the recommendations and actions sponsored

by the Diversity Committee to ensure broad-based campus diversity

5. (1997 Mandle) Accelerate Museum of Art & College program collaborations

6. (1997 Mandle) Support Institutional Advancement coordination of major fundraising

campaign.

7. (1997 Mandle) To accelerate and further enhance internal and external communications

program efforts

8. (1997 Mandle) To continue to significantly increase financial aid resources from tuition

revenues and external funds

9. (1997 Mandle) To implement the Campus Master plan, linking priorities and

recommendations to financial and campaign plans

10. (1997 Mandle) To complete an institutional long range financial plan

11. (1997 Mandle) RISD Library: $12M renovation costs, $5M operating endowment. The new

Library, associated with the development of the RISD Center, is intended to expand and

renovate current facilities to make its collections physically and intellectually accessible and

by providing a space for creative exploration and community interactions.

12. (1997 Mandle) The RISD Center: Museum, Academic Programming: $12M cost, $6M

operating endowment. The center of the RISD campus is an outdoor space surrounded by the

Metcalf studios, the RISD Museum, Memorial Hall and the College Building. It has

traditionally served as a crossroads for the community.


13. (1997 Mandle) Renewal of Academic Programs Fund: $2M cost. Non-salary budgets among

all academic departments have not materially increased in some time. While technology at

RISD often means computers, departments need to stay current with other equipment - saws,

cameras, drill presses, etc. as well.

14. (1997 Mandle) Renewal of Academic Facilities: $23.5 to 25.5M cost, $5M operating

endowment: New facility to be built on ISB and ISB lot footprint, $8M construction, $5M

operating expense endowment; Foundation Studies/Nature Lab enhancement and support,

$2M costs; Metcalf Facility renewal, $9 - 11M costs; Painting Facility expansion and

reorganization, $2.5M costs; Design and Architecture facilities, $2M.

15. (1997 Mandle) Endowed Scholarships: $6M endowment

16. (1997 Mandle) Endowed Academic and Museum Chairs: School $6M endowment, Museum

$3M endowment

17. (1997 Mandle) Renovation and Reinterpretation of Museum Collection Galleries: $7M

renovations and $5M operating endowment

18. (1997 Mandle) New Technologies: $5 to 10M cost, $200 to $300K additional yearly

operating: Technology requirements of the academic and Museum program must be

augmented by considerations of administrative necessities. Service and staff support is

critical and currently underfunded.

19. (1997 Mandle) Program and Exhibition Development: academics $1M endowment / museum

$1M endowment

20. (1997 Mandle) Student Housing: $10M endowment

21. (1997 Mandle) Multicultural Programming: $1-2M endowment

2000 Academic Plan (Joe Deal): 33 recommendations

1. (2000 Deal) Attract and retain outstanding students

2. (2000 Deal) Attract and retain the best faculty

3. (2000 Deal) Increase the diversity of students and faculty

4. (2000 Deal) Foster greater collaboration across departments and disciplines

5. (2000 Deal) Address space needs through construction and/or renovation of existing facilities

6. (2000 Deal) Improve student access to non-major studio elective and liberal arts courses

7. (2000 Deal) Improve, refine advising process

8. (2000 Deal) Improve access and training in computer and digital technologies.

9. (2000 Deal) Community, Size: It is difficult to speak of an "ideal enrollment" for the

institution without talking about the size and number of departments and divisions. Viewed


from this perspective, it is clear that RISD has very nearly reached an enrollment capacity

beyond which the feeling of community generated by the departments will begin to erode.

Under current conditions (physical plant, library, support services, and the size of its faculty)

space to grow is now limited to only a few major departments.

10. (2000 Deal) Community, Diversity: RISD has made a commitment to increase its cultural

diversity in its recruitment of students and faculty. This commitment must be matched by

efforts to create a more inclusive and supportive environment for individuals who are

members of groups that have been historically under-represented and/or who simply feel a

sense of isolation within the community.

11. (2000 Deal) Community, Community Spaces: The lack of sufficient social, or gathering

spaces reinforces the silo effect major studios tend to have on RISD's sense of community.

RISD lacks both a student center, which could provide a locus of activity, and the connecting

tissue between academic facilities normally associated with campus quads, which would

provide common spaces for socializing and other activities.

12. (2000 Deal) Community, Communication: RISD needs to develop communication vehicles

that will help to better inform the community.

