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Goal 3: Provide an Empowering Student Experience in a Cohesive Community

Respectfully submitted on December 15, 2014,

Miriam Smith

Chair, Goal 3 Steering Committee

Manager, Alumni Engagement and Giving, FIT Foundation

On behalf of the Goal 3 Steering Committee:

Rachel Baum

Chair, Goal 3.A: Promote Greater Academic and Co-Curricular Intellectual Engagement

for Students

Assistant Professor, History of Art, School of Liberal Arts

Tardis Johnson

Co-Chair, Goal 3.A: Promote Greater Academic and Co-Curricular Intellectual Engagement

for Students

Assistant Dean, Academic Advisement, Academic Affairs

Erika Rohrbach

Chair, Goal 3.B: Make International Perspectives and Understanding Fundamental to the

Student Academic and Co-Curricular Experience

Professor and International Student Advisor,

Admissions, Enrollment Management & Student Success

Erik J. Kneubuehl

Chair, Goal 3.C: Build and Enhance Physical and Virtual Spaces that Promote a Deeper

Sense of Community

Assistant Vice President and Dean of Students, Enrollment Management & Student Success

Miriam Smith

Chair, Goal 3.D: Increase Alumni Engagement with FIT

Manager, Alumni Engagement and Giving, FIT Foundation

Brooke Carlson

Co-Chair, Goal 3.D: Increase Alumni Engagement with FIT

Assistant Professor,

Cosmetics and Fragrance Marketing and Management, School of Graduate Studies


Table of Contents

Executive Summary 2

A. Promote Greater Academic and Co-Curricular Intellectual Engagement for Students

A.1. First Year Experience 6

A.2. Making Friendly Connections 8

A.3. Interdisciplinary Opportunities 10

A.4. Student & Alumni Feedback on Courses, Curricula, and Programs 12

A.5. Civic Engagement Committee 14

A.6. Connecting FIT Students, Faculty, and Alumni through Social Media 16

B. Make International Perspectives and Understanding Fundamental to the

Student Academic and Co-Curricular Experience

B.1. Intercultural Competencies 18

B.2. Cultural Fellows 20

B.3. Increase International Teaching & Collaborative Experiences 22

B.4. Innovative Partnerships with Multinational Corporations & Organizations 25

B.5. Increase Study Abroad Participation 27

C. Build and Enhance Physical and Virtual Spaces that Promote a Deeper Sense of

Community

C.1. Studio X 29

C.2. Student-centered Neighborhoods 31

C.3. Public Galleries 33

C.4. Enhance Communal Environments 35

C.5. Collaborative Smart Studios 37

C.6. Interactive Campus Event Management Information System 39

D. Increase Alumni Engagement with FIT

D.1. Alumni of the Future Program 41

D.2. Alumni Mentoring Program 43

D.3. Alumni Admissions Ambassadors 46

D.4. Lifelong Learning and Professional Development for Alumni 48

D.5. Alumni Engagement Committee (AEC) 50

D.6. Alumni Recognition 52

D.7. Faculty on the Road 54

Resources 56

Working Groups 60


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Strategic Plan: Our Legacy, Our Future: FIT Beyond 2020


Executive Summary

Background

This report incorporates recommendations from the Think Tank of Goal 3—Provide an

Empowering Student Experience in a Cohesive Community—that was established in Fall 2014.

Charged with crafting a plan of action for addressing the strategies and initiatives of this

student-centered goal, the Think Tank was led by a small steering committee, who chaired four

working groups comprised of teaching faculty, staff, alumni, and current FIT students. In total,

over 40 members of the FIT community contributed to this visionary endeavor.

Following an initial brainstorming session, members of the Goal 3 working groups began

collaborating to generate innovative ideas related to empowering students and building

community. To this end, Goal 3 was divided into four areas: Promote Greater Academic and Co-

Curricular Intellectual Engagement for Students; Make International Perspectives and

Understanding Fundamental to the Student Academic and Co-Curricular Experience; Build and

Enhance Physical and Virtual Spaces that Promote a Deeper Sense of Community; and

Increase Alumni Engagement with FIT. Over the course of two months of weekly meetings, the

working group dedicated to each area developed initiatives addressing specific goals within the

strategic plan.

After much collective thought, common themes calling for greater community engagement,

enhanced sustainability practices, and improved technology began to emerge across the four

groups. In formulating the resulting 24 initiatives, we referenced the strategic plan for the

College to ensure our ideas meshed well with mandates from Goal 1 (to Ensure Academic and

Creative Excellence) and Goal 2 (to Be an Innovation Center for Creative Industries Worldwide),

as well as FIT’s newly developed mission and vision statements.

The following section summarizes the rationale and initiatives of each working group. It is our

intention that these recommendations be used as a guide in executing FIT’s strategic plan.

Abstract

A. Promote Greater Academic and Co-Curricular Intellectual Engagement for Students With the knowledge and desire to foster a campus community that is truly engaging for all, we used the major tenets of the strategic plan to identify and develop coordinated and organic opportunities for members of the FIT community to participate in engaging activities on campus and within the greater New York metropolitan area.


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Our final initiatives recognize that in order to be a leading educational institution, it is essential that all members of the FIT community appreciate that teaching and learning are not to the classroom or individual departments, but occur outside of the classroom as well. In addition, through combining the professional experiences and knowledge of our campus community, FIT can engage more students in a coordinated manner that promotes collaboration and synergy. It is important for us to work together in breaking down historical, pedagogical, and bureaucratic silos, as the following six initiatives address: A.1. First Year Experience A.2. Making Friendly Connections A.3. Interdisciplinary Opportunities A.4. Student & Alumni Feedback on Courses, Curricula, and Programs A.5. Civic Engagement Committee A.6. Connecting FIT Students, Faculty, and Alumni through Social Media

B. Make International Perspectives and Understanding Fundamental to the Student

Academic and Co-Curricular Experience

International Experience for All

When considering how best to make international perspectives and understanding fundamental

to the FIT experience, we realized that this aspiration, while student-centered, cannot just be

about students but must involve faculty and staff, indeed each member of our community.

Appreciating global concerns brings immense value to a college, particularly one located in one

of the most cosmopolitan cities in the world and academically situated as a leading supplier of

talent for a number of powerfully global industries.

For years, FIT has relied on its international reputation, yet the 2014 Strategic Plan recognizes

that much can and needs to be done to expand its international focus at home and global reach

abroad. Having achieved international renown does not necessarily translate into

internationalization or globalization being among a school’s core values.

Mindful of this, we seek to broaden the culture of FIT, finding within our institutional mission and

vision themes of diversity, inclusivity, global awareness, connection, support, and cultural

sharing. These themes all point towards a common belief in the importance of international

perspectives and understanding. Since this viewpoint already exists within our community, we

believe it well within FIT’s grasp to provide an international experience for all, fostering a climate

that will support all constituencies to meet the challenges of living in a world in which,

increasingly, we need to interact with and grow alongside those from a variety of backgrounds.

Key to a meaningful integration of international perspectives is the realization that an

international experience need not always involve travel. Although studying abroad ideally

engenders the kind of openness and understanding we seek, an international experience can

begin on campus through the experiential learning that takes place, for instance, when rooming

with someone from another culture or participating in a course that includes a globally-minded

curriculum. The following five initiatives identify what an international experience for all can

mean at an urban community college within the State University of New York:


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B.1. Intercultural Competencies

B.2. Cultural Fellows

B.3. Increase International Teaching & Collaborative Experiences

B.4. Innovative Partnerships with Multinational Corporations & Organizations

B.5. Increase Study Abroad Participation


Community

As higher education evolves to promote online and hybrid courses and encourage local and

collaborative distance learning experiences, facilities must support that growth. To enhance the

student experience, FIT must leverage its reputation for cutting-edge design and technology into

creating highly innovative and architecturally redesigned learning spaces and facilities. Our six

initiatives serve as a foundation for transforming physical and virtual spaces that will foster

interaction and collaboration across the entire FIT community:

C.1. Studio X

C.2. Student-centered Neighborhoods

C.3. Public Galleries

C.4. Enhance Communal Environments

C.5. Collaborative Smart Studios

C.6. Interactive Campus Event Management Information System

To anticipate future growth, we recommend expanding the FIT campus by purchasing real

estate that is contiguous with the existing FIT footprint. Future acquisition of buildings on the

south side of West 27th Street will create a cohesive campus between Seventh and Eighth

Avenues. This would facilitate the development of a true “urban green space block,” providing

green space with emergency vehicle access only.


FIT has educated over 100,000 students in the fields of fashion, business, technology, and

design. FIT students have gone on to become inspiring global leaders, advancing and

contributing to their respective industries. We recognize the need to engage our alumni by

developing a wide range of opportunities where they can contribute to the College. Building

upon the College’s existing alumni outreach efforts, we believe it is essential to promote the

success of our students and alumni, and to leverage their deep connections with their peers,

faculty, departments, and schools.

It is our mission to build lifelong relationships with current students and to foster a sense of

community, school spirit, and affinity with FIT. Creating a stronger community within FIT enables

our students and alumni to feel a sense of pride and loyalty for years to come. The following

seven initiatives identify various ways in which our alumni can engage with future and current

students, peers, faculty, FIT leadership, industry leaders, and the College as a whole:


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D.1. Alumni of the Future Program

D.2. Alumni Mentoring Program

D.3. Alumni Admissions Ambassadors

D.4. Lifelong Learning and Professional Development for Alumni

D.5. Alumni Engagement Committee

D.6. Alumni Recognition

D.7. Faculty on the Road

Conclusion

With meaningful human and capital investment, it is within the College’s power to realize the

vision of Goal 3. Whether they involve physical or virtual spaces, greater cultural understanding,

further alumni engagement, or enhanced co-curricular programming, all 24 Goal 3 initiatives

promote the type of community building that will empower students to make the most of their

FIT experience.


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Strategic Plan – Goal 3 Academic and Co-Curricular Engagement for Students

Initiative: A.1 – First Year Experience

Brief Description: Extend the existing Student Ambassador cross-major peer-cohort

orientation program to provide year-long social, intellectual, cultural, and recreational events

and activities. Integrate and enhance the Common Read program, offering it as a year-long

program with various activities. Provide additional support to new students using social media.

Key Objective/Benefit: Enhance student engagement with the FIT community and increase

connections among new students across majors. Assist students in their transition to college

(navigating FIT culture and structure).

How It Will Work: ● A committee comprised of faculty from Academic Affairs and Enrollment Management

and Student Success will be established to work with Student Ambassadors to expand the program (Please refer to Timing/Phasing)

● Integrating and expanding the Common Read program into new student Orientation and with ongoing activities throughout the academic year

Key Considerations:

● Determine where this initiative will be housed ● Further develop and enhance the Student Ambassador application

Required Resources:

● Allocation of financial resources to support the program: o Increased funding for Student Ambassadors o Increased funding for Common Read project o Funding for activities

● Support from all areas of the college including professionals in Student Life, Enrollment Management and Student Success, and Academic Affairs

Success Metrics:

● Increased number of students engaged with the College ● Increased number of student interactions with peers outside their majors ● Number of Student Ambassador applicants that have participated in the First Year

Experience program ● Increased number of students who have had positive experiences transitioning to

college ● Increased number of students able to navigate FIT culture and structure ● Increased number of students able to set goals ● Percentage increase of faculty and staff participation


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Timing/Phasing:

Year 1: ● Establish working committee of faculty and staff ● Recruit Student Ambassadors committed to project/initiative ● Create series of activities for the following academic year to build upon the cross-major

groups set up for Orientation Week ● Integrate Common Read activities into programming ● Surveys will be distributed to students, faculty, and staff

Year 2: ● Implement programming activities ● Assess the success and make mid-year corrections accordingly


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Initiative: A.2 – Making Friendly Connections

Brief Description: This initiative is a fund to award modest grants (up to $500) for small events,

on and off campus. Faculty, staff, and students can apply for faculty or staff-led events. (For

example, a professor taking students to a cultural event in New York City, a staff member

hosting a social event on campus for networking, or students hosting a “mixer” between

departments.)

