PRIORITY 1
Increase Enrollment and Promote Student Success
2012
2013 Target
2013 Actual
2014 Target
2015 Target
2020 Target
Fall Total Enrollment (IPEDS)
32,467
33,330
33,111
34,022
35,000
40,000
Undergraduate Enrollment (IPEDS)
26,481
27,832
27,044
27,700
28,385
32,000
Fall Full-time Student Equivalent (THECB)
28,357
28,924
28,705
29,861
34,000
Fall First-time, Full-time Freshmen (IPEDS)
4,494
4,583
4,725
4,800
4,800
Goals4ource
Increase Enrollment
Fall Freshmen Median of 25-75th Percentile
SAT Range (reading and math) and ACT
(Composite) (IPEDS)
R 500-590
R 490-590
R 490-590
R 500-590
R 500-600
R 510-610
M 520-620
M 520-610
M 520-620
M 520-620
M 520-620
M 520-620
22-27
22-27
22-27
22-27
22-27
22-27
Freshmen in Top 25% of Texas High School
Class (THECB)
51.9%
52.0%
55.5%
52.3%
52.5%
55.0%
Fall Total Transfer Students from Texas w/ At
least 30 credit hours (THECB)
6,025
6,166
6,128
6,300
6,500
7,500
Fall Total Graduate and Law Students (IPEDS)
5,986
6,735
6,067
6,500
7,100
8,000
One-year Retention Rate (IPEDS)
81.0%
81.5%
82.0%
82.5%
83.0%
84.0%
Two-year Retention Rate (THECB)
70.1%
71.5%
70.7%
71.3%
72.0%
75.0%
Promote Student Success
Four-Year Graduation Rate (IPEDS)
35.3%
35.0%
33.0%
35.0%
37.0%
40.0%
Six-year Graduation Rate (IPEDS)
62.0%
62.6%
59.0%
62.0%
63.0%
65.0%
Four-year Graduation Rate for Transfer
Students From Texas w/ at least 30 credit
hours (THECB)
57.9%
58.0%
55.6%
60.0%
70.0%
Master’s Graduation Rate (THECB)
72.0%
72.0%
70.0%
72.0%
75.0%
80.0%
Doctoral Graduation Rate (THECB)
62.4%
63.0%
59.8%
62.0%
70.0%
75.0%
254
270
283
310
312
320
6,904
7,000
7,149
7,200
7,280
8,000
18.93%
20.00%
19.04%
21.00%
25.00%
State/TTU
State/TTU
State/TTU
Multi-racial, one of which is African American
13.3%/6.4%
11.9%/5.3%
13.1%/6.2%
Hispanic
44.0%/20.0%
30.1%/17.9%
3.7%/2.7%
6.6%/2.8%
Total Doctorates Awarded (IPEDS)
Total Degrees Awarded Annually (IPEDS)
Diversity of Student Body
Progress Toward Hispanic Serving Institution
Status (Undergraduate FTE of 25% Hispanic
students) (IR)
Total International Students (IPEDS)
Progress Toward State of Texas Diversity
2,148
2,291
2,470
2,860
4,715
State/TTU
State/TTU
11.9%/6.5%
12.0%/6.0%
12.3%/7.8%
44.8%/ 20.6%
31.5%/20.7%
32.8%/20.8%
39.6%/27.9%
3.9%/2.8%
6.6%/3.0%
6.7%/3.2%
7.0%/4.2%
(THECB)
African American
Asian
2010-2020 STRATEGIC PLAN
7
As of May 21, 2015
2015 Making it Possible…
Strategic Priority 1: Increase Enrollment and Promote Student Success
Key Strategies
1. Assess and strengthen student success initiatives to improve retention and
persistence that include enhancing academic advising training, implementing an
early alert system for at-risk and undecided students, and supporting special
services for transfer students.
2. Create additional opportunities for engaged learning (undergraduate research,
service learning, study abroad and internships) as another method to retain
students.
3. Continue to assess and strengthen efforts to reach Hispanic-Serving Institution
status by 2020, and increase enrollments that reflect the diversity of the state.
4. Strengthen/further develop partnerships with independent school districts, as well
as 2 and 4-year academic institutions to create new pipelines for enrollment.
5. Seek increased funding for academic scholarships for undergraduate and
graduate students.
6. Continue to assess and strengthen timely degree completion for graduate
students.
7. Continue to assess and strengthen support services for on-line course
development and place-bound students.
