Final Reports

Division of Academic Affairs

Goal 1 - Ensure High-Quality Learning Experiences for All Students.

Objective 1.1

Refine the College's department/unit review process to ensure systematic and consistent emphasis on program improvement. (Vice President for Academic Affairs).

Result: This process was completed and implemented by the spring of 2006. A regular cycle of program reviews has been established and will continue with any recommended improvements to be accommodated by new software, standardized for the three public institutions of higher education (two packages are under consideration for adoption in 2007-2008).

Objective 1.2

Establish or further develop a clear set of intended student outcomes for every curricular area including general education, majors, and minors, and implement a systematic, college-wide student outcomes assessment program. (Vice President for Academic Affairs)

Result:Outcomes continue to be developed and refined for all undergraduate majors. Outcomes for general education were reviewed; these will be retained through 2007-2008. It was decided to not develop outcomes statements for academic minors. Assessment data collection is under way in every academic department. Some departments have made program modifications/improvements on the basis of the assessment process.

Objective 1.4

Continue library enhancements and transformations to support its role as a central and critical core of the student learning experience. (Vice President for Academic Affairs, and Vice President for Administration and Finance)

Result:Continued physical improvements (e.g., new paint and carpeting, and remodeled rest rooms) have been made since 2004, however several physical plant challenges remain. The library's personnel developed and began implementation of a long-range plan, which continues to serve as a template for library improvements.

Objective 1.5

Expand and emphasize internships and off-campus learning experiences in academic majors. (Vice President for Academic Affairs)

Result: The Plan 150 Task Force on Internships and Experiential Learning recognized that most departments were already offering ample opportunities to students. An inventory of available internships was conducted. Results demonstrated that a large percentage of students complete internships as part of their degree programs, the preponderance being concentrated in the professional fields of nursing, teacher education, and social work. The Task Force worked through the 2005-06 academic year and praised the range of available experiential learning options on campus. The principal recommendation was to strengthen internship options offered by the Career Development Center for those students in majors where internships are unavailable (students in the School of Management were deemed the largest potential beneficiaries of such an expansion). The Task Force did not recommend that there be greater centralization of internship/experiential learning coordination, due to the very specific nature of internships within each discipline.

Objective 1.6

Strengthen and support faculty and professional staff development that encourages the College's commitment to excellence in teaching and student achievement. (Vice President for Academic Affairs)

Result: This activity has been substantially completed. The orientation program for new faculty is comprehensive and year-long. New faculty are exposed to multiple aspects of the College's academic and support systems, ranging from academic advising and student services, to tenure/promotion and program assessment. New faculty members are encouraged to participate in departmental, school, and College-wise activities. Participation by new faculty in the 2006-07 Convocation of Scholars is encouraging. Professional staff in most offices participate in professional development opportunities, especially relating to PeopleSoft applications. Faculty are encouraged to participate (and do so in significant numbers) in winter break workshops on curricular and pedagogical issues. Each year, 4-5 faculty members write articles for the College's e-journal, "Issues in Teaching and Learning" (whose fifth volume will be published in June 2007).

Objective 1.7

Where they exist, use standards of nationally recognized accreditation organizations to guide qualitative expectations for academic programs. (Vice President for Academic Affairs)

Result: Audits in the School of Management showed general satisfaction of accreditation standards of the AACSB; in 2006-07 the College submitted an application to begin the AACSB accreditation process. Also in 2006-07, an accreditation application was submitted and a site visit received in the process of re-accrediting the music program within the Department of Music, Theatre, and Dance. Other professional programs, especially in Nursing and Social Work, continue to fare well in their accreditation cycles. Recognized standards are routinely applied in internal program reviews, especially in the Feinstein School of Education and Human Development. The School is currently gearing up to address deficiencies in graduate programs (which failed 2 NCATE standards in the last accreditation round) and the RIDE evaluative process which commences in the fall of 2007.

