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Learning Innovation

innovation goal graphic

1.1-Faculty Support

1.2-Leveraging Academic Expertise

1.3-Experiential Learning

1.4- Feinstein School of Education and Human Development (FSEHD)

Now, more than ever, the college is poised to deliver a degree of the highest quality, value and innovation while preparing our students to succeed in an increasingly complex world. As a strategy to further enhance a culture of learning innovation, we will invest in our exceptional faculty, promote active teaching strategies, and embed student experiential learning opportunities throughout the entire collegiate experience. RIC will capitalize on its position among regional higher education institutions and become a leader in creating a culture of learning innovation across our faculty, student and staff communities.

innovation goal graphic GOAL: RIC will create a culture of learning innovation that involves and supports our students, faculty and staff in a dynamic and stimulating environment of critical thinking and inquiry. 




​1.1-Faculty Support

Objective 1.1.1 Objective 1.1.2 Objective 1.1.3

Invest in highly qualified, diverse faculty and staff through equitable and competitive salary structures

 

Significantly increase the use of technology in the classroom to improve instruction

Expand active teaching strategies in the classroom

 

 

Priority Initiatives Priority Initiatives Priority Initiatives

 

Conduct a third-party analysis of RIC's salary and benefit structure, jointly supported by faculty and administration

 

 

Launch a task force that will:

· Outline ways to improve the student experience with better instruction methods

· Identify growth opportunities for increased use of technology based on market study data

· Identify areas to invest

Provide faculty learning opportunities in the best practices of online pedagogy

 

Increase investments in faculty professional development, with an emphasis on active teaching methods

 

Increase number of faculty to employee active teaching methods in the classroom

 

1.2-Leveraging Academic Expertise

Objective 1.2.1 Objective 1.2.2 Objective 1.2.3

Develop degree and non-degree certificate programs in high-demand areas to meet regional economic development needs

Invest in data infrastructure to support RIC's ability to provide statewide policy and planning guidance Strengthen and expand graduate study opportunities at RIC
Priority Initiatives Priority Initiatives Priority Initiatives

 

Partner with other institutions in the co-development of workforce-related initiatives recognizing the unique role, scope and mission of each institution

 

Promote interdisciplinary programing among schools, departments and faculty

 

Partner with Office of the Postsecondary Commissioner (OPC) on the development of RIC-sponsored programs at the new Westerly facility

 

Work with state policy entities (e.g., OPC, K-12 Council, Workforce Board, Skills Cabinet, Children's Cabinet, Commerce Corp) to assess what support and/or state and regional information RIC is positioned to provide

 

Develop an organizational and financial plan to invest in an Office of Graduate Study

 

Increase support for graduate assistantships

 

Investigate partnership opportunities with other higher-education institutions

 

1.3-Experiential Learning

Objective 1.3.1

Significantly expand experiential learning opportunities for students

Priority Initiatives

Determine the feasibility of a 21st Century Skills Requirement for all RIC undergraduates

Invest in growing the number of internships, undergraduate research, study abroad, apprenticeships, job shadowing and service learning opportunities

 

1.4- Feinstein School of Education and Human Development (FSEHD)

​Objective 1.4.1 Objective 1.4.2 Objective 1.4.3

Develop overall improvement plan leveraging community partners and local, state and national expertise

 

Increase proficiency with standards-based instruction and assessment, integration of technology, and instruction in working with English language learners and students with disabilities

Strengthen relationships with local districts and develop more robust clinical experiences

 

Priority Initiatives Priority Initiatives Priority Initiatives

 

Establish, charge, and implement the coordinating structures and communication systems to engage the school's stakeholders, bring in external perspectives, partner with RIDE, and begin to implement a clearly defined plan and a tactical strategy

​ 

 

Undergo a comprehensive review of all educator preparation curricula in FSEHD, reorganizing the course work and content to incorporate and emphasize new elements, enhance clinical experiences, and reduce overall credit requirements for the majors

 

Develop a coordinated strategy to connect with education leadership and teachers in every district in Rhode Island

 

Establish a plan to recruit and support cooperating teachers and provide longer, more intensive clinical experiences, including the co-teaching model where appropriate​​​​​​

Page last updated: July 26, 2017