8. Ensure teaching excellence in the classroom that promotes greater interaction
with students.
Key Challenges
1. Retaining and graduating students.
2. Maintaining the competitive value of merit scholarships to attract and retain
highly qualified undergraduate and graduate students.
3. Growing graduate school endowments so that they may enhance existing
departmental stipends. Such support programs will help us to attract the best
and brightest applicants.
4. Funding for additional buildings and facility renovation that includes research
space, studios, and instructional space to accommodate growing enrollment.
As of May 21, 2015
5. Retaining high-performing staff with key skills that support institutional priorities.
6. Increase number of faculty as well as examine current faculty assignments and
workloads to increase their availability to engage the increasing number of
students.
7. Encouraging greater faculty participation in recruitment, retention, and academic
support initiatives.
8. Strengthening operational structure to recruit international students.
PRIORITY 2
Strengthen Academic Quality & Reputation
GoalsSource
2012
2013 Target
2013 Actual
2014 Target
2015 Target
2020 Target
"UUSBDUBOE3FUBJOUIF#FTU'BDVMUZJOUIF$PVOUSZ
Faculty Receiving Nationally Recognized
Awards (VPR)
7
11
13
13
13
15
National Academy Members
(CMUP/Provost’s Office)
1
3
2
5
5
7
Faculty Development Leaves (Provost’s Office)
36
39
37
70
90
24:1
21:1
20:1*
19:1
19:1
20:1
Percent of Undergraduate Classes w/19 or
Fewer Student (CDS)
22.6%
24.0%
24.3%
25.0%
25.0%
25.0%
Percent of Undergraduate Classes w/50 or
More Students (CDS)
25.0%
22.0%
20.3%
20.0%
20.0%
20.0%
481
N/A
290
TBD
TBD
Nationally Recognized Programs
(Provost’s Office)
14
15
16
35
National Academic Championships, Team
(Provost’s Office)
5
7
10
20
Teaching Excellence
Full-time Student Equivalent to Full-time
Faculty Equivalent FTSE - FTFE (IPEDS)
International and National Professional
Leadership Roles (TTU DigitalMeasures)
Number of Nationally Recognized Programs
* Changes in IPEDS reporting catagories require staff who are teaching to be counted as faculty.
10
TEXAS TECH UNIVERSITY
As of May 21, 2015
Strategic Priority 2: Strengthen Academic Quality & Reputation
Key Strategies
1. Promote and encourage faculty applications for Targeted External Awards as
outlined on the Vice President for Research website at
http://www.depts.ttu.edu/vpr/award-ops/major-ext-awards.php.
2. Strategically identify and allocate resources – including more competitive faculty
salaries and startup -- to continue hiring and retaining excellent faculty generally
and also to support special faculty recruitment initiatives.
3. Implement a well-resourced institutional plan in support of faculty families that will
accommodate dual-career couples as well as attract and retain other excellent
faculty, to include child-care facilities and programs and faculty-friendly FMLA
policies.
4. Conduct a more systematic faculty exit interview process with administrative
feedback provided to academic units for use in making documentable
improvements.
5. Increase the number of endowed professorship and chairs.
6. Better promote on-campus awards and more aggressively pursue external
awards recognizing faculty excellence in teaching.
7. Increase financial support of students in all terminal degree programs (e.g., MFA
as well as PhD).
8. Further emphasize and strengthen support for the Office of National and
International Scholarships and Fellowships to increase the number of application
for prestigious student awards.
9. Increase the number of nationally recognized academic programs, both within
disciplines and according to National Research Council rankings.
10. Develop reliable and uniform procedures to account for and communicate faculty
and student recognitions within their disciplines.
Key Challenges
1. Aligning college priorities with institutional and system priorities for private
fundraising in support of scholarships, fellowships, and other endowments.
2. Keeping salaries of current faculty in parity with salaries of new hires at the same
ranks, avoiding increased salary compression.
3. Aligning institutional priorities with college priorities for research and creative
scholarship.
As of May 21, 2015
4. Bringing instructional facilities up to date as a factor in recruitment and retention
of faculty and students.
5. Updating university operating policies to be consistent with and more equitably
supportive of multiple criteria for faculty recognition and advancement. For
example, broadening promotion and tenure standards to more clearly credit
academic engagement activity and faculty administration.
6. Articulating the alignment of institutional strategic priorities with one
another. (For example, describing how components of SP2 align with specific
items in SP1 and SP3.)