Key Objective/Benefit: Expand opportunities for students, faculty, and staff to make new

connections, network, create familiarity, and provide intellectual and cultural engagement.

How It Will Work: ● A small annual fund (approximately $5,000) will be established that students, faculty,

and staff can draw from ● Applicants will complete brief application with a description of how the money will be

used to meet the objective(s) ● Requests are made up to two weeks prior to the event ● A committee made up of one faculty member, one student, and one staff member will

review each application

Key Considerations:

● Short turnaround time for funds to be disbursed ● Source of funding must be determined ● Determine committee member selection process ● Determine location for committee to meet ● Determine time frame for application submissions and responses ● Consider safety for students, faculty, and staff for off-campus events ● Determine where this initiative will be housed

Required Resources:

● Application process (electronic vs. paper) ● Location for application submissions/drop-offs ● Committee of three (one faculty, one student, one staff) to determine selection process

and fund allocation ● Funding source

Success Metrics:

● Number of participants for events ● Number of questionnaires submitted after events to collect participant feedback ● Number of blog postings submitted by faculty or staff members recapping events


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Timing/Phasing:

Year 1: ● Determine funding source(s) ● Establish committee

● Create application process

● Develop questionnaire for participants

● Determine time frame for application submission

● Review applications and distribute a minimum of 3 awards each semester

● Create a blog to highlight student/staff/faculty experiences

Year 2: ● Review questionnaire feedback and make necessary changes

● Distribute minimum of 5 awards each semester

● Continue blog updates

Year 3: ● Review questionnaire feedback and make necessary changes

● Distribute a minimum of 5 awards each semester

● Continue blog updates


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Initiative: A.3 – Interdisciplinary Opportunities

Brief Description: Design inter-program, inter-school “practicum,” or “professional simulation”

course, course module, or workshop that integrates students from the business, design, fine

arts, and liberal arts programs into teams to undertake a complex real-world project requiring

interdisciplinary coordination of roles, tasks, and production.

Key Objective/Benefit: To provide students with a broader view of the various types of courses

and programs offered at the college and to engage students in activities that link the various

programs. To provide a better understanding of real-life actualities not necessarily discussed in

the student’s specific major, providing further enrichment for students within their majors and

how outside factors relate and impact their own chosen disciplines.

How It Will Work:

● This can be accomplished through modular courses at FIT ● Each semester, the schools (B&T, A&D, Liberal Arts) will offer one-day seminars related

to five different majors or disciplines ● Every Saturday, one major or discipline will hold a seminar, alternating among the

schools throughout the semester ● Students select 3 different one-day seminars in order to be exposed to different majors ● Students must complete three one-day seminars and the simulation project to earn a

certificate and a one-hour credit ● This academic opportunity will only be offered during the fall/spring terms to full-time

students, then expanded to more students depending on student interest o There would be a fourth seminar included, known as the capstone o This course will bridge all three disciplines o Students will work on professional simulation or a practicum in an effort to

undertake a real life issue covered or presented in the earlier one-day seminars perhaps using an independent study approach

o Once completed, students will earn an FIT Academic Certificate (worth one credit

hour) o The FIT Academic Certificate is not part of the student’s major but adds

academic enrichment from other disciplines (perhaps expanding interest in a minor)

● Instructors will be compensated using the evening class/salary schedule ● Program will live within student’s major

Key Considerations: ● Program will be open to all students in good academic standing in their second year or

beyond (not open to first-year students) ● Initially, program will be offered to full-time students, then expanded as necessary ● Consideration will be given to students who have expressed interest in learning and

participating in disciplines and activities outside of their major/minor


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● Determine where this initiative will be housed ● Program is a learning opportunity offered to satisfy intellectual curiosity

Required Resources:

● Student access to labs in all disciplines (depending on courses taken and disciplines involved)

● Student access to all FIT facilities ● Spaces to hold classes off campus as necessary/required ● Funds for faculty to teach seminar sessions

Success Metrics:

● Number of interdisciplinary opportunities ● Number of student participants ● Quality of the capstone course projects ● Student grades in the courses

Timing/Phasing:

Year 1: ● The modular concept must meet FIT curricula standards and receive final approval from

SUNY ● Once approved, a pilot program will be offered for the first year ● Recruitment of faculty to teach the seminar sessions ● The non-credit bearing certificates will be piloted/offered in the first year ● Students will earn grades (modular classes) or pass/fail markings (if offered in non-credit

certificate programs)

Year 2: ● The modular courses/certificate programs will expand in terms of number of offerings ● Explore possibility of offering courses in the Center for Continuing and Professional

Studies

Year 3:

Program will become a common academic offering at FIT


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*See Resource A.4. on page 56.


Initiative: A.4 – Student & Alumni Feedback on Courses, Curricula, and Programs

Brief Description: Create Student/Faculty/Alumni Curriculum Review Committees to develop

online feedback surveys for both individual courses and major programs to be given to current

students, as well as alumni who can provide a long-term perspective. In addition, committees

will sponsor focus groups with current students and alumni to obtain feedback. Results of

student and alumni surveys will be reviewed and suggestions made for possible modification.

Industry input from departmental Advisory Boards and technology experts will be included.

Key Objective/Benefit: Gather and assess feedback to improve course curricula and

programs. Feedback from students/alumni will strengthen and evolve our curricula. Data shows

that by empowering students and involving them in decision making and course direction, they

have greater motivation to achieve academically. By promoting meaningful student involvement,

schools can ready students for a lifetime of significant participation in their communities and

nation becoming global citizens.*

How It Will Work: ● The college-wide Curriculum Committee and Institutional Research and Effectiveness

will be the locus for sharing survey questions and assisting in developing appropriate formats

● Surveys will be created for current students and alumni to give ongoing feedback on their academic tracks as a whole

● Student/Faculty/Alumni Committees will assess survey data, focus on group feedback, and provide suggestions on how curriculum and programs should be modified

Key Considerations: ● Determine who will create, distribute, collect, and analyze survey results ● Determine what to do with the information gathered from the surveys ● Determine where this project will be housed on campus ● Keep in mind that survey questions are designed to promote “constructive” ideas and

feedback for improvement

Required Resources: ● Support from Faculty and Academic Program Support and Institutional Research in

developing surveys and running focus groups

Success Metrics:

● Curriculum modifications based on student and alumni input ● Positive support of curriculum


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Timing/Phasing:

Year 1: ● Develop surveys and focus group procedures for both current students and alumni

Year 2:

● Distribute surveys and hold focus groups ● Analyze results

Year 3:

● Modify curriculum as appropriate ● Modify survey instruments as appropriate and continue the process of surveys and focus

groups


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Initiative: A.5 – Civic Engagement Committee

Brief Description: Establish a Civic Engagement Committee responsible for developing

opportunities for members of the FIT community to become involved in activities and events

both on and off campus related to civic engagement (inclusive of activities related to diversity

and sustainability). The Committee will serve as the centralized source on campus primarily

focused on civic engagement projects and events.

Key Objective/Benefit: To promote activities that will support faculty, student, and staff

engagement in activities related to civic engagement with the goal of creating dynamic and

educational partnerships within the FIT community. Furthermore, the goal of this initiative is to

increase the FIT leadership footprint within the greater metropolitan NY community.

The Civic Engagement Committee will promote a sense of community at FIT, as all members of

the FIT family will have the opportunity to become more engaged in service learning activities

that they deem intrinsically special, important, and/or worthwhile. The Committee will further

expand the FIT footprint (in a positive way) as members of the community will holistically

become engaged with members of the larger NYC community. The Committee will also promote

awareness of issues related to diversity and sustainability, while providing opportunities to give

back through service learning activities.

How It Will Work: ● Committee will work collaboratively with the Sustainability Council, Diversity Council and

Student Volunteer Community Services in Student Life ● Committee will develop campus-wide educational programs related to civic

engagement ● Members of the campus community will choose and/or develop civic engagement

projects related to sustainability, diversity, and cultural exploration within NYC (this may include volunteer activities with NYC Service, which is under the direction of the Mayor’s Office of Long-Term Planning and Sustainability)

● Members of the FIT community will be invited to apply for the President’s Award for Civic Engagement

● President’s Award will be given to a team comprised of faculty, staff, and students based on their winning proposal that promotes the key tenets of the Civic Engagement Committee

● The winning proposal will be chosen by the Civic Engagement Committee

Key Considerations:

● Develop and manage the repository of information related to activities and events pertaining to civic engagement

● Facilitate effective communication among the Sustainability Council, Student Volunteer Community Services, and related departments to avoid duplicating efforts

● Identify the possible costs involved such as transportation, meals, publicity, etc.


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● Consider the health and safety of students and participants ● Determine budgetary resource(s) for the educational component, as well as the

President’s Award for Civic Engagement

Required Resources: ● Personnel ● Technology ● Transportation ● Fiscal resources

Success Metrics:

● Increased number of opportunities for civic engagement ● Increased number of event participants and volunteer opportunities ● Number of applications for President’s Award for Civic Engagement

Timing/Phasing:

Year 1: ● Development of the repository on activities related to civic engagement ● Begin campus-wide education on civic engagement opportunities and initiatives

Year 2:

● Expand offerings through Student Volunteer Community Services in Student Life ● Increase participation in external service events in the New York Metropolitan Area ● Create an affiliated event with NYC Service through the Mayor’s Office of Sustainability

Year 3: ● Create a President’s Award for Civic Engagement ● Applicants will submit ideas to further advance sustainable living at FIT including but not

limited to waste reduction, renewable energy initiatives, reducing usage of hazardous materials and recycling

● Awardees will be selected by the Civic Engagement Committee


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Initiative: A.6 – Connecting FIT Students, Faculty, and Alumni through Social Media

Brief Description: Create an official app for FIT that will integrate the many different silos on

our FIT campus. This app will allow students, faculty, and alumni to engage and connect with

fellow classmates, teammates, student government, student services, faculty, alumni, and other

critical areas in the College. The ultimate goal is to build an app that will support our FIT

culture.

Key Objective/Benefits: Increase the communication outside the conventional silos by

department. Allow for better cross-functional connections across all who are a part of the FIT

culture. There will be greater engagement throughout the entire college that is more inclusive of

all areas and departments. This will lead to a stronger sense of community and school spirit.