13. (2000 Deal) Community, Student Activities and Support Services: The recent visiting

committee report praised the dedication of the staff of Student Affairs, it also pointed out the

need for more cohesiveness and a better understanding of its mission, both internally as well

as by the institution as a whole. Student life issues need to be better integrated into the

academic program.

14. (2000 Deal) The proper role of the faculty in academic advising and its relationship to the

general advice and support given by the Student Affairs area need to be better understood and

articulated.

15. (2000 Deal) STUDENTS, Application Numbers

16. (2000 Deal) Students, Diversity in Admissions

17. (2000 Deal) Students, Financial Aid

18. (2000 Deal) Faculty, Creativity and Scholarship Support, Professional development grants

19. (2000 Deal) Faculty, Full-time vs. Part-time faculty, Increase FT faculty and endowed

professorships to fund

20. (2000 Deal) Faculty diversity

21. (2000 Deal) Studio Curriculum [Encourage crossovers]

22. (2000 Deal) Liberal Arts Curriculum [Math and science offerings]

23. (2000 Deal) Wintersession [Enrich and revitalize]


24. (2000 Deal) Changing Technologies [Laptop program]

25. (2000 Deal) International Study [Promote and leverage]

26. (2000 Deal) Community Outreach [Internship and service learning]

27. (2000 Deal) Foundation studios [Improved studios + fac offices]

28. (2000 Deal) Liberal Arts [Large liberal arts lecture hall + fac offices]

29. (2000 Deal) Fine arts [ISB, Metcalf, Painting upgrades + fac offices]

30. (2000 Deal) Architecture + Design [Furniture Dept space, BEB, more space + fac offices]

31. (2000 Deal) Grad Studies [Graduate center + more space]

32. (2000 Deal) Continuing Education [Schedule space more efficiently with Deans]

33. (2000 Deal) Library [New facility]

2006 NEASC/NASAD JOINT VISITING TEAM REPORT: 42 recommendations

1. (2006 NEASC/NASAD) RISD's departments appear somewhat isolated from the greater

educational program; the College's discipline-bound approach to education does not appear to

provide for an optimum access to RISD's rich range of course offerings or facilities nor does

it take advantage of the benefits derived from a variety of disciplines working together.

2. (2006 NEASC/NASAD) The College should work to better coordinate programs offered

under Continuing Education with relevant areas of the degree programs.

3. (2006 NEASC/NASAD) RISD needs to ensure the Academic and Museum Plans are updated

as part of the Strategic Planning Process.

4. (2006 NEASC/NASAD) Collected data does not appear to be used in a consistent manner

institution-wide to improve program effectiveness or drive resource allocation.

5. (2006 NEASC/NASAD) The Visiting Team believes that RISD's planning needs to be more

centralized and done in a way that more fully integrates academic, facilities, and operations

needs.

6. (2006 NEASC/NASAD) The College is encouraged to continue in its efforts to assess student

learning through the development of additional and coordinated programs and models.

7. (2006 NEASC/NASAD) In spite of gains, RISD's sense of community would appear to

benefit from better communication within the Student Alliance and greater student body.

8. (2006 NEASC/NASAD) There appears to be a need for a communal, non-curricular student

gathering space.

9. (2006 NEASC/NASAD) Based on the size of the College, as well as demand and perception,

there appears to be a shortage of student managed exhibition spaces.


10. (2006 NEASC/NASAD) The Visiting Team encourages the College to continue reviewing its

opportunities and forms for faculty development consistent with its expectations of faculty

vis a vis professional practice and scholarship.

11. (2006 NEASC/NASAD) RISD is advised to develop and implement a plan for providing

appropriate technologies and associated training to faculty and staff in order to strengthen

teaching, program content, and institutional competitiveness.

12. (2006 NEASC/NASAD) The College needs to come to institution-wide resolution over the

reappraisal and articulation of the RISD mission statement.

13. (2006 NEASC/NASAD) RISD appears to be understaffed; there seems to be a relatively high

ratio of students to staff.

14. (2006 NEASC/NASAD) The available level of personnel and services in areas of health,

counseling, and residential life do not appear to have increased commensurate with the

growth in demand within the student body.

15. (2006 NEASC/NASAD) There appears to be limited racial and economic diversity within the

student body.

16. (2006 NEASC/NASAD) The Visiting Team suggests that the College needs to reexamine its

planning and aspirations around diversity; and perhaps revise its strategies as to how new or

continuing goals and objectives could achieve greater success in hiring and recruitment.