PRIORITY 3
Expand and Enhance Research and Creative Scholarship
GoalsSource
2012"DUVBM
2013 Target
2013 Actual
2014 Target
2015 Target
2020 Target
$145 M
$152 M
$200 M
$152 M
$200 M
*ODSFBTF3FTFBSDI'VOEJOH
Total Research Expenditures (THECB)
$132.54 M
$145 M
$137.56 M
Total Research Expenditures (NSF)
$138 M
$150 M
$143 M
Restricted Research Expenditures (THECB)
$46.1 M
$50 M
$40.7 M
$45 M
$50M
$65 M
Federal Research Expenditures (NSF)
$29.97
$40 M
$28.8 M
$30 M
$33 M
$70 M
Federal & Private Research Expenditures per
Faculty Full-yime Equivalent (THECB)
$55,579
$77,500
$47,995
$55,500
$58,000
$90,000
NSF Awards (NSF)
$5.4 M
$18 M
$7.2M
$10 M
$24 M
$40 M
NIH Awards (NIH)
$4 M
$12 M
$22M
550
800
$2.7 M
$8 M
$3.3 M
Ph.D. Research Assistantships on Externally
Funded Awards (VPR)
364
400
322
New Invention Disclosures (R&C)
52
54
57.5
68
75
120
Number of New Collaborative Research
Projects between TTU and TTUHSC (VPR)
2
5
2
5
6
10
Proposals Submitted (OVPR)
Research Space in Square Feet (Operations)
Post-doctorates (NSF and CMUP)
929
1,150
891
930
1,000
1,500
490,015
520,000
431,406
510,000
550,000
700,000
N/A
N/A
101
150
200
N/A
N/A
N/A
Scholarly Productivity
Digital Measures*
Papers/Publications (Reviewed/Refereed)
Papers/Publications (Other)
Creative/Performance (Juried)
Creative/Performance (Other)
Books/Book Chapters (Reviewed/Refereed)
Books/Book Chapters (Other)
International and National Presentations
1,259
1,025
269
572
99
89
1,054
Web of Science**
1,556
N/A
1,633
N/A
N/A
N/A
70
N/A
55
N/A
N/A
N/A
Scopus***
N/A
1,327
952
216
641
142
115
1,166
* Data from faculty self-reporting and may not include all faculty.
** Databases: Science Citation Index Expanded, Social Sciences Citation Index, Arts & Humanities Citation Index, Current Chemical Reactions, Index Chemicus
*** Database: Social Sciences & Humanities
12
TEXAS TECH UNIVERSITY
As of May 21, 2015
Strategic Priority 3: Expand and Enhance Research and Creative Scholarship
Key Strategies
1. Increase extramural funding by:
a. Increasing submission of proposals to federal agencies and extramural
sponsors
b. Expanding support for proposal development and post-award administration at
college and department levels, and support for proposal stimulus and proposal
review/editing
c. Changing expectations for faculty to obtain extramural funding to be in line with
those of National Research Universities (NRUs; e.g., Carnegie Very High
Research Status, Association of American Universities), and transitioning to T&P
requirements in line with those of NRUs
d. Retaining faculty who are performing at an NRU level and who are made
offers by NRUs (by making commensurate counteroffers)
e. Expanding staff and resources for research development, research support,
and research operations.
f. Increasing support for the new Humanities Center
g. Increasing space for units that are able to grow and increase revenue
h. Providing incentives for multidisciplinary proposal development
i. Increasing number of graduate students and postdoctoral scholars who submit
fellowship applications to external entities
j. Develop relationships and research opportunities with larger population centers
(e.g., Dallas).
2. Increase graduate student support by
a. Increase time spent on research activities by graduate students
b. Developing a policy on proposal budgets to include graduate student support
c. Providing the number, amount, and duration of graduate student stipends, and
tuition remission, to be commensurate with NRUs
d. Recruiting the best graduate students by making admissions offers competitive
with NRUs.
3. Enhance recognition of creative/scholarly work by
a. Increasing the number of nominations for external awards
b. Increasing university funding for arts, social sciences, and humanities research
As of May 21, 2015
4. Develop a standardized university policy for managing research instrumentation
by maximizing and maintaining “shared facilities” and implementing appropriate
facility use fees, appropriate staffing, and maintenance funds for service contracts,
equipment repair, and replacement capitalization
5. Renovate space for all campus units that need more and better space to be
competitive for faculty and graduate student recruitment and retention, and invest in
infrastructure
6. Encourage entrepreneurial activity and innovation and continue to develop plans
for the Research Park and its role in support of commercialization and startup
incubation.