How It Will Work:

● Create an official proprietary FIT social network for students, faculty, and staff ● Create a module that provides information on internal and external events (For example,

the Merchandising Society Club has invited a buyer from Saks Fifth Avenue to FIT to speak about how to make it as a buyer in a very competitive field; the event is currently taking place today at 6 pm in the Katie Murphy Amphitheatre. A member of the FIT community will be able to see this at click of a button, in the “Today at FIT” section of the app)

● If students are interested in attending an event they can immediately add the event to their FIT calendar which integrates with the calendar in Google

● The app offers reminders and other information related to activities on the campus (this feature allows students to engage with the FIT community in ways that are natural to the current generation)

● Create an FIT discussion board for students in classes, clubs, student government, and other interested groups (students will have the opportunity to connect based on their areas of interest)

Key Considerations: ● Determine who will develop the app ● Determine technological security of the app ● Determine the office responsible for managing and updating information in the app ● Determine annual costs associated with the app

Required Resources:

● Dedicated team to develop the app ● Personnel to manage the app ● Financing for the creation of the app, as well as daily maintenance, upgrades, and

enhancements


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Success Metrics:

● Amount of traffic to the app ● Number of people using discussion boards ● Increased attendance at FIT events ● Increased connectivity across departments, students, faculty, and alumni

Timing Phasing: Year 1 (first semester):

● Create a committee to discuss the required app platform Year 1 (second semester):

● Develop the app in consultation with faculty, staff, and students

Year 2: ● Continue testing of the app and further populate the app fields with information regarding

on-campus activities ● Assess the number of FIT community members using the app ● Analyze how various segments of the FIT community are using the app (for example,

which part(s) of the app do students, faculty, and staff tend to access with greater frequency)

● Explore opportunities for growth in advertising, activities, and community usage


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Strategic Plan – Goal 3 International Perspectives and Understanding

Initiative: B.1 – Intercultural Competencies Brief Description: Establish a rubric for educating the entire FIT community in all aspects of culture to ensure that the perspectives of all constituencies are viewed as equally relevant. Key Objective/Benefit: The establishment of college-wide intercultural competencies promotes greater faculty and staff sensitivity to global student experiences and an acceptance of international students by fostering an open climate of inclusivity where all feel safe to engage in cultural sharing and intellectual risk-taking. How It Will Work:

● Dean for International Education forms a committee and partners with the Diversity Council to develop a series of experiential intercultural communication workshops for faculty and staff

● Academic Advisement Center promotes foreign languages and Intercultural Communication (EN245) widely

● Student Life incorporates intercultural training into orientation ● Using the rubric established, intercultural leaders then provide training for those

preparing to go abroad to be competent FIT ambassadors ● Develop Global Studies minor: create curriculum that supports intercultural competency,

global citizenship, and awareness of the global marketplace that includes mandatory international experiential learning component

Key Considerations:

● Add cultural competencies component to orientation for all incoming students ● Coordinate with FIT Student Association and other campus entities involved in

programming for students to ensure cross-cultural experiences and events are programmed

● Offer more internationally friendly services for prospective students specifically aimed at international applicants

Required Resources:

● Dean for International Education leads intercultural competencies initiative ● Coordination among Office of International Programs (OIP), Center for Excellence in

Teaching (CET), and Diversity Council to offer pedagogical intercultural workshops for all faculty, fostering the internationalization of all curricula across the schools by partnering with each department

● Coordination between International Student Services (ISS) and Admissions to evaluate and improve support for international applicants

● Intercultural workshops for Enrollment Management and Student Success (EMSS) faculty and all staff


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● OIP-led partnership with Student Life, ISS, and Diversity Council for development of intercultural faculty and student workshops similar to student-focused experiential Leadership Development program

● Dean of Liberal Arts-level support for development of Global Studies minor ● Human Resources (HR) support for training of new hires in intercultural competencies

Success Metrics:

● Assess current number and effectiveness of workshops and classes offered for all stakeholders

● Consider utilizing some standard pre- and post-study abroad testing (e.g., Intercultural Development Inventory [IDI], Quality Improvement Program [QUIP])

● Establish intercultural learning outcomes ● Establish a metric through a committee formed by Dean for International Education for

ongoing recording, planning, and assessment of new intercultural initiatives

Timing/Phasing: Ongoing for faculty and staff, but also required training for all new hires Year 1 (first semester):

● Establish committee to create intercultural rubric in consultation with Diversity Council Year 1 (second semester):

● Evaluate appropriate FIT Institutional Research data Year 2 (first semester):

● Invite community to attend experiential workshop to form intercultural leaders Year 2 (second semester):

● Collaborate with HR to schedule intercultural training by department Year 3:

● Training by department


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Initiative: B.2 – Cultural Fellows

Brief Description: A program providing opportunities for our diverse population of international

students and students with international experience to work and collaborate with faculty, staff,

and their peers to advance cross-cultural communication, sharing, and understanding.

Key Objective/Benefit: A Cultural Fellows program at once broadens our community’s global

perspectives and awareness and fosters an ethos of inclusiveness, while empowering our

international students and students with international experience by raising their visibility on

campus and compensating them for their efforts.

How It Will Work: ● Recruit international students and students with extensive international experience to be

engaged as embedded authorities in appropriate educational contexts, such as classroom visits, intercultural competencies workshops, and linguistic pairings, and have them serve as cultural liaisons to departments and clubs

● Enlist Fellows for buddy outreach in assisting with international student welcome and orientation

● Re-create mentor/mentee program in first FIT semester, connecting those of the same nationality or region to assist in adjustment to FIT and New York City living

● Engage international faculty and faculty who have taught or lived abroad to serve as Cultural Fellows mentors

● Establish a “living in the United States” web page, videos, and/or series of workshops in which Cultural Fellows play central roles in advising international students prior to arrival at FIT

● Explore Cultural Fellows projects receiving General Education course credits, perhaps as an Independent Study option with Liberal Arts faculty or tied to an intercultural course

● Support program outreach through mobile app for international student e-newsletter and calendar of events

Key Considerations: ● Fellows must be trained, possess a strong academic background, demonstrate a

willingness to work with diverse populations, and be interested in cross-cultural initiatives ● Program needs to be promoted campus-wide

Required Resources: ● Funding to compensate international students (not work study) and Cultural Fellows

mentors ● International Student Services (ISS) staffing to help launch and coordinate program ● Cross-campus partnering for program development (ISS, Office of International

Programs [OIP], Student Life, Counseling Center, Writing Studio, and appropriate academic departments)


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Success Metrics:

● Establish cohort for first class of Fellows (~15) ● Annual survey of Cultural Fellows and students to assess program effectiveness ● 10% growth in Fellows funded and programs offered annually

Timing/Phasing: Year 1 (spring 2015):

● Program developed & recruits sought Year 1 (fall 2015):

● Pilot launches Year 2 (spring 2016):

● Educational outreach expands (workshops, classroom visits) Year 2 (fall 2016):

● International faculty mentorship and expanded buddy outreach Year 3 (spring 2017):

● Expanded orientation outreach Year 3 (fall 2017):

● Cultural Fellows Independent Study credit implemented


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Initiative: B.3 – Increase International Teaching & Collaborative Experiences Brief Description: Develop faculty-focused international programs featuring international speakers and visiting scholars. Embed SUNY COIL (Collaborative Online International Learning) modules in existing and new courses to internationalize the curriculum and increase exposure to global perspectives. Expand FIT’s global reach through strategic institutional partnerships. Key Objective/Benefit: Increased international teaching and collaborative experiences widen and strengthen the global perspective of the FIT classroom, facilitating linkages with institutions abroad and encouraging the exchange of innovative thought and practice. How It Will Work:

● Join COIL Nodal Network and establish a support structure at FIT ● Streamline invitation process for visiting scholars, provide guidelines for acquiring visas,

remuneration, timelines, etc. ● Expand Fulbright and other exchange organization relationships, establish support

protocols for international faculty, visiting scholars, and their dependents, as well as for FIT faculty teaching and engaging in scholarly pursuits abroad

● Provide resources to assist faculty with internationalization of the curriculum (guest speakers, etc.)

● Review and consider strategic expansion of dual diploma programs and articulations ● Widely publicize international teaching and collaborative opportunities and experiences

Key Considerations:

● Streamline invitation process for international visitors ● Establish guidelines for evaluating and integrating comparative and international course

content at department level ● Establish college-wide committees to evaluate and implement COIL and Fulbright

participation, as well as dual diploma programs and articulations ● Support for international teaching and scholarly pursuits across all college constituents

Required Resources:

● Office of International Programs (OIP), International Student Services (ISS), and Human Resources (HR) partnership to streamline invitation process and international faculty protocols; Policy Advisory Group review of invitation process and protocols

● Significant Information Technology (IT) and Media Services audiovisual support for COIL implementation

● Expanded HR support for international faculty and their dependents, as well as faculty undertaking scholarly pursuits abroad

● Utilize J-1 program to invite visiting scholars


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● Partner with Deans, Center for Excellence in Teaching (CET), and appropriate stakeholders to expand and support gradual incorporation of comparative international content into the curriculum

● Add web page to spotlight international scholarly pursuits ● Enlist Communications and External Relations’ support to publicize international

teaching and collaborative experiences Success Metrics:

● Significant percentile growth each year in: number of visiting scholars, faculty, and international speakers; courses containing international content; Fulbright and other international exchange organizations; partnerships with other international educational institutions

● Initiate and expand number of SUNY COIL courses taught annually ● Increased number of faculty engaged in global collaborative teaching experiences and

research ● Streamlined invitation for international speakers and scholars

Timing/Phasing: SUNY COIL Year 1 (spring 2015):

● Join COIL Nodal Network Year 1 (fall 2015):

● First SUNY COIL class offered

Year 2 – forward: ● Add additional COIL courses

Internationalizing the Curriculum Year 1:

● Evaluate current curriculum for international and comparative content Year 2:

● Provide resources for curricular internationalization strategies Year 3:

● Enlist appropriate support for continued infusion of global perspectives into the curriculum

Year 4: ● Assess effectiveness of internationalization efforts

International speakers, international faculty, visiting scholars, scholarly pursuits abroad, & strategic institutional partnerships Year 1:

● Rollout of streamlined invitation process for scholar and international faculty protocols


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Year 2: ● Invite and provide support services for two visiting scholars ● Debut web page promoting international teaching and collaborative experiences

Year 3:

● Expanded growth in international speakers, international faculty, and scholarly pursuits abroad


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Initiative: B.4 – Innovative Partnerships with Multinational Corporations & Organizations

Brief Description: Forge relationships with multinational corporations and organizations to

develop innovative partnerships benefiting students and faculty and solidifying FIT’s central role

in cultivating leaders of tomorrow’s global workforce.

Key Objective/Benefit: The strategic establishment of innovative partnerships with

multinational corporations and organizations can help increase international and domestic

internship and employment opportunities for students across all disciplines, promoting global

experiential learning and developing the intercultural competencies necessary for career growth

in the global marketplace. Building such relationships also affords employers and students a

pathway for mutually beneficial internships or employment opportunities abroad post-graduation

and possible sponsorship in the U.S. for international students. Such innovative partnering not

only spawns faculty growth opportunities and departmental industry relationships, but also

makes FIT more attractive to international and domestic applicants and strengthens the value of

the FIT brand throughout industry worldwide.

How It Will Work:

● Encourage departments and faculty to develop relationships with important international brands, corporations, and organizations in order to employ and offer internships to FIT students and alumni

● Engage dedicated Career and Internship Center personnel (or a newly developed Global Partnership program) to create an internship mentoring program guiding students from their first semester in how to participate in an international internship

● Enlist international alumni to help in the vetting/risk assessment required for international internships

● Develop a robust mentorship program in the Career and Internship Center to assist international students with career development from their first semester through graduation and post-completion practical training

● Create periodic networking opportunities for international students, alumni, and industry representatives

● Create an “embedded internship counselor” program modeled on the Marcus Gladys Library’s embedded librarian program that would tap counselors possessing expertise in industry or specific regions to help facilitate internship placement

● Research other institutional best practices for international internships, including types of credit offered

● Consult U.S. Department of Commerce to identify country-specific international corporations and organizations suitable for partnerships


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Key Considerations: ● Adequate resources and staffing for Career and Internship Center to support

international student career development and develop substantial mentoring program for participation in international internships

● Partnering of Alumni Relations and International Student Services (ISS) to connect with international alumni and alumni now working in industry

● FIT Foundation and Development’s outreach to help form innovative partnerships and seek out corporate and organizational funding to help support international internship participation

● Develop a new Global Partnership program possibly situated within the office of Dean for International Education

● Special recognition for corporations and organizations participating in this program (e.g., FIT Global Partner)

Required Resources:

● Additional funding and/or staffing for Career and Internship Center ● College-wide collaboration to strategically identify and pursue corporations and

organizations with which we wish to partner (Alumni Relations, Development, FIT Foundation, Office of International Programs (OIP), ISS, Career and Internship Center, Deans)

● Communications and External Relations’ assistance in publicizing FIT’s partnership program

Success Metrics: ● Entity established to lead this initiative ● Identifying a number of dedicated FIT personnel who will support and act as international

subject experts, perhaps beginning with two countries in the first year and continued expansion thereafter

● Consistent growth in international internship opportunities and FIT students participating in them

● Consistent growth in domestic partnerships and sponsorship of international students

Timing/Phasing: Year 1:

● Lead identified to begin partner relationship building; dedicated assistance with international student career development begins to be offered

Year 2:

● Partnership building continues, with a focus on international internship opportunities, as well as U.S. sponsorship opportunities for international students expanded

Year 3: ● Increased participation in international internships and number of US sponsorship

opportunities for international students


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Initiative: B.5 – Increase Study Abroad Participation

Brief Description: Champion the value of study abroad throughout the FIT community and

beyond. Strategically increase and diversify study abroad participants. Expand study abroad

disciplines and destinations. Utilize study abroad connections and international alumni to

leverage international student recruitment. Increase support through dedicated study abroad

and international scholarship development.

