Strategic Plan Progress Report

Metric	Destination	Target	Where did we start? 2017	Where are we now? 2024	Progress to Goal
Total Student Enrollment	D1	>41,000	>30,768	35,770	87%
First-Year Retention Rate	D1	>85%	>74%	80%	94%
4-Year Graduation Rate	D1	>35%	>22%	33%	94%
6-Year Graduation Rate	D1	>60%	>37%	53%	88%
First-Year Students in the Top 25% of their class	D1	>55%	>55%	52%	95%
Students with Experiential Learning	D1	>75%		45%	60%
Student-to-Faculty Ratio	D1	20:1	24:1	24:1	24:1
Average (Federal) Student Debt	D1	<$20,000	$24,445	$21,078	76%
Undergrad Degrees Awarded	D1	7,081	4,728	5,918	84%
Master's Degrees Awarded	D1	1,463	1,224	1,323	90%
PhD Degrees Awarded	D1	200	112	127	64%
Faculty in the National Academies	D2	15	5	14	93%
Faculty Receiving Prestigious Awards Annually	D2	25	3	6	24%
Federal Research Expenditures	D2	$85 M	$29.9 M	$61.8 M	73%
Total Research Expenditures	D2	$209 M	$70.2 M	$168 M	80%
Endowed Chairs, Professors and Fellowships	D2	109	75	94	86%
Annual Budget	D3	$1 B	$515.9 M	$725 M	73%
Endowment Value	D3	$541 M	$134 M	$315 M	58%
Overall Giving	D3	$64 M	$22 M	$52.9 M	83%
Cash Received	D3	$37 M	$17 M	$27.2 M	74%
Cumulative New Construction	D3	$528 M		$452.3 M	86%
Strategic Partnerships	D3	5+		51	Goal Exceeded
Moody's Scorecard	D3	AAA		AA2
Administrative Cost	D3	<8%	8.30%	7.47%	Goal Exceeded

Success goes beyond numbers. Key performance indicators tell us a lot about whether we have met our goals, but the transformative changes underway at UTSA go beyond what is easy to measure. This includes changes to our campus culture, our reputation, and our impact on San Antonio, the world, and the lives of our students and their families.

UTSA's strategic plan aspires to achieve institutional transformation. Each year, UTSA collects, analyzes, disseminates, and acts upon many forms of data at the university, college, and unit levels. These data which include student enrollment data, graduation rates, research productivity, fundraising success, user satisfaction surveys, attendance data, and demographic information about faculty and staff, among other measures serve as valuable internal measures of our progress to guide campus leaders in both strategic and operational decision-making. Reporting trends reveal successes and inform the strategic allocation of resources through our Incentivized Resource Management (IRM) budget model.

The university regularly reports on these progress indicators in various contexts, including annual governance reports to the UT System, the Board of Regents, and the Texas Higher Education Coordinating Board. Key performance indicators are drivers of institutional prestige: they influence international university rankings, contribute to our Carnegie Classification, and make UTSA an attractive choice for civic, governmental, educational, and philanthropic partnerships.

UTSA’s Office of Institutional Research oversees the collection and reporting of data, maintaining dashboards and producing reports regularly.