7. Expand, optimize and secure safety for research space and instruments
8. Strengthen quality of graduate programs by:
a. Increasing quality and diversity of graduate students through competitive
graduate supports (not necessary monetary – e.g., housing), recruitment &
retention plan.
b. Staying current to strategically update or create new graduate programs
9. Increase research and scholar productivity by:
a. Establishing a culture to cultivate, mentor and develop faculty who will
perform at NRU levels.
b. Developing faculty teaching load guidelines to encourage scholarly activities
while meeting the needs of the university’s educational goals
c. Providing incentives and support for multi-disciplinary collaborative research
d. Aligning college and department priorities to support research agenda
e. Strategically distributing resources to leadership team of academic units to
manage research resources in an accountable way
f. Bringing support for humanities research in line with that of NRUs
g. Continuing incentives for Targeted External Faculty Awards Program and
expand the program by including all “highly prestigious” awards identified by the
AAU membership document
h. Adding a promotional rank with increase in salary of a “University Professor”
(between full professor and Horn professor)
i. Incorporating more undergraduates in faculty research.
Key Challenges
As of May 21, 2015
1. Bringing faculty workloads in line with those of NRUs
2. Bringing support for humanities research in line with that of NRUs
3. Keeping post-tenure faculty productive and competitive
4. Increasing university funding for arts, social sciences, and humanities research,
and bridge funding for sciences.
5. Insufficient and inadequate space; insufficient funds for infrastructure, renovations
and laboratory maintenance.
6. Resources for start-up funds for new faculty hires
7. Need for uniform policies that govern use and maintenance of core facilities and
shared services
8. Loss of top faculty to other universities
9. Faculty salaries and raises
10. Adequate resources for research development and support services.
PRIORITY 4
Further Outreach and Engagement
2012
2013 Target
2013 Actual
2014 Target
2015 Target
2020 Target
Total non-TTU Attendees and Participants in
TTU Outreach and Engagement Activities
174,300
250,000
356,820
300,000
300,000
350,000
K-12 Students and Teachers Participating in
TTU Outreach and Engagement Activities
118,002
200,000
172,794
175,000
200,000
250,000
Total Funding Generated by TTU Institutional
and Multi-institutional Outreach and
Engagement Activities (non-TTU sources;
may include duplicated sums)
$ 40.5 M
$ 40.0 M
$ 54 M
$40M
$50M
$60 M
Total # of Hours Faculty were Involved in TTU
Outreach and Engagement Activities
21,468
47,000
69,822
50,000
51,875
60,000
Total # of Hours Staff were Involved in
Outreach and Engagement Activities
91,448
165,000
180,444
170,000
178,000
200,000
Total students involved in Designated Service
Learning Courses (may include duplicated
headcount) (IR)
1,165
3,800
863
4,000
5,000
TBD
TBD
750
850
819
850
1000
GoalsSource
0VUSFBDIBOE&OHBHFNFOU
Total Student Volunteer Hours
(DUESA-OrgSync)
Total Non-TTU Partners Involved in TTU
Outreach and Engagement Activities
164
Number of Performances, Exhibitions,
Scholarly, and Educational Outreach Activities
841
750
634
650
Economic Impact on State and Region
14
State-wide Impact
$2.28 B
$2.44 B
N/A
$2.59 B
$3.24 B
Economic Impact on the South Plains
Region2
$1.92 B
$2.05 B
N/A
$2.17 B
$2.73 B
Annual contribution to the Texas workforce by
graduates of Texas Tech (TTUS)
$3.73 B
$3.98 B
N/A
$4.54 B
$6.36 B
Total Jobs Created State-wide from TTU
Operations, Employees, Research, Students,
University-related Visitors and Red Raider
Home Football Games
21,791
23,260
N/A
24,828
31,596
Total Household Income Created from TTU
Operations, Employees, Research, Students,
University-related Visitors and Red Raider
Home Football Games (TTUS)
$916 M
$977.65 M
N/A
$1.04 B
$1.30 B
TEXAS TECH UNIVERSITY
As of May 21, 2015
Strategic Priority 4: Further Outreach and Engagement
Key Strategies
1. Establish definitions and assessments for outreach, engagement, and
international collaborations.