Key Objective/Benefit: Increased study abroad participation brings into focus the height and

depth of FIT’s global vision, expanding intercultural competencies for FIT students here and

abroad by broadening access to global experiential learning and employment opportunities.

Strategically widening academic and regional offerings to generate greater student and faculty

interest, this initiative also establishes and strengthens the global connection of constituents—

from prospective students to partner institutions and alumni—to the FIT community.

How It Will Work: ● By strategically building upon existing and new partnerships, collaborate with

Development to expand study abroad scholarship funding ● Widely publicize study abroad scholarship opportunities and recipients ● Expand Office of International Programs (OIP) website to include more scholarship

resources ● OIP partners with Admissions and the Academic Advisement Center to educate

prospective and incoming students from day one about program-relevant study abroad opportunities

● Increase variety and number of study abroad courses that count towards a student’s degree

● Work with Educational Opportunity Programs (EOP) and Diversity Council to broaden study abroad participation

● Enlist international faculty and those who teach abroad as advocates for study abroad promotion

● Develop a plan for the strategic expansion of short-term, semester, and exchange programs

● Partner with faculty and Deans in strategically identifying new program destinations ● Develop Global Studies minor with a mandatory international experiential learning

component ● Utilize newly developed Cultural Fellows to expand awareness and value of study

abroad and exchange


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Key Considerations:

● FIT commitment to international experience for all ● College-wide investment in study abroad involving multi-level collaboration ● Focus on early advisement and curricular mapping for study abroad ● Link to SUNY’s target commitment to Institute of International Education’s (IIE)

Generation Study Abroad initiative (+25% by 2020) ● Expanded OIP staffing and facilities ● Increased study abroad and international scholarship funding

Required Resources: ● OIP leadership in coordinating study abroad efforts ● Dedicated Development and FIT Foundation participation in expansion of scholarship

funding ● Alumni Relations to cultivate international alumni ● Dean of Liberal Arts-level support for Global Studies minor development ● Academic Deans to expand study abroad offerings strategically ● EOP and Diversity Council partnerships ● Admissions, Alumni Relations, Dean for International Education, and International

Student Services (ISS) collaboration for international recruitment ● Communications and External Relations’ support to market study abroad opportunities

Success Metrics: ● +15% in study abroad participation in 2015 and significant percentile growth each year

thereafter ● +10% in study abroad scholarship funding by 2017 ● +100% strategic international recruitment

Timing/Phasing:

Year 1:

● Hire OIP personnel ● Assess current study abroad offerings and develop strategic plan for continued

development ● Initiate increased study abroad marketing across the College ● Increase scholarship funding from existing College resources

Year 2:

● Research and strategically develop new study abroad offerings ● Debut international student recruitment plan and begin implementation ● Plan curriculum for Global Studies minor

Year 3:

● Strategically develop additional study abroad offerings ● Collaborate with Development and FIT Foundation for dedicated international

scholarship fundraising ● Fully implement international student recruitment plan ● Global Studies minor debuts


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Strategic Plan – Goal 3 Build and Enhance Physical and Virtual Spaces

Initiative: C.1 – Studio X

Brief Description: To develop a large (10,000 sq. ft.) open studio environment that will

accommodate 200+ students. This state-of-the-art 24-hour lab will include cutting-edge

equipment such as computers, 3D printers, body scanners, etc. Studio X will also include

flexible workspaces, virtual theaters to encourage collaboration, experimentation, and critical

thinking.

Key Objective/Benefit: Enhancing the student experience by leveraging FIT’s reputation for

cutting-edge design and technology to foster innovative thinking. This studio environment will

showcase FIT as the leading educational institution in New York and beyond.

How It Will Work: ● Identify or build a large open space (10,000 sq. ft. space) ● Accommodate 200+ students ● Purchase or lease state-of-the-art equipment and plan for 3-5 year replacement

schedule

Key Considerations: ● Embracing sustainable design practices ● Modern and comfortable work space (lighting, seating, ventilation) ● Interdisciplinarity: opportunities for cross department/cross school/cross campus (e.g.,

Polimoda) and school or industry projects ● Large open space and modular furnishings that support flexibility of work stations,

computer labs, and conversational seating areas to enhance connectivity through community

● Open 24/7, this space allows for creative minds to work late at night and enables students to collaborate across time zones

Required Resources: ● Funding to purchase computers and furnishings that accommodate a wide range of

student needs (e.g., video editing, photography, graphic design, business needs, etc.) ● Large flat-screen monitors ● Charging stations for electronic devices ● Support printing for the Print Center ● Hire lab managers responsible for updating and maintaining all computers ● Hire 24-hour lab technicians to assist students with technical support ● Provide student tutors to assist students and enhance learning experience


30_______

Success Metrics:

● Frequency of use ● Improved quality of student work


● Analysis of current spaces; identify new space ● Update current computer labs within various departments (these computers will

eventually be migrated to the new studio lab)

Year 2: ● Begin construction of new studio space ● Update 30% computers around campus

Year 3: ● Studio X completed ● Computers updated around campus


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Initiative: C.2 – Student-centered Neighborhoods

Brief Description: As FIT has grown, departments that serve students and have similar

functions have been dispersed throughout the campus. This dispersal of departments creates

confusion as to where services are located, as well as frustration from having to travel back and

forth between these separate places when trying to complete a transaction. To improve access

services, to better serve students and their families, and to improve the overall student

experience, it is recommended that departments performing similar or related functions be

relocated to common or adjacent physical locations on campus to create student-centered

service neighborhoods. These areas on campus with clustered student services will be

distinguished as neighborhoods or zones with signage and visual displays that are digital,

analog, and/or graphical to increase visibility.

Key Objective/Benefit: Key benefits include facilitating ease of transactions, sharing

resources, including space, technology, operations and expertise of staff to increase efficiency

and to maximize highest and best use of limited campus square footage, and improve

wayfinding.

How It Will Work:

● Examine which departments will be co-located ● Determine the best location(s) for various services on campus ● Develop a phasing plan when departments will be relocated

Key Considerations: ● The departments to be relocated will be ones that provide similar services or serve

similar populations

Required Resources:

● Swing space for relocations during construction ● Construction funding

Success Metrics:

● Better customer service delivery ● Improved student experience on student satisfaction surveys such as Student Opinion

Survey (SOS) and National Survey of Student Engagement (NSSE)


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Timing/Phasing:

Year 1: ● Look at departments that could be easily absorbed into an existing space

○ Expand New Technology Support & Production Capacity ■ Enlarge & Relocate PrintFX Graphics Lab (FIT Labs)/Closer to Open

Labs ■ Digital Creative Software Tutoring Center (within PrintFX Self-Serve Lab

Mon-Thurs 6:30-8:30) ■ Increased hours (two evenings & Saturday) for PrintFX Graphics Lab

● Free-up space on campus for upcoming relocations by moving departments that could be located elsewhere off campus

Year 2: ● Use the freed-up swing space on campus for these relocations

○ Co-locate currently dispersed student support service functions in one area ■ Enrollment Management and Student Success ■ International Student Services ■ Study Abroad

○ Cluster faculty spaces to promote and enhance interaction, collaboration, and use of shared resources

■ Center for Excellence in Teaching (CET) ■ Faculty Services ■ Faculty Lounge

○ Cluster academic support spaces ■ Writing Studio ■ Academic Skills Tutoring Center ■ Testing Center ■ Math Emporium ■ Disability Support Services (FITABLE) ■ Educational Opportunity Programs (EOP)

○ Cluster & expand College Health/Wellness Facilities & Services ■ Larger capacity fitness/wellness center facilities ■ 24-hour gym/fitness facility for College community (students, faculty, staff)

access ■ Cluster Health Services & Counseling Center into “Wellness Suite”

Year 3: ● Requires major renovations and relocation of many departments ● Requires a large amount of square footage

○ Create a “One-Stop” by co-locating currently dispersed student-centered administrative services functions in one area to promote ease of transactions (Admissions, Financial Aid, Registration, Registrar, Bursars Office, and Academic Advising)


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Initiative: C.3 – Public Galleries

Brief Description: This initiative directly connects with FIT’s mission as a creative institution.

Currently temporary exhibitions are displayed only through the School of Art and Design. This

initiative proposes that all of our faculty, staff, and student’s work should have a place within the

institution for both the FIT community and the public to enjoy. These permanent and temporary

visual galleries would promote educational discourse, serve to market all of the schools and

their programs, and will further highlight FIT as a hub of creativity, innovation, and expression.

Key Objective/Benefit: Develop public gallery spaces designed to emphasize FIT’s mission

and values while showcasing student, faculty, and alumni work from all four schools.

How It Will Work: ● Hire a campus art curator that will develop and manage a public space plan for common

areas, such as lounges, lobbies, student services offices, and courtyards ● Build art galleries in the Seventh Avenue lobbies that complement the FIT Museum,

showcasing work from the FIT community ● Create an FIT Museum store open to Seventh Avenue in the Shirley Goodman

Resource Center lobby promoting FIT and its museum collections ● Enhance the FIT visual experience by embracing art and design through technology in

the dining hall, public lobby spaces, and outside on buildings ● Develop student/alumni Mini Galleries built into walls throughout FIT main corridor

entrance locations ● Develop Galleries on Wheels (GOW) to position display of student projects or art for

events, building entrances, or proximity to departments or schools

Key Considerations: ● Highlight all schools and faculty, staff, and student work ● Art curator position is vital to the success of this initiative ● Gallery and store ideas will be located on Seventh Avenue ● Technology must be considered as a medium for these galleries ● Focus will be on lobbies, lounges, and courtyards

Required Resources: ● Space for the gallery and the store idea ● Identify public space for outdoor galleries ● Salary, budget, and institutional home for new curator position ● Construction costs


34_______

Success Metrics: ● Increased public traffic in the museum and Seventh Avenue entrances ● Increased discourse in the lobbies, lounges, and courtyards centered on art ● Media attention to gallery exhibitions ● Increased participation by alumni, students, and faculty ● Successfully highlighting all FIT schools and programs


● Art curator position is created and filled ● Develop a strategic plan for public galleries ● Display art in lounges, dining hall, and residential lobbies

Year 2: ● Museum store is created in partnership with Barnes and Noble ● Galleries are created and implemented in lobbies

Year 3: ● Student art gallery is created and implemented ● Galleries On Wheels (GOW) is launched ● Outdoor art is implemented


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Initiative: C.4 – Enhance Communal Environments

Brief Description: Enhance existing campus space to create sustainable indoor and outdoor

environments that foster an engaging learning experience, as well as promote a deeper sense

of community at FIT.

