1. Educational Excellence – Phase One Lisa Blazer & Dan Gelo Presenting

2. UTSA had a student faculty ratio of 26:1 in 2006. It fell to 23:1 in 2013, but that movement has not been even, falling to 24:1 in 2008 and 2009 but rising back to 26:1 in 2011. In 2013, all but one of our short-term aspirant institutions (University of Florida) had a smaller student to faculty ratio. Additionally, all of our baseline institutions, with the exception of Florida International University had a student to faculty ratio of 22:1. Improve Student /Faculty Ratio at UTSA

3. Current Factors Supporting a Reduction in UTSA’s Student to Faculty Ratio UTSA continues to be able to create new faculty lines in addition to replacement lines. This has contributed to a general stability in the number of T/TT faculty over the past few years. The number of T/TT faculty has ranged between 614 and 638 except for 2012 when it was 588. The Provost currently sweeps salary funds for all faculty positions vacated each year and then reallocates those funds strategically for faculty recruitment. This practice could impact the student to faculty ratio through its emphasis on efficiency and cost effectiveness. UTSA’s GoldStar Initiative will enable UTSA to recruit 60 additional faculty over four years. UTSA has an Enrollment Management Plan that should contribute to a relatively stable student enrollment through 2020. The GRIP contains as a goal lowering the student to faculty ratio from 23:1 to 22:1 and eventually 20:1.

4. Lowering the student to faculty ratio at UTSA to 22:1 would require a total of $8,915,000 in additional funds (funds do not include benefits and do not reflect actual expenditures for the current recruitment cycle). Lowering the student to faculty ratio at UTSA to 20:1 would require a total of $17,750,000 (funds do not include benefits and do not reflect actual expenditures for the current recruitment cycle). Reducing UTSA’s Student to Faculty Ratio

5. Develop a robust strategic enrollment management plan that ties student enrollment to faculty hires and break this down to department and college levels rather than at the university level. Careful coordination with the Provost’s current faculty allocation process, the GoldStar Initiative, and recommendations from the “Manage Enrollment Growth Committee” would be necessary. Increase the number of full-time NTT faculty who teach more courses than T/TT faculty; initiate an aggressive recruitment effort for full-time NTT faculty; and create an incentive plan to help retain quality NTT faculty. Explore a plan to increase student tuition and the degree to which this initiative can be tied to faculty hiring. Explore plans to encourage faculty eligible for retirement (135 current qualify on the basis of the Rule of 80). This would free up funds for hiring more assistant professors. Approaches

6. Enhance Academic Success Summary and Highlights How we defined the topic The cornerstone topic?

7. Strengths: –Human capital – students, faculty, administration. –Reputational distinctions. Opportunities: –Texas economic strength, ambition for more flagships. –Expanding markets—local, national, and international. Where We Are

8. Approaches Improve graduation rates. Attract and retain better students. Improve advising. Tell the story of our success more effectively to improve public perceptions and rankings. Expand on-line learning. Improve student residential experience. Improve and expand summer school. Redesign courses when appropriate. Improve support for high-risk students. Improve communication about college expectations to high schools. Where We’re Going

9. Improve Retention and Graduation Rates Description: Recruiting and retaining students to increase our 4 and 6 year graduation rate

10. Improve Retention and Graduation Rates: Where we are Strengths: –Advising model; University college; stronger incoming student body; athletics; improved technology; stronger faculty/research Opportunities: –highlight value at UTSA; Secure funding for scholarships (high need/yield majors); Central organized group that seeks external funding; Specific career opportunities for students

11. Benchmarks and Recommendations Benchmarks –Baseline peers and other emerging research institutions Metrics –IPEDS and state reports – compare –Year to year retention data across colleges and departments –Year to Year data to measure effectiveness of GRIP interventions Recommended Approach –Align funding –Redistribute resources –Provide resources to current GRIP activities –Broaden reach of GRIP –Obtain legislation to support retention and graduation

12. Manage Enrollment Growth: Where we are Strengths: –Gate system in some college to gain entry; Accredited professional curricula; Faculty commitment ; Undergraduate students in research; Successful, well developed labs; Involved & successful student organizations; Quality of international students Opportunities: –DT location – Strong community outreach; Minimal competition in some programs; Opportunity for bolstering retention and graduation rates; Expanding number of degree programs; Strategic recruitment; Strategically expand international partners and recruitment of students; Hiring top tier faculty; Create more partnerships with industry; Maximize competitive scholarship ($1000)

13. Benchmarks and Recommendations Benchmarks –Set overall goals based on revenue needs and selectively address unique opportunities to tailor enrollment –See appendix – aspirant universities enrollment profile Recommended approach –Each college made recommendations for enrollment projections –See appendix – college recommendations

14. Expand Recruitment and Scholarships Description: –Remain competitive in our recruitment and scholarship efforts, identify new markets and increase partnerships to bring in a diverse student body

15. Expand Recruitment and Scholarships: Where are we now Strengths: –New undergraduate scholarship programs established; Collaborative undergraduate recruitment efforts in place; Expanded undergraduate recruitment efforts in place; Undergraduate bridging programs in place Opportunities: –Expand Transfer recruitment (revenue and enrollment); First Choice for students–capitalize for recruitment; Reputation is building–capitalize with donors; Summer bridge programs can be expanded

16. Benchmarks and Recommendations Benchmarks –Texas recruitment scholarship programs compared to UTSA’s new recruitment scholarship – see appendix –Recruitment with peer and aspirant – see appendix Recommendations –Develop strategic enrollment management cross campus team –Purchase scholarship management software – from donor to disbursement –Ensure Marketing & Communication is aligned with recruitment and enrollment objectives –Additional recruitment and/or outreach positions in colleges/departments –Collaborative approach to recruitment

17. Closing Thoughts Themes across the Pillar: –Student Success – our ultimate goal –Alignment of Budget to Initiatives – what we need to do to help meet our ultimate goal –Infrastructure – what needs to change across campus to help our students enroll and succeed Financial Technology –Competition – we will continue to compete with our peers – how do meet and exceed expectations