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Implementation Plan
VII. Appendices | Appendix C. Strategies and Tactics for Implementation

  • Strategic Initiative A. Enriching educational experiences to enable student successOpen or Close
    Tactics Metrics Responsible Units Resources Timeline
    Strategy 1:Improve Instruction of Courses at UTSA
    a. Expand the number of full-time faculty at UTSA Proportion of faculty that are full-time
    Percent of SCH taught by full-time faculty
    Provost, Deans Faculty salaries Fall 09– ongoing
    b. Improve teacher development training for instructors at UTSA, including graduate assistants No. of workshops avail.
    Types of training avail.
    No. of faculty attending
    Evaluation of workshops by participants
    TEAM Ctr. TEAM Ctr. budget Fall 08– ongoing
    c. Improve the evaluation of teaching at UTSA No. of tools used in addition to student surveys Chairs, TEAM Ctr. T&E of faculty Fall 08– ongoing
    d. Expand the use of technology to enhance instruction No. of courses utilizing technology per dept.
    No. and types of software tools in classroom
    No. of faculty receiving training
    Evaluation of training effectiveness by participants
    Chairs,
    TEAM Ctr.,
    Acad. Tech.
    T&E
    Funds for software licenses
    Fall 08– ongoing
    e. Nurture and recognize outstanding teaching
    • Establish Teaching Academy
    • Expand recognition of outstanding teaching
    No. of faculty in Academy
    No. of teaching awards
    Public recognition of award recipients
    TEAM Ctr., Deans Funds for teaching awards Fall 08– ongoing
    Strategy 2: Improve Student Advising
    a. Improve coordination between the freshman advising center and the various college-based advising centers Average no. of credits taken by graduates % of students changing majors College Adv. Ctrs.,OUS Advisor salaries Spring 08 – ongoing
    b. Engage external evaluators to analyze and improve the undergraduate advising system Final report from reviewers List of implemented recommendations OUS, Deans Consultant fees Spring 09 – ongoing
    c. Strategically increase the number of undergraduate advisors according to assessed need No. of advisors Students per advisor Deans, OUS Advisor salaries Fall 09 – ongoing
    d. Conduct an evaluation of the effectiveness of undergraduate orientation programs Assessment of programs Improvements implemented VPSA, Deans T&E Spring 09 - ongoing
    Strategy 3:Strengthen and Innovate Delivery of Curriculum
    a. Review and address curricular barriers to student success by
    • removing unnecessary course pre-requisites
    • decreasing inflexibility of course sequencing
    • exploring creative class scheduling
    Review of pre-requisites Posted 3-yr. schedule of classes Report on different class scheduling models Deans, Registrar, OUS, Chairs T&E 08-09 year - ongoing
    b. Broaden experiential learning among undergraduates by providing opportunities for study abroad, research experiences, service learning, and internships/co-ops No. of research, study abroad, exchange programs, service learning, and internship/co-op opportunities OIP, Deans, Chairs, VPSA T&E Coordinating staff salaries Fall 09 – ongoing
    c. Enhance the educational experience by
    • strengthening the periodic review process for each academic unit
    • reviewing and updating the core curriculum
    • strengthening and streamlining the various major curricula
    • incorporating the three foundational themes and five collaborative areas of excellence throughout the curriculum
    No. of students in programs No. of student groups in programs Provost, Deans, Faculty Funds for programs Office space Spring 09
    Strategy 4:Enriching Campus Life Experience
    a. Assess student service programs for learning outcomes Evaluation report No. of recommendations implemented No. of student participants in services and programs VPSA T&E of VPs Funds forprograms Fall 08– Spring 09 Ongoing
    b. Increase and enhance the retail services available on the three campuses No. of retail services on campus No. of students using retail spaces VPSA, VPBA Space for retail businesses Sum. 08– ongoing
    c. Complete the implementation of the UTSA Portal and use to improve internal communications across the three campuses No. of students using Portal OIT, VPSA, VPUA T&EM&O for web site Web admin. salary Fall 08– Spring 10 Ongoing
    d. Increase opportunities for student involvement and engagement through enhanced on-campus programming and freshman experience programs No. of program. opportunities No. of student participants VPSA T&E Funds for programs Spring 08 – ongoing
    e. Expand campus residential opportunities Residence hall capacity Percent of student body in residence halls VPSA, VPBA Construction costs Ongoing

