Categorieën: Alle - security - compliance - privacy - technology

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Texas State University IT Objectives

Texas State University has outlined key IT objectives to enhance their operations and address issues identified in the 2023/24 IT Assessment. A major focus is on improving IT security and compliance, which includes appointing a Chief Privacy Officer to manage privacy regulations like GDPR and HIPAA, consolidating risk registers under the CISO, and conducting regular compliance assessments to prevent inefficiencies.

Texas State University 
IT Objectives

Texas State University IT Objectives

Objective: Address project or operations issues identified in 2023/24 IT Assessment

Assessment Actions
Developing Collaborative and Supportive IT Culture

Monitor and Evaluate IT Services: Continuously monitor and evaluate the effectiveness of IT services and make adjustments based on feedback from users to ensure continuous improvement​​​​.

Engage Stakeholders in IT Decision Making: Involve faculty, researchers, and other stakeholders in IT decision-making processes to ensure that their needs are understood and met effectively​​.

Foster a Supportive IT Environment: Shift the IT culture from a "no-first" to a "yes-first" approach, emphasizing support and collaboration. Ensure that IT staff are considered partners rather than obstacles in achieving academic and research goals.

Addressing Specific IT Challenges

Improve IT Support for Remote Work: Address issues with remote work IT support, ensuring that faculty and staff working from home have secure and reliable access to necessary university systems without compromising their personal privacy and security​​.

Support Specialized Software and Hardware Needs: Allow for more flexibility in approving specialized software and hardware requests, particularly for research purposes. Implement a system to approve commonly used research tools and technologies to reduce delays​​.

Upgrade Classroom Technology: Develop a clear plan and process for upgrading classroom technology and facilities. Ensure that there is a transparent system for requesting and prioritizing classroom improvements​​.

Improving IT Services and User Experience

Text and Email Strategy

Inventory all tools in this category including those with embedded functions and develop an initial overview presentation

Cloud Migration Strategy

Create a Centralized Data Warehouse: Develop an integrated data warehouse to consolidate student and academic data, which will facilitate better decision-making and reporting​​.

Increase Transparency in IT Processes: Make the IT procurement and support processes more transparent. Provide clear guidelines and contact points for IT issues to ensure users know where to get help and what to expect​​.

Enhance Communication and Training: Improve communication about available IT services and provide training for tools like Microsoft 365 and other software used across the university​​.

Enhancing IT Security and Compliance

Consolidate all indepedent risk registers (4 today) to one central risk register owned by the CISO by January 2025.

Conduct Regular Compliance Assessments: Implement regular compliance assessments to ensure that all departments adhere to the necessary regulations without overcomplying, which can lead to inefficiencies and increased costs​​.

Appoint a Chief Privacy Officer: Assign a dedicated Chief Privacy Officer to manage privacy compliance, including GDPR, HIPAA, and other relevant regulations​​.

Revise Security Policies: Review and adjust current security policies to balance security with usability, especially in research and academic settings. Address issues like unnecessary restrictions on software and hardware that hinder educational activities​​​​.

Improving IT Infrastructure and Support

Develop a Dedicated Research IT Support Team: Establish a specialized IT support team focused on research requirements to provide timely assistance and ensure that research activities are not delayed by IT issues​​.

Classroom Assessment: Refresh schedule + Wireless Coverage

Enhance the existing IT infrastructure to support research needs, including better options for hardware and software, and improve the response time for hardware and software requests.

Objective: Develop a Process Improvement Capability Based on Lean Six Sigma to Continuously Build Improvement into Critical Business Processes

Develop a Six Sigma Training Program
DMAIC (Define, Measure, Analyze, Improve, Control) Based Reporting
Maintain a monthly report showing changes, where we are in the DMAIC cycle, and aggregate benefits to date.
Accounts Payable
PCR
Reduce Cycle Time by 50% on Software Procurement with a Pizza Tracker by March 2025
Streamline Procurement Processes: Simplify and speed up the procurement process by minimizing redundant reviews and establishing a clear, efficient workflow. This includes creating a fast-track system for high-priority research needs​​​​.
Establish KPIs to measure cycle time reduction and track progress quarterly.
Implement a standardized and automated workflow/pizza tracker for software procurement requests by the end of Q1 2025
Map the current software procurement process and identify bottlenecks and inefficiencies by the end of Q4 2024.
Establish baseline.

