2. Harrington School Faculty Meeting, May 22, 2012
Today’s Objectives
Celebrate our accomplishments at the end of the academic year
Review key elements of the strategic planning process
Get feedback and brainstorm strategies for 2012-2013
Look forward to the future
2
4. Celebrate our Accomplishments in 2011-2012
Publication (books, journal articles, book chapters)
Presentation at scholarly conferences and professional events
Completed a creative work
Developed a new course
Served on a university or departmental committee
Engaged in leadership and collaboration (local, regional,
national, international)
4
5. Agenda
Where We Are Today
Visions for the Future
Achieving the Vision
5
6. Harrington School of
Communication and Media
THE PARTHENON GROUP
Boston • London • Mumbai • San Francisco
Interviews
Strategic Planning Process Student & Faculty Survey
Alumni & Employer Survey
External Benchmarking
Focus Groups
Financial Analysis
7. Where We Are Today
The Harrington School enrolls students from Rhode Island, New England and
NY/NJ; We attract more out-of-state students than URI’s overall population
Headcount in the Harrington School by Student’s Headcount in the Harrington School by Student’s
Home State, 2011-12 Home State, 2011-2012
16,017 1,276* 748 142 126 110 104 46 Total = 1,276*
100% Other 100% DC IL
DC
Other PA FL
MD
FL
PA
NY
ME
CA NY
CA CA
CA
NY ME
NY NY NY
NY NY NH
NJ CT
NH, ME, VT NJ CT
NJ NJ
80 CT 80 NJ
VT
ME
MA
NH, ME, VT NJ
CT
MA CT
NH
CT
CT MA
ME
NH
MA
60 MA 60 MA MA CT
MA
40 40
RI
RI
RI RI RI RI
RI
20 20 RI
NY, NJ & Other
NY, NJ & Other
New England
New England
Rhode Island
Rhode Island
0 0
Journalism
Information Studies
Public Relations
Writing & Rhetoric
University of Rhode The Harrington Communication Studies Film
Island School Studies
Library &
Note: Excludes those students who refused to disclose their background; Headcount is the sum of full and part-time students;
Source: SCM Internal Data 7
8. Where We Are Today
The higher education market is highly fragmented and competitive with nearly
70,000 students enrolled regionally; students have many choices of schools
Estimated 12-Month FTE Enrollment in Bachelor’s Degree Programs by Subject
In New York, New Jersey, and New England, 2009-10
0.2K
42.2K 9.2K 8.1K 5.9K 3.6K Total = 69.2K
100%
Other
80 Other
Other Southern Connecticut State University Other
Marist College
S uffolk University
Other Rowan University
CUNY Brooklyn College
University of RhodeIsland
S t. John's University-NewY ork
Ithaca College
60 University of Connecticut
State University of New York at New Paltz University of Rhode Island
Ithaca College
Quinnipiac University
St. John's
Qu n i p a Un ve ty
i n i c i rsi
Hofstra University University-New York
CUNYBro kl yn Co l e e
o l g Ithaca College
Pa Un ve ty-Ne Yo
ce i rsi w
Ma st Co l e e
ri l g
rk
Emerson College Hofstra University
Un ve ty o Rh d Isl a d
i rsi f oe n
Southern Connecticut State University Emerson College
Hofstra University
SUNYCollege at Buffalo
NortheasternUniversity Pace University-New S tate University
CUNY City College York of New Y ork at
40 University of New Hampshire-Main Campus
Northeastern University
Ithaca College
University of Rhode Island
Syracuse University
CUNY City College
Syracuse University
Marist College
New P altz
Northeastern University
E merson College University of Massachusetts Syracuse
SUNY College at Buffalo
B oston College Amherst University
New York University CUNYBrooklyn College Suffolk University
University of Connecticut Pratt Institute-Main
Syracuse University
New York University
CUNY Hunter College CUNY Hunter College
St. John's University-New York Quinnipiac University
University of Rhode Island Ithaca College
20 FordhamUniversity
William Paterson University of New Jersey Emerson College Boston University Rowan University SUNY at
NY & NJ
University of Massachusetts Amherst Albany
University at Buffalo New England
RutgersUniversity-New Brunswick New York University Rutgers University-New
Brunswick Syracuse University Rhode Island
Boston University
0
Information Stu dies
Communication Studies Film Media Journalism Public
Writing and
Rhetoric
Libr ary and
Relations
Note: Subjects are defined by applicable Classification of Instructional Programs (CIP) codes from the National Center for Education Statistics (NCES); Communication Studies includes Communication and Media
Studies, Publishing, Speech Communication, and Radio, Television, and Digital Communication; Film Media includes Design and Visual communication, Film/Cinema/Video Studies, Documentary Production,