Objective 1.8

Identify academic characteristics of the College that are considered to be distinctive in order to ensure their sufficiency of support, continuing qualitative improvement, and public visibility. (Vice President for Academic Affairs)

Result: The Plan 150 Task Force on Academic Distinctiveness was convened and worked through the 2005-06 academic year. The work of that task force, and the complementary work of the College Committee on Mission and Goals, resulted in four broad areas of academic emphasis being incorporated into the College's new mission statement—education, fine and performing arts, nursing, and social work. An assessment of staffing needs in one of the distinctive programs, nursing, led to the filling of four additional positions in the new School of Nursing (commencing 2007-08). There is considerable cooperation between the Academic Affairs and Development and College Relations divisions (especially with News and PR) on the identification and promotion in print and electronic media of distinctive programs and their various activities.

Objective 1.9

Respond to changing demands in emerging academic, intellectual, and professional fields such as biotechnology, science-based allied health, technology-assisted human wellness, and environmental concerns. (Vice President for Academic Affairs)

Result: A task force on emerging academic, intellectual, and professional fields was established and worked through the 2005-06 academic year. Its report made suggestions for program development. However, a resource constrained environment limits the institution's opportunities for allocating significant resource commitments to new academic disciplines. Emerging professional fields are being targeted more through undergraduate and graduate certificate programs.

Objective 1.10

Consider the reorganization of the Nursing Department into a School of Nursing; ensure continued excellence in professional preparation and increase extramural support for nursing education. (Vice President for Academic Affairs)

Result: The School of Nursing has been established and an academic dean has been appointed. Nursing students continue to perform well on national competency tests and the state's licensure examinations.

Goal 2 - Underscore the Value of Research and Public Service, Particularly Emphasizing Activities that Contribute to the Improvement of the State's Economic Base and/or to the Improvement of Rhode Island's Quality of Life Indicators.

Objective 2.1

Increase the engagement of students in faculty-mentored research. (Vice President for Academic Affairs)

Result: The College has joined CUR and we have several faculty who are participating in CUR-related programs. In addition the Office of Research and Grants Administration uses CUR programs and announcements to expand activity in faculty mentored student research. The student honors research forum continues to be a highlighted event in the annual Convocation of Scholars. The 2006-07 event was rich in mentored student scholarship and well attended by students and faculty.

Objective 2.3

Identify mechanisms and systems for recognizing and supporting faculty scholarship, creative endeavors, and public service. (Vice President for Academic Affairs)

Result: Since May 2005 when the College initiated its first recognition of faculty research and creativity achievements, lessons have been learned and the process has been refined. In 2006-07, the day-long conference of faculty research and creativity presentations during the Convocation of Scholars drew strong evidence of high quality faculty productivity. Despite fiscal pressures, the College has sustained contractual and additional discretionary commitments to support faculty research and creativity, and has continued to support sabbaticals. The annual Mary Tucker Thorp Award provides recognition and significant off-load to a full professor who is recommended to the President by a special committee for sustained excellence in scholarship, creativity, teaching and/or service. The individual schools provide additional recognition for scholarly endeavors by offering their own faculty awards.

Objective 2.3

Expand funded applied research and public service activities/programs offered by the College's schools/faculties and existing research/service centers. (Vice President for Academic Affairs)

Result: The expansion of extramural funding, especially through grants and contracts, has been strongly supported by the Academic Affairs division, and has been enhanced during the Plan 150 timeline by revisions to the policy on distribution of revenue derived from recovery of indirect costs. In the past three years, the College has significantly increased its extramural funding for projects that run through the Office of Research and Grants Administration (ORCA). The interim director and grants specialist at ORCA have taken pro-active roles in promoting funded research, circulating funding opportunity announcements among faculty, collaborating on the writing of proposals and budgets, monitoring grant budgets, and bringing to campus guest lecturers and panelists with expertise in expanding funded research at higher education institutions.