Key Objective/Benefit: Promoting stronger unity among students across all schools (Art and

Design, Business and Technology, Liberal Arts, and Graduate Studies) by providing for

accessible designated areas for collaboration that supports and celebrates FIT’s diversity.

How It Will Work: ● Increase seating along the breezeway, under the overhangs, on the bridge, and in

between buildings, along with redesigning lobbies and lounges in each building to serve as destination points

● Develop green indoor/outdoor courtyards behind Co-ed and Nagler Residence Halls and on the patio space above the Great Hall

● Increase late-night dining options for the FIT community in areas such as the Gladys Marcus Library, the fitness center and dance rooms, and Kaufman Hall (increase dining hall hours on the first floor of the Dubinsky Student Center and the hours of the express café on the first floor of the Marvin Feldman Center)

● Create community centers supporting FIT’s commitment to diversity, such as a Meditation Room, LGBTQ Center, and Women’s Center

● Create common spaces across the 1st and 2nd floors in each building as student spaces for meetings, lounges, studying, and activities

Key Considerations:

● Seating should be accompanied by an increase of greenery; new seating should be larger and more comfortable, yet made of sustainable material

● Provide students with access to outdoor courtyards (potential outdoor space opportunities include patio above dining hall, courtyard behind Co-ed and Nagler Halls, and the loading space behind B107)

● Late-night dining options include lengthening hours for the dining hall and café in Marvin Feldman Center to accommodate 24-hour computer lab traffic

● Newly created 1st and 2nd floor common spaces must be aesthetically appealing and include an abundance of comfortable seating in lounges and accessible tools and machines (light tables, sewing machines, and cutting board tables) in the study spaces

● LGBTQ Center, Women’s Center, and Meditation Room must include knowledgeable staff and resources


36_______

Required Resources:

● Accessible outdoor space for students and community ● Staff for the LGBTQ and Women’s Centers ● Funding for new and modern technology and furnishings ● Resource identification and funding for late-night dining options ● Utilization of a space planner, designers, architects, and contractors for various projects

Success Metrics: ● Students access and utilize new outdoor space ● Increased campus programming and education out of the LGBTQ and Women’s Centers ● Significant usage by students, faculty, and staff of the Meditation Room ● Increased traffic in campus lounges and study rooms ● Increased revenue generated by new late-night dining options


● Implement late-night cafe in Gladys Marcus Library

● Increase hours of FIT Express in Marvin Feldman Center

● Create a Meditation Room

● Start planning for the construction of community centers: LGBTQ and Women’s Centers

● Increase seating along the breezeway, as well as in between buildings and on bridges

Year 2: ● Hire staff for LGBTQ and Women’s Centers

● Open LGBTQ and Women’s Centers

● Develop existing courtyards behind Nagler and Co-ed Halls

● Allocate space on the 1st and 2nd floors of all buildings for student common rooms

Year 3: ● Begin construction of student common spaces said to occupy the 1st and 2nd floors


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Initiative: C.5 – Collaborative Smart Studios

Brief Description: A technology-infused co-learning environment that fosters community and

collaboration among the FIT business and creative disciplines. Newly developed flexible work

studios and conversational areas will facilitate both student and faculty cross-disciplinary

communication and learning. These spaces support task-driven and small think-tank sessions

to drive innovation.

Key Objective/Benefit: Support the development of student-centric learning and creative

communities through shared space and technology. Given the high percentage of commuting

students and the documented shortage of studio and study space, these new work

environments will facilitate increased collaborative activity and develop a stronger sense of

community.

How It Will Work: ● An analysis of current studio and study space in relation to required business and

creative discipline resources needed to develop flexible, smart studios using the guiding principles as outlined

● Additional drop-in smart studios to foster co-learning & technology access ● Increased multi-purpose classrooms to offer flexibility for changing curricular needs ● New Gladys Marcus Library smart studios (flexible modular glass enclosures

accommodating small [2-4 individuals] & large [4-8 individuals] groups for study)

Key Considerations:

● Flexible environment that allows for configurable space and future growth ● Smart studios containing state-of-the-art equipment and software ● Common support areas within the studios for compilation of projects and meeting

outcomes (e.g., printers, staplers, hole punch, layout, cutting, light tables)

Required Resources: ● Large open space centrally located and easily accessible ● Modular components (seating and work surfaces) ● Technology (e.g., computers, printers, scanners, video, projection, and conferencing) ● Electrical and wireless support ● Planning committee comprised of diverse campus constituencies ● Automated scheduling system of studio space

Success Metrics: ● Card swipe access to track usage ● Long-term cost savings of flexible-built environments that can be reconfigured for future

needs ● Increase collaboration among programs - cross discipline


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Timing/Phasing:

Year 1: ● Analysis of existing campus studio/study spaces and computer lab facilities ● Identify key spaces to merge and redesign ● Determine additional square footage needs to accommodate centrally located smart

studios for a growing campus Year 2:

● Renovation of identified existing common spaces into smart studios ● 5th floor of the Gladys Marcus Library reconfiguration of current study cubicles

Year 3:

● Acquisition of additional smart studio and common support spaces ● Identify centrally located space for interdisciplinary and campus community ● Identify academic space for focused business and creative disciplines


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Initiative: C.6 – Interactive Campus Event Management Information System

Brief Description: Creation of an interactive information system that displays campus maps

and events, disseminates campus announcements, and will also display student work via

communication media, such as campus-wide signage, digital kiosks, ubiquitous WiFi, and

availability on a mobile platform.

Key Objective/Benefit: The primary objective of the Campus Event Management Information

System is to disseminate information to the FIT community. As the FIT population consists

primarily of commuter students in addition to those who live in residence halls, we are looking to

improve our communication medium for providing information on critical events and

announcements, as well as exhibiting our talented students’ work, as this is our paramount goal

to be student-centric.

How It Will Work: ● A campus site assessment of current strategic spaces will be conducted to identify

strategic spaces to deploy our equipment ● Placement of enterprise digital signage and event kiosk will provide information (e.g.,

campus maps, events, etc.) ● Event Management Information System will be easily updated centrally and information

will be disseminated to the FIT community when newly scheduled events or other announcements are added (campus announcements will accommodate updates from Buildings & Grounds [e.g., escalators out, construction sites]), as well as Campus Safety updates

● A mobile application to provide real-time information to mobile devices ● 3D-enabled digital monitors will be used to display student exhibitions from various

academic divisions ● The application will have interoperability with the campus card management application ● The application will allow users to view a Gladys Marcus Library map and library

resource space availability ● WiFi printing capability

Key Considerations:

● An adaptive and robust IT infrastructure that will support growth ● Procurement of state-of-the-art equipment and software ● Foster and extend our social media footprint (creation of website(s)) ● Secure personnel resources to manage application ● Secure funding and budget (initial and recurring)


40_______

Required Resources:

● Available strategic open spaces; visible and easily accessible ● IT infrastructure and auxiliary technology (e.g., event kiosks, digital signage, FIT

application for mobile devices, RSS streams to channel real-time information) ● Electrical and campus WiFi considerations ● Secure project funding

Success Metrics: ● Marketing tool for FIT campus tours ● Campus community awareness of FIT events and campus locations of services ● Methodology in which to effectively communicate emergency situations, facility outages,

and disturbances


● Analysis of existing campus technologies ● Identify technologies needed for newly proposed Information System ● Deploy application(s) (mobile, social media) ● Deploy IT infrastructure (e.g., cabling, WiFi, monitor and kiosk installation)

Year 2: ● Renovation of identified additional open spaces for installation of 3D monitor and event

kiosk installations

Year 3: ● Provide access to WiFi printing and charging kiosks throughout campus


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Strategic Plan – Goal 3 Increase Alumni Engagement

Initiative: D.1 – Alumni of the Future Program

Brief Description: The Alumni of the Future Program will connect current students with their

peers and FIT alumni in order to establish lifelong engagement with the alumni community post-

graduation. First- and second-year students will be introduced to third- and fourth-year students,

who will play an integral role in their FIT experience. Older students will serve as mentors for

younger students and will work together with FIT alumni in planning activities and initiatives that

will bring students together during their time at FIT, while building a sense of loyalty to the

College.

Key Objective/Benefit: Students will have the opportunity to establish relationships with their

peers and alumni, while learning more about Alumni Relations and the benefits of being an FIT

alumna/us prior to graduation. Student engagement in the program will help build lasting

relationships with the College and give alumni the opportunity to learn about current events at

FIT, student success stories, and the value of building networks.

How It Will Work: ● Student Life and Alumni Relations will spearhead and oversee the program with the aid

of the newly formed Alumni Engagement Committee, in addition to FIT Student Association government leaders who will act as liaisons for the program

● Starting with Orientation, students will be introduced to the program by FIT Student Association Government leaders who will promote the concept of lifelong engagement with FIT

● Student government leaders and Alumni Relations will determine programming – activities such as networking events, educational lectures, dinners – designed to connect current students with their peers and FIT alumni

● All events and activities will be promoted by way of email blasts, flyers, word of mouth, social media, and other channels

Key Considerations: ● Student Life and Alumni Relations must work hand-in-hand in establishing the program,

planning events, and marketing them to the FIT student body and alumni ● Promotion of events and programs can underscore the benefit of building networks early

on and maintaining connections post-graduation ● FIT Student Association will be encouraged to include this program within their job

descriptions


42_______

Required Resources: ● Funding for social, educational, and cultural events ● Space/venues for events, activities, and meetings ● Social media coordination and verbal promotion for events ● Dedicated personnel from Student Life and Alumni Relations hired to coordinate

program and execute events

Success Metrics: ● Number of student and alumni participants ● Number of activities/events

● Number of student and alumni interactions via social media platforms

Timing/Phasing:

Year 1: ● Details of program finalized by Student Life and Alumni Relations (e.g., criteria,

responsibilities, and number of events per year) ● Student Life and Alumni Relations, in consultation with FIT Student Association leaders,

will create job description for FIT Student Association government leaders

Year 2: ● Student government leaders announce the Alumni of the Future Program to the third-

and fourth-year students ● Alumni Relations promotes Alumni of the Future Program to alumni community ● Alumni of the Future Program is launched at Orientation to the first- and second-year

students ● Promotion of the program is incorporated during Student Association meetings, club

fairs, events, etc. ● Student government leaders and fourth- and fifth-year students plan activities and

events for the first- and second-year students and alumni ● Student government leaders create a social media outreach strategy to market events

Year 3: ● Continuation of Year 2 ● Invite alumni leaders to spearhead events/activities with student government leaders ● Create an Alumni of the Future Welcome Packet for students in the form of a graduation

‘goodie bag,’ which will include information about the program, a card to update contact information (for Alumni Relations), and a handout stating various ways to stay connected with FIT as an alumna/us post-graduation


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Initiative: D.2 – Alumni Mentoring Program

Brief Description: The Alumni Mentoring Program will connect FIT alumni with current

students. Students will have the opportunity to be paired with alumni mentors across all

industries and disciplines. Mentor program guidelines will be established by the Career and

Internship Center and Alumni Relations.

Key Objective/Benefit: The Alumni Mentoring Program will allow alumni to re-engage with their

alma mater by nurturing future generations of global industry leaders, while further developing

their own leadership and managerial skills. In turn, alumni will have the opportunity to learn

firsthand the success stories of FIT students, while developing a stronger affinity for the College

and its strategic goals. This program will also serve as a promising recruitment and retention

tool for the College. In addition, this type of program may lead to financial contributions from

alumni, as they will have the chance to see how their support directly impacts the lives of

students.