Digital Arts, and Game and Interactive Media Design; Journalism includes Broadcast Journalism; Library and Information Science includes Librarianship; Public Relations includes Advertising and Applied
Communication; Writing and Rhetoric includes Health and Political Communication, Rhetoric and Composition, and Technical and Business Writing
Source: NCES 8
9. Where We Are Today
The University of Rhode Island attracts students at the lower end of regional
schools offering communication and media programs
SAT Scores for Incoming Students at Competing Schools
In New York, New Jersey and New England, 2010
1600
1345
1310
1260 1250 1240
1220
1190 1185 1165 1165
1200 1160 1160 1155 1140
1125 1120
1095 1090 1090 1085 1075
1045
1000 992 988
940
800
400
0
UMass Amherst
University
University
University
University
University
Bryant University
SUNY at Albany
Rowan University
Ithaca College
Marist College
Hunter College
Simmons College
Rhode Island
University
University
Northeastern
Syracuse
Keene State
Salem State
William Paterson
Rhode Island
Emerson
University of
Connecticut
New York
St. John's
Quinnipiac
University
Roger Williams
Fordham
University at
University of
College
Rutgers
University
Hofstra
Boston
University
College
University
Buffalo
College
University
CUNY
In-State
2K
8K
1K
0K
3K
1K
2K
4K
8K
5K
3K
9K
6K
3K
4K
6K
2K
1K
1K
2K
1K
K
K
K
K
K
Tuition
$7
$6
$7
$8
$7
$4
$3
$4
$4
$3
$1
$1
$3
$3
$3
$1
$2
$3
$3
$3
$3
$1
$3
$1
$1
$1
Note: Bolded schools are those considered to be “direct competitors” in terms of attracting the same set of students (based on survey analysis; each bolded school had multiple respondents indicate that they
chose between URI and the bolded school)
Note: *Bachelor‟s degree enrollment only; Acceptance rate, % in-state students and in-state tuition apply to fall 2011 first year students
Source: NCES; College Board 9
10. Where We Are Today
Our students and our faculty are not so likely to recommend the Harrington
School to peers
Q: How highly would you recommend the Harrington School to a
friend or colleague? NPS Benchmarking:
(Please rate on a scale of 0-10 where 0=Not at all likely to
Net Promoter Scores measure the difference
recommend and 10=Very likely to recommend)
between “promoters” and “detractors”
NPS: (% 9 or 10) – (% 0-6)
n=89 n=42
100%
10: Would definitely 10: Would 80
recommend the definitely
HarringtonSchool to recommend the
a friend or colleague Harrington School 67
to a friend or
80 colleague
9 60
9
8
60 8
40
7
28
40 7 6
20
6 5
20 1
5 0
4
4
3
3
-5
2
1
2
0
0: Definitely would NOT recommend SCM: Current Students SCM: Faculty
the Harrington School to a friend or -20
colleague SCM: Current SCM: Faculty Best-in-class Best-in-class
Students for-profit media for-profit media
school (campus) school (online )
Net Promoter Score 1 -5
Source: University of Rhode Island Harrington School Survey (Students: n=89; Faculty: n=42) 10
11. Agenda
Where We Are Today
Visions for the Future
Achieving the Vision
11
12. About Our Faculty and Our Graduates
As scholars, researchers, Our graduates are lifelong
practitioners and creative learners who are active
professionals, our faculty are participants in local and global
themselves lifelong learners, communities. They embody the
active and community- values of leadership, enterprise,
connected, whose work is intellectual curiosity, social
regionally and nationally responsibility and environmental
recognized and respected. sustainability.
12
13. Vision
The Harrington School of Communication and Media is a distinctive and
nationally-recognized program whose graduates are well-prepared for
citizenship, careers, and life in a rapidly changing global economy.
MISSION
As a learning community,
we use the power of communication and digital media
to make a difference.
1 2 3
Build Distinctive Increase the
Make Real-World
Interdisciplinary Flexibility and
Learning
Programs Reach of the
an Integral Part of
through Learning Program
the School
Communities
13
14. Our Mission
As a learning community, we use the power of communication and digital media
to make a difference
1
Build Distinctive
Digital and Media Literacy
Interdisciplinary
We use the power of communication through digital media to
explore new forms of expression and communication, helping people to thrive Programs
as both creative producers and consumers of digital culture and initiating new through Learning
approaches to using media as a tool for teaching and learning. Communities
.