Objective: Rationalize Our TXST Technology Portfolio to Align to Expense and Quality Tolerances of Our Strategic Plan

Effectively Manage Multi Year IT contracts
Move 100% of our on premises hosting workload to the Cloud starting in January 2025.
Develop strategy and initiate elimination of VMWARE by next contract cycle and reclaim funding for cloud hosting by July 2025
Determine cloud funding strategies by September 2024
Reduce physical server count by 20% each year
Establish an initial Services Management Practice that aligns quality (SLO), security, and expense using the CAUDIT and EDUCAUSE frameworks by January 2025
Activity-Based Costing.
Service Optimization Key Results

Create a roadmap for optimizing critical services by the end of Q2 2025.

Conduct a gap analysis to identify areas for improvement by the end of Q1 2025.

Establish SLOs for each critical service by the end of Q2 2025.

Service Prioritization Key Results

Identify the top 5 critical services and validate the results with senior leadership by the end of Q2 2025.

Develop a prioritization matrix by the end of Q2 2025.

Conduct a thorough analysis of each critical service's impact on the university's KPIs by the end of Q1 2025.

Service Inventory Key Results

Maintain the Official Application Inventory and eliminate duplicate tracking. It's critical to determine contracts associated with the inventory and tie this to product and service catalogs.

Contracts by Top Spend and schedule of termination and renewal forecasts with inflation assumptions

Engage with key stakeholders of critical systems to gather input by the end of Q1 2025.

Categorize services based on their impact on the university's core mission by the end of of 2024

Develop a service catalog that defines each service by the end of 2024.

Develop Next Generation Network Plan including Bill of Materials and Roll out plan in advance of next budget cycle first Draft March 2025
Work with Juniper for their Analysis
Work with Cisco for their Analysis
Work with Ruckus for their analysis
Develop ERP and Data and Analytics Tools and Infrastructure Strategy and Choices by December 16th, 2024
Develop Data Analytics Strategy and Plan by December 2024
Draft by November 1st, 2024, and Final by December 17th, 2024.
ERP: SAP and HCM/Finance Strategy.
ERP: Banner and Student Systems Strategy.
Asset Rationalization
Develop a total physical Asset list for TXST by September 30st, 2024.

Objective: Retain and Recruit the Best Talent in Texas and the World (Employer of Choice)

Move employee engagement from 55% to 70% by 2026
Increase People Element Survey Participation rate to 100% in 2025
Create an Engagement Plan and Committee based on the People Element survey by August 2024
Develop Total Salary Analysis and Talent Management practice that shows Total Employee Experience (Comp+Benefits+Culture) and clear OKRs/MBOs for each AVP by December 2024
Health and Wellness
Lifestyle

Sick Leave and Vacation Pools

University Activities

Comp Time?

Flexible work

Energy Conservation Days

Retirement
Plan to attain compensation minimums by September 2025 and finalize next fiscal year
Start formally building a new IT community of Practice by March 2025
Create social and professional development event schedules to amplify our alignment to corporate goals
Create new social structures
Identify and assess existing social structures and activities
Rationalize IT space options to give as much back to the organization as possible. Develop space options to discuss by March 2025.

Example Space Utilization Activity: Space Utilization at UCF – UCF Facilities and Business Operations


No specific APPA (Association of Physical Plant Administrators) space standard dictates how space should be allocated based on corporate position. However, APPA provides guidelines and best practices for space planning and administration in educational facilities, which can be adapted for corporate use.


### Key Points on Space Allocation


1. **General Space Allocation**:

  - **Classrooms**: 100

  - **Laboratories**: 200

  - **Offices**: 300

  - **Study Areas**: 400

  - **Special Uses**: 500

  - **General Uses**: 600

  - **Support**: 700

  - **Clinical**: 800

  - **Residential**: 900

  - **Unoccupied**: 000


2. **Office Space Allocation**:

  - The allocation of office space can vary significantly depending on the institution's administrative structure and culture. Factors such as part-time employees, retired employees, research space, revenue vs. non-revenue generating space, and strategic plans are considered[1][4].


### Corporate Office Space Allocation Standards


Space allocation is often determined for corporate settings based on job function and corporate hierarchy. Here are some general guidelines:


1. **Executive Offices**:

  - Typically range from 90 to 150 square feet for executives, with larger spaces for higher-level executives like Vice Presidents and Presidents, which can range from 150 to 400 square feet[3][8].