17. (2006 NEASC/NASAD) In spite of new sources of added funding, it would appear that the

College would benefit by reexamining its philosophy of financial aid in relation to its

aspirations and the aforementioned planning around greater diversification of the RISD

Community.

18. (2006 NEASC/NASAD) Although the College aspires to strengthen access to otherwise

qualified students through an increased tuition discount rate, there does not appear to be a

plan or a target for realizing this goal.

19. (2006 NEASC/NASAD) The Visiting Team believes that a comprehensive and coordinated

effort on the part of numerous campus constituencies is needed to facilitate the integration of

short and long term capital budget planning with operating budget planning.

20. (2006 NEASC/NASAD) The Visiting Team is concerned about the considerable strain that

will be placed on the operating budget by the projected increase in annual debt service.

21. (2006 NEASC/NASAD) The Visiting Team is concerned that an over-reliance on students

from Korea creates a potential for volatility in enrollment and revenue.

22. (2006 NEASC/NASAD) The budgeting process should continue to integrate funding for

deferred maintenance.


23. (2006 NEASC/NASAD) It appears that the process for developing the academic budget is

likely to need further refinement (including attention to such quality indicators as faculty to

student ratios) as competing priorities for limited resources become apparent.

24. (2006 NEASC/NASAD) Life safety and ventilation needs must continue to be a high priority.

25. (2006 NEASC/NASAD) The demand for accelerated implementation of new code

requirements following the recent night club fire tragedy may make it necessary to defer

other badly needed maintenance and improvement projects.

26. (2006 NEASC/NASAD) Planning should continue to address the fragmented, discontinuous

physical organization and location of some departments. There appears to be unevenness in

the relative quality and quantity of space allocations to academic departments.

27. (2006 NEASC/NASAD) RISD is advised to continue to examine the image it projects

through its recruitment materials to ensure that they accurately reflect the composition of the

student body, the rigors of the curriculum, and accurate, current information about faculty.

28. (2006 NEASC/NASAD) Digital Foundations/ One issue that appears as of yet unresolved is

whether, and how, to integrate the use of new digital technologies and issues of the 4lh

dimension into Foundation Studies.

29. (2006 NEASC/NASAD) Physical Plant with disparate structural, mechanical, electrical and

other building systems result in operating inefficiencies and create special challenges for the

staff and may contribute to the duplication of certain academic facilities.

30. (2006 NEASC/NASAD) While student services information is provided in print (student

handbook) and online, students expressed a lack of awareness of available services and the

ways in which services could be accessed.

31. (2006 NEASC/NASAD) Although no office is tasked with oversight of student retention,

retention rates are monitored by the Office of Institutional Research and Planning and are

distributed in the annual Fact Book.

32. (2006 NEASC/NASAD) Transfer Students: The College would benefit from an assessment

of the role of the transfer in its enrollment projections and ways to incentive enrollment

33. (2006 NEASC/NASAD) Interdisciplinary Courses need greater funding support and are

vulnerable because resources are assigned to departments.

34. (2006 NEASC/NASAD) Given the strong dependence of the RISD educational experience

upon the performance of part-time faculty, absence of formal review processes appears

problematic.


35. (2006 NEASC/NASAD) Continuing Education explore possibilities surrounding part-time

and transfer students as well as distance education and the role that CE might play in these

initiatives

36. (2006 NEASC/NASAD) Sponsored Studios as Interdisciplinary Foci

37. (2006 NEASC/NASAD) Museum Collaborations

38. (2006 NEASC/NASAD) Liberal Arts and Wintersession: The Visiting Team agrees with the

concerns raised in the Self-Study p. 40): the structure of Wintersession is not "particularly

amenable to effective liberal arts instruction."

39. (2006 NEASC/NASAD) The requirement of coursework in mathematics, science, and ethics

should continue to be actively discussed.

40. (2006 NEASC/NASAD) Explore more integrative approaches to the ongoing development of

its current degree programming through intra-institutional, external, and international

teamwork, collaborations, and partnerships. The Visiting Team also encourages the College

to continue to explore new alternative, experimental educational programs and delivery

models.

41. (2006 NEASC/NASAD) Isolation felt by students and faculty, desire for multi-disciplinary

work, through sharing technology, facilities.

42. (2006 NEASC/NASAD) Planning sometimes seems to take place without a full

understanding of financial feasibility leading to lack of effectiveness, and non-

communication of plans.