Communication for Environmental Sustainability
We use the power of communication to support the creation of
environmentally sustainable communities, translating science in ways that
enable public participation, collaboration and conflict resolution through
environmental campaigns, social marketing, rhetoric and discourse.
Engaged Communication and Action
We use the power of communication as a form of civic action,
working with local and global communities to address issues of equity and
social justice, using leadership, creativity, collaboration and critical thinking to
help improve the quality of life for people across the region and around the
globe.
14
15. Our Mission
As a learning community, we use the power of communication and digital media
to make a difference
1
Build Distinctive
Interdisciplinary
Programs
through Learning
Communities
Digital and Communication Engaged
Media Literacy for Communication
Environmental and Action
Sustainability
Spaces for Research Collaboration
Expanded Scope of Faculty Expertise
Increased Investment in Graduate Education
Faculty Job Shadowing
Location-Specific Immersion Programs
15
16. Vision
The Harrington School of Communication and Media is a distinctive and
nationally-recognized program whose graduates are well-prepared for
citizenship, careers, and life in a rapidly changing global economy.
MISSION
As a learning community,
we use the power of communication and digital media
to make a difference.
2
Make Real-World
Learning
an Integral Part of
the School
16
17. Our Mission
As a learning community, we use the power of communication and digital media
to make a difference
2
Leadership in
Digital Media Make Real-World
Learning
an Integral Part of
the School
Digital Boot Camp
Youth Media Programs
Robust and Independent
Student Media Network
17
18. Our Mission
As a learning community, we use the power of communication and digital media
to make a difference
2
Leadership in Internships & Career
Digital Media Connections Make Real-World
Learning
an Integral Part of
the School
Community Outreach
Digital Boot Camp
Signature Los Angeles Internship
Youth Media Programs
Program
Robust and Independent
Peer Leadership: The Rangers
Student Media Network
Career Network
18
19. Vision
The Harrington School of Communication and Media is a distinctive and
nationally-recognized program whose graduates are well-prepared for
citizenship, careers, and life in a rapidly changing global economy.
MISSION
As a learning community,
we use the power of communication and digital media
to make a difference.
3
Increase the
Flexibility and
Reach of the
Program
19
20. Our Mission
As a learning community, we use the power of communication and digital media
to make a difference
3
Increase the
Flexibility and
Reach of the
Program
Accelerated Degree Programs (3-year, 2+2 and 4+1)
High School Pathway Program
Blended, Low Residency and Online Degree Programs
20
21. Vision
The Harrington School of Communication and Media is a distinctive and
nationally-recognized program whose graduates are well-prepared for
citizenship, careers, and life in a rapidly changing global economy.
MISSION
As a learning community,
we use the power of communication and digital media
to make a difference.
1 2 3
Build Distinctive Increase the
Make Real-World
Interdisciplinary Flexibility and
Learning
Programs Reach of the
an Integral Part of
through Learning Program
the School
Communities
21
22. Visions for the Future
The Harrington School’s goals are aligned with the URI strategic plan
Build Make Real-World Increase
URI Strategic Goals
Interdisciplinary Learning an Integral Flexibility and
(Select Detail)
Programs Part of the School Reach
Enhance Academic Quality and Value
• Disciplinary & interdisciplinary research and teaching programs
• Improve faculty development and support in online learning
technologies
• Augment advising and mentoring as a learning vehicle
Prepare Students for a Changing World
• Enhance and increase interdisciplinary courses and programs at the
graduate and undergraduate levels
• Boost experiential learning for undergraduate and graduate students
Research and Innovation
• Develop infrastructure and coordination of resources in support of
research
• Develop programs that advance innovation and scholarship
• Form widespread collaboration with key research faculty and
potential business, nonprofit , and agency partners
Global Citizenry
• Develop a model that expands international / global programs and
opportunities at the University
Ensure an Equitable and Inclusive Campus Community
• Recruit and retain diverse faculty and staff
• Recruit and retain a diverse student community
Institutional Effectiveness
• Promote professional development and synergy among faculty
• Expand course timeframes to improve retention, graduation rates,
and efficiency, with respect to sound academic standards and
breadth or depth of student experience
22
23. Visions for the Future
Top-tier programs are innovative and interdisciplinary
Top Tier School Program Offering
University of Digital Media Design:
Pennsylvania Interdisciplinary major combining coursework in computer graphics within the Computer & Information Science
Department, communication theory courses from the Annenberg School, and Fine Arts courses from Penn‟s School of
Design
Syracuse University Center for Digital Literacy:
Collaborative research center spanning the schools of Information Studies, Education, and Public Communication
studying the impact of information, technology, and media literacy on children and adults for internal and external initiatives
(e.g., foundations, government entities, etc.)