2. **Standard Offices**:

  The average office space per employee generally ranges from 150 to 250 square feet, depending on the density and layout of the office (open-plan vs. private offices)[2][3][8].


3. **Common Areas**:

  - Common areas and conference rooms must also be factored into the overall space allocation. Common areas typically require 80-100 square feet per person, while conference rooms need 25-30 square feet per person[3].


### Factors Influencing Space Allocation


Several factors influence how much space is allocated per employee:


- **Industry**: Different industries have varying space requirements. For example, tech companies might need less space per employee than law firms[11].

- **Work Style**: Companies focusing on collaborative work might prefer open-plan offices, while those needing privacy for individual work might allocate more private offices[3][9].

Company Culture: The desired company culture can also impact space allocation. Companies emphasizing a collaborative culture might allocate more space to communal areas[14].


### Conclusion


While there is no one-size-fits-all APPA standard for corporate space allocation, the guidelines provided by APPA and other industry standards can help organizations determine appropriate space allocation based on their specific needs and goals. Factors such as job function, industry requirements, and company culture must be considered when planning office space.


---


[1]: APPA Space Planning and Administration

[3]: iOFFICE - How Much Office Space Do We Need Per Employee?

[4]: APPA - Space Planning and Administration

[8]: AVUITY - How Many Employees Per Square Foot Should You Plan for?

[11]: Zippia - How Much Office Space Per Employee Statistics


Citations:

[1] https://www.appa.org/bok/abstract-space-planning-and-administration/

[2] https://aquilacommercial.com/learning-center/how-much-office-space-need-calculator-per-person/

[3] https://www.iofficecorp.com/blog/office-space-per-employee

[4] https://www.appa.org/bok/space-planning-and-administration/

[5] https://www.officespacesoftware.com/blog/recommended-office-space-per-employee/

[6] https://www.business.com/articles/how-to-determine-how-much-office-space-you-need/

[7] https://www.appa.org/events/space-strategies-2024/

[8] https://www.avuity.com/employees-per-square-foot/

[9] https://www.officefinder.com/howmuchofficespace2.html

[10] https://docs.appspace.com/latest/introduction/configure-maps-floor-plans/

[11] https://www.zippia.com/advice/how-much-office-space-per-employee/

[12] https://www.officefinder.com/how.html

[13] https://www1.appa.org/FacilitiesManager/article.cfm?ItemNumber=3176&parentid=2596

[14] https://robinpowered.com/blog/new-office-determine-right-office-space-size

[15] https://www.reddit.com/r/FPandA/comments/11aszwe/at_what_job_title_is_it_standard_to_get_your_own/

43,910 Starting Square Ft. / 141 Staff Work remotely at least one day. How do we reduce our footprint?
Finalize an employee engagement plan for each AVP's unit by December 2024 with input from the Employee Engagement Committee
Examine central IT KSAs (Knowledge, Skills, and Abilities) by June 2025.
What do we need?
What do we have?
Analyze target staffing model for IT 1,3,5 years based upon technology change by March 2025.

Objective: Create professional development opportunities that assist students, faculty, and staff in improving their effectiveness and enhancing workforce readiness

Develop annual staff development track
Develop Supervisory Leadership Track Microcredential
Professional Development Fundamentals
Local Knowledge

Document and AI enable local knowledge

Time and Priority Management
The Distracted Mind
Crucial Conversations
Emotional Intelligence
SMART Goals
Develop a curated Youtube and Linkedin playlist for basic job requirements
Customer Service and Hospitality
Six Sigma
Develop an AI Fluency program with professional development and support for varied faculty, student, and staff practice communities by Fall 2024 and enhanced in Spring 2025. Hand off to Center for Teaching and Learning by Spring 2026

Objective: Develop and Refine an Efficient, Accurate OCM and Program Management Practice

Support Corporate Governance chaired by the EVPs (CFO/Provost)
Develop Personal Public Communication Cadence
CIO
Rationalize PMO, OCM, and Web communications and intake
Design process for continuous monitoring, intake, and disposition of project requests.

Examine SDLC practices

IT capacity based upon skills and type of work

Develop skills, capacity and demand management function to gauge project viability and workforce encumbrance

Finalize and formalize the Liaison Coverage from IT to TXST.

Create list of All Areas needing coverage

Review and redesign the TXST IT websites (DOIT, ITAC, TR, ISO) to remove anything that does not facilitate new requests for service or problem resolution.