2006 Faculty Concerns Letter: 6 recommendations

1. (2006 Faculty) Academic Advocacy, academic integrity, RISD competitiveness at risk

2. (2006 Faculty) Administrative Leadership grown too much breeding resentment, reliance on

consultants

3. (2006 Faculty) Financial Leadership should prioritize academics, lack of transparency,

contract negotiations

4. (2006 Faculty) External/Internal Relations and communications has been inadequate and

inaccurate

5. (2006 Faculty) Institutional Advancement should prioritize academics

6. (2006 Faculty) Strengthen College and Museum Relationship


2007 Museum Long Range Plan (Hope Alswang): 11 recommendations

1. (2007 Alswang) Reinterpret permanent collection in restored Radeke

2. (2007 Alswang) Renovate Radeke Building

3. (2007 Alswang) Plan exhibition schedule that educate, entertain, and delight per Director's

Criteria for Exhibitions

4. (2007 Alswang) Generate programs for exhibitions that balance education and entertainment

for wide variety of audiences

5. (2007 Alswang) Collaborate with RISD and Brown faculty to strengthen academic offerings

and create new opportunities to learn from Museum collections and exhibitions

6. (2007 Alswang) Increase opportunities for interaction with students and faculty through

technology, special presentations, and compatible Museum hours

7. (2007 Alswang) Increase visibility of Museum with communication and identity program

8. (2007 Alswang) Upgrade technology to support dissemination of messages

9. (2007 Alswang) Promote research and publications

10. (2007 Alswang) Reorganize storage and identify funding for long-term and off-site storage

11. (2007 Alswang) Continue to build collections and interest by community

2008 Draft Academic Plan (Jay Coogan): 138 recommendations

1. (2008 Coogan) Strengthen and advance RISD’s undergraduate and graduate and CE

academic programs.

2. (2008 Coogan) Explore the core and the boundaries of discipline-based art and design

education to define and support the best educational experience for our students.

3. (2008 Coogan) Evolve our academic programs through continuous review and appropriate

revision to best support the goals of the Plan. Subjects of review will include departmental

curricula, college governance, academic processes and structure. Processes of review will

include implementing and documenting evaluation and planning processes in all academic

programs and ensuring that all departments meet regularly to discuss their objectives and

programs.

4. (2008 Coogan) Further develop digital media art and design practices into the Foundation

year so as to incorporate their creative and technological possibilities.

5. (2008 Coogan) Encourage collaborative discussion between Foundation Studies and Liberal

Arts faculty to enhance and integrate the first-year students educational experience.

6. (2008 Coogan) Develop an Internship Program, which allows students to participate in

internships on a year around basis.


7. (2008 Coogan) Review the percentage of seats available to students in Liberal Arts courses

and work toward a ratio of enrolled students to capacity of 85 percent.

8. (2008 Coogan) Develop larger introductory lecture courses for a greater number of students

in studio and liberal arts divisions; couple those courses with more smaller, upper-level

lecture and seminar courses.

9. (2008 Coogan) Strengthen and develop interdisciplinary education. Provide an integrative

educational experience utilizing all the assets of the college, working across disciplines to

encourage teamwork, communication skills and involvement in the pressing cultural and

environmental issues that face our world.

10. (2008 Coogan) Create greater curricular flexibility and allow more opportunity for students to

shape a unique program of study.

11. (2008 Coogan) Review and revise Wintersession.

12. (2008 Coogan) Promote the Interdisciplinary Study Option, which allows out-of-major

credits that support the overall direction of student work to count toward the major (based on

approval).

13. (2008 Coogan) Increase the maximum number of students permitted in the Collaborative

Study Option.

14. (2008 Coogan) Develop guidelines for and examples of undergraduate double majors.

15. (2008 Coogan) Develop undergraduate concentrations in Public Engagement and

Environmental Studies that are fulfilled via a combination of studio and liberal arts courses

and internship experiences.

16. (2008 Coogan) Prioritize new TU requests to encourage more interdepartmental curricula,

particularly clusters of common sophomore curricula to provide broad experience and more

time to choose a major.

17. (2008 Coogan) Prioritize new space and equipment requests that are interdepartmental, such

as shared shop and lab facilities, to help foster academic integration (as well as reduce

duplication of resources and allow for more professional supervision at night).

