Developing a Plan for the University of North Texas

2003-2008

(May 5, 2003 Draft)

 

From its founding in 1890, the University of North Texas has been an institution dedicated to high quality instruction and service for the citizens of the immediate area and Texas.  In the 1980’s, the University became nationally and internationally known for its academic programs, graduates who served as leaders in many areas, basis and applied research accomplishments, and enriching creative activities that helped identify it as one of the state’s leading universities.  At times UNT has been referred to as one of “The Top Five Universities in Texas,” “An Emerging Research University,” “One of the Top-Tier Universities in Texas,” “The Most Comprehensive Research and Doctoral Degree-Granting Institution in the North Texas,” and  “A University of Opportunity.”

 

As the University moved into the 21st century, numerous challenges and opportunities erupted to force the institution to reexamine its identity and public image.  Forecasts for significant increases in the size and changes in the demographic make-up of the North Texas population arrived earlier than expected in 2000.  As the largest university in the area, the need to provide access to higher education for many more Texans descended on UNT.   Changes in the national, state, and local economies forced public colleges and universities to more clearly define their foci, find new ways to fund high-quality education, and adjust to new external efforts to redefine universities.

 

The University of North Texas experienced additional pressures to establish its place in the UNT System, to overcome challenges from other universities to its leadership role in the North Texas area, and to adjust to changes in funding of public universities in Texas that put a larger financial burden on students.  It became evident that the University needed to work more diligently to establish its place as a premier university in Texas and the nation.

 

UNT remains the fourth largest university in Texas.  It has the widest array of degree programs in North Texas and it is defined by the Carnegie Institute as a Doctoral Research –Extensive institution.  All these classifications have associated benefits and help describe part of the university’s identity. 

 

Long-term Goal for the University of North Texas

 

Recognizing the many new challenges that the University faces, the 2003 Institutional Research and Accreditation Council proposes that the institution more carefully determine how it describes itself as the Flagship of the UNT System and layout a road map on how it will reach its long-term goal: to become one of the nation’s premier doctoral research universities and the university of choice in the North Texas area where

 

•  research that discovers new knowledge and finds innovative ways to apply that knowledge compliments the university’s strong performing and visual arts;

 

• education is strengthened by the presence of a strong regionally, nationally and internationally known research and creative arts teachers-scholars;

 

hnew professional programs are added when funds become available and there is consensus across campus that such programs will help UNT reach its long-term goals;

 

•  a strong liberal arts foundation ensures that UNT baccalaureate graduates shall have the abilities to benefit from life-long learning and the skills to adapt to ever-changing demands in the area’s workforce;

 

· diversity contributes to excellence in learning, research, and service to the community and helps to nurture a culture where all members share a mutual respect for differences;

 

•  new technologies and instructional delivery systems make education more accessible and offer new high-quality learning experiences for students; and

 

•  students can benefit from a living-learning environment and appropriate student services that promote excellence and ensure their success.

 

The long-term goal of the University of North Texas challenges the university to be recognized as one of the nation’s top 100 doctoral research universities that grants high-quality baccalaureate, master’s and doctoral degrees; embraces inclusiveness and builds on the diversity of the region; and partners with the North Texas area to help it become a premier global center for business and education. 

 

 

Intermediate Goals

 

            To reach this long-term goal, UNT must build on its current strengths, find new ways to describe those strengths, and capture new opportunities that help position it to reach the following intermediate goals:

 

1.      To increase substantially external funding for research;

2.      To strengthen undergraduate and graduate education through the scholarship, community outreach, and professional growth of its faculty;

3.      To position UNT as the “University of Choice” for students, donors, funding agencies, and businesses;

4.      To be recognized as a leader among area universities by Dallas and Fort Worth leaders; and

5.      To solidify the University’s position as the Flagship of the UNT System.

 

 

Steps to Take to Achieve Intermediate Goals

 

            The following steps should be taken to achieve intermediate goals:

 

  1. Develop and implement a plan to maximize the use of the UNT Research Park as a way to attract business partners and external funding sources for UNT’s research;
  2. Identify areas to become Centers of Excellence in Research (externally funded research) and Centers of Teaching Excellence, and Centers of Excellence in Student Services, and Centers of Excellence in Community Partnerships; implement plans to achieve this excellence; and market the centers to students, funding agencies, and potential donors;
  3. Develop and implement a plan to move UNT from the fourth tier of US & News World Report ratings to the third tier;
  4. Maintain the university’s ranking as a Doctoral Research-Extensive university;
  5. Implement strategies to increase state appropriations and funding from tuition and fees by increasing the number of students served within available faculty and staff resources;
  6. Determine the university’s maximum on-campus enrollment and develop a long-term enrollment management plan to reach and maintain this level with an appropriate undergraduate/graduate mix; 
  7. Establish a set of benchmark doctoral research-extensive universities that can help identify ways to achieve intermediate and long-term goals;
  8. Implement an aggressive plan to raise funds to establish an athletics that compliments UNT’s strong academic programs;
  9. Find new ways to link UNT to the success of the North Texas area; and
  10. Increase substantially donations and grants to the University to help fund initiatives to take the above steps.

 

 

Developing a Planning Process to Take Appropriate Steps to Bring the

UNT Community Together to Reach Intermediate Goals

 

            A planning process should be developed immediately that will empower faculty and staff to find innovative ways to achieve agreed upon intermediate goals.  The President should take advantage of the current planning structure that involves a broadly based group, the Institutional Research and Accreditation Council.  The Council can join with the President and administration to find ways to implement planning strategies within available and new resources.  In addition, steps should be taken to find new sources of revenue, determine what current revenue sources can be enhanced without harming future enrollments, and find innovative ways to reduce costs and improve efficiencies without significant negative consequences. 

 

            The planning model that will be implemented must include new ways for communication to flow both ways, from and to the President and administration.  It will be important that any planning goals and steps have broad support across the campus.