The affiliates of the Center for Public Policy continue to grow in number and quality. Since the initiation of Plan 150, the Center has seen the revitalization of the Case Management Institute, the creation of three new affiliates: the Feinstein Institute for Philanthropic Leadership, the Institute for Portuguese and Lusophone World Studies, and the Adult Education Professional Development Center. The Policy Center, which was recently re-named the David E. Sweet Center for Public Policy (after the allocation of endowed funds from the Sweet family), is a prime example of the cross-fertilization of ideas and resources in the divisions of Academic Affairs and Development and College Relations, both in project development and strengthening funding sources/mechanisms. Currently, discussions are taking place between the College and potential sponsors for the establishment of an Institute for Alcohol and Addiction Recovery Scholarship. The activities of the Sherlock Center on Disabilities and the Poverty Institute continue to be financially robust, socially relevant, and influential in the shaping of state-level policy. The College's Outreach Programs continue to grow and to serve increasingly diverse, at-risk current and aspiring participants in the labor market.

Objective 2.4

Expand continuing education opportunities (credit and non-credit, degree and non-degree, personally- and professionally-oriented) better to meet the needs of the State's citizens. (Vice President for Academic Affairs)

Result: A four-year productivity history, by department, has been compiled. In most cases, it demonstrates relatively flat productivity. The establishment of targets awaits the development of incentive systems that would encourage departments to participate in enrollment enhancement programming. The certificate program in non-profit studies was established in 2004; it has very healthy enrollments. A graduate certificate in financial planning was recently approved. Proposals for certificate programs in international nongovernmental organizations and graduate technical education are in development.

Goal 3 - Recruit, Enroll, Retain, and Graduate a Diverse Cadre of Qualified Students.

Objective 3.1

Effectively and efficiently implement the Rhode Island Higher Education System joint admissions agreement (JAA). (Vice President for Academic Affairs)

Result: The JAA has been signed and is in full effect. JAA continues to be an important element of the enrollment management program at the College. In 2005-06, responsibility for JAA was shifted to OASIS and growth during 2006-07 has been significant, both in the number of available programs and the number of participating students.

Objective 3.2

Identify, market, and coordinate several curricula that can be completed exclusively through evening and/or weekend attendance. (Vice President for Academic Affairs)

Result: The College now offers several undergraduate majors that can be completed through late afternoon/evening-only attendance (that is, in classes beginning after 4:00 p.m.). Participation in this program remains limited, but a marketing campaign around evening programs that was included in the College's "Opportunity Awaits" event, begun in 2006-07, aims to heighten public awareness of its availability. Our demand and internal resource examination study led to a determination that we should not now initiate weekend-only degree programs due to inadequate latent demand.

Objective 3.3

Establish an articulated admission/transition program with Mount Pleasant High School that especially targets the recruitment of minority candidates into traditionally under-represented disciplines. (Vice President for Academic Affairs)

Result: Significant progress has been achieved toward designing, identifying potential funding sources, and implementing this pilot/demonstration project. Offices and academic departments within Academic Affairs began planning for a concurrent enrollment program with MPHS in the summer of 2006. The first 12th grade MPHS students will participate in college courses, beginning in the fall of 2007.

Objective 3.4

Expand initiatives to recruit, enroll, and ensure the success of qualified students. (Vice President for Academic Affairs)

Result: Undergraduate admissions goals have been established and have been met in three of the last four years. Student success and retention continues to be targeted for improvement (even though, in the aggregate, the College fares well when compared against its group of peer institutions), because we recognize that improvements have been slight and the retention rate for minority students is below par when compared to our peer institutions. In 2006-07, the Council of Rhode Island College appointed a special committee to examine potential improvements in academic advising. Its recommendation to Council that mandatory advising be reinstituted as a prerequisite for student course selection was approved by the Council and awaits the President's consideration.

Graduate-level enrollment remains problematic. Due in large measure to modifications in teacher licensure requirements in Rhode Island, enrollment of matriculated graduate students has declined markedly in the past three years. The College contracted a consultant to provide a graduate student recruitment workshop for department chairs/faculty, and the various departments are working with the graduate program directors and deans to consider the development of marketing plans for each of their respective areas. The Graduate Committee is also working on ways for graduate programs to share the burden of marketing/outreach by developing joint publications.

