Vision 2020: A Framework for Achieving Comprehensive University Status

Transcription

1 Strategic Plan

2 Dear Friends and Colleagues: It gives me great pleasure to present to you the University of North Texas at Dallas strategic plan for the next decade, Vision 2020: A Framework for Achieving Comprehensive University Status. Representa ves of the UNT Dallas faculty, staff, and student body have collaborated on the development of this plan over the past two years in a series of workshops, forums, and commi ee mee ngs. A blueprint for the future, Vision 2020 points the way as UNT Dallas focuses on taking its place as a leading proponent of 21st century educa on in an urban se ng. J E P, P U N T D We have begun our task of se ng the University s future course during a historical moment of extraordinary change. The most difficult economic downturn since the 1930s in our na on and around the globe has brought into focus as never before the cri cal role that higher educa on must play in preparing our ci zens for the economic, cultural, and poli cal challenges that we face in a rapidly shi ing interna onal order. As a new university, we are mindful of the fact that we do not possess the many years of accumulated policy and prac ce to guide our decisions that more mature ins tu ons can rely upon. Yet we have chosen to view our youth as a great advantage. The University of North Texas at Dallas will have many choices to make in the decade to come, and each choice will foreclose some op ons while opening others. We believe that our core values of virtue, civility, reasoning, and accountability, expressed in this strategic plan, will stand us in good stead as we navigate the uncharted course to come. In sum, Vision 2020 is a focused ar cula on of where we would like to go as an ins tu on of higher learning in the next ten years. I invite you to join us in embarking upon this great adventure. Sincerely, John Ellis Price, President University of North Texas at Dallas

3 T C E S... 1 UNT D H... 3 O M V... 4 C S P... 5 T S P : K I... 6 T S P : S P... 7 S P : T - P... 9 F I..10 G B..11 A - K F..13

4 E S This strategic plan presents the primary goals that the University of North Texas at Dallas aims to accomplish by the year 2020 and the fundamental strategies that it will employ to realize them. Based on two years of collabora ve dialogue among UNT Dallas faculty, staff, students, and external cons tuents, Vision 2020: A Framework for Achieving Comprehensive University Status ar culates the University s commitment to mee ng the needs of its city and region for a highly trained workforce of informed ci zens. The pillars upon which the University of North Texas at Dallas will be constructed are six in number, encompassed within these strategic ini a ves that are detailed in the following pages: ACHIEVING ACADEMIC EXCELLENCE AND STUDENT SUCCESS DEVELOPING HUMAN CAPITAL CREATING AN INTERDISCIPLINARY AND TECHNOLOGICAL FOCUS PROMOTING CIVIC ENGAGEMENT FOSTERING INSTITUTIONAL EFFECTIVENESS LEVERAGING INSTITUTIONAL RESOURCES U N T D E The process of strategic planning that culminated in the selec on of these key loci to direct our future development brought us, of course, to our star ng point only, our best es mate of what will be important to put in place and nurture over the next decade. In an cipa on of circumstances that very well may change in the years ahead, this strategic plan includes provisions for yearly upda ng and revision to adjust priori es and tac cs in light of new opportuni es and challenges. As the sub tle of this document indicates, we envision UNT Dallas taking its place as a comprehensive university by the end of the decade. Our working defini on of the term derives from the Texas Higher Educa on Coordina ng Board publica on Accountability in Higher Educa on: Promo ng Excellence in Texas Public Universi es through Ins tu onal Groupings, Peers, and Benchmarks, which dis nguishes comprehensive universi es in this way: 1 University of North Texas at Dallas