18. (2008 Coogan) Expand the Academic Enrichment and Kyobo Funds to support courses that:

utilize team teaching; encourage interdisciplinary student involvement; promote

interdisciplinary research; are interdepartmental (Furniture/Textiles, Landscape/Sculpture,

etc.); utilize the Nature Lab and Museum; involve community outreach; and allow upper-

class and graduate students the opportunity to work on interdisciplinary projects and/or in

interdisciplinary groups. (Each department will be required to develop and consistently allot

at least one undergraduate and graduate interdisciplinary course.)


19. (2008 Coogan) Support curricular and teaching innovation.

20. (2008 Coogan) Stimulate program innovation by supporting faculty and staff who evolve the

teaching and learning environment.

21. (2008 Coogan) Hire replacement and new faculty with skills that support innovation and the

Academic Plan.

22. (2008 Coogan) Develop a process to determine the establishment of new graduate and

undergraduate programs that will: build on themes in the Academic Plan; be supported by

faculty teaching and research interests; provide valuable new career opportunities for our

students; and attract appropriate educational partners. (See Objective 4, below, for examples.)

23. (2008 Coogan) Develop and strengthen select thematic areas of study (for example:

environmental studies/sustainability; public engagement; humanitarian art and design; design

and entrepreneurship; experience and service design; media studies; and

art/design/science/math).

24. (2008 Coogan) Expand and seek funding for RISD’s training in collegiate teaching to

advance and complement our work with the Sheridan Center for Teaching and Learning at

Brown.

25. (2008 Coogan) Expand student and class interaction with the Nature Lab and the Library.

26. (2008 Coogan) Develop new Continuing Education programs (for example: Robotics;

Architectural Restoration and Conservation; Sustainable Design; Entrepreneurship for Artists

and Designers; Art Direction and Broadcast Design for Television; Special Effects; and

Game Design).

27. (2008 Coogan) Increase the number of Continuing Education offerings that award college

credit to promote expansion of non-traditional programs and greater student revenues (for

example: summer K-12 Teacher’s Institute; Center for Higher Education art and design

teaching; low-residency MA/MFA programs).

28. (2008 Coogan) Expand and strengthen the graduate programs.

29. (2008 Coogan) Distinguish and clarify the unique educational goals of the graduate programs.

30. (2008 Coogan) Further develop the graduate curriculum to support interdisciplinary,

collaborative and team-based graduate work and research.

31. (2008 Coogan) Establish an administrative structure that supports the goals of the graduate

programs.

32. (2008 Coogan) Develop new programs that may include: MA/MDes. in Engineering and

Design with Brown (could be low-residency); MA/MFA in Integrative Studies; MFA in


Apparel + Textiles Design; MA in History, Theory and Criticism; and MFA in Creative

Writing.

33. (2008 Coogan) Enhance the use of technologies.

34. (2008 Coogan) Continuously develop the use of technology in our academic programs to help

build communications, knowledge-sharing and increased sophistication in the use of digital

media.

35. (2008 Coogan) Continuously develop, evaluate and if necessary restructure the IT

environment to support academic, research, communication and information needs.

36. (2008 Coogan) Explore the creation of campus-wide centers for 2-D and 3-D emerging

technologies with appropriate equipment, space and technical support.

37. (2008 Coogan) Collaborate with Communications to develop RISD’s Web site to allow for

customized departmental and faculty Web sites.

38. (2008 Coogan) Evaluate the implementation of a laptop requirement for all RISD students.

39. (2008 Coogan) Explore the use of technologies including Digication to enhance shared

learning and teamwork, distance-learning partnerships, interactive teaching strategies and

virtual learning environments.

40. (2008 Coogan) Evaluate the potential of creating platforms and server support systems for

students and faculty to create social-networking sites and e-portfolios.

41. (2008 Coogan) Increase the utility of Web Advisor and Datatel with appropriate

programming support and training.

42. (2008 Coogan) Develop industry partnerships that give our students and faculty access to

cutting edge technologies.

43. (2008 Coogan) Explore open-source software environments and options.

44. (2008 Coogan) Expand the educational opportunities and partnership with The RISD

Museum.

45. (2008 Coogan) Develop faculty fellow positions for major collection areas of the Museum

(for example: decorative arts; contemporary painting and sculpture; and Asian art).

46. (2008 Coogan) Create more collaborative curatorial opportunities between faculty and

Museum curators.

47. (2008 Coogan) Expand opportunities for faculty and student research and scholarship based

on study of objects in the Museum collection.

48. (2008 Coogan) Expand opportunities for collaborative exhibition design projects.