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Division of Administration and Finance

Goal 1 - Ensure High Quality Learning Experiences for all Students

Result: The AVP for Finance and the Budget Director assisted in the development of the proposal to initiate a master's degree program in nursing and organizational considerations associated with creating a School of Nursing, which was approved by the Board of Governors in May 2006.

To facilitate decentralized budgeting and long range planning, many Accounting, Budget, and Management Information Services collaborated to implement the PeopleSoft Commitment Control module in 2006, which gives departments' the ability to view their budgets on-line and to control expenditures against authorized allocations.

The President, VP Administration and Finance, and Budget Director re-invigorated the Budget Task Force in 2006 and held multiple meetings culminating with the implementation of the Collaborative Budget Allocation Process in 2007.

Aimed at broadening minority recruitment and employment efforts, the Director of Affirmative Action and the Director of Human Resources facilitated the addition of 143 new electronic contacts with institutions of higher education. The Affirmative Action Office has begun to compile applicant primary source information allowing better decisions on effective targeting of recruitment dollars. The primary source tracking since August 2006, gathered data regarding 594 total applicants completing self-identification cards (developed by the Office of Publishing Services) and 110 applicants via the on-line applicant card (developed by the Special Assistant to the President for Web Services).

Goal 2 - Underscore the Value of Research and Public Service, Particularly Emphasizing that Which Contributes to the Improvement of the State's Economic Base and/or to the Improvement of Rhode Island's Quality of Life Indicators

Result: The AVP for Finance and the accounting staff provided support to the Office of Research and Grants Administration for post award reporting purposes. This support included preparations for the annual A-133 audit and submitting a revised indirect cost rate calculation for research accounting in 2007 to DHHS. Total Sponsored Research awards have increased by 38% over the last five years. In support of this growth in grant activity, implementation plans for the PeopleSoft Grants Module were completed in 2006 and implementation started in 2007.

Goal 3 - Recruit, Enroll, Retain, and Successfully Graduate a Diverse Cadre of Qualified Students

Result: The AVP for Finance and the Bursar's Office staff provided support to facilitate timely bill payment. Initiatives during Plan 150 include communicating with students by emails before cancellation for non-payment. This has reduced the number of students canceled for non-payment by 50%.

Admissions and Institutional Research began gathering more comprehensive data on CCRI transfer students for future analysis. Student retention and graduation data continue to be collected and reported to OHE as well as to various college constituencies. Variables included in the analysis are SAT scores, high school rank, ethnicity, gender, financial aid, and the impact of special programs (Presidential Scholars, Learning Communities and the Advantage Program) on retention. Some analysis was also done in 2007 year using variables (such as first generation status) from the 2004 ACE Freshmen data file.

Goal 4 - Provide an Inviting Environment and Well-Organized, Efficient, High-Quality Services to Students and External Constituents Who Make Use of College Programs and Facilities



The AVP for Administration, the AVP for Information Services, and the Director of Facilities and Operations led the renovation and enhancement of many classrooms, computer laboratories, electronic instruction venues, fire alarm systems, infrastructure improvements, and scientific laboratories including those in and around Adams Library, Alger Hall, Clarke Science, Craig-Lee, Cooperative Day Care, Fogarty Life Science, Gaige Hall, Henry Barnard School, Horace Mann Hall, Roberts Hall and the School of Social Work. Many of these projects were funded from asset protection appropriations. Planning for the Champlin Grant and the impending STEM project could bring 17 additional technology enhanced facilities on-line over the next four years. STEM projects are awaiting approval by the State Architectural Services Committee.

Working with contractors, the AVP for Administration, the AVP for Information Services, and the Director of Facilities and Operations designed improvements, entertained competitive bids, and awarded the contract for the upgrade of the Donovan Dining Center loading area and adjacent parking areas to enhance safety for pedestrians, as well as to improve lighting, signage, and camera surveillance via the CCTV system. Construction will occur Summer 2007.