5 E S ( ) Comprehensive universities are expected to Provide access to a broad range of excellent baccalaureate and master s programs Possibly provide doctoral-level education in targeted area(s) of excellence and/or regional need Provide excellent preparation not only for the workforce, but prepare students for professional schools and graduate education Focus on serving the student population within the region Currently opera ng under the regional accredita on mantle of its parent campus, the University of North Texas, UNT Dallas in 2011 will make applica on for regional accredita on as a separate ins tu on. A er separate accredita on is achieved, the University will expand its inventory of degree programs to targeted clusters of excellence in academic disciplines and professional specializa ons that are especially suited to the student popula on of its service area. Vision 2020 is structured with a series of suppor ng priori es subsumed under each of the six strategic ini a ves. These suppor ng priori es, in turn, will be actualized by specific ac on plans within and across organiza onal units and academic divisions. A set of quan ta ve measures that we are calling Global Benchmarks will be tracked on an annual basis to determine how successfully the ins tu on is a aining its strategic goals, and an ongoing progression of discussion and reevalua on will enable UNT Dallas to modify its suppor ng priori es and accompanying ac on plans as condi ons warrant. Most broadly, this strategic plan affords UNT Dallas a vantage point, now and in the future, from which to gain a though ul perspec ve on the choices it has made and will make in shaping the first public university in Dallas. U N T D S 2 Vision 2020: A Framework for Achieving Comprehensive University Status

6 In the late 1990s, State Senator Royce West of Dallas and city leaders cast a vision for a new, fouryear public university in Dallas. A er several university systems discussed their ideas for higher educa on in the city, the University of North Texas System Board of Regents came forward with a plan to establish an independent public university in the city the first in the history of Dallas. The Southern Dallas County Feasibility Study Community Task Force accepted the plan, and in January 1999 the Texas Higher Educa on Coordina ng Board approved the proposal from the UNT System. The THECB subsequently granted the UNT System permission to use the moniker UNT Dallas Campus for this endeavor. The campus was established in a DeSoto business park in January 2000 as an upper-division, off-campus loca on of the University of North Texas. On May 8, 2001, Governor Rick Perry signed Senate Bill 576 crea ng the University of North Texas at Dallas. State Representa ve Helen Giddings and State Representa ve Jesse Jones sponsored the companion bill in the House, HB Under the terms of the legisla on, the UNT Dallas Campus would be allowed to open as a new four-year university when enrollment reached 1,000 full- me equivalent students (FTEs). The City of Dallas contributed $3 million to purchase 202 acres of land in the southernmost sec on UNT D H T UNT D, A 2010,,,,. of the city, and local developers, including Mike Boney and Vernon Jordan, donated addi onal acreage to bring the total size of the campus to 264 acres. In October 2003, the Communi es Founda on of Texas awarded the UNT System a $500,000 planning grant to fund a master plan for UNT Dallas. That same year the Texas legislature authorized $25.4 million for the construc on of the ini al 75,000-square-foot academic building on the campus. In April 2009, the THECB officially cer fied enrollment at the University of North Texas Dallas Campus as greater than 1,000 full- me equivalent students. The cer fica on enabled the legisla on that created UNT Dallas, and the THECB declared UNT Dallas an independent, general academic ins tu on. With the enrollment threshold met, Gov. Perry signed Senate Bill 629 in May That bill allowed for the physical expansion of three university system centers in the state Texas A&M Central Texas in Killeen, Texas A&M San Antonio, and UNT Dallas. With the release of $25 million in previously authorized tui on revenue bonds, UNT Dallas began construc on on its second building in August The building was completed in August 2010 as UNT Dallas accepted its first freshman class, the Class of UNT Dallas offers 14 undergraduate and five graduate degrees in high-demand fields such as criminal jus ce, teacher educa on, business administra on, and counseling. Opera ng under the regional accredita on of its parent ins tu on, the University of North Texas, UNT Dallas will make applica on for separate regional accredita on in University of North Texas at Dallas

7 O M The mission of the University of North Texas at Dallas is to enhance access to high quality educa on and to prepare students to become exemplary ci zens who can assume leadership posi ons in a global environment. Our mission is accomplished through an interdisciplinary approach to teaching and learning, the pursuit of innova ve research and technologies, and a commitment to improve the quality of life through civic engagement. Our teaching, research, and civic engagement will be conducted in an environment guided by respect for and understanding of diverse viewpoints and the core values of virtue, civility, reasoning, and accountability. O V The vision of the University of North Texas at Dallas is to become a highly valued university serving Dallas, surrounding communi es, and the State of Texas, recognized for its dis nc ve interdisciplinary approaches to educa on, for innova ve research, and for its commitment to the well-being and full development of all students. 4 Vision 2020: A Framework for Achieving Comprehensive University Status

