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Transcript of Sorted Recommendations
Sorted Recommendations.doc Page 1 of 61 1/20/10
RECOMMENDATIONS SORTED ACCORDING TO NASAD CATEGORIES
SIZE AND SCOPE
Anything involving how large or broad we are departmentally
1. (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.
2. (1986 Schutte) More support staff are needed, especially in academic departments, and
skill development and learning opportunities should be offered to all staff.
3. (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.
4. (1986 Schutte) As appropriate, and functional, consolidate departments and divisions and
increase decentralized decision making at the departmental level.
5. (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.
6. (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.
7. (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.
8. (2000 Deal) Faculty, Full-time vs. Part-time faculty, Increase FT faculty and endowed
professorships to fund
9. (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
Sorted Recommendations.doc Page 2 of 61 1/20/10
facilities nor does it take advantage of the benefits derived from a variety of disciplines
working together.
10. (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.
11. (2006 NEASC/NASAD) RISD appears to be understaffed; there seems to be a relatively
high ratio of students to staff.
12. (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.
13. (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.
14. (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.
15. (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.
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) 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.
18. (2008 Coogan) Review and recommend appropriate staffing levels for student services to
meet current and future needs.
19. (2008 Coogan) Support the development of community for all students, faculty and staff.
20. (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.
21. (2008 Coogan) Reflect the enrollment of non-majors as part of department’s budget
allocation processes.
22. (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.
Sorted Recommendations.doc Page 3 of 61 1/20/10
23. (2008 Coogan) Review support area staffing to determine if we are meeting current needs
and add new staff, subject to need and financial feasibility.
FINANCES
Anything involving money (endowment, debt, budget mechanics)
1. (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.
2. (1986 Schutte) The program to maintain facilities must continue, with increased
resources.
3. (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.
4. (1986 Schutte) Increase in faculty salaries and reduction of teaching loads.
5. (1986 Schutte) As appropriate, and functional, consolidate departments and divisions and
increase decentralized decision making at the departmental level.
6. (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.
7. (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.
8. (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.
9. (1986 Schutte) To review the salary and wage administration system, to ensure that it is
internally equitable and externally competitive.
10. (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,
Sorted Recommendations.doc Page 4 of 61 1/20/10
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.
11. (1986 Schutte) Financial and organizational planning in Computer and other new
technologies for the academic programs, including Continuing Education certificate
programs and individual courses.
12. (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.
13. (1986 Schutte) Financial and organizational planning in Computer, videodisk or similar
technologies for collection management and improved services in the Museum.
14. (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.
15. (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.
16. (1986 Schutte) Increase faculty and staff involvement in plans for institutional financial
development.
17. (1997 Mandle) To continue to significantly increase financial aid resources from tuition
revenues and external funds
18. (1997 Mandle) To implement the Campus Master plan, linking priorities and
recommendations to financial and campaign plans
19. (1997 Mandle) To complete an institutional long range financial plan
20. (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.
21. (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.
Sorted Recommendations.doc Page 5 of 61 1/20/10
22. (2000 Deal) Faculty, Creativity and Scholarship Support, Professional development
grants
23. (2006 Faculty) Financial Leadership should prioritize academics, lack of transparency,
contract negotiations
24. (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.
25. (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.
26. (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.
27. (2006 NEASC/NASAD) The budgeting process should continue to integrate funding for
deferred maintenance.
28. (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.
29. (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.
30. (2008 Coogan) Link the initiatives and funds of OSL, OIP and OMA to maximize
support services for all students.
31. (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.
32. (2008 Coogan) Build the income stream from growth of Continuing Education.
33. (2008 Coogan) Reflect the enrollment of non-majors as part of department’s budget
allocation processes.
34. (2008 Coogan) Develop a comprehensive and more transparent approach to campus
planning.
Sorted Recommendations.doc Page 6 of 61 1/20/10
GOVERNANCE AND ADMINISTRATION A. Faculty Governance Structures
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) A more effective governance structure to facilitate planning, decision
making, and problem solving.
4. (1986 Schutte) Strengthening of leadership of Department Heads.
5. (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.
6. (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.
7. (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.
8. (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.
9. (1986 Schutte) The extent and quality of faculty supervision and evaluation should be
improved to encourage continued growth and excellence in teaching.
10. (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.
11. (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.
12. (2006 Faculty) Administrative Leadership grown too much breeding resentment, reliance
on consultants
Sorted Recommendations.doc Page 7 of 61 1/20/10
13. (2006 Faculty) Financial Leadership should prioritize academics, lack of transparency,
contract negotiations
14. (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.
15. (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.
B. Administrative Structure
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) Management and communication at all levels must be improved.
4. (1986 Schutte) Supervisors and departments need to take the time for one-on-one and
small group discussions of issues and concerns.
5. (1986 Schutte) Appoint administrators and staff members to faculty committees where
their expertise and knowledge can serve as resources to the Committee.
6. (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.
7. (1986 Schutte) A more effective governance structure to facilitate planning, decision
making, and problem solving.
8. (1986 Schutte) Strengthening of leadership of Department Heads.
9. (1986 Schutte) Increase in faculty salaries and reduction of teaching loads.
10. (1986 Schutte) Improved communication among all organizational units and among all
levels of the faculty, administration, and student body.
Sorted Recommendations.doc Page 8 of 61 1/20/10
11. (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.
12. (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.
13. (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.
14. (1986 Schutte) Academic Affairs should have priority influence within the senior
administration at RISD.
15. (1986 Schutte) As appropriate, and functional, consolidate departments and divisions
and increase decentralized decision making at the departmental level.
16. (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.
17. (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.
18. (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.
19. (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.
20. (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.
21. (1986 Schutte) Publish and distribute a bulletin describing the institution's decision-
making principles, channels, and procedures.
Sorted Recommendations.doc Page 9 of 61 1/20/10
22. (1986 Schutte) Establish a policy for selection, tenure, and rewards for department
chairs.
23. (2006 Faculty) Administrative Leadership grown too much breeding resentment, reliance
on consultants
24. (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.
25. (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.
26. (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.
27. (2008 Coogan) Establish an administrative structure that supports the goals of the
graduate programs.
28. (2008 Coogan) Develop the academic infrastructure.
29. (2008 Coogan) Strengthen and develop collaboration between academic and student
support areas.
30. (2008 Coogan) Review and refine academic policies, procedures and decision-making
structures to support the academic and student programs.
31. (2008 Coogan) Reflect the enrollment of non-majors as part of department’s budget
allocation processes.
32. (2008 Coogan) Develop a comprehensive and more transparent approach to campus
planning.
PLANNING, EVALUATION AND PROJECTIONS How the future is considered.
1. (1986 Schutte) A more effective governance structure to facilitate planning, decision
making, and problem solving.
2. (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,
Sorted Recommendations.doc Page 10 of 61 1/20/10
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.
3. (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.
4. (1986 Schutte) Include widespread faculty and staff participation in the establishment of
a plan that identifies fund-raising priorities.
5. (1997 Mandle) To implement the Campus Master plan, linking priorities and
recommendations to financial and campaign plans
6. (1997 Mandle) To complete an institutional long range financial plan
7. (2006 NEASC/NASAD) RISD needs to ensure the Academic and Museum Plans are
updated as part of the Strategic Planning Process.
8. (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.
9. (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.
10. (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.
11. (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.
12. (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.
Sorted Recommendations.doc Page 11 of 61 1/20/10
13. (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.
14. (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.
15. (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.
16. (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.
17. (2008 Coogan) Create 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.
18. (2008 Coogan) Develop enrollment plans and recruitment strategies.
19. (2008 Coogan) Improve Admissions marketing and recruiting as recommended by the
Maguire Report and develop a plan to review graduate recruitment practices.
