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
- Revenue Growth: Targeting a 10% increase in revenue compared to the previous fiscal year.
- Profit Margins: Aiming to maintain a profit margin of at least 15%.
- Cost Management: Implementing cost-saving measures to reduce operational expenses by 5%.
Customer Satisfaction
- Service Delivery: Enhancing service delivery through improved processes and technology.
- Customer Support: Increasing customer support staff and training to handle inquiries efficiently.
- Feedback Mechanisms: Implementing new feedback mechanisms to gather customer insights and improve satisfaction scores.
Operational Efficiency
- Process Improvements: Streamlining processes to eliminate waste and improve productivity.
- Technology Implementation: Adopting new technologies to automate routine tasks and enhance efficiency.
- Performance Metrics: Establishing clear performance metrics to monitor and improve operational efficiency.
Employee Engagement
- Training Programs: Comprehensive training programs are offered to develop employee skills.
- Career Development: Providing career development opportunities to retain top talent.
- Recognition Initiatives: Implementing recognition initiatives to boost employee morale and engagement.
Innovation and Growth
- Research and Development: Investing in research and development to drive innovation.
- Market Opportunities: Exploring new market opportunities to expand the product portfolio.
- Product Expansion: Expanding the product portfolio to include new and innovative offerings.
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.
- Student Success Initiatives: Efforts will be made to increase retention and graduation rates by establishing pre-Computer Science and pre-Engineering majors, supporting and expanding the Learning Assistants program, incorporating student-centered teaching practices, and reviewing courses and prerequisites to reduce DFW rates and remove graduation obstacles.12
- Faculty Development Programs: Plans include developing a program to reactivate research for mid-career faculty, formalizing faculty mentoring, and identifying travel funds for professional development activities.34
- Boosting Research Productivity: The college aims to provide more administrative support for research, increase interdisciplinary collaboration, reduce teaching loads for research-active faculty, and identify travel funds for research-related activities.56
- Development of New Programs: New degree programs are planned, including several B.S. and M.S. degrees in fields such as Biochemistry, Computer Engineering, Data Science, and Artificial Intelligence, with some programs being offered online or at international campuses.78
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