The AVP for Administration, the AVP for Information Services, and the Director of Facilities and Operations led improvements including the reestablishment of parking lot C and updates to parking lots H, I, J, L, and the parking lots adjacent to Dorm Lane, the School of Social Work and the Kauffman Center lot resulting in improved access, camera surveillance, infrastructure, landscaping, lighting, signage, traffic circulation and visibility, as well as a net increase of 380 parking spaces.

Between 2004 and 2006, the AVP for Administration obtained for the College approximately $1,000,000 of grant funding to improve ADA access, which was used to install automatic door openers, chair lift systems and to modernize restrooms in various locations in Alger Hall, Horace Mann Hall, and Roberts Hall.

Facilities and Operations collaborated with Security and Safety to establish signage standards and to improve signage for the Nazarian Center, the East Campus, and the Main Campus.

The President and the AVP for Administration led collaborations between Facilities and Operations, Information Services, Office of Residence Life, and Security and Safety, to design and monitor the construction of the new $30,000,000 Residence Hall, which is approaching 80% completion.

Although enrollment management strategy has caused the plans for the new residence hall to dominate, many action items in the 1999 master plan have been achieved, including completing architectural designs to upgrade Buildings 3 and 7 and surrounding areas have been approved with funding anticipated from General Obligation Bonds approved by Rhode Island voters. Building 3 will provide two general purpose classrooms, a new Financial Aid Office and a Café. Building 7 will house the Sherlock Center for Disabilities. Plans for both Building 3 and Building 7 are being reviewed by the State Fire Marshall and Building Commissioner.

In support of campus beautification, grants and private funds have been raised and used to supplement funding for a Campus Tree Calendar conceptualized by RIC faculty in 2004 and expanded in 2006 with a grant from the Department of Environmental Management into a "Celebrating the Trees of Rhode Island College" Tree Tour throughout the Main, East, and West portions of Campus. Working with the VP for Development and College Relations, the President's Office, Facilities and Operations, and Publishing Services, the project included a complete inventory of Rhode Island College trees, the inclusion of campus tree activities in the curriculum, and culminated with the production of a map indicating markers (some privately funded) for trees of interest and the printing of a guide to selected trees which is the first official publication of the College's 2007-2008 celebration of 50 years at the Mt. Pleasant campus.

Partially funded by the Department of Education, Housing and Urban Development, the Rhode Island Historical Preservation & Heritage Commission, and an appropriation secured by Rhode Island's Congressional Delegation, the Yellow Cottage exterior was renovated in 2006. This is the last remaining wooden structure of the Rhode Island State Home and School. With oversight from The VP for Development and College Relations and the AVP for Administration, contractors refurbished the exterior and removed all lead and asbestos. A historically compatible ADA access ramp was also added. The updated structure will provide a museum from historical archives of the orphanage and office spaces. Along with the Yellow Cottage renovation, the main entrance gate to the O'Rourke Children's Center was restored with private donations to the Foundation. Supplementary funding was from the College's asset protection dollars to improve related landscaping and ornamental fence extensions to the Mount Pleasant Avenue entrance to campus.

Information Technology

To maintain state of the art computer facilities for Rhode Island College students, User Support Services (USS) staff installed new personal computers in student laboratories continued on a two year replacement cycle. Replaced desktop workstations were systematically deployed to faculty and staff. Along with Audiovisual staff, USS staff completed the database of instructional facilities and equipment.

Beginning in 2004, USS offered regular training workshops on a range of topics to faculty and staff, including WebCT, Microsoft Office, as well as scanning and multimedia applications. Additional one-on-one assistance to faculty and staff was given on these and other topics. In 2006, USS initiated on-line video training segments for faculty on the capability and use of e-classroom facilities. Untimely staff turnover and prolonged vacancies (for personal and budget reasons) among USS positions have limited but not eliminated in-house training. Regrettably, the low staffing continues to hamper the unit from meeting the demand for training.