20. (2008 Coogan) Develop a plan to support additional students in the Brown/RISD Joint
Program with a Dual Degree.
21. (2008 Coogan) Develop a comprehensive and more transparent approach to campus
planning.
22. (2009 Newhall) Rethink process of setting enrollment goals, with an Enrollment Task
Force
23. (2009 Newhall) Design a comprehensive recruitment plan driven by enrollment goals
24. (2009 Newhall) Implement detailed recruitment plans for target student groups
Sorted Recommendations.doc Page 12 of 61 1/20/10
PROGRAMS, DEGREES, AND CURRICULA
1. (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.
2. (1986 Schutte) Academic scheduling and advising need serious attention.
3. (1986 Schutte) Revision of the curriculum to strengthen general and liberal educational
components.
4. (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.
5. (1986 Schutte) Increase in faculty salaries and reduction of teaching loads.
6. (1986 Schutte) Each department and division reviews its requirements for majors with
the goal of reducing required courses.
7. (1986 Schutte) Every department should have at least one required course dealing with
basic theoretical and value issues related to the field of specialization.
8. (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.
9. (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.
10. (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.
11. (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.
12. (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.
Sorted Recommendations.doc Page 13 of 61 1/20/10
Meetings of faculty from different departments with common areas of concern and study
should be encouraged.
13. (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.
14. (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.
15. (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.
16. (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.
17. (1986 Schutte) The full-time degree program faculty teaching load be lightened as soon
as possible.
18. (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.
19. (1986 Schutte) Financial and organizational planning in Computer and other new
technologies for the academic programs, including Continuing Education certificate
programs and individual courses.
20. (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.
21. (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.
22. (1986 Schutte) Refine and improve course registration procedures, to include
preregistration procedures that would facilitate curriculum planning, and facilities use.
23. (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.
Sorted Recommendations.doc Page 14 of 61 1/20/10
24. (1997 Mandle) To support and develop quality educational programs in the College and
Museum of Art
25. (1997 Mandle) To accelerate RISD's technological campus capacity for teaching and
learning
26. (1997 Mandle) Accelerate Museum of Art & College program collaborations
27. (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.
28. (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.
29. (1997 Mandle) Program and Exhibition Development: academics $1M endowment /
museum $1M endowment
30. (1997 Mandle) Multicultural Programming: $1-2M endowment
31. (2000 Deal) Foster greater collaboration across departments and disciplines
32. (2000 Deal) Improve student access to non-major studio elective and liberal arts courses
33. (2000 Deal) Studio Curriculum [Encourage crossovers]
34. (2000 Deal) Liberal Arts Curriculum [Math and science offerings]
35. (2000 Deal) Wintersession [Enrich and revitalize]
36. (2000 Deal) Changing Technologies [Laptop program]
37. (2000 Deal) International Study [Promote and leverage]
38. (2000 Deal) Community Outreach [Internship and service learning]
39. (2006 Faculty) Academic Advocacy, academic integrity, RISD competitiveness at risk
40. (2006 Faculty) Financial Leadership should prioritize academics, lack of transparency,
contract negotiations
41. (2006 Faculty) Institutional Advancement should prioritize academics
42. (2006 Faculty) Strengthen College and Museum Relationship
43. (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
Sorted Recommendations.doc Page 15 of 61 1/20/10
facilities nor does it take advantage of the benefits derived from a variety of disciplines
working together.
44. (2006 NEASC/NASAD) The College should work to better coordinate programs offered
under Continuing Education with relevant areas of the degree programs.
45. (2006 NEASC/NASAD) RISD needs to ensure the Academic and Museum Plans are
updated as part of the Strategic Planning Process.
46. (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.
47. 46 (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.
48. (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.
49. (2006 NEASC/NASAD) Interdisciplinary Courses need greater funding support and are
vulnerable because resources are assigned to departments.
50. (2006 NEASC/NASAD) Sponsored Studios as Interdisciplinary Foci
51. (2006 NEASC/NASAD) Museum Collaborations
52. 51 (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."
53. (2006 NEASC/NASAD) The requirement of coursework in mathematics, science, and
ethics should continue to be actively discussed.
54. (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.
55. (2006 NEASC/NASAD) Isolation felt by students and faculty, desire for multi-
disciplinary work, through sharing technology, facilities.
56. (2007 Alswang) Collaborate with RISD and Brown faculty to strengthen academic
offerings and create new opportunities to learn from Museum collections and exhibitions
Sorted Recommendations.doc Page 16 of 61 1/20/10
57. (2008 Coogan) Strengthen and advance RISD’s undergraduate and graduate and CE
academic programs.
58. (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.
59. (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.
60. (2008 Coogan) Further develop digital media art and design practices into the Foundation
year so as to incorporate their creative and technological possibilities.
61. (2008 Coogan) Encourage collaborative discussion between Foundation Studies and
Liberal Arts faculty to enhance and integrate the first-year students educational
experience.
62. (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.
63. (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.
64. (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.
65. (2008 Coogan) Create greater curricular flexibility and allow more opportunity for
students to shape a unique program of study.
66. (2008 Coogan) Review and revise Wintersession.
67. (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).
68. (2008 Coogan) Increase the maximum number of students permitted in the Collaborative
Study Option.
69. (2008 Coogan) Develop guidelines for and examples of undergraduate double majors.
Sorted Recommendations.doc Page 17 of 61 1/20/10
70. (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.
71. (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.
72. (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.)
73. (2008 Coogan) Support curricular and teaching innovation.
74. (2008 Coogan) Stimulate program innovation by supporting faculty and staff who evolve
the teaching and learning environment.
75. (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).
76. (2008 Coogan) Expand student and class interaction with the Nature Lab and the Library.
77. (2008 Coogan) Expand and strengthen the graduate programs.
78. (2008 Coogan) Distinguish and clarify the unique educational goals of the graduate
programs.
79. (2008 Coogan) Further develop the graduate curriculum to support interdisciplinary,
collaborative and team-based graduate work and research.
80. (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.
81. (2008 Coogan) Enhance the use of technologies.
Sorted Recommendations.doc Page 18 of 61 1/20/10
82. (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.
83. (2008 Coogan) Explore the creation of campus-wide centers for 2-D and 3-D emerging
technologies with appropriate equipment, space and technical support.
84. (2008 Coogan) Evaluate the implementation of a laptop requirement for all RISD
students.
85. (2008 Coogan) Develop industry partnerships that give our students and faculty access to
cutting edge technologies.
86. (2008 Coogan) Expand the educational opportunities and partnership with The RISD
Museum.
87. (2008 Coogan) Launch the Brown/RISD Joint Program with dual degrees for
undergraduates.
88. (2008 Coogan) Explore Brown/RISD research partnerships.
89. (2008 Coogan) Explore a graduate Brown/RISD Dual Degree Program with options such
as a Brown/RISD MA in Design and Entrepreneurship.
90. (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.
91. (2008 Coogan) Re-examine aligning the RISD and Brown calendars.
92. (2008 Coogan) Design a process for facilitating collaborative research based on flexible
credits, schedule, space, and equipment.
93. (2008 Coogan) Develop Library collections, visual resources, electronic databases and
programs to support the academic plan and research interests of students and faculty.
94. (2008 Coogan) Explore the potential of a PhD in Art and Design that utilizes the Liberal
Arts strengths of the College.
95. (2008 Coogan) Strengthen and develop public engagement through both curricular and
extra-curricular activities.
96. (2008 Coogan) Create a concentration in public engagement that draws on the interest
and expertise of our academic departments.
97. (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.
Sorted Recommendations.doc Page 19 of 61 1/20/10
98. (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.
99. (2008 Coogan) Strengthen and develop international engagement and educational
experiences.
100. (2008 Coogan) Create internationally focused curricular opportunities and
research projects with strategic partners and programs.