8 C S P Vision 2020 draws upon earlier strategic planning at UNT Dallas and at its parent ins tu on, the University of North Texas, including The Strategic Plan for Achieving 1,000 Full-Time Equivalent Students in 2004, the UNT Dallas Campus Master Plan in 2005, and the Academic Plan for the New University of North Texas at Dallas in President John Price in 2008 created a University-wide task force comprised of faculty, staff, and student representa ves to begin prepara ons for a new strategic plan by Chaired by Dr. Barbara Altman, faculty member in management, the Strategic Plan Task Force during its first months of opera on concentrated on iden fying focus points for further discussion in func onal areas such as infrastructure, community partnerships, academic excellence, and University iden ty. Subsequent workshops during Spring 2009 enabled the Task Force to refine the UNT Dallas mission and vision statements. A er compiling an ini al list of ins tu onal goals and target objec ves, the Task Force held town hall mee ngs in April and May 2009 to ensure input was received from a broad and representa ve base of University cons tuents. Incorpora ng sugges ons garnered at the town hall mee ngs into the dra working papers for the strategic plan, the Task Force spent the summer months of 2009 in commi ee work to polish and refine its proposals. Dr. Altman presented a final dra document to the President and his Cabinet on August 13, The academic year was devoted to analysis and revision of the dra strategic plan. During a two-day retreat in April 2010, the President and his Cabinet engaged in lengthy discussions that resulted in the iden fica on of a new paradigm for organizing the elements of the strategic plan the strategic ini a ves, suppor ng priori es, and measurable benchmarks that are explained in subsequent pages. The Ins tu onal Effec veness Steering Commi ee was then charged with crea ng a set of templates for recording the strategic plan s objec ves, measurements, and responsible par es. A final set of public forums on the completed Strategic Plan and associated procedures was presented in October 2010, and the Plan was declared opera onal in November University of North Texas at Dallas

9 T S P : K I The strategic plan of the University of North Texas at Dallas supports the ins tu on s mission and embodies the vision that drives the University. The plan is built from the University s key strategic ini a ves, developed by the ins tu on s administra on at the direc on of UNT System Chancellor Lee Jackson. The administra on, faculty, and staff in unison with the community form the framework to achieve the purpose-driven func ons embedded in the plan. All play a suppor ng role in achieving the following six key ini a ves: I. A A E S S Achieve academic excellence and student success by recrui ng, developing, and retaining outstanding faculty and staff who foster effec ve teaching, outstanding student service, and high-quality scholarship in a learning-centered environment. II. D H C Encourage and support the achievement of the full poten al of all learners by emphasizing the importance of ci zenship, prepara on for careers, communica on skills, leadership, wellness, and life-long learning. III. C I T F Create an interdisciplinary and technological focus on teaching, learning, and research by developing interdisciplinary curricula and research that leverage the use of state-of-theart technology. IV. P C E Build and strengthen rela onships with local, regional, and state partners to achieve common priori es and goals in economic, social, and educa onal development. V. F I E Operate the university as an effec ve and efficient ins tu on of higher learning through data-based, transparent decision-making with con nuous quality improvement. VI. L I R Leverage ins tu onal resources to promote financial stability of the ins tu on and encourage advancement of the ins tu on s mission by prudent stewardship and efficient use of ins tu onal resources, cul va on and solicita on of increased private and public investment, and implementa on and maintenance of effec ve business prac ces. 6 Vision 2020: A Framework for Achieving Comprehensive University Status