In 2005, the upgrade of PeopleSoft (Financial Systems) was completed; the upgrade for the Human Resource/Student Administration was completed in 2006 to improve business processes for the following offices: Bursar, Financial Aid, Records, Admissions, OASIS, Health Services, Continuing Education, and Alumni/Development. In 2006, Accounting, Budget, and Management Information Services implemented the Budget Commitment Control module adding budget control parameters, additional budget security functions, and allowing on-line access to budgets to all departments. In 2007, the Purchasing Department began phased in implementation of On-Line Purchase Requisitioning, which is now in its second phase. Development efforts for On-Line Reporting and the Grants Module are also underway for FY2008 implementation.

In 2005, Information Services upgraded the data network infrastructure, with core of the network redesigned to function at higher speeds and to incorporate a layered (tiered) security to provide better protection for servers. The redesigned network infrastructure allowed the College to implemented wireless access in and around a number of buildings including Alger Hall, Clarke Science, Henry Barnard School, the Murray Center Gym, the Social Work "atrium", the Student Union Ballroom and in 2007 outdoor wireless coverage of the Quad. New anti-SPAM solutions were implemented to protect the College Community from unwanted and potentially harmful email.

In 2007, Institutional Research has been working with MIS to define file structure and data elements to be included in the warehouse. Data schema have been defined, and the Bio-Demographic, Course Enrollment, Class Offerings, Student Term, and Academic Plan files have been defined and populated with test data. The semester Enrollment Report is currently being tested, and work will begin on the Admissions and Financial Aid files by the end of June 2007. Programming to create the OHE data warehouse files from these new RIC data warehouse files is scheduled to begin in Fall 2007.


In 2005, RIC Calendar was implemented to provide a web-based calendaring system that gives notices of campus events. The project was completed ahead of schedule and is in widespread use.

In 2006, the President announced the return of the Service Agenda. The first phase of the Service Agenda included sessions on Sexual Harassment Prevention Training (SHPT). Chaired by the VP for Administration and Finance, the SHPT Committee hosted 13 sessions with 251 (27.4%) participants. Additional Service Agenda sessions focusing on Customer Service have been planned in 2007 for delivery in FY2008.

Security and Safety established an emergency and general use radio system that is also used by Facilities and Operations and the Office of Residential Life and Housing.

The President established a Campus Emergency Response Steering Committee to be chaired by the Vice President for Administration and Finance. This committee is charged with reviewing disaster preparedness plans and recommending changes to the President's Executive Committee.

Goal 5 - Ensure a Continuing Resource-Base that Allows the College to Offer Excellent Programs at an Affordable Cost


In 2006, the Reorganization of News and Public Relations, Publishing Services, and Office Services was announced by the President. In 2007, Facilities and Operations and all three union Presidents have collaborated on processes during renovation of the Office Services/Publishing Services spaces in Craig Lee to address working conditions and to accommodate additional staff added to the unit in the reorganizations.

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Division of Development and College Relations

Goal 4 - Provide an inviting environment and well-organized, efficient, high-quality services to students and external constituents who make use of College programs and facilities.

Objective 4.3

Continue campus developments identified in the Master Plan, especially projects that improve/expand parking and those that improve the safety/appearance of campus.

Action 4.3.7 Consider establishing a privately generated campus beautification fund in the Rhode Island College Foundation. This is an ongoing effort. Inquiries are often made about making a gift that supports campus beautification and the offices of alumni, development, and the Foundation provide such opportunities. In the past two months, for example, gifts have been made to support granite benches, and another gift to purchase an appropriate tree. Two funds of an endowment to support beautification have been established, including on by the DeLucia's and one for the Forman Center.

Goal 5 - Ensure a continuing resource-base that allows the College to offer excellent programs at an affordable cost.

Objective 5.1

Build on the successes of the current Capital Campaign by continuing the aggressive identification, cultivation, and solicitation of gifts.

Action 5.1.2 Evaluation the current in-house information system… The Offices of the Foundation, alumni affairs, and development have implemented the Peoplesoft system, including the donor relations function, alumni data management system, and financial systems.