49. (2008 Coogan) Expand and enhance the partnership with Brown University.

50. (2008 Coogan) Launch the Brown/RISD Joint Program with dual degrees for undergraduates.


51. (2008 Coogan) Explore Brown/RISD research partnerships.

52. (2008 Coogan) Explore a graduate Brown/RISD Dual Degree Program with options such as a

Brown/RISD MA in Design and Entrepreneurship.

53. (2008 Coogan) Encourage more joint courses such as the existing RISD Illustration/Brown

Computer Science, RISD ID/Brown Engineering and RISD D+M/Brown Digital Music

courses.

54. (2008 Coogan) Re-examine aligning the RISD and Brown calendars.

55. (2008 Coogan) Develop and strengthen research opportunities and research-based education

for undergraduate and graduate programs and for faculty.

56. (2008 Coogan) Develop and strengthen research-based undergraduate and graduate

education.

57. (2008 Coogan) Identify research themes that grow out of faculty and student interest and

provide support for development in those areas.

58. (2008 Coogan) Develop an institutional vehicle for art + design research programming.

59. (2008 Coogan) Build research partnerships with universities, corporate, government and non-

profit agencies to establish more funded educational research.

60. (2008 Coogan) Design a process for facilitating collaborative research based on flexible

credits, schedule, space, and equipment.

61. (2008 Coogan) Develop Library collections, visual resources, electronic databases and

programs to support the academic plan and research interests of students and faculty.

62. (2008 Coogan) Create print and Web publications and podcasts on student research projects.

63. (2008 Coogan) Explore the potential of a PhD in Art and Design that utilizes the Liberal Arts

strengths of the College.

64. (2008 Coogan) Develop and strengthen faculty research at RISD.

65. (2008 Coogan) Build a RISD publications and Web presence to publicize faculty research

work.

66. (2008 Coogan) Increase the Professional Development Fund and utilize the RISD Research

Foundation more effectively.

67. (2008 Coogan) Advance faculty research in collaboration with universities, corporate,

government and non-profit agencies.

68. (2008 Coogan) Develop more RISD-hosted conferences to highlight faculty and academic

research.

69. (2008 Coogan) Further integrate the RISD educational experience within the social, business,

and cultural context for undergraduate and graduate students.


70. (2008 Coogan) Strengthen and develop public engagement through both curricular and extra-

curricular activities.

71. (2008 Coogan) Create a concentration in public engagement that draws on the interest and

expertise of our academic departments.

72. (2008 Coogan) Develop internships, courses and programs in collaboration with corporate,

government and non-profit partners together with the Office of Public Engagement.

73. (2008 Coogan) Develop standards, models and assessment of publicly engaged academic

work and co-curricular activity with the assistance of the Office of Public Engagement.

74. (2008 Coogan) Develop at least one public engagement experience or course within each

discipline at the undergraduate level and a similar program through graduate interdisciplinary

offerings.

75. (2008 Coogan) Document and disseminate public-engagement projects through publications

and the Web.

76. (2008 Coogan) Strengthen and develop professional exposure and internship opportunities.

77. (2008 Coogan) Develop an internship program that enables students to have local internships

in the fall and spring semesters and national and international internships during

Wintersession and summer, each under academic guidance.

78. (2008 Coogan) Work with Career Services to strengthen and grow our internship

opportunities and oversight.

79. (2008 Coogan) Develop internships, courses and programs in collaboration with corporate,

government and non-profit partners together with the Center for Design and Business.

80. (2008 Coogan) Build the professional practice and entrepreneurial education components of

the Career Services Office, CDB and CE to better serve students and alumni.

81. (2008 Coogan) Strengthen and develop international engagement and educational

experiences.

82. (2008 Coogan) Strengthen efforts to bring a broader range of international students to RISD

through targeted recruitment, including the development of specific recruitment materials for

underrepresented international students.

83. (2008 Coogan) Develop greater support for international students through coordinating the

activities of the Office of International Programs, Office of Multi-Cultural Affairs, Office of

Student Life and the Writing Center Summer Language Program.

84. (2008 Coogan) Create internationally focused curricular opportunities and research projects

with strategic partners and programs.

85. (2008 Coogan) Monitor and adjust the new format for the European Honors Program.


86. (2008 Coogan) Develop an international visiting artists/designers/scholars residency

program.

87. (2008 Coogan) Continually review and develop faculty and student exchange programs with

international colleges and universities.