10 T S P : S P In order to achieve the goals defined by the six strategic ini a ves, each ini a ve is endorsed by one or more execu ve sponsors and defined by a set of suppor ng priori es led by key personnel. Key performance measures are associated with the suppor ng priori es in order to gauge the progress in each area. These performance measures will aid in developing and adjus ng policies in order to maintain sustained progress toward the established goals. Strategic Initiative I: Achieving Academic Excellence and Student Success Executive Sponsor: Provost and Vice President for Academic Excellence and Student Success A. Recruit academically ready students B. Develop faculty governance C. Enhance and increase scholarly and crea ve ac vi es D. Create quality advising/mentoring/reten on programs E. Develop a high-quality first year experience program F. Implement merit and reward structures and policies for faculty and staff G. Enhance quality of instruc on and programs and promote ac ve learning H. Implement a process to (1) iden fy and develop future interdisciplinary and niche programs and curricula and (2) determine the parameters that will define a 21st century comprehensive university I. Develop a comprehensive student success plan J. Implement faculty development ac vi es Strategic Initiative II: Developing Human Capital Executive Sponsors: Associate Provost for Academic Excellence Associate Provost for Student Success CFO and Vice President for Finance and Administration A. Engage students in student organiza ons and peer-support ac vi es B. Develop internship/co-op programs for students C. Develop staff development ac vi es to promote customer service and effec ve and efficient prac ces D. Focus on leadership skills development for students Strategic Initiative III: Creating an Interdisciplinary and Technological Focus Executive Sponsors: CFO and Vice President for Finance and Administration Provost and Vice President for Academic Excellence and Student Success A. U lize state-of-the-art technology in teaching, research, and service B. Encourage interdisciplinary research among faculty and students C. Enhance the quality of and access to the virtual library 7 University of North Texas at Dallas

11 T S P : S P ( ) Strategic Initiative IV: Promoting Civic Engagement Executive Sponsors: Associate Provost for Academic Excellence Associate Provost for Student Success A. Develop a comprehensive public engagement plan, including service learning, internship, and coopera ve educa on opportuni es for students, and an ins tu onal rela onship management plan B. Work with local school districts, private schools, and all ins tu ons of higher learning to promote a college-going culture, reduce the high school drop-out rate, and enhance access to higher educa on C. Partner with area chambers of commerce, economic development organiza ons, businesses, community groups, and faith-based organiza ons to promote and implement city, local, and state educa onal and economic ini a ves Strategic Initiative V: Fostering Institutional Effectiveness Executive Sponsor: Associate Provost for Institutional Effectiveness A. Develop and measure student learning outcomes for improvement of all degree programs B. Establish a strong and ac ve ins tu onal research func on to provide appropriate data and analysis to decision makers C. Develop a unit planning process with ac on plans, assessments, follow-up, budget implica ons, etc. Strategic Initiative VI: Leveraging Institutional Resources Executive Sponsor: Vice President for Institutional Advancement A. Develop a comprehensive marke ng and public rela ons plan B. Develop cul va on, solicita on, and stewardship strategies to foster rela onships that result in financial support and other external funding C. Adopt sustainable environmental prac ces D. Develop, implement, and document sound business/fiscal policies and prac ces 8 Vision 2020: A Framework for Achieving Comprehensive University Status

12 S P : T - P The suppor ng priori es are further arranged in a three-year opera onal plan that focuses on nine cri cal areas in , an addi onal nine areas in , and the remaining nine areas in This three-year process will evolve throughout the ten-year strategic plan as outcomes are assessed and new priori es are implemented based on those assessments. Academic Year Strategic Initiative I: Achieving Academic Excellence and Student Success Recruit academically ready students Develop faculty governance Enhance and increase scholarly and crea ve ac vi es Create quality advising/mentoring/reten on programs Develop a high-quality first year experience program Strategic Initiative II: Developing Human Capital Engage students in student organiza ons and peer-support ac vi es Strategic Initiative V: Fostering Institutional Effectiveness Develop and measure student learning outcomes for improvement of all degree programs Strategic Initiative VI: Leveraging Institutional Resources Develop a comprehensive marke ng and public rela ons plan Develop cul va on, solicita on, and stewardship strategies to foster rela onships that result in financial support and other external funding Academic Year Strategic Initiative I: Achieving Academic Excellence and Student Success Implement merit and reward structures and policies for faculty and staff Enhance quality of instruc on and programs and promote ac ve learning Implement a process to (1) iden fy and develop future interdisciplinary and niche programs and curricula and (2) determine the parameters that will define a 21st century comprehensive university Develop a comprehensive student success plan Strategic Initiative II: Developing Human Capital Develop internship/co-op programs for students Develop staff development ac vi es to promote customer service and effec ve and efficient prac ces Strategic Initiative III: Creating an Interdisciplinary and Technological Focus U lize state-of-the-art technology in teaching, research, and service Strategic Initiative IV: Promoting Civic Engagement Develop a comprehensive public engagement plan, including service learning, internship, and coopera ve educa on opportuni es for students, and an ins tu onal rela onship management plan Work with local school districts, private schools, and all ins tu ons of higher learning to promote a college-going culture, reduce the high school drop-out rate, and enhance access to higher educa on 9 University of North Texas at Dallas