2. Develop forms of communication that highlight outreach and engagement efforts.
3. Improve recognition of outreach and engagement efforts by offering awards and
other forms of commendation to faculty, staff, and students for such activities.
4. Promote and recognize engagement activities by:
a. Developing grant programs for faculty and staff to encourage outreach
and engagement.
b. Supporting and giving credit for outreach, engagement, and international
activities.
5. Increase and enhance partnerships in outreach, engagement, and international
activities.
Key Challenges
1. Communicating the various types of outreach and/or engagement and their
values to stakeholders.
2. Coordination of limited resources dedicated to support outreach and
engagement.
3. Assessment of outreach and engagement.
4. Departmental attitudes that diminish outreach and engagement contributions.
5. Limited incentives for students and faculty to participate in outreach and
engagement.
PRIORITY 5
Increase and Maximize Resources
GoalsSource
2012
2013 Target
2013 Actual
2014 Target
2015 Target
2020 Target
Total Student Credit Hours (THECB)
871,311
888,737
870,073
875,000
900,000
950,000
Total Weighted Student Credit Hours (IR)
2.11 M
2.15 M
2.14 M
2.15 M
2.16 M
2.3 M
6.1%
6.0%
6.3%
6.3%
6.3%
6.3%
$490 M
$511 M
$546 M
$600 M
$660 M
$1 B
$677.60 M
$723.94 M
$723.94 M
$783.3 M
$783.3 M
$800 M
83
93
83
83
87
90
$17,065
$17,406
$17,558
$17,750
$18,000
$19,000
Administrative Cost as % of Operating
Budget (THECB)
Total Endowment (TTUS)
Total Budgeted Revenue (CFO)
Classroom Space Usage Efficiency
Score (THECB)
Operating Expense per Full-time Equivalent
Student (THECB)
License/Option Agreements (TTUS)
3
4
9
8
14
20
$191,000
$225,000
$369,000
$393,000
$500,000
$1.2 M
Total Funds Raised Annually (CMUP)
$78 M
$125 M
$ 116 M
$125 M
$125 M
$150 M
Total Fall Instructional Faculty
Equivalent (IPEDS)
1,413
1,350
1,490
1,500
1,787
Total FTE Staff (IPEDS)
3,142
3,060
3,052
3,280
3,580
Total Headcount Teaching Assistants (THECB)
1,220
1,118
1,456
1,290
1,719
Gross License Revenue (R&C)
16
TEXAS TECH UNIVERSITY
As of May 21, 2015
Strategic Priority 5: Increase and Maximize Resources
Key Strategies
1. Ensure that courses are coded correctly to increase relative weight for
maximizing formula funding.
2. Continue utilizing a budget model that provides incentives in key strategic areas
that provides opportunities for growth and rewards efficiency and excellence.
3. Target highly productive faculty with a proactive retention program and address
salary compression issues.
4. Conduct a study for the demand and feasibility of childcare programs for faculty,
staff, and students.
5. Expand the use of core facilities for large research instrumentation serving
multiple users.
6. Continue to look for cost efficiencies within all colleges, departments and
divisions, and for ways to reallocate funds from peripheral areas to the core
missions of teaching and research.
7. Continue to increase recycling and sustainability efforts on campus.
8. Conduct a comprehensive review of all levels of research and academic space
renovation needs that directly support the teaching and research missions.
9. Work with Human Resources to ensure that employees are aware of currently
underutilized benefits, such as personal financial planning seminars and
Employee Assistance Programs.
10. Engage in targeted programming, research and services in the state’s population
centers leveraging such work with regional foundations and philanthropists.
11. Given the strong growth in high school dual credit and early college high schools,
decide TTU’s degree of engagement in this market.
12. To grow head count and SCH, significantly scale professional development for
faculty around cutting-edge distance delivery.
Key Challenges
1. Salary compression for both faculty and staff.
2. The need for a central mechanism for obtaining and aggregating specific data
related to faculty and staff resignations.
3. Maximizing the efficient use of existing space.
4. Limitations in providing proper career planning and opportunities for staff.
As of May 21, 2015
5. Maintenance and repair costs on existing facilities and equipment.
6. A lack of funding through Tuition Revenue Bonds for large construction projects.
7. The need to address staffing to support a larger faculty.
8. TTU’s regional location and lack of significant engagement in programs,
research, services that address 21st century challenges in Texas’ largest
population centers may limit the public’s perception of TTU as a Tier I force in
higher education.