88. (2008 Coogan) Build a healthy, diverse and highly functioning environment for students,

faculty and staff.

89. (2008 Coogan) Support and improve student services and resources.

90. (2008 Coogan) Develop an annual survey instrument to assess graduating students opinions

of academic and student programs.

91. (2008 Coogan) Link the initiatives and funds of OSL, OIP and OMA to maximize support

services for all students.

92. (2008 Coogan) Increase attention to graduate students in the programming and support areas

of Student Affairs.

93. (2008 Coogan) Continue to develop Student Alliance/s and leadership opportunities for

students both on campus and off.

94. (2008 Coogan) Review and recommend appropriate staffing levels for student services to

meet current and future needs.

95. (2008 Coogan) Increase the accessibility, connectivity and reliability of information systems,

including upgrading Web services.

96. (2008 Coogan) Meet student social and recreational space needs and housing requirements,

including: gathering spaces for small and large groups; fitness facilities, particularly at 15

Westminster Street; improved housing and workspaces through renovating the Homer and

Nickerson residence halls and reviewing the value of the Hill Houses according to an overall

housing and capital plan.

97. (2008 Coogan) Provide staff and faculty who serve students with tools, training and

performance metrics.

98. (2008 Coogan) Improve integration and communications between the Public Safety Office

and students.

99. (2008 Coogan) Support the development of community for all students, faculty and staff.

100. (2008 Coogan) Develop more outdoor and indoor informal gathering spaces to

promote relaxation and communication.

101. (2008 Coogan) Improve the utility and interactivity of the Intranet and campus Web

services.


102. (2008 Coogan) Create more student, faculty and staff shared activities and

experiences, including lectures, performances, exhibits and entertainment programming.

103. (2008 Coogan) Develop a plan to make greater use of Tillinghast Farm to support the

recreational and programmatic needs of the RISD community, with particular focus on

Foundation students.

104. (2008 Coogan) Foster diversity and diverse perspectives throughout the RISD

educational environment.

105. (2008 Coogan) Seek greater social, ethnic and racial diversity in the student body

through an Admissions recruiting strategy that broadens the geographic base of target high

schools and develops links with high schools enrolling students under-represented in art and

design fields.

106. (2008 Coogan) Strengthen our minority student, faculty and staff orientation and

retention program.

107. (2008 Coogan) Create a diversity awards program to recognize students, faculty and

staff who are making significant contributions to the diversity goals of the college.

108. (2008 Coogan) Create a Diversity Planning Group, chaired by the Provost and co-

chaired by the AVP for Human Resources and the Director of Multi-cultural Affairs, charged

with developing multi-year planning for diversity initiatives, developing diversity assessment

tools, recommending training and identifying areas for improvement.

109. (2008 Coogan) Increase fundraising and tuition support to increase financial aid from

a 16 to 20 percent discount rate toward diversifying the student body.

110. (2008 Coogan) Increase the percentage of African-American and Latino-American

students by 50 percent by 2013.

111. (2008 Coogan) Increase faculty of color by 2013 by replacing retiring faculty or

creating new faculty lines.

112. (2008 Coogan) Increase support for OMA programming and for academic courses

that represent diverse perspectives.

113. (2008 Coogan) Explore how non-traditional older students can be integrated into

RISD’s education programs.

114. (2008 Coogan) Develop the resources necessary to support the goals of the academic

programs.

115. (2008 Coogan) Develop enrollment plans and recruitment strategies.

116. (2008 Coogan) Improve Admissions marketing and recruiting as recommended by

the Maguire Report and develop a plan to review graduate recruitment practices.


117. (2008 Coogan) Develop plans to increase the size of undergraduate and graduate

departments that have indicated room for undergraduate growth and support with appropriate

resources including additional faculty, space, staff and non-salary budget.

118. (2008 Coogan) Build the income stream from the educational programs of the Center

for Design and Business.

119. (2008 Coogan) Build the income stream from growth of Continuing Education.

120. (2008 Coogan) Develop a plan to support additional students in the Brown/RISD

Joint Program with a Dual Degree.

121. (2008 Coogan) Develop the academic infrastructure.

122. (2008 Coogan) Strengthen and develop collaboration between academic and student

support areas.

123. (2008 Coogan) Review and refine academic policies, procedures and decision-

making structures to support the academic and student programs.

124. (2008 Coogan) Reflect the enrollment of non-majors as part of department’s budget

allocation processes.

125. (2008 Coogan) Develop a comprehensive and more transparent approach to campus

planning.