University of Utah Entertainment Arts & Engineering:
Interdisciplinary program between the School of Computing and the College of Fine Arts culminating in a year-long senior
project where students build a video game or animation from scratch and pitch it to companies
MIT Comparative Media Studies:
Interdisciplinary major that explores various forms of media such as film, game design, digital artwork, and interactive
media with faculty from 10 departments including art, architecture, and anthropology
Northwestern Residency Program:
University Journalism majors spend one quarter working fulltime for, with, and alongside veteran journalists at 150 media partners
throughout the country and Latin America, Qatar, and South Africa, thereby gaining experience in all aspects of media
management
University of Kansas Interdisciplinary Leadership Studies:
Interdisciplinary minor for communication students, integrating classes in communication with ethics, community
development, and leadership, diversity, and culture courses with community service and student organizations
University of North New Media Track:
Carolina Interdisciplinary track designed for students interested in the computer as a humanistic or artistic medium where students
choose from designated classes in Communication Studies, Computer Science, and the School of Information and Library
Science
Columbia University Dual Degree Programs:
The Graduate School of Journalism offers several dual degree programs in cooperation with other schools and programs
at Columbia University and abroad, including dual degrees in journalism and business, computer science, law, religion or
international & public affairs
23
24. Agenda
Where We Are Today
Visions for the Future
Achieving the Vision
24
25. More Issues to Consider
1 2 3
Build Distinctive Increase the
Make Real-World
Interdisciplinary Flexibility and
Learning
Programs Reach of the
an Integral Part of
through Learning Program
the School
Communities
How will we support How will experiential How will we get
the process of learning be integrated support for the new
faculty into existing courses? technology skills we
collaboration? need to make best use
of online and blended
How will we identify learning?
How will new and structure
academic programs opportunities for
relate to existing students to connect Can we create
programs? with alums? meaningful degree
programs using 2+2 or
4+1 models?
25
26. Issues to Consider
All these initiatives will cost money.
Where is it going to come from?
26
27. Achieving the Vision
The Harrington School brings in nearly $13 million to the University budget
annually
Budget Line Item Revenue and Cost Assumptions
Pro forma Revenue:
Harrington School FTE Enrollment 1486 • Based on 2010 IPEDS data
• Weighted average tuition of in-state, regional and out-of-
Average Tuition and Fees per student $18.8K state students
Average State Appropriation per in-state student $8.3K • Based on URI budget
Unrestricted Harrington School Revenue $34.4M
Adjustment for SCM students taking non-SCM courses -$12.7M • Assumes SCM students take ~40% of courses outside SCM
• Assumes non-SCM students take 1 Comm. and 1 Writing
Adjustment for URI students taking Gen Ed SCM courses +$13.9M course
Adjusted Pro forma Harrington School Revenue $35.5M
Estimated Costs:
Harrington School Faculty $3.9M • FY2012 Harrington department expense budgets
Summer, Per Course & Other Instructors $0.5M • FY2012 Harrington department expense budgets
Fringe & Benefits $1.0M • FY2012 Harrington department expense budgets
Office & Miscellaneous Expense $0.1M • FY2012 Harrington department expense budgets
Department Overhead $1.4M • Allocated based on URI per student basis to SCM students
Student Aid Expense $8.1M • Allocated based on URI per student basis to SCM students
SCM Operating Expenditures $4.3M • Allocated based on URI per student basis to SCM students
SCM share of URI debt service $1.8M • Allocated based on URI per student basis to SCM students
Net Health Service Cost • Revenue and expenses allocated based on URI per student
$0.1M basis to SCM students, plus 10% margin on expenses
Net Housing Cost • Revenue and expenses allocated based on URI per student
$0.6M basis to SCM students, plus 10% margin on expenses
Net Dining Services Cost • Revenue and expenses allocated based on URI per student
$0.2M basis to SCM students, plus 10% margin on expenses
Facility Cost • Assumes SCM would „rent‟ a teaching facility if it were a
$0.5M stand-alone unit
Estimated pro forma Harrington School costs $22.6M
Pro forma Harrington School Contribution $12.9M
27
28. Achieving the Vision
Strategic university re-investment in the Harrington School will improve the
quality of the program and help us grow
Revenue Type 2012 2013 2014 2015 2016 2017 Rationale
Enrollment 1486 1486 1523 1561 1600 1640 • Assumes marketing efforts around the
Full-time on campus
strategic plan can drive enrollment growth of
SCM program Revenue $35.5M $35.5M $36.0M $36.4M $36.9M $37.4M 2.5%
High School Pathway Enrollment 0 50 75 100 125 150 • Assumes incremental enrollment
Program • Costs included in „program flexibility‟ initiative
Revenue $0 $0.02M $0.02M $0.03M $0.04M $0.05M
Enrollment 0 215 430 645 860 1075 • Addition of 200 undergrad and 15 grad
Online Program/Degree students a year; 40% grad rate within 4 yrs.