Build a central landing page for all central and federated IT: IT.TXST.EDU type landing page.

Build advisory group of faculty and students from SGA starting with Adam to advise

Reduce the number of HTML pages by 75%

Current application list maintained over time for research and instructional support tools and contracts

Objective: Provide Continuously Available and Secure Critical Services

VPIT
Review policies on domain name management, certificate management and expiration. Determine a centralized management practice for certificates and TLDs.
Determine a baseline software inventory number and graph monthly stats in VPIT Six Pack
Develop appropriate cadence with Deans, Faculty Senate, key Department Chairs, SGA, External Actors by January 2025

LEARN

University of Texas

TXST Faculty Senate

TXST Deans

Public Officials

Law Enforcement

UT

Maintain Software Application Inventory monthly
Determine your "Six Pack" by January 2025
Aid change ERP and Data Analytics Assessment through active leadership and participation
Develop Service Level Objectives for five key services by January 2025 and track data in a dashboard

SLO Gato

SLO Logi

SLO Banner

SLO Mobile App

SLO SAP

Lead the collaboration across the State of Texas and TSUS
Projects

Develop Awareness Program for PIs around data and transport (e.g. CMMC)

Achieve zero major security incidents related to critical services during the fiscal year 2024/25.

Enhance security controls based upon our initial NIST CSF self assessment and update areas for improvement.

Report monthly security statistics and remediate identified vulnerabilities within 15 days of discovery.

Scanning Tools Assessment Vulnerability Management Modernization

GRC

Risk Management

Standardize Risk Management in accord with ISO/NIST standards

Public Affairs Activity

Annual State of Security Report to Annual Meetings

Awareness Efforts https://www.cisa.gov/topics/cybersecurity-best-practices

Security+ Scholarships for IC staff

Security Champions

Personal Privacy Checkups

Personal Security Checkups

Identify Cadence of Smaller Groups

Setup Annual Meetings

President's Cabinet

Deans / Provost

Reduce cycle time for procurement by 50%

State of Texas

TXRAMP, TAC202, etc.

Enhance efficiencies related to compliance and document success

ADA / HIPAA / Privacy

Assess impact of new regulatory requirements in these spaces

Formalize Privacy Policies and Approach by June 2025

Perform ADA assessments as required

Finalize BAAs by January 2025

Compliance in Support of Teaching, Learning, and Research

Annual Compliance Obligations

Annual SB17 Review

Assess CMMC L2, CUI/800-171 compliance

Develop a CMMC Level 2 certification plan in conjunction with Research by July 2025

Comment: need to have counterparties that can help understand the federal or granting agency requirements in the Office of Research or the Department / Dean support the PI

Develop key product descriptions with SLOs for major serivces by June 2025

Operations

Vulnerability Management

National Vulnerability Database: NVD - Home (nist.gov)

FBI / DOD

NADC

Talon Eye

Tech Rationalization: Understand CVSS Critical / High Portfolio and Age the inventory of those Critical / High and assure they are patched within 35 days or faster.

Control and maintain security appliances and services

Threat Prevention

FBI NADC

CISA

Shodan

Black Kite

Email and Defender Metrics

Vulnerability Dashboard

TDI

Firewall

Respond to incidents

Enhance operationalized response to incidents by April 2025

Respond to incidents within Low, Moderate, High in accord with your SLOs

Identity Management Conversion to Fischer Identity from custom system
Begin new asset Management Strategy by March 2025 in advance of budget season
Develop proposed asset management strategy and philosophy by January 2025

Layer 3

Layer 2

Layer 1

Classroom A/V

PCs

Servers

Wireless

Develop SLOs for top ten products and services by January 2025 using EDUCAUSE / CAUDIT

CAUDIT Link to Latest: CAUDIT 2024 (TXST ID required)


The **CAUDIT Business Reference Model** is part of the Higher Education Reference Models (HERM) developed by the Council of Australasian University Directors of Information Technology. These models provide standardized frameworks for business, data, and application architectures relevant to higher education institutions.


## Key Components


### **Business Capability Model**

The Business Capability Model outlines the essential capabilities that higher education institutions need to function effectively. It is foundational for discussing organizational effectiveness, needs, and challenges among business stakeholders, enterprise architects, and technology strategists.


