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Introduction
Executive Summary
Process
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The Rensselaer Plan 2024
Goal Fundamentals Undergraduate Education Graduate Education Research Communities Enabling Change Leadership
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ENABLING CHANGE

Achieving the goal set by The Rensselaer Plan 2024 requires a relentless commitment to change.

The Rensselaer Plan enables change, and change defines The Rensselaer Plan. The founders of Rensselaer Polytechnic Institute—Stephen Van Rensselaer and Amos Eaton—launched their “magnificent experiment” in 1824 with The Rensselaerean Plan, a historic statement that gave form to Professor Eaton’s vision for applying science to common purposes of life. The Rensselaer Plan is the 21st-century expression of this tradition.

The Rensselaer Plan 2024 articulates a strategic vision for the Institute, and delineates the means to achieve it. An “evergreen” plan, designed to be updated on a regular basis, The Plan guides our decisions, and provides the framework for school and divisional performance plans that serve as the basis for each year’s overall operating plan and budget. Performance plans define means and metrics, and when prioritized, create the case for major new resources. The means and metrics must link to key outcomes in each area that we pursue.

We will focus new resources—be they substantial new assets or savings from effective use of existing resources—to areas of the highest priority. Under The Rensselaer Plan 2024, discretionary, incentive, and new resources will be directed toward identified priorities in research, pedagogy, and other core activities.

7.1 Administrative Process Re-engineering
The Plan requires that we achieve high performance levels in key administrative processes in increasingly efficient ways. We will:

  • Focus all portfolios on the goals and strategies of The Rensselaer Plan 2024.
  • Build stronger cooperation and collaboration among portfolios and functional activities.
  • Streamline administrative processes through better understanding and coordination of policies and associated protocols.
  • Strengthen awareness and knowledge of the statutory and regulatory environment in which the university operates.
  • Provide a high baseline quality of service for all members of the Rensselaer community.
  • Maximize efficiency through the use of technology.
  • Implement policies to foster creativity in research, while complying with statutory and regulatory requirements.
  • Emphasize access, simplicity, and measurable outcomes in each administrative process.

7.2 Information and Cyber-Infrastructure
An integrated information environment is essential to teaching, learning, and research. We must enhance our first-rate information culture and powerful information infrastructure by valuing information and cyber-literacy at every level and implementing new methods for scholarly communication and electronic interactions. We will:

  • Provide an integrated portfolio of education, access, and support technologies, policies, and services for teaching, learning, and research.
  • Develop a sophisticated business analytics culture to improve distributed decision support throughout the Institute.
  • Create new delivery models for improved user experience and increased accessibility, connectivity, reliability, and operational efficiency.
  • Maintain a secure cyber-infrastructure that provides for appropriate levels of access, security, and privacy.
  • Provide intuitive multimedia access to scholarly materials for research and education purposes.
  • Partner with other universities, companies, and public agencies to augment the intellectual and capital resources of the Institute.

7.3 Physical Facilities
Rensselaer requires land, buildings, and infrastructure that undergird and complement all that we do. Academic facilities must be first-rate and support innovative pedagogy. Research facilities must have modern capabilities, services, and the flexibility to meet changing needs. Residential and recreational facilities for our students must be inviting and support a robust living/learning environment. We will:

  • Develop the next generation Master Plan for platforms and infrastructure to support the Institute highest priorities.
  • Build a new Center for Science to enhance educational and research opportunities in the sciences and enable expansion of other programs.
  • Complete Phase II of the East Campus Athletic Village.
  • Implement “best practices” for sustainability, throughout the university.

7.4 Advancing the Institute
Rensselaer is a dynamic, transformative institution. To expand our worldwide recognition and influence, we must refine our institutional branding and engage our constituents in ways that are of mutual benefit to them and to Rensselaer. Branding plays an important role in advancing the Institute. It begins with establishing value, which rests with the quality of the work of our faculty, students, staff, alumni/ae, and leadership. Therefore, we will:

  • Promote a thorough understanding of the accomplishments of Rensselaer.
  • Employ a strategic integrated communications approach to project a cohesive identity.
  • Expand global name recognition.

7.5 Managing Financial Resources
Excellent stewardship and use of existing financial resources is a fundamental precept of a prudent university management. We will:

  • Focus resources for maximum strategic impact.
  • Base performance plans and annual operating plans and budgets on The Plan.
  • Pursue aggressive risk management and regulatory compliance.

7.6 Expanding the Resource Base
Great universities enjoy philanthropic leadership by their Boards of Trustees and major philanthropic support from their alumni/ae. The Rensselaer Plan 2024 requires substantial new investment. A multifront and focused effort led and supported by the President and the Board of Trustees of Rensselaer will be required to garner substantial new resources. To that end, we will:

  • Mount a comprehensive fund-raising campaign to maximize giving at all levels, building upon the success of the $1.4 billion Renaissance at Rensselaer campaign. Key targets are:

    Doubling the endowment, to include:
    —Significant endowment growth for student financial aid.
    —Enhanced resources for Constellation and other endowed chairs.
    —Competitive research start-up packages for new faculty.
    —The new Center for Science.
    —Phase II of the East Campus Athletic Village.
    —New student residences.

  • Achieve $150 million in annual philanthropic support.
  • Build and maintain the Annual Fund at a minimum of $20 million a year.
  • Develop a strong parent-giving program.
  • Cultivate a philanthropic orientation among students.
  • Pursue support from leading technology companies in priority areas.
  • Pursue major federal and state support for specialized facilities and equipment.
  • Mobilize and integrate the entire Institute community to achieve the financial goals of The Rensselaer Plan 2024.
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The Rensselaer Plan 2024

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