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  • Strategic Initiative B. Serving Society Through Creativity, Expanded Research and InnovationsOpen or Close
    Tactics Metrics Responsible Units Resources Timeline
    Strategy 1: Expand Research and Scholarly Activities
    a. Provide incentives and support for interdisciplinary/ collaborative research No. of collab. multidisciplinary research applications, awards and expenditures No. of multidisciplinary research programs VPR UTSA Collab. Res. Grants Intramural Program ongoing
    b. Develop faculty workload guidelines that promote scholarly activity while fulfilling UTSA’s educational mission Implementation of workload guidelines Use of workload standards in merit review Deans, Chairs T&E Fall 08 – ongoing
    c. Review and re-structure academic units to facilitate research growth and graduate program development Organization structure of colleges Deans, Provost T&E Staff positions 08-10 academic years
    d. Increase support for faculty and students to participate in professional activities that contribute to UTSA’s mission Budget for travel, program support No. of conference, research trips taken by faculty Deans, VPR Funds to assist with travel, programs Spring 09 - ongoing
    e. Make strategic senior faculty appointments to stimulate research development and growth No. of senior appointments External research funds Provost, Deans, VPR Fac. salaries, startup Fall 09 – ongoing
    Strategy 2: Strengthen Graduate Programs
    a. Develop guidelines for prioritizing the introduction of new grad programs (see also tactic B-5-a) Success rate for new program approvals DGS, Deans T&E Fall 08 – ongoing
    b. Increase graduate student quality, diversity, and enrollment through aggressive recruitment and retention practices No. of graduate students, GRE scores of grad students, Mean time to graduation DGS, Deans, Departments Funds for marketing, travel Ongoing
    c. Leverage partnerships to expand/enhance graduate programs No. of multi-institutional grad programs DGS, Deans T&E Ongoing
    Strategy 3:  Expand and Optimize Research Space
    a. Optimize research space utilization Ratio of research funding to space ($/ft2), Ratio of research funding to productivity, Ratio of research students to space VPR, Deans, OSM T&E ongoing
    b. Secure new research space through a broad variety of funding mechanisms Research space added President, Provost, VPBA,VPR Construction funds ongoing
    Strategy 4:  Develop Improved Research Processes, Policies, and Infrastructure
    a. Provide education and training of administration, faculty and staff in research issues No. of workshops, Compliance with policies VPR, OSP, Deans T&E Fall 08 – ongoing
    b. Align internal distribution of F&A revenues to better support institutional research development needs Funds spent in direct support of research infrastructure Funds spent in direct support of research activities VPBA, VPR, Provost Allocation of ~$6 million annually 08-09 year
    c. Provide adequate IT support for research computing, networking, visualization, and communication No. of servers managed, No. of campus software licenses OIT Funds for staffing, software, hardware ongoing
    d. Consolidate grants and contracts accounting with pre-proposal administration Compliance with federal/state, etc. guidelines and laws, Ratio of funding $/FTG, T&E in securing research support VPBA, VPR T&E 08-09 year
    Strategy 5: Develop Research Agenda for the Five Areas of Excellence
    a. Coordinate planning for new graduate programs with the five areas of excellence (also see tactic B-2-a) No. of new grad programs in areas of excellence DGS,    Deans,  Chairs T&E ongoing
    b. Continuously align college and department priorities to support the designated areas of excellence and reflect in new faculty appointments Implemented college, dept. plans Deans, Chairs T&E 08-09 year
    c. Establish interdisciplinary centers/institutes to focus activity and funding in the designated areas of excellence Completed research agendas, New research topics started within each of the five areas, Return on investment, e.g., funding, new research progs. Provost, VPR, Deans, Faculty T&E Funding for programs, directors, staff ongoing

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  • Strategic Initiative C. Promoting Access and AffordabilityOpen or Close
    Tactics Metrics Responsible Units Resources Timeline
    Strategy 1: Develop Enrollment Management Plan (EMP)
    a. Conduct an analysis of alternative undergraduate admissions criteria for freshmen and transfer students Recommendations for improved enrollment management
    • Student body demographics
    • Diversity
    • Student preparedness
    Admissions, OIR, Deans Admissions and OIR – T&E Started; finish in May 2009
    b. Conduct an analysis of graduate program enrollments and align effort and resources to optimize them Grad program enrollments Deans, DGS, OIR T&E of deans and OIR Spring 08 – 10
    Strategy 2: Enhance UTSA Recruitment Efforts Within the EMP
    a. Aggressively contact admitted students to improve yield rate of accepted applicants to graduate programs (see tactic B-2-1) Grad admissions yield rate Deans, DGS Funds for scholarships, travel Fall 08 – ongoing
    b. Adopt more proactive recruitment strategies:
    • target and recruit qualified UTSA undergrads into graduate programs
    • develop recruitment pipelines from other institutions of higher education, including community colleges
    • expand recruitment of traditionally under-represented groups
    • improve marketing of advanced degree programs to working professionals
    • expand international recruitment of students
    No. of 5-year combined BA/MA degree programs
    No. of UTSA graduates enrolled in grad programs
    No. of campus visits for prospective students
    No. of faculty exchanges
    No. of international students
    Admissions, Deans, DGS, OIP Funds for scholarships, Funds for marketing and travel, T&E 08-09 – ongoing
    c. Develop an integrated marketing plan focused on the EMP Marketing efforts
    No. of students recruited each year
    Admissions; VPUA Funds for marketing and travel 08-09 year
    d. Expand and strengthen P-20, city, and community organization partnerships to support enrollment management No. of partnerships with   K-12 schools
    No. of partnerships with CCs, universities
    No. of partnerships with community organizations
    VPCS, VPSA, Deans T&E Spring 08 – ongoing
    Strategy 3: Develop Admissions Standards Commensurate with Student Preparedness
    a. Conduct an analysis of the impact of UTSA admissions standards on student retention efforts Report recommendations Admissions, OIR, Deans T&E – OIR 08-09 year
    b. Develop alternative pathways for students to enter UTSA, including community college transfer programs Number of student transfers from designated community college programs with UTSA Admissions, Deans T&E Additional recruitment dollars Fall 08 – ongoing
    c. Adjust admissions standards to reflect qualifications commensurate with student success at a research institution Ave. class rank, SAT/ACT scores, HS GPA of incoming freshman class Admissions, VPSA T&E 2010-2016
    Strategy 4: Increase Financial Aid and Scholarships to Support the EMP
    a. Conduct and implement an external analysis of current strategies for distributing undergraduate and graduate student financial aid Report recommendations
    Targeted scholarships for academically qual. students
    Retention and graduation rates
    Financial Aid OIR
    Funds for ext. consultant, schol. staff
    Fall 08–ongoing
    b. Expand on-campus employment opportunities for undergraduates through work-study, research, etc. No. of students on paid research assistantships
    Budget for student wages
    CMO,  Deans Funds for student wages Fall 08 – ongoing
    c. Implement fundraising campaign for scholarships, fellowships Endowments for scholarships and fellowships President, VPUA, Deans Funds for scholarships marketing and travel Spring 08 – ongoing
    d. Expand on-campus teaching opportunities for graduate students No. of teaching assistantships
    Percent of advanced degree graduates with teaching experience
    GS, Deans Funds for TA positions Spring 08 – ongoing