### **Business Model Canvas**

Introduced in Version 2.6.0 of the HERM, the Business Model Canvas provides a structured approach to visualizing and discussing the business model of higher education institutions. It helps in strategic planning and communication by laying out key components such as value propositions, customer segments, and revenue streams.


### **Data Reference Model**

This model standardizes the conceptual data architecture elements pertinent to higher education. It provides a common language for stakeholders to communicate clearly about data management and governance.


### **Application Reference Model**

The Application Reference Model categorizes the application architecture elements, aiding in governance, portfolio management, and enterprise architecture planning. It helps institutions manage their application estates more effectively.


## Usage and Benefits


The HERM, including the Business Reference Model, is used by over a thousand institutions worldwide. It helps institutions:

- Accelerate digital transformation.

- Communicate and model business, data, and application architectures.

- Explore commonalities and differentiators.

- Facilitate strategic communication with stakeholders.

- Enhance the efficiency and value of their architecture teams.


## Evolution and Access


The HERM is continually updated, with Version 3.0.0 being the latest release, which includes new features and improvements. Preparations for Version 3.1.0, which will introduce the HERM Technology Reference Model, are underway for mid-2024.


These reference models are free of charge to higher education institutions under the Creative Commons 4.0 Attribution-NonCommercial-Share-Alike license, allowing customization and sharing within the community.


In summary, the CAUDIT Business Reference Model is an integral part of the HERM, providing a standardized framework that supports higher education institutions in their digital transformation and strategic planning efforts[1][2][4].


Citations:

[1] https://caudit.edu.au/communities/caudit-higher-education-reference-models/

[2] https://library.educause.edu/resources/2021/9/the-higher-education-reference-models

[3] https://caudit.edu.au/about/

[4] https://caudit.edu.au/resources/herm-as-model-for-organisational-structure/

[5] https://caudit.edu.au/resources/caudit-ucisa-joint-statement-reference-models

[6] https://caudit.edu.au/faq/

[7] https://pooleaudit.com/blog/unlocking-organizational-efficiency-the-importance-of-org-charts-in-business-operations-and-audits-with-poole-audit

[8] https://caudit.edu.au/communities/find-your-community/enterprise-architecture-community/

[9] https://au.linkedin.com/company/caudit

[10] https://caudit.edu.au/members

[11] https://spaces.at.internet2.edu/display/itana/2021-10-01%2BCAUDIT%2BHigher%2BEducation%2BReference%2BModel

[12] https://www.usenix.org/conference/nsdi19/presentation/cao

[13] https://www.isaca.org/resources/news-and-trends/industry-news/2016/using-cobit-for-it-organizational-design

[14] https://edgemarket.njedge.net/home/the-herm

[15] https://twitter.com/cauditinc

WiFi

Application Hosting (Cloud and Prem)

Personal Computing

Network

Develop standard SLO format

Disaster Recovery and Business Continuity Key Results
Ensure that 100% of essential data is backed up and recoverable within the defined Recovery Point Objective (RPO) by Q3 2025.
Implement redundancy and failover mechanisms for all critical services by the end of Q2 2025.
Conduct annual disaster recovery drills and achieve a Recovery Time Objective (RTO) of less than 1 hour for all critical services.
Create detailed disaster recovery and business continuity documentation for each critical service by the end of Q2 2025.
Develop Basic Uptime and Quality Metrics
HR, Finance, Procurement
PMO
CISO
Enterprise Applications
CTO
Develop Proactive Monitoring and Maintenance
Develop your "Six Pack" Dashboard of KPIs and lead with it at every meeting with the CIO by December 2nd, 2024.
Reduce the average time to detect and resolve issues by 50% compared to the previous fiscal year.
Establish a process to monitor and address potential issues 24/7 by the end of Q1 2025.

Objective: Hopes and Aspirations High: Support University Change Initiatives based upon strategic plan priorities

TSUS KPIs

Texas State University Systems KPIs: KPI 2023-2024.pdf


Here are the key points under each major category from the KPI 2023-2024 document:


Financial Performance

Customer Satisfaction

Operational Efficiency

Employee Engagement

Innovation and Growth


Terlingua Site Network Build
Faculty Senate
Monitor President's project list to assure priorities and alignment to IT resources
Institutional Research
TXST
TSUS
Deans and Centers
Provost (done within a year)

Microcredential community of practice

SUNY system has a coordinated Microcredentialing / FIU rule set.

