Vision for 2030

In the 2006 strategic plan, NYIT stated its vision for the future as shown below. Click on an element of the vision to read how, in 2010 and thereafter, at the direction of the 2030 Steering Committee, working groups of faculty, administrators and students assigned to each element reviewed progress, scanned the environment, and updated/elaborated/evolved each statement.

"The NYIT of 2030 should be recognizable in terms of today's institution but at the same time be different in exciting ways. The University will maintain main campuses in New York City and Old Westbury (with the implied trade-offs involved in the two campus footprint), and numerous additional campuses and sites - in the United States and abroad. The vision is that, by 2030, NYIT will be:

Known for its career-oriented undergraduate and unique and distinctive graduate and professional programs »

In 2030, NYIT will be known for its unique constellation of hallmark academic programs including those in health professions, architecture, engineering, media and management. True to the university's mission of educating professionals, NYIT's degree programs and the undergraduate core curriculum will be built on a foundation of professional requirements and offered in well-equipped laboratory, studio, production, and design facilities. While at NYIT, students will learn from faculty who are professionals in their fields both in the classroom and through experiential education opportunities. Curriculum will be revisited at regular intervals, with changes based on assessment of student learning, feedback from alumni and employers, and consultation with members of relevant professional communities.

(2030 Programs Working Group, 2010 update)

 

Known for its thriving graduate centers featuring interdisciplinary research, degree programs, and "best-in-class" work in a small number of highly targeted niches »

In 2030, NYIT will be home to a small number of interdisciplinary centers that enrich the intellectual life of the university both within and across individual academic schools. In these centers, faculty members from different disciplines will collaborate to develop and offer one-of-a-kind degree programs that prepare our students to meet the demands of 21st century careers. The centers will also spur collaborative and interdisciplinary research - research that is applications-oriented and closely linked to teaching - as well as education and outreach programs to engage both internal and external communities.

(2030 Programs Working Groups, 2010 update)

 

Known as a global and partially virtual university with NYIT in New York as its quality hub »

In 2030, being global and virtual will be embedded in NYIT culture and expressed not only in its footprint, but in all aspects of university life: teaching and learning, research, creative activities, and service. All our campuses will be international: students and faculty will interact virtually and will move from campus to campus. The NYIT web site will be transformed into a place where students and faculty from around the world exchange ideas in a "virtual community." A substantial proportion of courses will be online or blended and will frequently serve students from several NYIT locations around the world in the same "virtual classroom." A significant number of courses will allow students to gain understanding of the nature and influence of culture as well as global interdependence. Scholarly activities will routinely involve engagement with other cultures, populations, and geographic regions. Faculty, students and staff from all locations will participate in shared governance, and community service by faculty and students may include activities with populations in locations distant from their home campus.

(2030 Global & Virtual Working Group, 2010 update)

 

Known as a model student-centered university »

In 2030, NYIT will have a well-deserved reputation, both internally among the community and externally among our peers, for caring about students. Students will actively contribute to university life in all its aspects. Both commuting and residential students will have the benefit of exemplary services, infrastructure, and participation in a wide array of academic, social, athletic and recreational opportunities. Teaching and learning will be closely aligned with student needs and professional goals and students will be actively engaged in learning. Shared events and rituals will create cohesiveness among students, faculty, staff, administration, alumni, and families. NYIT alumni will remain involved in the institution, contributing not only financially but also by offering experiential education and mentoring opportunities for current students.

(2030 Student-Centered Working Group, 2010 update)

 

Known as a leader in teaching quality improvement »

New title: Known for teaching and learning that is challenging, engaging, learner-centered and career-focused

In 2030, faculty members and students will work together to create an intellectual curiosity that defines teaching and learning at NYIT. NYIT faculty members will develop and teach courses that engage its diverse student body, building enthusiasm for the subject. Faculty members will use their own experiences and assessment data in reflecting on their teaching, and apply research-based pedagogies to refine their courses to better support student learning. As students progress through their majors, they will have increasing opportunities for independent study, experiential education, and research. NYIT's career-oriented curriculum will prepare students to compete in a global marketplace by equipping them not only with in-depth disciplinary knowledge, but also with the skills most valued by employers: excellent communication, collaboration, and problem-solving.

(2030 Teaching Quality Working Group, 2010 update)

 

Known as a well-funded institution, with dependable revenue from a variety of sources. »

In 2030 NYIT will have a solid, diversified financial base. While not rich, it will have assembled sufficient resources to deliver on its mission, pay competitive salaries, and provide a good quality of life for its faculty, staff, and students. It will have no structural deficit or deferred maintenance queue. The university will have achieved this result by a combination of fiscal discipline and revenue growth. Its endowment and reserves will provide a degree of buffering from short-run market forces. NYIT will have a clear marketplace identity due to its consistent focus and investment in quality programs and by balanced expansion of its overseas and campuses and online offerings. The maturation of NYIT's development (fundraising) activities will also have played an important role. Most alumni will have become involved in university-sponsored activities shortly after they graduate. The University will have systematically nurtured this involvement over the years, primarily to enrich the lives of the graduates and the current students but also for fund-raising purposes.

(2030 Financial Working Group, 2010 update)