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  • Strategic Initiative D. Serving the Public Through Community EngagementOpen or Close
    Tactics Metrics Responsible Units Resources Timeline
    Strategy 1: Develop UTSA’s Infrastructure to Support and Expand Public Service Efforts
    a. Coordinate utilization of community services/ resources through the UTSA Outreach Council
    • inventory UTSA public services
    • evaluate alignment with strategic priorities
    • Recommend adjustment to mix of services
    • identify resource strategies, sources
    • explore Carnegie Community Service classification
    Complete inventory of UTSA’s service activities
    Assessment of services mix as it aligns w/strategic priorities
    Report to CMO on services mix, resources, and classification
    VPCS, Outreach Council T&E 08-09 year
    b. Develop web site for community engagement activities Website completion
    No. of “hits” on web site
    VPCS, OIT, VPUA T&E
    Funds for web development
    Spring 2009
    c. Develop a plan to recognize service conducted by faculty, staff, students, and alumni No. of service recognition/ awards Provost, VPCS T&E
    Funds for awards
    Spring 09
    Strategy 2: Expand Lifelong Learning Opportunities
    a. Organize a robust central facilitating structure for all non-degree educational offerings No. of programs offered
    % of programs with involvement by colleges
    Provost, VPCS Funds to staff office 2008-10
    b. Organize professional development and lifelong learning offerings under appropriate colleges/ departments to utilize internal expertise No. of programs offered VPCS, Provost,   Deans T&E
    Funds for marketing
    2008-10
    c. Expand high quality lifelong learning for niche markets, from P-20 (e.g. kids’ academic summer camps) through end-of-life (e.g. Elder College) No. of students engaged
    No. of groups engaged
    Net revenue
    VPCS, Provost, Deans, CPE T&E
    Funds for marketing
    Spring 09
    Strategy 3: Increase Student Engagement With the Community
    a. Set a goal to establish incentives for UTSA students to engage in “signature experience” (e.g. community service learning, internships, study abroad, etc.) learning activities (see A-3-b) % of grad. class completing “signature experiences”
    No. of “signature experiences” by category
    Deans, Depts. T&E 2009
    b. Establish a clearinghouse to facilitate and increase partnerships with the community for “signature experiences” Number of partnerships established
    Number of placements
    External financial support
    Career Services T&E 2009
    Strategy 4: Expand Public Services and Community Engagement
    a. Implement a community engagement agenda on an annual basis Community support for UTSA
    No. of projects with commnty.
    No. of pub. serv. beneficiaries
    Creation of Speakers Bureau
    President, VPCS T&E ongoing
    b. Raise profile of UTSA intercollegiate athletics programs for enhancement of campus and community engagement UTSA brand-loyalty
    Student participation
    Community participation
    President, Athletics, VPSA, VPUA T&E ongoing
    c. Promote economic development through partnerships with community agencies, businesses, educational institutions, and research facilities UTSA economic impact study
    Jobs created by IED programs
    No. of graduates entering regional workforce
    No. of commercialization spin-off licenses
    Assoc. VP Econ. Dev., VPCS, VPR T&E
    Grant funds
    Fall 08 – ongoing
    d. Support the arts and humanities in the community through hosting and promoting arts events No. of arts events
    Community participation and attendance
    COLFA, VPSA, ITC Funds for events ongoing
    e. Promote sustainability throughout the university as a model for the community Campus sustainability policy VPBA Funds for energy cons. ongoing

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