126. (2008 Coogan) Develop an academic advancement effort.

127. (2008 Coogan) Work with IA to develop partnerships with the divisions toward

developing greater understanding of academic goals and plans to work together to meet

funding needs.

128. (2008 Coogan) Develop operating budget fundraising targets that support the goals of

the Academic Plan, including: endowed professorships and faculty research fellows;

increased annual fund; increased financial aid (20 percent discount rate by 2013) and

endowed scholarship funds; increased Professional Development Fund ($100,000 annually in

support of faculty research); increased Academic Enrichment/Kyobo Fund ($100,000

annually in support of academic program development); and funding for Web and print

publications that advance RISD’s art and design leadership.

129. (2008 Coogan) Develop staffing.

130. (2008 Coogan) Review and determine a sustainable faculty/student ratio for RISD’s

academic programs and add new full-time faculty, subject to financial feasibility.

131. (2008 Coogan) Review support area staffing to determine if we are meeting current

needs and add new staff, subject to need and financial feasibility.

132. (2008 Coogan) Develop facilities and equipment.


133. (2008 Coogan) Complete and evaluate a study of space use and condition to

appropriately maximize the use of our current facilities.

134. (2008 Coogan) Inventory and develop a prioritized plan to renovate unused RISD

spaces to support academic and student space needs. Possible spaces to consider include:

Refectory mezzanine; 15 Westminster St. mezzanine; 15 Westminster St. top floor; and Carr

House 3rd floor.

135. (2008 Coogan) Continually upgrade the environmental systems to support a safe and

healthy learning environment for our students.

136. (2008 Coogan) Undertake capital fundraising ($24-30M) with Institutional

Advancement to support the capital goals of the Academic Plan including: renovate and

properly ventilate ISB; develop expanded and contiguous space for the Furniture Department;

improve facilities for Apparel Design, Photo and FAV; renovate space for student social

activities; and create a Center for Environmental Research as an outgrowth of the Nature Lab.

137. (2008 Coogan) Create centers for 2-D and 3-D emerging technologies for college-

wide access to new digital imaging and fabrication processes.

138. (2008 Coogan) Consolidate some computer facilities and shops to promote greater

access and reduction in operating expenses and to afford professionally managed shop

support at night.

2009 Newhall Response to 2007 Maguire Report: 30 recommendations

1. (2009 Newhall) Closer relationship between Admissions and Media + Partners

2. (2009 Newhall) Hire two additional staff in Admissions (one hired)

3. (2009 Newhall) Invest in improvement in RISD's website

4. (2009 Newhall) Step up commitment to financial aid

5. (2009 Newhall) Increase communication stream with potential applicants

6. (2009 Newhall) Offer more opportunities, and encourage more students to visit campus

7. (2009 Newhall) Monitor competitor’s recruitment materials

8. (2009 Newhall) Redesign catalogs more frequently

9. (2009 Newhall) Incorporate electronic communications

10. (2009 Newhall) Monitor online information resources

11. (2009 Newhall) Continue to improve RISD's website

12. (2009 Newhall) Upgrade online application

13. (2009 Newhall) Rethink process of setting enrollment goals, with an Enrollment Task Force


14. (2009 Newhall) Design a comprehensive recruitment plan driven by enrollment goals

15. (2009 Newhall) Implement detailed recruitment plans for target student groups

16. (2009 Newhall) Analyze applicant review process

17. (2009 Newhall) Develop a set of core messages for all constituents to use

18. (2009 Newhall) Enhance student opportunities with Brown University

19. (2009 Newhall) Improve communication stream to admitted applicants

20. (2009 Newhall) Pay more attention to parents in recruitment efforts

21. (2009 Newhall) Cultivate art teachers

22. (2009 Newhall) Improve mailing response time for catalog requests

23. (2009 Newhall) Use direct mail to increase target groups of applicants

24. (2009 Newhall) Personalize all communications

25. (2009 Newhall) Create recruitment plans with faculty for individual departments

26. (2009 Newhall) Discuss long-term issues of graduate financial assistance

27. (2009 Newhall) Survey employers and artists/designers about RISD graduates

28. (2009 Newhall) Evaluate value of portfolio day participation

29. (2009 Newhall) Find new accommodations for Admissions Office

30. (2009 Newhall) Develop a strong alumni admissions program


Combined Summaries of Past Plans

Documents

Transcript of Combined Summaries of Past Plans