AI Fluency

Bring thought leaders to TXST

University of Florida Deputy Provost

Experiential Major Maps (Nick Weimer)

Lay out the curriculum and examine how you link all co-curricular and experiential activities (internship, study abroad, service learning, etc.)

Curricular Analytics (Jeff H)

University of Arizona Greg Hyleman (UERU). Undergraduated education and research universities.

Compare to similar programs nationwide

Blocking courses, impediments to progression, longest linear chain connected to other classes

Undergraduate focus

Identify needs of individual colleges and determine how to staff and expand

Research clusters and new faculty hire

first four are in flight with faculty lines. First three in COSE / Digital and Medical Humanities across the University.

Life Sciences

Energy

Digital and Medical humanities

Water

Semi conductors

Machine Learning

AI

Master's in AI coming

College of Science and Engineering (Dean: Barrett Bryant, Ph.D.)

Here's a summary of the document:

The College of Science and Engineering has outlined its priorities for the 2024-25 academic year, focusing on student success, faculty development, research productivity, and new program development.


Microcredential Development

o   Each department will explore which microcredentials would be most useful to industry partners

New Program Development

o   In addition to ensuring that the newly approved Ph. D. degree programs are successfully launched, we plan to develop the following new degree programs

o   B. S. in Biochemistry (Queretaro, Mexico, campus, planned for Fall 2025)

o   B. S. in Computer Engineering

o   B. S. in Computer Science (Queretaro, Mexico, campus, planned for Fall 2025)

o   B. S. in Data Science

o   B. S. in Electrical Engineering (Power Engineering concentration)

o   M. S. in Agricultural Sciences (on-line)

o   M. S. in Artificial Intelligence (planned for Fall 2025)

o   M. S. in Civil and Environmental Engineering (planned for Fall 2025)

o   M. S. in Computer Science (on-line)

o   Pathway to M. S. in Computer Science (for students with no CS background)

o  M. S. in Electrical and Computer Engineering (planned for Fall 2025)

o  M. S. in Industrial Engineering and Business Operations (planned for Fall 2025)

o  M. S. in Materials Science, Engineering and Commercialization

o  M. S. in Mechanical Engineering

Process Improvement to get college ready for RCM (responsibility center management)

o   Develop more efficient class scheduling approaches so that there are fewer small classes, including curriculum review if appropriate

o   Identify responsibilities of departments and the college with respect to budgeting

o   Identify structural inadequacies in current budgets (e.g., some departments use all their M&O before the end of the year having to rely on IDC for basic departmental needs)

Review historical revenue and expense data 

Increase Research Productivity

o   Explore how to provide more administrative support (i.e., equipment technicians, purchasing orders, hiring personnel, and monitoring accounts) to faculty pursuing sponsored research programs

o   Explore ways of increasing interdisciplinary collaboration both across the college but also with other colleges

o   Explore ways to reduce the teaching load of research productive faculty as well as our newer tenure track faculty

o   Identify travel funds for attending conferences and meetings of professional societies and visiting other universities to establish collaborations for research active faculty

Faculty Development

o   Develop a program outside of Faculty Development Leave that would help previously research productive mid-career faculty reactivate their research programs

o   Formalize a faculty mentoring program so that each junior faculty member has a mentor who can help them as needed (most departments already have this but some are more formal than others)

o   Identify travel funds for attending conferences and meetings of professional societies, off-campus workshops and professional development activities for faculty of instruction and practice 

Increase Retention and graduation

o   Establish pre-Computer Science and pre-Engineering majors for students who are not calculus ready, with the focus on better preparing these students for future success in the major

o   Explore how to support the existing Learning Assistants program for Biology, Chemistry and Physics and expanding it to other programs

o   Explore ways to improve student learning and performance by incorporating student-centered, evidence-based design and teaching practices as well as disseminating and replicating best practices already in use by individual instructors

o   Formalize graduate student annual reviews to make sure that all graduate students, especially Ph. D. students, are making appropriate progress toward their degrees

o   Review introductory and foundations courses to reduce DFW rates in these courses as well as ensure students who are successful have the needed background to be successful in follow-on courses

o   Review prerequisite structure and scheduled offerings to remove obstacles to students graduating

o   Review options for course only M. S. programs as alternatives to M. S. thesis degree programs, especially where there is a Ph. D. program

o   Ensure that student organizations are well supported and that there are active student chapters of major international organizations (e.g., ACM, ASME, IEEE, NSBE, SHPE, SWE, etc.)

o   Explore how to provide more travel funds for students attending conferences

o   Work with University Advancement to continue building scholarship funds

AI Maker Space (COSE)

Master's In AI

How can we build the instructional resource out?