13 S P : T - P ( ) Academic Year Strategic Initiative I: Achieving Academic Excellence and Student Success Implement faculty development ac vi es Strategic Initiative II: Developing Human Capital Focus on leadership skills development for students Strategic Initiative III: Creating an Interdisciplinary and Technological Focus Encourage interdisciplinary research among faculty and students Enhance the quality of and access to the virtual library Strategic Initiative IV: Promoting Civic Engagement Partner with area chambers of commerce, economic development organiza ons, businesses, community groups, and faith-based organiza ons to promote and implement city, local, and state educa onal and economic ini a ves Strategic Initiative V: Fostering Institutional Effectiveness Establish a strong and ac ve ins tu onal research func on to provide appropriate data and analysis to decision makers Develop a unit planning process with ac on plans, assessments, follow-up, budget implica ons, etc. Strategic Initiative VI: Leveraging Institutional Resources Adopt sustainable environmental prac ces Develop, implement, and document sound business/fiscal policies and prac ces F I 10 Academic Year Distance Educa on/online Degrees Co-op/Internship Program Intramural Sports Academic Year Honors Program Student Union Academic Year Doctoral Degree in Pharmacy Academic Year Interna onal Study Abroad Program Residence Halls Academic Year College of Law Becomes Part of UNT Dallas Academic Year Wellness/Fitness Center Academic Year Special Events/Convoca on Center Athle c Program Vision 2020: A Framework for Achieving Comprehensive University Status

14 G B These measurable benchmarks are global indicators of successful comple on of the stated priori es within each of the six key strategic ini a ves. Elements of many of these topside indicators will also be incorporated into the University of North Texas System Strategic Plan. KEY STRATEGIC INITIATIVE I, Achieving Academic Excellence and Student Success Achieve academic excellence and student success by recruiting, developing, and retaining outstanding faculty and staff who foster effective teaching, outstanding student service, and high quality scholarship in a learning centered environment SACS Application submitted by January 31, SACS Compliance Certification submitted by September SACS accreditation achieved in December Spring 2011 FTE will be Freshmen and transfer retention fall to spring will be 60%. 2. Spring 2012 FTE will be Freshmen and transfer retention fall to spring will be 65%. 2. Spring 2013 FTE will be Freshmen and transfer retention fall to spring will be 70%. 4. Number of graduates will increase 10% over previous academic year. KEY STRATEGIC INITIATIVE II, Developing Human Capital 4. Number of graduates will increase 10% over previous academic year. 4. Number of graduates will increase 10% over previous academic year. Encourage and support the achievement of the full potential of all learners by emphasizing the importance of citizenship, preparation for careers, communication skills, leadership, wellness, and life long learning % of students will be involved in co curricular activities outside of class % of staff will have professional development plans in place % of fulltime faculty will earn satisfactory or better on their annual performance evaluations % of students will be involved in co curricular activities outside of class % of staff will have professional development plans in place % of fulltime faculty will earn satisfactory or better on their annual performance evaluations % of students will be involved in co curricular activities outside of class % of staff will have professional development plans in place % of fulltime faculty will earn satisfactory or better on their annual performance evaluations. KEY STRATEGIC INITIATIVE III, Creating an Interdisciplinary and Technological Focus Create an interdisciplinary and technological focus on teaching, learning, and research by developing interdisciplinary curricula and research that leverage the use of state of the art technology The number of interdisciplinary research papers submitted for publication by faculty will increase by 10% over the previous academic year. 1. The number of interdisciplinary research papers submitted for publication by faculty will increase by 10% over the previous academic year. 1. The number of interdisciplinary research papers submitted for publication by faculty will increase by 10% over the previous academic year. 11 University of North Texas at Dallas