101. (2008 Coogan) Monitor and adjust the new format for the European Honors
Program.
102. (2008 Coogan) Develop an international visiting artists/designers/scholars
residency program.
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) Increase support for OMA programming and for academic
courses that represent diverse perspectives.
105. (2008 Coogan) Develop the resources necessary to support the goals of the
academic programs.
106. (2008 Coogan) Develop a plan to support additional students in the Brown/RISD
Joint Program with a Dual Degree.
107. (2008 Coogan) Develop the academic infrastructure.
108. (2008 Coogan) Strengthen and develop collaboration between academic and
student support areas.
109. (2008 Coogan) Review and refine academic policies, procedures and decision-
making structures to support the academic and student programs.
110. (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.
111. (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.
Sorted Recommendations.doc Page 20 of 61 1/20/10
NON-DEGREE GRANTING PROGRAMS FOR THE COMMUNITY: Continuing Education
1. (1986 Schutte) The role and direction of continuing education and graduate programs
must be clarified.
2. (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.
3. (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.
4. (1986 Schutte) The student life and student services arrangements for Continuing
Education students should receive special study.
5. (1986 Schutte) Financial and organizational planning in Computer and other new
technologies for the academic programs, including Continuing Education certificate
programs and individual courses.
6. (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.
7. (1986 Schutte) An expanded program of specially designed courses and workshops be
developed and marketed to corporations and to other institutions.
8. (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.
9. (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.
10. (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.
11. (1986 Schutte) Develop a Conference Service plan with the Division of Continuing
Education.
Sorted Recommendations.doc Page 21 of 61 1/20/10
12. (2000 Deal) Continuing Education [Schedule space more efficiently with Deans]
13. (2006 NEASC/NASAD) The College should work to better coordinate programs offered
under Continuing Education with relevant areas of the degree programs.
14. (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
15. (2008 Coogan) Strengthen and advance RISD’s undergraduate and graduate and CE
academic programs.
16. (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).
17. (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).
18. (2008 Coogan) Build the professional practice and entrepreneurial education components
of the Career Services Office, CDB and CE to better serve students and alumni.
19. (2008 Coogan) Build the income stream from growth of Continuing Education.
FACULTY AND STAFF A. Faculty related concerns
1. (1986 Schutte) Faculty support should be increased, and the full-time faculty teaching
load reduced.
2. (1986 Schutte) Supervisors and departments need to take the time for one-on-one and
small group discussions of issues and concerns.
3. (1986 Schutte) Appoint administrators and staff members to faculty committees where
their expertise and knowledge can serve as resources to the Committee.
4. (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.
5. (1986 Schutte) Promotion of greater ethnic, racial and minority diversity among faculty
and students.
6. (1986 Schutte) Increase in faculty salaries and reduction of teaching loads.
Sorted Recommendations.doc Page 22 of 61 1/20/10
7. (1986 Schutte) Improved communication among all organizational units and among all
levels of the faculty, administration, and student body.
8. (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.
9. (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.
10. (1986 Schutte) Management training and consultation should be made available to
Chairs, Department Heads, and Program Heads.
11. (1986 Schutte) The extent and quality of faculty supervision and evaluation should be
improved to encourage continued growth and excellence in teaching.
12. (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.
13. (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.
14. (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.
15. (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.
16. (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.
17. (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.
18. (1986 Schutte) Faculty should be encouraged to collaborate with the Development
Office in the identification of fund-raising opportunities.
Sorted Recommendations.doc Page 23 of 61 1/20/10
19. (1986 Schutte) The full-time degree program faculty teaching load be lightened as soon
as possible.
20. (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.
21. (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.
22. (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.
23. (1986 Schutte) RISD should continue its concerted efforts to recruit well qualified faculty
members, including minority and female members.
24. 23 (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.
25. (1986 Schutte) To review, and if necessary, revise job descriptions for every RISD
employee.
26. (1986 Schutte) To review the salary and wage administration system, to ensure that it is
internally equitable and externally competitive.
27. (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.
28. (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.
29. (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.
30. (1986 Schutte) Revise faculty and course evaluation forms and related procedures.
31. (1986 Schutte) Establish a policy for selection, tenure, and rewards for department chairs.
Sorted Recommendations.doc Page 24 of 61 1/20/10
32. (1986 Schutte) Increase faculty and staff involvement in plans for institutional financial
development.
33. (1986 Schutte) Include widespread faculty and staff participation in the establishment of
a plan that identifies fund-raising priorities.
34. (1997 Mandle) To support and recruit quality staff, students, faculty, curators, and
trustees
35. (1997 Mandle) Endowed Academic and Museum Chairs: School $6M endowment,
Museum $3M endowment
36. (1997 Mandle) Multicultural Programming: $1-2M endowment
37. 36 (2000 Deal) Attract and retain the best faculty
38. (2000 Deal) Increase the diversity of students and faculty
39. (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.
40. (2000 Deal) Faculty, Creativity and Scholarship Support, Professional development
grants
41. (2000 Deal) Faculty, Full-time vs. Part-time faculty, Increase FT faculty and endowed
professorships to fund
42. (2000 Deal) Faculty diversity
43. (2000 Deal) Foundation studios [Improved studios + fac offices]
44. (2000 Deal) Liberal Arts [Large liberal arts lecture hall + fac offices]
45. (2000 Deal) Fine arts [ISB, Metcalf, Painting upgrades + fac offices]
46. (2000 Deal) Architecture + Design [Furniture Dept space, BEB, more space + fac offices]
47. (2006 Faculty) Financial Leadership should prioritize academics, lack of transparency,
contract negotiations
48. (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.
49. (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.
Sorted Recommendations.doc Page 25 of 61 1/20/10
50. (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.
51. (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.
52. (2007 Alswang) Increase opportunities for interaction with students and faculty through
technology, special presentations, and compatible Museum hours
53. (2008 Coogan) Support curricular and teaching innovation.
54. (2008 Coogan) Stimulate program innovation by supporting faculty and staff who evolve
the teaching and learning environment.
55. (2008 Coogan) Hire replacement and new faculty with skills that support innovation and
the Academic Plan.
56. (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.)
57. (2008 Coogan) Evaluate the potential of creating platforms and server support systems
for students and faculty to create social-networking sites and e-portfolios.
58. (2008 Coogan) Develop faculty fellow positions for major collection areas of the
Museum (for example: decorative arts; contemporary painting and sculpture; and Asian
art).
59. (2008 Coogan) Develop and strengthen research opportunities and research-based
education for undergraduate and graduate programs and for faculty.
60. (2008 Coogan) Identify research themes that grow out of faculty and student interest and
provide support for development in those areas.
61. (2008 Coogan) Develop and strengthen faculty research at RISD.
62. (2008 Coogan) Build a RISD publications and Web presence to publicize faculty research
work.
63. (2008 Coogan) Increase the Professional Development Fund and utilize the RISD
Research Foundation more effectively.
Sorted Recommendations.doc Page 26 of 61 1/20/10
64. (2008 Coogan) Advance faculty research in collaboration with universities, corporate,
government and non-profit agencies.
65. (2008 Coogan) Develop more RISD-hosted conferences to highlight faculty and
academic research.
66. (2008 Coogan) Continually review and develop faculty and student exchange programs
with international colleges and universities.
67. (2008 Coogan) Build a healthy, diverse and highly functioning environment for students,
faculty and staff.
68. (2008 Coogan) Provide staff and faculty who serve students with tools, training and
performance metrics.
69. (2008 Coogan) Support the development of community for all students, faculty and staff.
70. (2008 Coogan) Create more student, faculty and staff shared activities and experiences,
including lectures, performances, exhibits and entertainment programming.
71. (2008 Coogan) Strengthen our minority student, faculty and staff orientation and
retention program.
72. (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.