College of Liberal Arts (Dean: Mary C. Brennan, Ph.D.)

explore professionalization courses for students

support faculty research

Develop microcredentials

PhD in Applied Humanities

PhD in Clinical Psychology

Honors College (Dean: Heather C. Galloway, Ph.D.)

Phi Beta Kappa March 30th 2025 Start

LOGI report to identify students -- we need to get criteria - 1) Considerable Liberal Arts and Science 90 hours like any class with a certain prefix included and some excluded 2) Top 10% GPA in class 3) Taken particular or specific Math requirement 4) Also have to have language at software level Something 2320 or better


Charter completed and in queue for development.


Soft Land a grant to run learning assistance that serves 4000 STEM students (COSE) thing

Honors Undergraduate Research and Idea Center (Honors College)- two porches (not all participants are actually honors college studies)

Fellowship Officer now in Idea Center to help people apply for big award

Stellos Scholars Sunset?

Hugely dependent on LOGI and .NET capability

Honors application / records systems

It is no longer working and is back in Peter Tischart's hands.

College of Health Professions (Dean: M. Gary Sayed, Ph.D.)
The Graduate College (Dean: Andrea Golato, Ph.D.)

Assist in Increase Enrollment

Issues

IT Issues

Email Marketing and messaging tool

How can we pay for MailChimp on p-cards?

Wireless coverage including JCK offices in 280

LBJ Conference Room lack of computer stations

rooms are setup like classrooms.

Hand Crafted .NET tools not performing and are annoying

Example given was Study Abroad

NVIVO / SPSS for graduate students can't use if graduate assistant. Needed to support student research.

Adobe Licensing Issues -- Student needed Adobe Pro and can only get if you are an appointment

VPN very clunky (staff member can't VPN in)

Example was too new of a Macintosh computer

DUO factor authentication from Iran or other areas -- DUO will not work in Iran

Down to 3 deadlines for application from 39

EAB cannot be used for graduate students at this time (PRESTON)

Increasing retention and graduation rate

Graduate students seeking external funding

Database curated by IT for this list

5 million last year

Professional development series; 90 per academic year, example: What I wish I'd known as a first year PhD or Grad

Student success local to Graduate College

Examine programs with declining enrollment in graduate level

Also comparing other programs with CIP code DOE code. What are the quantitative and qualitative differences (Donovan Diver and Clay Green)

Go to Coordinating board using those CIP codes and examine that

Associate Direct profession with degree

Associate Dean looking to use AI for recruiting activities

PhD in Criminal Justice UTSA does as well. What is the difference? that sort of thinking

Support services to other unit

Onboarding of students and faculty (training)

Run to R1 PHD program creation

College of Education (Dean: Michael P. O'Malley, Ed.D.)

Advisors and first year connectedness to ED students

ACC Recruiting 2-3 semesters ahead Kinesiology and Future teachers. Push a text out that connects to response or directs to web site.

Admin

Zoom / AV enabled conference room and room setup

Classroom and facilities should match or exceed K-12 or what administrators use

College of Applied Arts (Dean: Angela R. Ausbrooks, Ph.D.)

Retention Planning Reporting (Bob Edward Vasquez) prototype

Phd Planning on 3 academic units

Social Work on campus

What is the kit required to do field work

Provost Mandate: Look into and start implementing micro credentials

Courses available thru continuing education so they are externally facing

OWLS: 2 new degrees in the works (BA Applied Arts and Sciences / Data Analytics / Information Technology) partnering with Coursera

Emmett and Miriam McCoy College of Business Administration (Dean: Sanjay Ramchander, D.B.A.)

Strengthen Organizational Foundation

Deepen Community Impact

Achieve Research Eminence

Advance Academic Excellence

Improve Student Success (Student Success Center)

McCoy WIFI assessment (December 2024)

Get the students out with more for less bureacratic overhead

College of Fine Arts and Communication (Dean: John Fleming, Ph.D.)