15 G B KEY STRATEGIC INITIATIVE IV, Promoting Civic Engagement Build and strengthen relationships with local, regional, and state partners to achieve common priorities and goals in economic, social, and educational development % of faculty and staff will be engaged with at least one community organization or community initiative that is related to the UNTD mission % of faculty and staff will be engaged with at least one community organization or community initiative that is related to the UNTD mission. KEY STRATEGIC INITIATIVE V, Fostering Institutional Effectiveness 1. 70% of faculty and staff will be engaged with at least one community organization or community initiative that is related to the UNTD mission. Operate the university as an effective and efficient institution of higher learning through data based, transparent decision making with continuous quality improvement % of assessment reports and plans will be completed by due dates % of assessment reports and plans will be completed by due dates % of assessment reports and plans will be completed by due dates. 2. The number of faculty and staff who receive assessment training will increase 10% over the previous academic year. 2. The number of faculty and staff who receive assessment training will increase 10% over the previous academic year. 2. The number of faculty and staff who receive assessment training will increase 10% over the previous academic year. 3. Faculty, staff, and student satisfaction with the UNTD website will average 4 on a 5 point scale on a survey administered periodically by the Director of Institutional Research. KEY STRATEGIC INITIATIVE VI, Leveraging Institutional Resources 3. Faculty, staff, and student satisfaction with the UNTD website will average 4 on a 5 point scale on a survey administered periodically by the Director of Institutional Research. 3. Faculty, staff, and student satisfaction with the UNTD website will average 4 on a 5 point scale on a survey administered periodically by the Director of Institutional Research. Leverage institutional resources to promote financial stability of the institution and encourage advancement of the institution s mission by prudent stewardship and efficient use of institutional resources, cultivation and solicitation of increased private and public investment, and implementation and maintenance of effective business practices The UNT Dallas Foundation, Inc. will be established and its governing board (Board of Directors) will be in place. 1. The UNT Dallas Foundation, Inc. staff will be in place, the Foundation will be operational, and a five year fundraising plan will be finalized. 1. The UNT Dallas Foundation, Inc. five year fundraising plan will be fully implemented. 2. The UNT Dallas Foundation, Inc. will raise $5,000,000 in private support and leverage opportunities for the development of a Founders Circle. 2. The UNT Dallas Foundation, Inc. will raise $5,000,000 in private support and increase the number of Founders Circle members. 2. The UNT Dallas Foundation, Inc. will raise $10,000,000 in private support, including a special campaign for funding the Honors College, and will aggressively pursue contributions for naming of University buildings. 3. The UNTD Board of Visitors will be created, and the first meeting will be held in Spring The Vice President for University Advancement will be hired by May The UNTD Board of Visitors, with the assistance of a consultant, will identify the distinctive attributes of the 21 century university to which the institution aspires. 3. The Board of Visitors will provide leadership in operationalizing its vision for a 21st century university through curriculum revision, course scheduling, and other innovative elements. 12 Vision 2020: A Framework for Achieving Comprehensive University Status

16 A - K F D I Institutional Administrative Structure Level Baccalaureate Master's CIP Code DIVISION OF EDUCATION AND HUMAN SERVICES DEPARTMENT OF COUNSELING AND HUMAN SERVICES COUNSELING MED, MS HUMAN SERVICES MANAGEMENT AND LEADERSHIP BS DEPARTMENT OF TEACHER EDUCATION AND ADMINISTRATION EDUCATIONAL ADMINISTRATION MED INTERDISCIPLINARY STUDIES BS DIVISION OF LIBERAL ARTS AND LIFE SCIENCES APPLIED ARTS AND SCIENCES BAAS DEPARTMENT OF LIFE AND HEALTH SCIENCES DEPARTMENT OF LANGUAGES AND COMMUNICATIONS DEPARTMENT OF SOCIAL SCIENCES DEPARTMENT OF MATHEMATICS AND INFORMATION SCIENCES INFORMATION TECHNOLOGY BA MATHEMATICS BA DEPARTMENT OF SOCIOLOGY AND PSYCHOLOGY SOCIOLOGY BA DIVISION OF URBAN AND PROFESSIONAL STUDIES DEPARTMENT OF BUSINESS ACCOUNTING CONTROL SYSTEMS BS ACCOUNTING* BBA ENTREPRENEURSHIP* BBA FINANCE* BBA GENERAL BUSINESS* BBA ORGANIZATIONAL BEHAVIOR AND HUMAN RESOURCE MANAGEMENT* BBA BUSINESS ADMINISTRATION MBA LOGISTICS AND SUPPLY CHAIN MANAGEMENT BS DEPARTMENT OF URBAN AND PUBLIC LEADERSHIP CRIMINAL JUSTICE BS MS *18 HOUR PROFESSIONAL FIELD FOR B.B.A. UNT at Dallas offers 14 baccalaureate degrees and five master s degrees accredited through UNT. The academic administra ve structure consists of nine departments within three divisions. Once UNT Dallas achieves separate regional accredita on, the degree inventory will expand beyond the current offerings based on the needs of the student popula on. 13 University of North Texas at Dallas