Action 5.1.3 Explore combining the News and Public Relations function with Publications…This has been completed. News and Public Relations now includes many publications functions. Publications services had been more narrowly defined, and the publications staff has been relocated to the site of Office Services for enhanced efficiency. The Web management function reports to the President, and the entire web has been redesigned with the focus of providing a consistent image for the College. Ongoing updates carry forward this plan for consistency in design and content for the Web.

Action 5.1.5 Explore ways to increase the number of applications for federal and state funds and corporate and foundation support. The offices of research and grant administration and the offices of development and Foundation continue to work collaboratively to assist faculty in submitting grants for support to all sources.

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Division of Student Affairs

Goal 3 - Recruit, Enroll, Retain, and Graduate a Diverse Cadre of Qualified Students.

Objective 3.4

Expand opportunities for minority students to interact with faculty and staff in ways that will ensure an inclusive campus. (Vice President for Student Affairs)

1/12/05Aaron Bruce, Director of the Unity Center, will be the facilitator; other representatives are being identified; initial group meeting will occur in February.
5/10/05Committee constituted and synonymous with EMTG, Minority Concerns working group. Committee has submitted five recommendations to the EMTG steering committee.
9/19/05The EMTG has accepted, reviewed and responded to the five recommendations. The EMTG will be meeting to move forward within the context of the responses.

The Unity Center in coordination with the FSEHD Diversity Committee are in the initial stages of implementing a successful mentoring program for underrepresented first year students considering careers in education. Students participating in bi-weekly workshops and seminars and are provided with additional opportunities to connect with faculty and peer mentors. Although they are in the initial stages, the response from student participants has been very positive.

Departmental co-sponsorship of cross multicultural events across campus continues to increase. Plans for the Second Annual Rhode Island College Diversity Week October 2-6 are underway.

  1. The Unity Center and the FSEHD Diversity Committee have teamed up to offer a pilot course titled Advanced Learning and Leadership Initiative for Educational Diversity. The one(1) credit course is designed to provide a mentoring network for students from underrepresented groups who are working towards careers in teaching. Thirteen (13) students are enrolled this semester; two sections will be offered during the spring semester.
  2. The Second Annual Rhode Island College Diversity Week occurred October 2-6 involving a variety of multicultural events.

Over the past year, the Unity Center along with Youth Pride RI has facilitated Lesbian, Gay, Bisexual, Transgender, Queer and Questioning (LGBTQQ) awareness training for faculty and staff throughout campus. Over 100 members of our community have participated in the LGBTQQ training which began Spring of 2006 at the annual Student retreat. Additional workshops will continue in the Fall.

Advanced Learning and Leadership Initiative for Educational Diversity continues to be a success. Presently there are 21 students enrolled in the course. An additional section will be added to during the Fall semester. CURR 150-01, 151-01 - Fall 2006 and Spring 2007 - 1 credit each. The courses meet every other Wednesday 12:15 - 1:45 - Unity Center.

The Diversity Committee of the FSEHD and the Unity Center have demonstrated a commitment to increasing the numbers.

Goal 4 - Provide and Inviting Environment and Well-Organized, Efficient, High-Quality Services to Students and External Constituents Who Make Use of College Programs and Facilities.

Objective 4.2

Construct an additional residence hall that is designed to meet the needs of upper-level students. (Vice President for Student Affairs)

Activity Record:

1/12/05Construction stage expected to commence sometime between November 2005 - April 2006.
9/19/05It is expected that the project will be out to bid by November 15, 2005. A building committee is being established.
3/27/06After extensive value engineering to bring the project within budget, the contract award to the qualified low bidder for the new residence hall was accepted by Bacon Construction in March 2006. We expect on-site activity to begin by April 1. A building committee is being established. Completion is projected for June 2007. We are pleased and excited.
11/27/06Visible progress. Construction meetings every Thursday. Completion date now set for August 10, 2007. Pray for short or no winter.
5/14/07Completion date now set for August 1, 2007; commence furniture installation and other shakedown and setup activities. Continuing prayers appreciated. Students expected to begin moving in around September 1st.
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Page last updated: Thursday, September 22, 2011