73. (2008 Coogan) Increase faculty of color by 2013 by replacing retiring faculty or creating
new faculty lines.
74. (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.
75. (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.
76. (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.
77. (2009 Newhall) Create recruitment plans with faculty for individual departments
Sorted Recommendations.doc Page 27 of 61 1/20/10
B. Staff related concerns
1. (1986 Schutte) Faculty support should be increased, and the full-time faculty teaching
load reduced.
2. (1986 Schutte) More support staff are needed, especially in academic departments, and
skill development and learning opportunities should be offered to all staff.
3. (1986 Schutte) Supervisors and departments need to take the time for one-on-one and
small group discussions of issues and concerns.
4. (1986 Schutte) Appoint administrators and staff members to faculty committees where
their expertise and knowledge can serve as resources to the Committee.
5. (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.
6. (1986 Schutte) Improved communication among all organizational units and among all
levels of the faculty, administration, and student body.
7. (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.
8. (1986 Schutte) To review, and if necessary, revise job descriptions for every RISD
employee.
9. (1986 Schutte) To review the salary and wage administration system, to ensure that it is
internally equitable and externally competitive.
10. (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.
11. (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.
12. (1986 Schutte) Increase faculty and staff involvement in plans for institutional financial
development.
13. (1986 Schutte) Include widespread faculty and staff participation in the establishment of
a plan that identifies fund-raising priorities.
14. (1997 Mandle) To support and recruit quality staff, students, faculty, curators, and
trustees
15. (1997 Mandle) New Technologies: $5 to 10M cost, $200 to $300K additional yearly
operating: Technology requirements of the academic and Museum program must be
Sorted Recommendations.doc Page 28 of 61 1/20/10
augmented by considerations of administrative necessities. Service and staff support is
critical and currently underfunded.
16. (1997 Mandle) Multicultural Programming: $1-2M endowment
17. (2006 Faculty) Administrative Leadership grown too much breeding resentment, reliance
on consultants
18. (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.
19. (2006 NEASC/NASAD) RISD appears to be understaffed; there seems to be a relatively
high ratio of students to staff.
20. (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.
21. (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.
22. (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).
23. (2008 Coogan) Stimulate program innovation by supporting faculty and staff who evolve
the teaching and learning environment.
24. (2008 Coogan) Build a healthy, diverse and highly functioning environment for students,
faculty and staff.
25. (2008 Coogan) Review and recommend appropriate staffing levels for student services to
meet current and future needs.
26. (2008 Coogan) Support the development of community for all students, faculty and staff.
27. (2008 Coogan) Create more student, faculty and staff shared activities and experiences,
including lectures, performances, exhibits and entertainment programming.
28. (2008 Coogan) Strengthen our minority student, faculty and staff orientation and
retention program.
29. (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.
Sorted Recommendations.doc Page 29 of 61 1/20/10
30. (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.
31. (2008 Coogan) Develop staffing.
32. (2008 Coogan) Review support area staffing to determine if we are meeting current needs
and add new staff, subject to need and financial feasibility.
33. (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.
34. (2009 Newhall) Hire two additional staff in Admissions (one hired)
STUDENT AFFAIRS AND CO-CURRICULAR
1. (1986 Schutte) Space for classrooms and studios, the library, the museum and housing
for students must all be increased.
2. (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.
3. (1986 Schutte) Promotion of greater ethnic, racial and minority diversity among faculty
and students.
4. (1986 Schutte) Improved communication among all organizational units and among all
levels of the faculty, administration, and student body.
5. (1986 Schutte) Increases in student aid levels for graduate and undergraduate students.
6. (1986 Schutte) Improvement of the quality of social life for students.
7. (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.
8. (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.
9. (1986 Schutte) Increased financial aid be made available to graduate and undergraduate
students, including low income and minority students.
10. (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.
Sorted Recommendations.doc Page 30 of 61 1/20/10
11. 10 (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.
12. (1986 Schutte) The student life and student services arrangements for Continuing
Education students should receive special study.
13. (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.
14. (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.
15. (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.
16. (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.
17. 16 (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.
18. (1997 Mandle) To support and recruit quality staff, students, faculty, curators, and
trustees
19. (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.
20. (1997 Mandle) Endowed Scholarships: $6M endowment
21. (1997 Mandle) Student Housing: $10M endowment
22. (2000 Deal) Attract and retain outstanding students;
23. (2000 Deal) Increase the diversity of students and faculty
24. (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.
Sorted Recommendations.doc Page 31 of 61 1/20/10
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.
25. (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.
26. (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.
27. (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.
28. (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.
29. (2000 Deal) Students, Diversity in Admissions
30. (2000 Deal) Students, Financial Aid
31. (2000 Deal) Grad Studies [Graduate center + more space]
32. (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.
33. (2006 NEASC/NASAD) There appears to be a need for a communal, non-curricular
student gathering space.
34. (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.
35. (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.
Sorted Recommendations.doc Page 32 of 61 1/20/10
36. (2006 NEASC/NASAD) There appears to be limited racial and economic diversity within
the student body.
37. (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.
38. (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.
39. (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.
40. 39 (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.
41. 40 (2006 NEASC/NASAD) Isolation felt by students and faculty, desire for multi-
disciplinary work, through sharing technology, facilities.
42. (2007 Alswang) Increase opportunities for interaction with students and faculty through
technology, special presentations, and compatible Museum hours
43. (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.
44. (2008 Coogan) Evaluate the potential of creating platforms and server support systems
for students and faculty to create social-networking sites and e-portfolios.
45. (2008 Coogan) Develop industry partnerships that give our students and faculty access to
cutting edge technologies.
46. (2008 Coogan) Develop and strengthen research-based undergraduate and graduate
education.
47. (2008 Coogan) Identify research themes that grow out of faculty and student interest and
provide support for development in those areas.
48. (2008 Coogan) Further integrate the RISD educational experience within the social,
business, and cultural context for undergraduate and graduate students.
49. (2008 Coogan) Strengthen and develop public engagement through both curricular and
extra-curricular activities.
Sorted Recommendations.doc Page 33 of 61 1/20/10
50. (2008 Coogan) Create a concentration in public engagement that draws on the interest
and expertise of our academic departments.
51. (2008 Coogan) Develop internships, courses and programs in collaboration with
corporate, government and non-profit partners together with the Office of Public
Engagement.
52. (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.
53. (2008 Coogan) Strengthen and develop professional exposure and internship
opportunities.
54. (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.
55. (2008 Coogan) Work with Career Services to strengthen and grow our internship
opportunities and oversight.
56. (2008 Coogan) Develop internships, courses and programs in collaboration with
corporate, government and non-profit partners together with the Center for Design and
Business.
57. (2008 Coogan) Build the professional practice and entrepreneurial education components
of the Career Services Office, CDB and CE to better serve students and alumni.
58. (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.
59. 58 (2008 Coogan) Continually review and develop faculty and student exchange
programs with international colleges and universities.
60. (2008 Coogan) Build a healthy, diverse and highly functioning environment for students,
faculty and staff.
61. (2008 Coogan) Support and improve student services and resources.
62. (2008 Coogan) Develop an annual survey instrument to assess graduating students
opinions of academic and student programs.
63. (2008 Coogan) Link the initiatives and funds of OSL, OIP and OMA to maximize
support services for all students.
64. (2008 Coogan) Increase attention to graduate students in the programming and support
areas of Student Affairs.
Sorted Recommendations.doc Page 34 of 61 1/20/10
65. (2008 Coogan) Continue to develop Student Alliance/s and leadership opportunities for
students both on campus and off.
66. (2008 Coogan) Review and recommend appropriate staffing levels for student services to
meet current and future needs.
67. (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.
68. (2008 Coogan) Provide staff and faculty who serve students with tools, training and
performance metrics.
69. (2008 Coogan) Improve integration and communications between the Public Safety
Office and students.