FIT Alumni are experts in their fields, and have successfully navigated the FIT educational

process, business and creative environments. The Alumni Mentoring Program will give students

and alumni the opportunity to share their FIT experiences and beyond with one another for an

extended period of time (at least one semester or longer). It will provide a rich source of

guidance for students wishing to gain a higher level of understanding about specific professions.

Additionally, the program will offer first-hand guidance in assessing and developing leadership

styles, skill sets, decision-making tools, and sources of creative inspiration necessary for career

success. In addition, students will be encouraged outside of the classroom to successfully

complete their degrees while, at the same time, being prepared for a smooth transition into the

professional world.

Presently there is a college-wide FIT Alumni Shadow Program allowing FIT students to shadow

an alumna/us in industry for a full day or half day each semester.

How It Will Work: ● Pairing Presidential or Baker Scholars (~40 students) with alumni mentors ● By starting with a small group of mentors and mentees, the program’s success and

progress can be closely monitored and assessed in its first year of implementation ● The Career and Internship Center, Alumni Relations, along with members of the newly

formed Alumni Engagement Committee, will work together to determine eligibility for both students and alumni participants through an application process (e.g., standard application, essay, etc.), which will screen potential matches


44_______

● Structured activities will be planned for mentors and mentees throughout the year (e.g.,

dressing for success, networking and leadership workshops, community service events, etiquette dinners, etc.)

● Chosen applicants will participate in meet-and-greet/training events to determine mentor-mentee pairings

Key Considerations:

● Initiative will require the support of: ○ Presidential or Baker Scholars ○ Career and Internship Center ○ Alumni Relations ○ Alumni Engagement Committee ○ FIT departments that have built strong relationships with their respective alumni

Required Resources:

● Best practices from industry (e.g., Cosmetic Executive Women) and other mentor programs throughout FIT will be collected and utilized in building the FIT Alumni Mentoring Program

● Resources needed for dedicated staff member(s) to manage mentor requests, updates, and future launch of social media mentor program awareness campaign

Success Metrics: ● Number of student mentees ● Number of alumni mentors ● Number of student-alumni pairings ● Periodic online evaluations, surveys, and in-person interviews to assess program’s

effectiveness

Timing/Phasing:

Year 1: ● The Career and Internship Center, Alumni Relations, along with members of the Alumni

Engagement Committee will meet to determine mentorship guidelines, protocol, criteria, and activities

Year 2 (fall semester): ● Survey Presidential or Baker Scholars and alumni to find out what their needs and wants

are when developing an alumni-student mentoring program Year 2 (spring semester):

● Send applications to Presidential or Baker Scholars and alumni (students and alumni will receive notice of acceptance over the summer [June/July])

Year 3 (fall semester): ● Chosen applicants will participate in a meet-and-greet/training event to determine

mentor-mentee pairings (early September); program launches soon after


_______45

Year 4+: ● Program continues and expands to include additional students, and alumni are paired

with recent grads ● Online database matching portal created and implemented


46_______


Initiative: D.3 – Alumni Admissions Ambassadors

Brief Description: Create additional opportunities for alumni to contribute to the College by engaging with peers, prospective students, and their families. Invite alumni to volunteer at FIT recruitment activities, both on and off campus, such as Open House, Admitted Students Day, Parents Day, and regional/national college fairs. Key Objective/Benefit: Alumni will have the opportunity to share their personal experiences and accomplishments with prospective and admitted students, parents, and their peers. Students will also have the opportunity to learn more about various careers that are available to them based on their respective majors and how to network within a variety of industries. This alumni volunteer opportunity will provide a dynamic resource that will assist with ongoing recruitment efforts and initiatives. How It Will Work:

● Program aims to reach alumni from all schools and disciplines across campus by sending out an electronic survey, which will gather information regarding general alumni interest, geographic locations, FIT majors, and class years

● Admissions will host two orientation sessions for Alumni Ambassadors, which will provide an overview of recruitment efforts, events, and activities, as well as information on current FIT programs and other relevant Admissions information

● Interested alumni will be notified by Admissions and Alumni Relations regarding mandatory orientation session(s)

● Admissions and Alumni Relations will work closely in determining the cities and events staffed by alumni volunteers each year

Key Considerations:

● Alumni availability to participate in program throughout the year ● Ability to contact alumni from various majors and class years

Required Resources:

● Dedicated personnel needed from Admissions, the Career and Internship Center, International Student Services, and Alumni Relations to assist with launch, staffing, and effective oversight

● Space needed to host Alumni Ambassador orientation(s) ● Funding needed for Admissions orientation sessions ● Funding needed for alumni recognition and thank you events

Success Metrics:

● Number of Alumni Ambassador volunteers and participants ● Number of recruitment efforts executed with Alumni Ambassadors present ● Number of Alumni Ambassadors participating in recognition events


_______47


● Admissions and Alumni Relations will review recruitment calendar to determine the appropriate recruitment locations where alumni presence would be most beneficial within the NYC Metro area

● Alumni will be surveyed within NYC Metro area to determine interest in participating ● Alumni contact information will be compiled for NYC Metro area ● Alumni Relations will consult with International Student Services for information on

international alumni engaged in post-completion practical training ● Alumni will be invited to participate in Alumni Admissions Ambassador orientation(s)

(developed and organized by Admissions, Alumni Relations, and the Career and Internship Center)

● Alumni will be assigned to various recruitment activities throughout the year, such as Open House and Admitted Students Day

Year 2:

● Expand program from Year 1 to include national recruitment efforts ● Host alumni recognition reception for those who have served as volunteers (from Year 1

and Year 2)

Year 3+:

● Expand program from Year 2 to include international recruitment efforts ● Establish an Alumni Admissions Ambassador Committee made up of dedicated alumni

ready and willing to assist with recruitment initiatives both nationally and internationally ● Build on Year 2 by hosting a reception abroad for alumni and prospective students


48_______


Initiative: D.4 – Lifelong Learning and Professional Development for Alumni

Brief Description: Promote lifelong learning opportunities for alumni, positioning FIT as the first stop for all their professional development needs by running free learning and development workshops. Workshops will be facilitated and supported by Alumni Relations, the Center of Continuing and Professional Studies, the Career and Internship Center, and the newly formed Alumni Engagement Committee.

Key Objective/Benefit: Professional development workshops will allow alumni to re-engage with the College and their peers while increasing FIT’s profile as the best resource in NYC for postgraduate professional development.

How It Will Work: ● Individual departments will plan free alumni professional development workshops to

cover a variety of hot topics relevant to their specific disciplines (similar to Goal 1’s Open Mic initiative)

● Participating departments will work closely with Alumni Relations, the Alumni Engagement Committee, the Center of Continuing and Professional Studies, and the Career and Internship Center when planning and executing workshops

● Topics may include: ○ Resume review workshops (e.g., successfully piloted by FMM 10/22/2014 -

possible model) ○ Personal branding workshops (e.g., covering communication and presentation

skills) ○ Technology refresher workshops (e.g., Adobe Creative Cloud, Web PDM, PLM,

Excel, Retail Math, Textile Technology, etc.) ○ Social media branding and marketing workshops ○ H-1B sponsorship workshop for recent international graduates engaged in post-

completion practical training

Key Considerations: ● Increase FIT’s professional development offerings for alumni (our goal is to fall in line

with or go beyond those offered by FIT’s competitors) ● Request funding for workshops and activities ● Determine compensation for faculty participants ● Determine who will assign faculty to conduct workshops ● Determine if workshops need class-sized caps to manage number of attendees ● Determine if workshops conflict with Center of Continuing and Professional Studies

offerings ● Create model similar to existing Enterprise Center


_______49

Required Resources: ● Dedicated faculty participants ● Support from Alumni Relations, the Alumni Engagement Committee, the Center of

Continuing and Professional Studies, the Career and Internship Center, and Academic Affairs

● Dedicated staff member(s) from Alumni Relations, the Center of Continuing and Professional Studies, and the Career and Internship Center will oversee workshops (e.g., launch, programming, staffing, social media marketing, etc.)

● Overall funding for workshops (e.g., faculty compensation, facility fees, space/venue rentals, catering, etc.)

● Advertising and marketing outreach via social media, email, mail, etc.

Success Metrics: ● Number of faculty participants ● Number of alumni registrants for workshops ● Number of alumni attendees at workshops ● Number of professional development offerings compared to FIT’s competitors ● Survey results from alumni attendees on success and outcome of workshops ● Survey feedback from alumni on topics they would like covered in workshops


● Alumni community will be surveyed to collect lifelong learning needs and wants ● Alumni Relations, the Center of Continuing and Professional Studies, the Career and

Internship Center, the Alumni Engagement Committee, and Academic Affairs will work together to establish an outline of the types and scheduling of workshops

● Alumni Relations will work closely with the Alumni Engagement Committee to identify faculty participants

Year 2: ● Faculty participants will be contacted to hold workshops during academic year ● Workshops will be held for alumni community (e.g., resume workshop review, personal

branding workshop, technology refresher, etc.)

Year 3: ● Continuation of Year 2 with expansion of faculty involvement and workshop offerings


50_______


Initiative: D.5 – Alumni Engagement Committee (AEC)

Brief Description: Establish a new college-wide ad hoc committee, the Alumni Engagement

Committee (AEC), charged with developing best practices and procedures when engaging

alumni with FIT.

Key Objective/Benefit: Centralize campus stakeholders’ current relations to alumni to

maximize FIT’s outreach efforts. Tapping into these existing relationships allows the College to

re-engage the alumni community, providing opportunities to serve as guest lecturers, thesis

advisors, project judges, etc.

How It Will Work: ● AEC will establish a framework to enhance and increase alumni-student-faculty

engagement and activities college-wide ● Committee will be formed with the mission of gathering best practices for engaging

alumni college-wide ● Alumni Relations will work closely with Academic Affairs, Communications and External

Relations, and Student Life, to prepare a request for a new committee ● AEC will work closely with Alumni Relations when requesting alumni engagement

opportunities at FIT and will establish best practices and procedures ● Request will include a rationale for new committee’s mission and scope ● Request will be sent to FIT leadership for review and approval ● Elected members will serve as representatives and will work closely with Alumni

Relations on departmental engagement efforts ● Committee will be involved in planning alumni initiatives

Key Considerations:

● Departmental and faculty involvement key to overall success of the AEC ● Initiative requires the support of Alumni Relations, Academic Affairs, Communications

and External Relations, and others to be determined ● Alumni Relations must propose formation of ad hoc committee

Required Resources:

● Dedicated Alumni Relations personnel needed to serve as advisor(s) to committee ● Administration, faculty, staff, students, alumni, and overall college-wide participation

needed to determine AEC’s mission and charge

Success Metrics: ● AEC creates best practices and procedures for alumni engagement ● Increased number of alumni engagement activities ● Increased number of alumni participants


_______51

Timing/Phasing:

Year 1: ● Develop mission and charge of proposed committee ● Submit proposal for AEC to FIT leadership ● Establish ad hoc committee ● College-wide communication sent announcing formation of the AEC

Year 2 (spring semester): ● Requests to serve on AEC sent to proposed members ● AEC membership is established ● AEC determines initiatives for upcoming academic year

Year 2 (fall semester): ● AEC works with Alumni Relations to determine initiatives and programs ● AEC members reach out to their respective departments to gather additional information

Year 3 (spring semester):

● AEC begins executing proposed initiatives and programs for the current year, with help from Alumni Relations

Year 3 (fall semester): ● AEC continues executing proposed initiatives and programs with help from Alumni

Relations

Year 4: ● AEC, Alumni Relations, and FIT leadership review and assess the committee’s mission,

goals, and objectives


52_______


Initiative: D.6 – Alumni Recognition

Brief Description: To acknowledge and celebrate FIT alumni who have made significant

contributions to their communities and professions.