Revenue $0 $1.7M $3.3M $5.3M $7.0M $8.7M • Tuition in line with on campus programs
TOTAL REVENUE $35.5M $37.3M $39.3M $41.8M $43.9M $46.1M
Costs Type 2012 2013 2014 2015 2016 2017 Rationale
Pro forma SCM Costs $22.6M $22.6M $22.7M $22.8M $22.8M $22.9M • Increase with on-campus enrollment
Online Development $0 $1.2M $2.3M $3.7M $4.9M $6.1M • Revenue sharing with an online enabler
One-Time $0.1M* $2.4M - - - • Hire top research faculty in SCM fields
• Bring in lecturers from top tier programs
Curricular Reform & Recurring $2.5M $2.9M $3.1M $3.1M $3.1M • Purchase school bus to transport students
Quality Education
between campuses
Total $2.6M $5.3M $3.1M $3.1M $3.1M • Build/refurbish studio & labs dedicated to SCM
One-Time - - - - - • Begin digital boot camp for students and
faculty
Real World Learning Recurring $0.2M $0.6M $0.8M $0.8M $0.8M • Start LA program in 2015 including subsidized
travel
Total $0.2M $0.6M $0.8M $0.8M $0.8M • Hire professionals for experiential networking
One-Time - - - - - • Begin doctoral program to attract research
fellows who will teach courses
Program Flexibility Recurring $0.2M $1.2M $1.2M $1.2M $1.2M • Institute online course in 2013 with costs to be
Total $0.2M $1.2M $1.2M $1.2M $1.2M assumed starting in 2014
TOTAL SCM COSTS $22.6M $26.8M $32.1M $31.6M $32.8M $34.1M
CONTRIBUTION $12.9M $10.4M $7.2M $10.2M $11.1M $12.0M
Note: *Excludes endowments for researchers (~$1M per person)
Source: URI Internal Data; The Chronicle of Higher Education; BLS; Parthenon Analysis 28
29. Achieving the Vision
A 5-year plan
Program/Initiative 2013 2014 2015 2016 2017
Distinctive interdisciplinary programs
Curricular Reform &
Quality Education
Location specific immersion programs
Expanded faculty hiring and graduate investment
Faculty job shadowing
Spaces for research collaboration
Digital „boot camp‟
Real World Learning
Experiential learning programs for faculty & students
(incl. community outreach, peer leadership, independent
student media network and youth media programs)
Los Angeles internship program
Advising and career network (incl. dedicated career
services and internship program support)
Accelerated degree program: 3 year bachelor degree
Flexibility
Program
High School Pathway and summer programs
Online and blended programs, incl. 2+2 and 4+1
programs
Implementation &
Planning
Development
29
30. Achieving the Vision
implementing our strategic plan helps us create a distinctive Harrington School
program that effectively prepares students for a changing world
1 2 3
Build Distinctive Increase the
Make Real-World
Interdisciplinary Flexibility and
Learning
Programs Reach of the
an Integral Part of
through Learning Program
the School
Communities
Strategic Goals:
Innovative, nimble and Digital media and Flexible degree and
frequently updated technology is used course options attract
curriculum well by students and new students and meet
faculty changing needs
Distinctiveness is
increased by three Internships and
vibrant and clearly- experiential learning
focused research build meaningful real-
learning communities world connections
30
31. Camp Harrington
Through a faculty development
process, we begin the planning and
development of strategic change
through interdisciplinary dialogue.
June 5 – 6 - 7
Tuesday, Wednesday, Thursday
9:30 – 3 p.m.
June 18 – 19 – 20
Monday, Tuesday, Wednesday
Graduate Education
9:30 – 3 p.m.
Interdisciplinary Majors
LOCATION: Bay Campus, GSO GSLIS & Journalism
Digital Boot Camp & Media/Technology Issues
Experiential Learning
Back-to-School Welcome Event
31