70. (2008 Coogan) Support the development of community for all students, faculty and staff.
71. (2008 Coogan) Create more student, faculty and staff shared activities and experiences,
including lectures, performances, exhibits and entertainment programming.
72. (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.
73. (2008 Coogan) Strengthen our minority student, faculty and staff orientation and
retention program.
74. (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.
75. (2008 Coogan) Increase fundraising and tuition support to increase financial aid from a
16 to 20 percent discount rate toward diversifying the student body.
76. (2008 Coogan) Increase the percentage of African-American and Latino-American
students by 50 percent by 2013.
77. 76 (2008 Coogan) Increase support for OMA programming and for academic courses that
represent diverse perspectives.
78. (2008 Coogan) Explore how non-traditional older students can be integrated into RISD’s
education programs.
79. (2008 Coogan) Strengthen and develop collaboration between academic and student
support areas.
Sorted Recommendations.doc Page 35 of 61 1/20/10
80. (2008 Coogan) Review and refine academic policies, procedures and decision-making
structures to support the academic and student programs.
81. (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.
82. (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.
RECRUITMENT, ADMISSION-RETENTION, RECORD-KEEPING, AND ADVISEMENT
A. Recruitment
1. (1997 Mandle) Endowed Scholarships: $6M endowment
2. (2000 Deal) Attract and retain outstanding students;
3. (2000 Deal) STUDENTS, Application Numbers
4. (2000 Deal) Students, Diversity in Admissions
5. (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.
6. (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.
7. (2008 Coogan) Launch the Brown/RISD Joint Program with dual degrees for
undergraduates.
8. (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.
9. (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
Sorted Recommendations.doc Page 36 of 61 1/20/10
schools and develops links with high schools enrolling students under-represented in art
and design fields.
10. (2008 Coogan) Increase fundraising and tuition support to increase financial aid from a
16 to 20 percent discount rate toward diversifying the student body.
11. (2008 Coogan) Increase the percentage of African-American and Latino-American
students by 50 percent by 2013.
12. (2008 Coogan) Develop enrollment plans and recruitment strategies.
13. (2008 Coogan) Improve Admissions marketing and recruiting as recommended by the
Maguire Report and develop a plan to review graduate recruitment practices.
14. (2009 Newhall) Increase communication stream with potential applicants
15. (2009 Newhall) Offer more opportunities, and encourage more students to visit campus
16. (2009 Newhall) Design a comprehensive recruitment plan driven by enrollment goals
17. (2009 Newhall) Implement detailed recruitment plans for target student groups
18. (2009 Newhall) Analyze applicant review process
19. (2009 Newhall) Improve communication stream to admitted applicants
20. (2009 Newhall) Pay more attention to parents in recruitment efforts
21. (2009 Newhall) Create recruitment plans with faculty for individual departments
B. Admission or retention
1. (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.
2. (2000 Deal) Attract and retain outstanding students;
3. (2000 Deal) STUDENTS, Application Numbers
4. (2000 Deal) Students, Diversity in Admissions
5. (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.
6. (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.
Sorted Recommendations.doc Page 37 of 61 1/20/10
7. (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
8. (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.
9. (2008 Coogan) Improve Admissions marketing and recruiting as recommended by the
Maguire Report and develop a plan to review graduate recruitment practices.
10. (2009 Newhall) Closer relationship between Admissions and Media + Partners
11. (2009 Newhall) Hire two additional staff in Admissions (one hired)
12. (2009 Newhall) Invest in improvement in RISD's website
13. (2009 Newhall) Step up commitment to financial aid
14. (2009 Newhall) Increase communication stream with potential applicants
15. (2009 Newhall) Offer more opportunities, and encourage more students to visit campus
16. (2009 Newhall) Monitor competitor’s recruitment materials
17. (2009 Newhall) Redesign catalogs more frequently
18. (2009 Newhall) Incorporate electronic communications
19. (2009 Newhall) Monitor online information resources
20. (2009 Newhall) Continue to improve RISD's website
21. (2009 Newhall) Upgrade online application
22. (2009 Newhall) Rethink process of setting enrollment goals, with an Enrollment Task
Force
23. (2009 Newhall) Design a comprehensive recruitment plan driven by enrollment goals
24. (2009 Newhall) Implement detailed recruitment plans for target student groups
25. (2009 Newhall) Analyze applicant review process
26. (2009 Newhall) Develop a set of core messages for all constituents to use
27. (2009 Newhall) Enhance student opportunities with Brown University
28. (2009 Newhall) Improve communication stream to admitted applicants
29. (2009 Newhall) Pay more attention to parents in recruitment efforts
30. (2009 Newhall) Cultivate art teachers
31. (2009 Newhall) Improve mailing response time for catalog requests
32. (2009 Newhall) Use direct mail to increase target groups of applicants
33. (2009 Newhall) Personalize all communications
Sorted Recommendations.doc Page 38 of 61 1/20/10
34. (2009 Newhall) Create recruitment plans with faculty for individual departments
35. (2009 Newhall) Discuss long-term issues of graduate financial assistance
36. (2009 Newhall) Survey employers and artists/designers about RISD graduates
37. (2009 Newhall) Evaluate value of portfolio day participation
38. (2009 Newhall) Find new accommodations for Admissions Office
39. (2009 Newhall) Develop a strong alumni admissions program
C. Registrar and record keeping
1. (1986 Schutte) Course registration procedures should be improved and should include
preregistration opportunities, including easier cross-registration with Brown University.
2. (1986 Schutte) Refine and improve course registration procedures, to include
preregistration procedures that would facilitate curriculum planning, and facilities use.
3. (1986 Schutte) Revise faculty and course evaluation forms and related procedures.
D. Advising
1. (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.
2. (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.
3. (1986 Schutte) A task force on student advising be established to examine current
practice and recommend improvements.
4. (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.
5. (1986 Schutte) Design and implement an improved program of academic advisement for
students.
6. (2000 Deal) Improve, refine advising process
Sorted Recommendations.doc Page 39 of 61 1/20/10
7. (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.
8. (2008 Coogan) Increase the utility of Web Advisor and Datatel with appropriate
programming support and training.
9. (2008 Coogan) Provide staff and faculty who serve students with tools, training and
performance metrics.
PUBLISHED MATERIALS AND WEBSITES
1. (1986 Schutte) Consider the use of visual means of communicating, which are
appropriate and effective in a school of art and design.
2. (1986 Schutte) Identify and publicize examples of communication that make a difference.
3. (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.
4. (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.
5. (1986 Schutte) To complete and distribute personnel manuals for all staff, to ensure that
policies are clear and accessible to all employees.
6. (1986 Schutte) Publish and distribute a bulletin describing the institution's decision-
making principles, channels, and procedures.
7. (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.
8. (2007 Alswang) Upgrade technology to support dissemination of messages
9. (2007 Alswang) Promote research and publications
10. (2008 Coogan) Create print and Web publications and podcasts on student research
projects.
11. (2008 Coogan) Build a RISD publications and Web presence to publicize faculty research
work.
Sorted Recommendations.doc Page 40 of 61 1/20/10
12. (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.
13. (2008 Coogan) Increase the accessibility, connectivity and reliability of information
systems, including upgrading Web services.
14. (2008 Coogan) Improve the utility and interactivity of the Intranet and campus Web
services.
15. (2008 Coogan) Improve Admissions marketing and recruiting as recommended by the
Maguire Report and develop a plan to review graduate recruitment practices.
16. (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.