Key Objective/Benefit: Alumni will have the opportunity to be recognized for their

accomplishments through a variety of outlets, such as Hue magazine, the FIT website, social

media outlets, during classroom presentations, and at college events. Honoring alumni

reconnects them with the College, while promoting a greater sense of pride and school spirit

within the FIT community.

How It Will Work: ● The FIT community will celebrate our alumni’s varied and diverse achievements by

introducing a myriad of recognition events and awards ● Alumni Relations, Admissions, Academic Affairs, Communications and External

Relations, Facilities and Special Events, the Gladys Marcus Library, and the newly formed Alumni Engagement Committee collaborate to create a rubric for establishing alumni recognition

● Alumni recognition awards and activities may include: ○ Alumni Awards (e.g., Alumni Achievement Award(s) at Commencement) ○ Alumni Quote of the Day or Week (alumni submit quote and photo to be viewed

on prominent pages of FIT’s website including social media platforms) ○ Alumni Spotlight/Snapshots of Success/Alumni Blog (Alumni Relations currently

has an Alumni Spotlight and Alumni Blog) ○ Inviting alumni to serve as speakers and presenters for departmental programs

and functions ● All recognitions will be recorded and archived for future FIT use

Key Considerations:

● Alumni Relations and participating offices will need to create a rubric of establishing “alumni achievements” and a mechanism for applying it to our alumni community

● Recognition requires the support of Alumni Relations, Admissions, Academic Affairs, Communications and External Relations, Facilities and Special Events, the Gladys Marcus Library, and the Alumni Engagement Committee

● Types of alumni recognition need to be determined (e.g., awards, web announcements, Hue magazine features, etc.)


_______53

Required Resources:

● Dedicated personnel needed from Alumni Relations, Admissions, Academic Affairs, Communications and External Relations, Facilities and Special Events, the Gladys Marcus Library, and the Alumni Engagement Committee to oversee alumni recognition

● Funding for alumni recognition awards (e.g., monetary awards, plaques, etc.) ● Funding for FIT archival purposes (e.g., videographer, editing, digital archiving, etc.)

Success Metrics: ● Increased number of online alumni recognitions (e.g., webpages, blogs, social media,

etc.) ● Increased number of alumni recognitions at on-campus and off-campus events ● Increased number of alumni recognitions within departments ● Increased number of alumni recognitions recorded for archival purposes


● Alumni Relations, Admissions, Academic Affairs, Communications and External Relations, Facilities and Special Events, the Gladys Marcus Library, and the Alumni Engagement Committee create rubric for establishing alumni recognition

● Alumni Relations and other supporting offices create a governing group to determine the types of alumni recognitions, establish award criteria, create an application process for award nominees and garner funding (if applicable)

● Alumni Relations works closely with Communications and External Relations to create a “visual brand” for all existing and future alumni recognition initiatives placed online, as well as a submission process

Year 2: ● Alumni Relations works with Academic Affairs to establish departmental/school

recognition for alumni ● Alumni Relations visits FIT departments and schools to promote alumni recognition

activities ● A process is established to notify Alumni Relations when alumni are being recognized

within departments ● Alumni Relations works closely with Facilities and Special Events and the Gladys

Marcus Library to establish best practices when archiving alumni recognition activities college-wide

Year 3: ● Alumni recognitions reviewed and assessed:

○ Alumni Relations visits academic departments and follows up on previous year’s recognition activities, reviewing established process by which departments notify Alumni Relations of alumni participation in activities and events

● Alumni survey will be conducted to assess effectiveness of publicizing alumni accomplishments


54_______


Initiative: D.7 – Faculty on the Road

Brief Description: Program takes FIT faculty members “on the road” (to a location off campus),

where they share with the FIT community a topic of interest in their respective field of expertise,

while allowing alumni and their parents, current parents, and prospective students to engage

with one another and learn more about the College.

Key Objective/Benefit: The Faculty on the Road program allows faculty to showcase topics of

interest in an intimate setting consisting of prospective students, alumni, their parents, and

those of current students. Program will allow alumni to re-engage with their peers and the

College community, while giving back to their alma mater by serving as event hosts. Parents of

current students and alumni will also learn more about current FIT news and events, and

prospective students will have the opportunity to get a glimpse of FIT before taking the next step

in their educational careers.

How It Will Work: ● Program will originate within Alumni Relations/FIT Foundation ● Faculty members will be invited on a volunteer basis to join a member of the

Development staff “on the road” at some point during the academic year ● Faculty participants will be asked to put together a lecture, tour, or seminar that focuses

on a topic in their field of expertise and share that information with the FIT College community

● Faculty volunteers will be selected to present their talks in various cities where large numbers of alumni reside

● Alumni will be invited to host Faculty on the Road events in their homes or places of business as a way to give back to their alma mater

● Parents of current students and alumni may also be invited to serve as event hosts ● Alumni will have the opportunity to re-engage with peers, faculty, staff, and the College

at large ● Alumni Relations/FIT Foundation will work closely with Admissions to invite prospective

students to participate, as they will have the opportunity to meet alumni, faculty, and staff prior to attending FIT

● Parents of current students and alumni will also have the opportunity to hear the latest news from FIT and engage with alumni, faculty, and staff

Key Considerations: ● Program will require the support of Alumni Relations/FIT Foundation, FIT leadership,

Admissions, Academic Affairs, and the newly formed Alumni Engagement Committee ● National and international destinations must be determined by Alumni Relations and

Admissions in consultation with the Dean for International Education


_______55

● When event hosts (alumni or parents) are unable to provide catering for events, funding will be provided by Alumni Relations/FIT Foundation

● Faculty and staff travel, accommodations, and other requirements must be included in the budget request by Alumni Relations/FIT Foundation

Required Resources: ● Funding for dedicated personnel in Alumni Relations and Admissions to manage Faculty

on the Road program (e.g., launch, logistics, and effective oversight) ● Funding to cover all travel expenses, faculty/staff accommodations, catering, additional

vendors, and incidentals

Success Metrics: ● Number of faculty volunteers ● Number of alumni hosts/volunteers ● Number of parent hosts/volunteers ● Number of alumni attendees ● Number of prospective student attendees ● Periodic surveys of faculty members, event hosts, and attendees to assess the success

and progress of program

Timing/Phasing: Year 1 (launch program within NYC Metro area):

● Survey all FIT faculty members to determine those interested in participating in NYC Metro area programs

● Assign faculty volunteers to NYC Metro area locations ● Survey alumni/parents to determine those serving as event hosts in the NYC Metro area ● Select alumni or parent hosts within NYC Metro area locations ● Survey faculty members, event hosts, and attendees to assess program effectiveness

Year 2 (expand program nationally): ● Survey all FIT faculty members to determine interest in participating outside of NYC

Metro area ● Survey alumni/parents to host events in various locations throughout the USA where

large numbers of alumni reside ● Assign faculty volunteers to locations ● Select alumni or parent hosts within various locations throughout the USA ● Survey faculty members, event hosts, and attendees to assess program effectiveness

Year 3 (expand program internationally): ● Repeat Year 2 while expanding to international territories ● Survey faculty members, event hosts, and attendees to assess program effectiveness

Year 4: ● Continue program assessment ● Begin to identify national and international locations where alumni chapters may be

established


56_______

Strategic Plan: Our Legacy, Our Future: FIT Beyond 2020 Goal 3: Provide an Empowering Student Experience in a Cohesive Community

Resources

A. Promote Greater Academic and Co-Curricular Intellectual Engagement for Students A.4. Student & Alumni Feedback on Courses, Curricula, and Programs *Meaningful Student Involvement http://soundout.org/MSIIdeaGuide.pdf

A.5. Civic Engagement Committee

The model on Civic Engagement currently being proposed by Cornell University: https://www.giving.cornell.edu/docs/Engaged%20Cornell%20Proposal_10_2_14_abridged%20FINAL.pdf

(Important pages: 2, 8)

B. Make International Perspectives and Understanding Fundamental to the Student Academic

and Co-Curricular Experience

B.1. Intercultural Competencies

Standard pre- and post-study abroad testing, as well as intercultural sensitivity assessment available

through IDI, the Hammer and Bennett Intercultural Development Inventory: http://idiinventory.com/

Hart Research Associates. (2013). “It Takes More Than a Major: Employee Priorities for College Learning and Student Success. An Online Survey among Employers Conducted on Behalf of the Association of American Colleges and Universities.” ICC Global: Global Network on Intercultural Competence: www.iccglobal.org Intercultural Communication and Training Knowledge Community: www.nafsa.org/ICTnetwork Kuh, George. (2008). High Impact Practices: What Are They, Who Has Access to Them, and Why They Matter. Washington, DC. Association of American Colleges and Universities. Musil, Caryn M. (2006). Assessing Global Learning. Washington, DC: Association of American Colleges and Universities. Olson, C., Evans, R., and Schoenberg, Robert F. (2007). “At Home in the World: Bridging the Gap between Internationalization and Multicultural Education.” Washington, DC: American Council on Education. Rhodes, Terrel. (2010). Assessing Outcomes and Improving Achievement: Tips and Tools for Using Rubrics. Washington, DC: Association of American Colleges and Universities.

http://soundout.org/MSIIdeaGuide.pdf

http://soundout.org/MSIIdeaGuide.pdf

https://www.giving.cornell.edu/docs/Engaged%20Cornell%20Proposal_10_2_14_abridged%20FINAL.pdf

http://idiinventory.com/

http://www.iccglobal.org/

http://www.nafsa.org/ICTnetwork


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Rhodes, T. and Finley, A. Using VALUE Rubrics for Improvement of Learning and Authentic Assessment. Washington, DC: Association of American Colleges and Universities. Stearns, Peter. (2009). Educating Global Citizens in Colleges and Universities. New York: Routledge. B.2. Cultural Fellows Establish a “living in the United States” web page, videos, and/or series of workshops in which Cultural Fellows play central roles in advising international students prior to arrival at FIT, i.e., USC’s American Culture videos: http://sait.usc.edu/ois/new-stu/american-culture-videos.aspx Examples of student-led programs and types of support for international students offered at Middlebury and Yale: http://www.middlebury.edu/international/isss/about http://www.yale.edu/oiss/immigration/index.html Particularly impressive is the programming at Duke’s International House and Center for Multicultural

Affairs:

http://studentaffairs.duke.edu/ihouse/about-us

B.3. Increase International Teaching & Collaborative Experiences SUNY COIL: http://coil.suny.edu/

Fulbright program: http://eca.state.gov/fulbright Fulbright scholar program: http://www.cies.org/

B.4. Innovative Partnerships with Multinational Corporations & Organizations Institutional examples of international internship programs: Penn’s International Internship Program (IIP – http://global.upenn.edu/iip) Boston University’s (http://www.bu.edu/abroad/find-programs/by-internship) An institutional model for comprehensive global initiatives, housing both international student and study abroad offices, as well as international faculty and visiting scholars, international scholarly pursuits, international partnerships, etc., at North Dakota State University: http://www.ndsu.edu/globaloutreach

B.5. Increase Study Abroad Participation

SUNY’s commitment to IIE’s Generation Study Abroad Initiative:

http://www.iie.org/Who-We-Are/News-and-Events/Press-Center/Press-Releases/2014/2014-10-29-

SUNY-Signs-Generation-Study-Abroad-Commitment

C. Build and Enhance Physical and Virtual Spaces that Promote a Deeper Sense of Community

C.6. An Interactive Campus Event Management Information System

"Innovative Workplaces: Benefits and Best Practices." GSA. 1 Jan. 2006. Web. 14 Oct. 2014.

