- A Memorandum identifying Issues for First Roundtables;
- A Report on Interview Results;
- A Report summarizing the Central Themes from the Strategic Planning Roundtables convened December 6-7 and December 15-16, 2004; and
- A Report on Enrollment Trends.
Over the next two months we are asking the special planning committee for the School of Graduate Studies to address two strategic challenges.
Strategic Challenge 1. A key goal for FIT emerging from the strategic planning process is to be and be seen as a creative hub linked to an increasingly dispersed set of industries––a nexus for the distribution of new ideas, new techniques, and the imaginative use of new technologies. As a creative hub with global reach, FIT might conceive and organize some of its elements as a think tank––a generator of innovative, entrepreneurial ideas that serve and help advance the fashion and related industries. FIT as a creative hub would engage in dynamic partnerships––with industry, with other higher education institutions, with its own students as barometers of new directions in the fashion and related lifestyle industries. FIT creates opportunities for its students as well as its faculty to serve as intellectual capital to enhance the workings of its industry partners.
This Strategic Challenge asks the School of Graduate Studies to ask “What new programs of graduate study should FIT explore in light of its announced goal of being and being seen as a creative hub with global reach? What contributions to FIT does the School see itself as making over the next 15 years?”
Strategic Challenge 2. In the increasingly competitive market for top students, those institutions that rise to the top have both excellent academic programs and exhibit a tangible commitment to being student centered. Students know when they are being served, when they see themselves as truly belonging to a community that reflects their interests and concerns, and when they are taken as serious partners in the learning process.
Now is the time for all of FIT’s programs and services to ask “What changes to the campus environment will enhance teaching and learning while also increasing student satisfaction with their educational experience at FIT?” More specifically, this Strategic Challenge asks, “How might the School of Graduate Studies best strengthen its commitment to being student-centered in terms of the support students receive from classroom and non-classroom faculty as well as from the administration and staff, the nature and extent of the School’s co-curricular programs, and the efficiency and success of its programs of internships, job placement, and career planning?”
In considering these Strategic Challenges we ask that you
- Explore and then specify the planning goals you would like the School or Graduate Studies to achieve in responding to each challenge;
- Identify a limited set of specific initiatives and the principal resources that will be needed to achieve these goals; and
- Suggest a limited set of metrics and benchmarks that the School could track to see if, over the next five years, sufficient progress is being achieved.
- Identify those issues and concerns that will need to be addressed once this current round of strategic planning is complete.
School of Graduate Studies Committee Members
CHAIR: John Mincarelli, associate professor, Fashion Merchandising Management; special assistant to the dean and graduate coordinator, Graduate Studies
CO-CHAIR: Co-chair: Jeffrey Buchman, professor, Advertising and Marketing Communications; chairperson, Faculty Association
Eric Hertz, director, Executive Education
Guillermo Jimenez, assistant professor, International Trade and Marketing
Stephan Kanlian, assistant professor and associate chair, Cosmetics & Fragrance Marketing & Management
Young-Ja Kim, professor-director, Records and Registration
Katherine Michaelsen, professor, History of Art; associate chairperson Art Market: Principles and Practices
Denyse Montegut, assistant professor and associate chair, Fashion & Textile Studies