17. (2009 Newhall) Invest in improvement in RISD's website
18. (2009 Newhall) Monitor competitor’s recruitment materials
19. (2009 Newhall) Redesign catalogs more frequently
20. (2009 Newhall) Incorporate electronic communications
21. (2009 Newhall) Monitor online information resources
22. (2009 Newhall) Continue to improve RISD's website
23. (2009 Newhall) Upgrade online application
24. (2009 Newhall) Improve mailing response time for catalog requests
25. (2009 Newhall) Use direct mail to increase target groups of applicants
26. (2009 Newhall) Personalize all communications
FACILITIES, EQUIPMENT, AND SAFETY A. Facilities related (physical)
1. (1986 Schutte) Space for classrooms and studios, the library, the museum and housing for
students must all be increased.
2. (1986 Schutte) The program to maintain facilities must continue, with increased
resources.
3. (1986 Schutte) Expansion and improvement of the quality of studio and classroom space.
Sorted Recommendations.doc Page 41 of 61 1/20/10
4. (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.
5. (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.
6. (1986 Schutte) Safety from physical or environmental hazards should be the first order of
investment priority.
7. (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.
8. (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.
9. (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.
10. (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.
11. (1986 Schutte) Compact shelving be installed to increase space for new acquisitions and
for study areas.
12. (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.
13. (1986 Schutte) Refine and improve course registration procedures, to include
preregistration procedures that would facilitate curriculum planning, and facilities use.
Sorted Recommendations.doc Page 42 of 61 1/20/10
14. (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.
15. (1997 Mandle) To implement the Campus Master plan, linking priorities and
recommendations to financial and campaign plans
16. (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.
17. (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.
18. (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.
19. (1997 Mandle) Renovation and Reinterpretation of Museum Collection Galleries: $7M
renovations and $5M operating endowment
20. (1997 Mandle) Student Housing: $10M endowment
21. (2000 Deal) Address space needs through construction and/or renovation of existing
facilities
22. (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.
23. (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.
Sorted Recommendations.doc Page 43 of 61 1/20/10
24. (2000 Deal) Foundation studios [Improved studios + fac offices]
25. (2000 Deal) Liberal Arts [Large liberal arts lecture hall + fac offices]
26. (2000 Deal) Fine arts [ISB, Metcalf, Painting upgrades + fac offices]
27. (2000 Deal) Architecture + Design [Furniture Dept space, BEB, more space + fac offices]
28. (2000 Deal) Grad Studies [Graduate center + more space]
29. (2000 Deal) Continuing Education [Schedule space more efficiently with Deans]
30. (2000 Deal) Library [New facility]
31. (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.
32. (2006 NEASC/NASAD) There appears to be a need for a communal, non-curricular
student gathering space.
33. (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.
34. (2006 NEASC/NASAD) Life safety and ventilation needs must continue to be a high
priority.
35. (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.
36. (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.
37. (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.
38. (2006 NEASC/NASAD) Museum Collaborations
39. (2006 NEASC/NASAD) Isolation felt by students and faculty, desire for multi-
disciplinary work, through sharing technology, facilities.
40. (2007 Alswang) Renovate Radeke Building
41. (2007 Alswang) Reorganize storage and identify funding for long-term and off-site
storage
Sorted Recommendations.doc Page 44 of 61 1/20/10
42. (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).
43. (2008 Coogan) Design a process for facilitating collaborative research based on flexible
credits, schedule, space, and equipment.
44. (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.
45. (2008 Coogan) Develop more outdoor and indoor informal gathering spaces to promote
relaxation and communication.
46. (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.
47. (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.
48. (2008 Coogan) Develop a comprehensive and more transparent approach to campus
planning.
49. (2008 Coogan) Develop facilities and equipment.
50. (2008 Coogan) Complete and evaluate a study of space use and condition to
appropriately maximize the use of our current facilities.
51. (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.
52. (2008 Coogan) Continually upgrade the environmental systems to support a safe and
healthy learning environment for our students.
53. (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
Sorted Recommendations.doc Page 45 of 61 1/20/10
activities; and create a Center for Environmental Research as an outgrowth of the Nature
Lab.
54. (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.
55. (2009 Newhall) Find new accommodations for Admissions Office
B. Information technology related
1. (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.
2. (1986 Schutte) An adequate investment be made in personnel and technology to increase
the capacity for fund-raising at RISD.
3. (1986 Schutte) A priority area should include academic information support services.
Academic computer services and library resources should be upgraded and expanded.
4. (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.
5. (1986 Schutte) Financial and organizational planning in Computer and other new
technologies for the academic programs, including Continuing Education certificate
programs and individual courses.
6. (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.
7. (1986 Schutte) Financial and organizational planning in Computer, videodisk or similar
technologies for collection management and improved services in the Museum.
8. (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.
9. (1997 Mandle) To accelerate RISD's technological campus capacity for teaching and
learning
Sorted Recommendations.doc Page 46 of 61 1/20/10
10. (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.
11. (2000 Deal) Improve access and training in computer and digital technologies.
12. (2000 Deal) Changing Technologies [Laptop program]
13. (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.
14. (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 off the 4lh
dimension into Foundation Studies.
15. (2006 NEASC/NASAD) Isolation felt by students and faculty, desire for multi-
disciplinary work, through sharing technology, facilities.
16. (2007 Alswang) Increase opportunities for interaction with students and faculty through
technology, special presentations, and compatible Museum hours
17. (2007 Alswang) Upgrade technology to support dissemination of messages
18. (2008 Coogan) Enhance the use of technologies.
19. (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.
20. (2008 Coogan) Continuously develop, evaluate and if necessary restructure the IT
environment to support academic, research, communication and information needs.
21. (2008 Coogan) Explore the creation of campus-wide centers for 2-D and 3-D emerging
technologies with appropriate equipment, space and technical support.
22. (2008 Coogan) Collaborate with Communications to develop RISD’s Web site to allow
for customized departmental and faculty Web sites.
23. (2008 Coogan) Evaluate the implementation of a laptop requirement for all RISD
students.
24. (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.
25. (2008 Coogan) Evaluate the potential of creating platforms and server support systems
for students and faculty to create social-networking sites and e-portfolios.
Sorted Recommendations.doc Page 47 of 61 1/20/10
26. (2008 Coogan) Increase the utility of Web Advisor and Datatel with appropriate
programming support and training.
27. (2008 Coogan) Develop industry partnerships that give our students and faculty access to
cutting edge technologies.
28. (2008 Coogan) Explore open-source software environments and options.
29. (2008 Coogan) Create centers for 2-D and 3-D emerging technologies for college-wide
access to new digital imaging and fabrication processes.
30. (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.
C. Equipment related
1. (1986 Schutte) New and better equipment is needed to keep pace with technological
advances.
2. (1986 Schutte) Space for classrooms and studios, the library, the museum and housing for
students must all be increased.
3. (1986 Schutte) Safety from physical or environmental hazards should be the first order of
investment priority.
4. (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.
5. (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.
6. (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.
7. (1997 Mandle) Renewal of Academic Programs Fund: $2M cost. Non-salary budgets
among all academic departments have not materially increased in some time. While
Sorted Recommendations.doc Page 48 of 61 1/20/10
technology at RISD often means computers, departments need to stay current with other
equipment - saws, cameras, drill presses, etc. as well.
8. (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.
9. (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).
10. (2008 Coogan) Develop facilities and equipment.
D. Safety related
1. (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.
2. (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.
3. (1986 Schutte) Safety from physical or environmental hazards should be the first order of
investment priority.
4. (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.
5. (2006 NEASC/NASAD) Life safety and ventilation needs must continue to be a high
priority.
6. (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.
7. (2008 Coogan) Improve integration and communications between the Public Safety
Office and students.
8. (2008 Coogan) Continually upgrade the environmental systems to support a safe and
healthy learning environment for our students.
Sorted Recommendations.doc Page 49 of 61 1/20/10
COMMUNITY INVOLVEMENT AND ARTICULATION WITH OTHER SCHOOLS Civic engagement / public engagement
1. (1986 Schutte) Continue and increase outreach to various ethnic, minority, and economic
groups, as part of RISD's total commitment to this goal.