http://www.gsa.gov/graphics/pbs/Innovative_Workplaces-508_R2OD26_0Z5RDZ-i34K-pR.pdf

http://sait.usc.edu/ois/new-stu/american-culture-videos.aspx

http://www.middlebury.edu/international/isss/about

http://www.yale.edu/oiss/immigration/index.html

http://www.yale.edu/oiss/immigration/index.html



http://coil.suny.edu/

http://eca.state.gov/fulbright

http://www.cies.org/

http://global.upenn.edu/iip

http://www.bu.edu/abroad/find-programs/by-internship

http://www.iie.org/Who-We-Are/News-and-Events/Press-Center/Press-Releases/2014/2014-10-29-SUNY-Signs-Generation-Study-Abroad-Commitment

http://www.iie.org/Who-We-Are/News-and-Events/Press-Center/Press-Releases/2014/2014-10-29-SUNY-Signs-Generation-Study-Abroad-Commitment




58_______


D.2. Alumni Mentoring Program

Examples of alumni mentoring/leadership programs:

Sarah Lawrence College:

https://alum.slc.edu/sslpage.aspx?pid=287

Middlesex Community College:

https://www.middlesex.mass.edu/sullivaninstitute/default.aspx

D.3. Alumni Admissions Ambassadors

Examples of alumni admissions volunteer programs, initiatives, and additional resources: Brandeis University:

http://alumni.brandeis.edu/volunteer-leadership/alumni-admissions-council.html

Middlebury College:

http://www.middlebury.edu/middlebury_google_custom_search/go/alumni%20admissions%20pr

ogram


http://alum.slc.edu/page.aspx?pid=416

Richard Daniel, Ph.D., Rajesh Bellani, Ed.D, Naomi Marshall, M.A. Academic Impressions,

Students and Alumni - Enhancing Each Others’ Experiences

http://www.academicimpressions.com/hei_resources/0208-sa-wp.pdf

Fashion Institute of Technology:

Laura Arbogast, Director, Admissions, Enrollment Management and Student Success

Ryan Kase, Recruitment Event Manager, Admissions, Enrollment Management and Student

Success

D.4. Lifelong Learning and Professional Development for Alumni Examples of alumni workshops, professional development opportunities, and additional resources: Yale University: http://www.aya.yale.edu/content/alumni-students http://www.yale.edu/stay/ Sacred Heart University: http://alumni.sacredheart.edu/ Wesleyan: http://wesconnect.wesleyan.edu/s/1318/index_social.aspx?sid=1318&gid=1&pgid=389 Savannah College of Art and Design: https://www.scad.edu/calendar/events New York University: http://alumni.nyu.edu/s/1068/2col_scripts.aspx?sid=1068&gid=1&pgid=386 Rhode Island School of Design: http://www.risd.edu/press-releases/2013/The-Creative-Group-Offers-Additional-Career-Resources-and-Support-to-RISD-Students-and-Alumni/

https://alum.slc.edu/sslpage.aspx?pid=287

https://www.middlesex.mass.edu/sullivaninstitute/default.aspx

http://alumni.brandeis.edu/volunteer-leadership/alumni-admissions-council.html

http://www.middlebury.edu/middlebury_google_custom_search/go/alumni%20admissions%20program

http://www.middlebury.edu/middlebury_google_custom_search/go/alumni%20admissions%20program


http://www.academicimpressions.com/hei_resources/0208-sa-wp.pdf

http://www.aya.yale.edu/content/alumni-students

http://www.yale.edu/stay/

http://alumni.sacredheart.edu/

http://wesconnect.wesleyan.edu/s/1318/index_social.aspx?sid=1318&gid=1&pgid=389

https://www.scad.edu/calendar/events

http://alumni.nyu.edu/s/1068/2col_scripts.aspx?sid=1068&gid=1&pgid=386

http://www.risd.edu/press-releases/2013/The-Creative-Group-Offers-Additional-Career-Resources-and-Support-to-RISD-Students-and-Alumni/

http://www.risd.edu/press-releases/2013/The-Creative-Group-Offers-Additional-Career-Resources-and-Support-to-RISD-Students-and-Alumni/


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D.5. Alumni Engagement Committee

Fashion Institute of Technology:

Jeffrey Buchman, Professor, Advertising and Marketing Communications, Jay and Patty Baker

School of Business and Technology; President, FIT Faculty Senate

Esther Oliveras, Coordinator, Faculty Services, Academic Affairs

FIT Faculty Senate by-laws

Faculty of the Future Planning Committee

Cosmetics and Fragrance Marketing and Management Alumni Association Charter

D.6. Alumni Recognition Examples of alumni awards, news, events and social media engagement: Yale University: http://www.yale.edu/stay/ Sacred Heart University: http://alumni.sacredheart.edu/ Wesleyan: http://wesconnect.wesleyan.edu/s/1318/index_social.aspx?sid=1318&gid=1&pgid=389 Middlesex Community College: https://www.middlesex.mass.edu/studentsuccess/ Middlebury College: http://www.middlebury.edu/alumni/mcaa/awards School of Visual Arts (NYC): http://www.sva.edu/after-sva/alumni-affairs/alumni-events Savannah College of Art and Design: http://www.scad.edu/success/our-alumni Parsons: http://www.newschool.edu/parsons/profiles_alumni.aspx?ProfileTypeFilter=Alumni Fashion Institute of Technology: Carly Guerra `10, President, FIT’s Cosmetics and Fragrance Marketing and Management MPS

Alumni Association

D.7. Faculty on the Road

Program outline, sample activities, and examples of additional regional alumni events/chapters:


http://www.slc.edu/magazine/krl/alumnae/ontheroad.html

http://www.slc.edu/magazine/mtm/alumnae/ontheroad.html


Pittsburgh Theological Seminary:

http://www.pts.edu/Faculty-on-the-Road

School of Visual Arts (NYC):

http://www.sva.edu/after-sva/alumni-affairs/alumni-events

http://www.yale.edu/stay/

http://alumni.sacredheart.edu/

http://wesconnect.wesleyan.edu/s/1318/index_social.aspx?sid=1318&gid=1&pgid=389

https://www.middlesex.mass.edu/studentsuccess/

http://www.middlebury.edu/alumni/mcaa/awards


http://www.scad.edu/success/our-alumni

http://www.newschool.edu/parsons/profiles_alumni.aspx?ProfileTypeFilter=Alumni

http://www.slc.edu/magazine/krl/alumnae/ontheroad.html

http://www.slc.edu/magazine/mtm/alumnae/ontheroad.html


http://www.pts.edu/Faculty-on-the-Road



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Strategic Plan: Our Legacy, Our Future: FIT Beyond 2020 Goal 3: Provide an Empowering Student Experience in a Cohesive Community

Working Groups

A. Promote Greater Academic and Co-Curricular Intellectual Engagement for Students

Chair

Rachel Baum, Assistant Professor, History of Art, School of Liberal Arts

Co-Chair

Tardis Johnson, Assistant Dean, Academic Advisement, Academic Affairs

Members

Sahar Ali, Student, Fashion Merchandising Management Joseph Antee, Associate Professor, Fashion Merchandising Management, Jay and Patty Baker School of Business and Technology Todd Blumenthal, Assistant Professor, Fashion Merchandising Management, Jay and Patty Baker School of Business and Technology Irene Buchman, Professor, Presidential Scholars Program, School of Liberal Arts Leanna Camacho, Student, International Trade and Marketing for the Fashion Industries Julia Jacquette, Assistant Professor, Fine Arts, School of Art and Design Joseph Plutz, Coordinator, Disability Services, Enrollment Management and Student Success Asta Skocir, Associate Professor, Fashion-Design, Apparel, School of Art and Design Michelle Van-Ess, Director, Student Life, Enrollment Management and Student Success Christopher Wallace, Student, Production Management: Fashion and Related Industries, President FIT-Student Association


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B. Make International Perspectives and Understanding Fundamental to the Student Academic and Co-Curricular Experience Chair Erika Rohrbach, Professor and International Student Advisor, Admissions, Enrollment Management and Student Success Born: Stamford, CT; Raised: Pennsylvania Members Isabella Bertoletti, Professor and Assistant Chair, Modern Languages and Cultures, School of Liberal Arts Born: Milan, Italy; Raised: Italy Sass Brown, Acting Associate Dean, School of Art and Design Born: Montreal, Canada; citizen of the United Kingdom; Raised: Montreal, New York, New Orleans, Scotland, North England, London Renée Yates Cooper, Professor and Assistant Chair, Fashion Merchandising Management, Jay and Patty Baker School of Business and Technology Born: Washington, D.C.; Raised: US Jung-Whan ‘Marc’ de Jong, Assistant Professor, Social Sciences, School of Liberal Arts Born: South Korea; Raised: Aalsmeer and Uithoorn, the Netherlands Brian Fallon, Associate Professor and Director, Writing Studio, School of Liberal Arts Born: Hartford, CT; Raised: Enfield, CT Eileen Karp, Assistant Professor and Chair, Fashion Design, School of Art and Design Born: Fargo, ND; Raised: North Dakota Shireen Musa, Assistant Professor, International Trade and Marketing for the Fashion Industries, Jay and Patty Baker School of Business and Technology Born: Palestine; Raised: New York City Farah Qurratuaini, Student, Production Management, and Manager of Cultural Events, FIT Student Association Born: Bandung, Indonesia; Raised: Indonesia Deirdre C. Sato, Dean for International Education, Academic Affairs Born: Elmira, NY; Raised: Washington Yui Yasuda, Student, Global Fashion Management, School of Graduate Studies Born: Asahikawa, Japan; Raised: Hokkaido, Japan


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Community

Chair

Erik J. Kneubuehl, Assistant Vice President and Dean of Students, Enrollment Management and

Student Success

Members

NJ Bradeen, Professor and Director, Gladys Marcus Library, Academic Affairs

Gus Dickson, Director, Enterprise Technology Services, Information Technology

Keith Ellenbogen, Professor, Photography, School of Art and Design

Christine Helm, Coordinator, Enterprise Center, Center for Continuing and Professional Studies

Shannon Maher, Professor, Home Products Development, Jay and Patty Baker School of

Business and Technology

Taylor McCombie, Student, Fashion Merchandising Management

June Ng, Director, Space Management and Planning, Finance and Administration

Lauren Sitterly, Student, Fashion Merchandising Management


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Chair

Miriam Smith, Manager, Alumni Engagement and Giving, FIT Foundation

Co-Chair

Brooke Carlson, Assistant Professor, Cosmetics and Fragrance Marketing and Management,

School of Graduate Studies

Members

Michael Casey, Professor and Assistant Chair, Fashion Design, School of Art and Design

Greta Earnest, Associate Professor and Associate Director, Gladys Marcus Library, Academic

Affairs

Magda Francois, Assistant Professor and Assistant Director, Admissions, Enrollment

Management and Student Success

Amy Lemmon, Professor, English & Speech Department, School of Liberal Arts

Leah Linnehan, Student, Fashion Merchandising Management, FIT Student Association, Vice

President of Alumni Affairs

Lori Massaro, Associate Professor, Fashion Merchandising Management, Jay and Patty Baker

School of Business and Technology

Ryan Moakley, Student, Fashion Merchandising Management, FIT Student Association,

Programming Board, Manager of Networking and Alumni Affairs

Dan Shefelman, Assistant Professor, Illustration Department, School of Art and Design

Jennifer R. Shloming, Assistant Professor, Science and Mathematics, School of Liberal Arts

miriam smith - fashion institute of technology...begin on campus through the experiential learning...

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