17 A - K F ( ) H H F - E (FTE) E 2,500 2,250 UNT Dallas Enrollment History Fall Semesters, 2000 through ,000 1,750 1,500 1,250 1, Fall 2000 Fall 2001 Fall 2002 Fall 2003 Fall 2004 Fall 2005 Fall 2006 Fall 2007 Fall 2008 Fall 2009 Fall 2010 FTE ,005 1,029 Headcount ,149 1,200 1,433 1,533 1,874 2,201 2,109 2,084 The enrollment history of the University shows steady growth from its incep on to the present. In addi on to the overall growth, the percentage of students taking classes exclusively on the Dallas campus has shown even larger growth. D S C H L Semester credit hours generated by undergraduate students represent 91% of the total hours in Fall Master s students generated 9% of the hours during the same period. 9% Undergraduate Graduate 91% 14 Vision 2020: A Framework for Achieving Comprehensive University Status

18 A - K F ( ) E D T G Hispanic 12% Other 4% White 32% Hispanic 27% Other 5% White 28% Black 52% Black 40% U Other 5% White Hispanic 27% 29% The student popula on reflects the diversity of the Dallas metropolitan area both in the undergraduate and graduate programs. Black 39% 15 University of North Texas at Dallas

19 A - K F ( ) E C Full time 41% Part time 59% The overall characteris cs of the student body reflect a slightly larger popula on of part- me students and more female than male students. Male 30% Female 70% 16 Vision 2020: A Framework for Achieving Comprehensive University Status

20 A - K F ( ) F S D S S Hispanic 17% Black 35% Other 1% White 47% The faculty and staff of the University also bring a rich diversity to the campus, making UNT Dallas one of the most diverse ins tu ons in the state. Faculty qualifica ons are exemplary, with 98% of the full- me faculty holding terminal degrees in their discipline. F F Hispanic 14% Other 25% Black 13% White 48% 17 University of North Texas at Dallas

21 A - K F ( ) P E F S, 2020 In collabora on with the Texas Higher Educa on Coordina ng Board, the University has set goals to help achieve the enrollment objec ves of the statewide Closing the Gaps ini a ve. Overall, UNT at Dallas expects to reach a total enrollment of 3,700 by fall semester 2015 and 6,000 by fall semester The University remains commi ed to maintaining ethnic and racial diversity now and in the future. 6,500 6,000 5,500 5,000 4,500 4,000 3,500 3,000 2,500 2,000 1,500 1, ,084 Fall 2010 Enrollment and Projected 2015 and 2020 Fall Enrollment White Black Hispanic Other 6,000 1,892 3,700 1,172 1, , ,892 1, Fall 2010 Fall 2015 Fall 2020 Ethnicity/Race Actual Projected Fall 2010 Fall 2015 Fall 2020 Total 2,084 3,700 6,000 White 578 1,172 1,892 Black 841 1,172 1,892 Hispanic 558 1, ,892 Other Vision 2020: A Framework for Achieving Comprehensive University Status

22 N

23 For more information contact: Office of Institutional Effectiveness 7300 University Hills Boulevard Dallas, TX