2. (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.
3. (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.
4. (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.
5. (1986 Schutte) Recent collaborative explorations with the Providence Public Schools
should be supported and developed.
6. (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.
7. (1997 Mandle) Multicultural Programming: $1-2M endowment
8. (2000 Deal) Community Outreach [Internship and service learning]
9. (2007 Alswang) Generate programs for exhibitions that balance education and
entertainment for wide variety of audiences
10. (2007 Alswang) Continue to build collections and interest by community
11. (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.
12. (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.
13. (2008 Coogan) Expand and enhance the partnership with Brown University.
14. (2008 Coogan) Build research partnerships with universities, corporate, government and
non-profit agencies to establish more funded educational research.
15. (2008 Coogan) Further integrate the RISD educational experience within the social,
business, and cultural context for undergraduate and graduate students.
Sorted Recommendations.doc Page 50 of 61 1/20/10
16. (2008 Coogan) Strengthen and develop public engagement through both curricular and
extra-curricular activities.
17. (2008 Coogan) Create a concentration in public engagement that draws on the interest
and expertise of our academic departments.
18. (2008 Coogan) Develop internships, courses and programs in collaboration with
corporate, government and non-profit partners together with the Office of Public
Engagement.
19. (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.
20. 19 (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.
21. (2008 Coogan) Document and disseminate public-engagement projects through
publications and the Web.
22. (2008 Coogan) Develop internships, courses and programs in collaboration with
corporate, government and non-profit partners together with the Center for Design and
Business.
ALUMNI
1. (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.
2. (2008 Coogan) Build the professional practice and entrepreneurial education components
of the Career Services Office, CDB and CE to better serve students and alumni.
3. (2009 Newhall) Develop a strong alumni admissions program
LIBRARY AND LEARNING RESOURCES A. Library
1. (1986 Schutte) A priority area should include academic information support services.
Academic computer services and library resources should be upgraded and expanded.
2. (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.
Sorted Recommendations.doc Page 51 of 61 1/20/10
3. (1986 Schutte) The basic collection to support the Liberal Arts curriculum be
strengthened.
4. (1986 Schutte) Compact shelving be installed to increase space for new acquisitions and
for study areas.
5. (1986 Schutte) An Archive be created to organize and store all historic documents of
RISD that are presently dispersed throughout the school.
6. (1986 Schutte) The agreement with Brown University to provide RISD students and
faculty with access to their library be nurtured and strengthened.
7. (1986 Schutte) A fund raising program be initiated for library space by 1995 at the latest.
8. (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.
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) Library [New facility]
11. (2008 Coogan) Develop Library collections, visual resources, electronic databases and
programs to support the academic plan and research interests of students and faculty.
B. Learning resources like Nature Lab, etc.
1. (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.
2. (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.
3. (2008 Coogan) Expand student and class interaction with the Nature Lab and the Library.
Sorted Recommendations.doc Page 52 of 61 1/20/10
4. (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.
MUSEUM (unrepresented in NASAD categories)
1. (1986 Schutte) Financial and organizational planning in Computer, videodisk or similar
technologies for collection management and improved services in the Museum.
2. (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.
3. (1986 Schutte) Continue and increase outreach to various ethnic, minority, and economic
groups, as part of RISD's total commitment to this goal.
4. (1986 Schutte) Increase fund-raising from corporate sources, as well as from more
traditional sources.
5. (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.
6. (1997 Mandle) To support and develop quality educational programs in the College and
Museum of Art
7. (1997 Mandle) Accelerate Museum of Art & College program collaborations
8. (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.
9. (1997 Mandle) Endowed Academic and Museum Chairs: School $6M endowment,
Museum $3M endowment
10. (1997 Mandle) Renovation and Reinterpretation of Museum Collection Galleries: $7M
renovations and $5M operating endowment
11. (1997 Mandle) New Technologies: $5 to 10M cost, $200 to $300K additional yearly
operating: Technology requirements of the academic and Museum program must be
Sorted Recommendations.doc Page 53 of 61 1/20/10
augmented by considerations of administrative necessities. Service and staff support is
critical and currently underfunded.
12. (1997 Mandle) Program and Exhibition Development: academics $1M endowment /
museum $1M endowment
13. (1997 Mandle) Multicultural Programming: $1-2M endowment
14. (2006 Faculty) Strengthen College and Museum Relationship
15. (2006 NEASC/NASAD) RISD needs to ensure the Academic and Museum Plans are
updated as part of the Strategic Planning Process.
16. (2006 NEASC/NASAD) Museum Collaborations
17. (2007 Alswang) Reinterpret permanent collection in restored Radeke
18. (2007 Alswang) Renovate Radeke Building
19. (2007 Alswang) Plan exhibition schedule that educate, entertain, and delight per
Director's Criteria for Exhibitions
20. (2007 Alswang) Generate programs for exhibitions that balance education and
entertainment for wide variety of audiences
21. (2007 Alswang) Collaborate with RISD and Brown faculty to strengthen academic
offerings and create new opportunities to learn from Museum collections and exhibitions
22. (2007 Alswang) Increase opportunities for interaction with students and faculty through
technology, special presentations, and compatible Museum hours
23. (2007 Alswang) Increase visibility of Museum with communication and identity program
24. (2007 Alswang) Upgrade technology to support dissemination of messages
25. (2007 Alswang) Promote research and publications
26. (2007 Alswang) Reorganize storage and identify funding for long-term and off-site
storage
27. (2007 Alswang) Continue to build collections and interest by community
28. (2008 Coogan) Expand the educational opportunities and partnership with The RISD
Museum.
29. (2008 Coogan) Develop faculty fellow positions for major collection areas of the
Museum (for example: decorative arts; contemporary painting and sculpture; and Asian
art).
30. (2008 Coogan) Create more collaborative curatorial opportunities between faculty and
Museum curators.
31. (2008 Coogan) Expand opportunities for faculty and student research and scholarship
based on study of objects in the Museum collection.
Sorted Recommendations.doc Page 54 of 61 1/20/10
32. (2008 Coogan) Expand opportunities for collaborative exhibition design projects.
33. (2008 Coogan) Expand and enhance the partnership with Brown University.
FUNDRAISING AND DEVELOPMENT (unrepresented in NASAD categories)
1. (1986 Schutte) Strengthening the fund-raising capabilities of the institution.
2. (1986 Schutte) An adequate investment be made in personnel and technology to increase
the capacity for fund-raising at RISD.
3. (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.
4. (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.
5. (1986 Schutte) Faculty should be encouraged to collaborate with the Development Office
in the identification of fund-raising opportunities.
6. (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.
7. (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.
8. (1986 Schutte) Increase fund-raising from corporate sources, as well as from more
traditional sources.
9. (1986 Schutte) A fund raising program be initiated for library space by 1995 at the latest.
10. (1986 Schutte) Increase faculty and staff involvement in plans for institutional financial
development.
11. (1986 Schutte) Include widespread faculty and staff participation in the establishment of
a plan that identifies fund-raising priorities.
12. (1997 Mandle) Support Institutional Advancement coordination of major fundraising
campaign.
13. (1997 Mandle) To continue to significantly increase financial aid resources from tuition
revenues and external funds
Sorted Recommendations.doc Page 55 of 61 1/20/10
14. (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.
15. (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.
16. (1997 Mandle) Endowed Scholarships: $6M endowment
17. (1997 Mandle) Endowed Academic and Museum Chairs: School $6M endowment,
Museum $3M endowment
18. (1997 Mandle) Renovation and Reinterpretation of Museum Collection Galleries: $7M
renovations and $5M operating endowment
19. (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.