School of Theater, Dance, and Film rebranding and add

Game Design Online

Phd Communications and Film Degree Approval

BA / BS Communications / New degrees (3-4) September 1st

Brand Acceleration
Public Affairs and Marketing

Division operations and technology stack development

RHB Consulting engagement

Ideas and AI and Aspirations need assistance and help

How can we align to support TXST Global in addition to standard enrollment

Support Big Efforts

Canva Launch Q4 2024 140 templates

Enhance the newsroom (digital newsroom redesign)

Majors and program landing pages

Thought Leader Direct marketing campaign on a personal level appeal

University Brand Visual Identity System

Homecoming

Celebrate 125

Branding message change from TXST NEXT December 2024

University Advancement

100 million first gen scholarship

25 million in donation revenue per year

Full engaagement of all constituents

Employer of Choice

Modernize UA technology and leverage

Fully embrace tech

Customization of donor engagement (Sarah)

Athletics

Increase football ticket sales by $500k, total ticket goal is $1.5 million Sell 3,500 outside reserved season tickets (excluding Club and Suite sales) Increase student attendance per game by 30% Increase Bobcat Club memberships from 1,100 to 1,250, and increase dollars raised from $1.2 million to $1.5 million Increase collaborations with University and central Texas community Initiate the opening of the Johnny and Nathali Weisman Football Performance Center Implement new game day operation strategies Optimize our brand nationally in conjunction with our three nationally televised ESPN games

UFCU Stadium

Support Campus Master Plan development and enablement

Interim Campus Master Plan as of July 18th, 2024: 20240710_TEXAS STATE UNIVERSITY_Workshop 06_Steering Committee_sm

Operational Effectiveness
Accounts Payable Process Improvement
Hiring Process Improvement
Procurement Process Improvement
Run to R1
Develop IT Support Model for Research

Permanent Assignee to research computing facilitation

Research Liaison

NSF CC*

Apply for at least two area grants per year https://new.nsf.gov/funding/opportunities/cc-campus-cyberinfrastructure

Shreekanth VP-R

Increase invention disclosures: 1 invention disclosure per $2 million

Licensing revenue

Issued Patents

Patent applications

Expand economic development, commercialization, innovation

Add Life Science Incubation building in Round Rock - 2026

Add 2 buildings in STAR Park

$200 million in research expenditures by 2027 from 110 in 2022 to 160 in 2024

NIH

DOD

FBI Partnership

NDCA

Student Success
Presidential Commission on Student Success

Complete data cleanup across Banner and other enterprise systems.

monthly articles highlighting Student Success efforts

implement townhalls/workshops

University-wide marketing/branding effort

Adopt an Elevate Student Success strategic plan

Create excitement around Student Success (communications campaign and Navigate TXST app)

Round Rock

Infrastructure

Technology Asset Life Cycle and classrooms need life cycle and technical upgrade planning

Example 18 devices in HIMS

What if we did an institutional laptop? Would that bring higher enrollment

Faculty limited enrollment to size of classroom

General purpose

Nursing Devices

Health Sciences

Staff to service growth

Esparanza Build Out of New Building Large Classrooms

Systems

Digital Signs operated seperately from San Marcos

Uploading slides by hand. Is there an automation schedule?

We need Round Rock Content localization

Recruitment

Round Rock Scholarships

Communications for students that apply to Round Rock

3rd party marketing and how we sell the campus

4 Year Degrees require more local classes

Adjunct Hiring

Engineering Assessments

Science Labs

Housing or Not?

Enrollment 1100/5000 On Prem Ultimate Goal

700 apps for fall 2025 250 health professions

TXST Global

Bi-Lingual Degree (Spanish)

International

Scotland

Mexico

TXST Mexico

Regional Locations

Alamo Community College District

Lone Star College

San Jacinto College

Dallas College

Collin College

If we get this right, it ports to the other locations.


Online enrollment by Fall 2025 to 1500 students

EdNet

International version of Risepoint

Risepoint

Slate consolidation June 2025 due to contract end

Summer Aux Maximization

Driving summer utilization

Health, Counseling, Well Being

Student Experience (bookstore, dining examples)

Satellite setups that are temp like move in or NSO

How to serve online or off site locations

supplemental instruction

tutoring

Counseling solutions like Timely Care (product)

Housing

Need: Fiber in the apartments (Balcones/Sanctuary and Cypress/Vistas) no later than 2024

New Dining hall 2027

Canyon 1000 2025, Hilltop to 11k by 2027

9000 today; 12 - 15k beds on campus

EAB

Graduation rates

First to second semester persistence

First year retention

Determine useful and accurate operational data