20. (1997 Mandle) Program and Exhibition Development: academics $1M endowment /
museum $1M endowment
21. (2000 Deal) Faculty, Full-time vs. Part-time faculty, Increase FT faculty and endowed
professorships to fund
22. (2006 Faculty) Institutional Advancement should prioritize academics
23. (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.
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) Increase fundraising and tuition support to increase financial aid from a
16 to 20 percent discount rate toward diversifying the student body.
26. (2008 Coogan) Increase support for OMA programming and for academic courses that
represent diverse perspectives.
Sorted Recommendations.doc Page 56 of 61 1/20/10
27. (2008 Coogan) Develop the resources necessary to support the goals of the academic
programs.
28. (2008 Coogan) Build the income stream from the educational programs of the Center for
Design and Business.
29. (2008 Coogan) Develop an academic advancement effort.
30. (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.
31. (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.
32. (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.
COMMUNICATIONS (unrepresented in NASAD categories)
1. (1986 Schutte) Management and communication at all levels must be improved.
2. (1986 Schutte) Consider the use of visual means of communicating, which are
appropriate and effective in a school of art and design.
3. (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.
4. (1986 Schutte) Build communication skills into training efforts, meetings, and evaluation
activities.
5. (1986 Schutte) Supervisors and departments need to take the time for one-on-one and
small group discussions of issues and concerns.
6. (1986 Schutte) Identify and publicize examples of communication that make a difference.
Sorted Recommendations.doc Page 57 of 61 1/20/10
7. (1986 Schutte) Promote events and activities that bring together people who don't often
meet, both among and across levels of the institution.
8. (1986 Schutte) Improved communication among all organizational units and among all
levels of the faculty, administration, and student body.
9. (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.
10. (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.
11. (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.
12. (1986 Schutte) To reorganize and strengthen the Office of Human Resources to provide
greater and more effective communication, guidance, and training involving RISD
personnel.
13. (1986 Schutte) To develop a comprehensive program designed to improve
communication among all RISD constituencies.
14. (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.
15. (1986 Schutte) Publish and distribute a bulletin describing the institution's decision-
making principles, channels, and procedures.
16. (1997 Mandle) To communicate and implement the recommendations and actions
sponsored by the Diversity Committee to ensure broad-based campus diversity
17. (1997 Mandle) To accelerate and further enhance internal and external communications
program efforts
18. (2000 Deal) Community, Communication: RISD needs to develop communication
vehicles that will help to better inform the community.
19. (2006 Faculty) External/Internal Relations and communications has been inadequate and
inaccurate
20. (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.
Sorted Recommendations.doc Page 58 of 61 1/20/10
21. (2006 NEASC/NASAD) There appears to be a need for a communal, non-curricular
student gathering space.
22. (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.
23. (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.
24. (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.
25. (2007 Alswang) Increase visibility of Museum with communication and identity program
26. (2007 Alswang) Upgrade technology to support dissemination of messages
27. (2008 Coogan) Continuously develop, evaluate and if necessary restructure the IT
environment to support academic, research, communication and information needs.
28. (2008 Coogan) Collaborate with Communications to develop RISD’s Web site to allow
for customized departmental and faculty Web sites.
29. (2008 Coogan) Evaluate the potential of creating platforms and server support systems
for students and faculty to create social-networking sites and e-portfolios.
30. (2008 Coogan) Create print and Web publications and podcasts on student research
projects.
31. (2008 Coogan) Build a RISD publications and Web presence to publicize faculty research
work.
32. (2008 Coogan) Document and disseminate public-engagement projects through
publications and the Web.
33. (2008 Coogan) Increase the accessibility, connectivity and reliability of information
systems, including upgrading Web services.
34. (2008 Coogan) Improve integration and communications between the Public Safety
Office and students.
35. (2008 Coogan) Develop more outdoor and indoor informal gathering spaces to promote
relaxation and communication.
36. (2009 Newhall) Closer relationship between Admissions and Media + Partners
37. (2009 Newhall) Increase communication stream with potential applicants
Sorted Recommendations.doc Page 59 of 61 1/20/10
38. (2009 Newhall) Monitor competitor’s recruitment materials
39. (2009 Newhall) Redesign catalogs more frequently
40. (2009 Newhall) Incorporate electronic communications
41. (2009 Newhall) Monitor online information resources
42. (2009 Newhall) Continue to improve RISD's website
43. (2009 Newhall) Develop a set of core messages for all constituents to use
44. (2009 Newhall) Improve communication stream to admitted applicants
45. (2009 Newhall) Improve mailing response time for catalog requests
46. (2009 Newhall) Use direct mail to increase target groups of applicants
47. (2009 Newhall) Personalize all communications
HUMAN RESOURCES (unrepresented in NASAD categories)
1. (1986 Schutte) Improvement of human resources practices and procedures.
2. (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.
3. (1986 Schutte) Management training and consultation should be made available to
Chairs, Department Heads, and Program Heads.
4. (1986 Schutte) To organize and provide a thorough orientation program for every new
RISD employee.
5. (1986 Schutte) To reorganize and strengthen the Office of Human Resources to provide
greater and more effective communication, guidance, and training involving RISD
personnel.
6. (1986 Schutte) To review, and if necessary, revise job descriptions for every RISD
employee.
7. (1986 Schutte) To review the salary and wage administration system, to ensure that it is
internally equitable and externally competitive.
8. (1986 Schutte) To complete and distribute personnel manuals for all staff, to ensure that
policies are clear and accessible to all employees.
9. (1986 Schutte) To provide an in-service educational program for all supervisors to
increase their abilities as team leaders and managers.
10. (1986 Schutte) Design and implement an orientation program for new employees.
11. (1986 Schutte) Complete a policies and procedures manual for the College community.
12. (1986 Schutte) Review the job grading system.
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13. (2008 Coogan) Strengthen our minority student, faculty and staff orientation and
retention program.
14. (2008 Coogan) Review support area staffing to determine if we are meeting current needs
and add new staff, subject to need and financial feasibility.
DIVERSITY (unrepresented in NASAD categories)
1. (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.
2. (1986 Schutte) Promotion of greater ethnic, racial and minority diversity among faculty
and students.
3. (1986 Schutte) RISD should continue its concerted efforts to recruit well qualified faculty
members, including minority and female members.
4. (1986 Schutte) Increased financial aid be made available to graduate and undergraduate
students, including low income and minority students.
5. (1986 Schutte) Continue and increase outreach to various ethnic, minority, and economic
groups, as part of RISD's total commitment to this goal.
6. (1997 Mandle) To communicate and implement the recommendations and actions
sponsored by the Diversity Committee to ensure broad-based campus diversity
7. (1997 Mandle) Multicultural Programming: $1-2M endowment
8. (2000 Deal) Increase the diversity of students and faculty
9. (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.
10. (2000 Deal) Students, Diversity in Admissions
11. (2000 Deal) Faculty diversity
12. (2006 NEASC/NASAD) There appears to be limited racial and economic diversity within
the student body.
13. (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
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new or continuing goals and objectives could achieve greater success in hiring and
recruitment.
14. (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.
15. (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.
16. (2008 Coogan) Build a healthy, diverse and highly functioning environment for students,
faculty and staff.
17. (2008 Coogan) Foster diversity and diverse perspectives throughout the RISD
educational environment.
18. (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.
19. (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.
20. (2008 Coogan) Create 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.
21. (2008 Coogan) Increase fundraising and tuition support to increase financial aid from a
16 to 20 percent discount rate toward diversifying the student body.
22. (2008 Coogan) Increase the percentage of African-American and Latino-American
students by 50 percent by 2013.
23. (2008 Coogan) Increase faculty of color by 2013 by replacing retiring faculty or creating
new faculty lines.
24. (2008 Coogan) Increase support for OMA programming and for academic courses that
represent diverse perspectives.
25. (2009 Newhall) Implement detailed recruitment plans for target student groups