Our Vision

Digital Strategy and Innovation collaborates with faculty, staff, and students across UNT's academic and administrative units to ensure a world-class, 21st century institution; redefining public higher education through cutting-edge experimentation where the science of learning is the fulcrum that enables us to be at the forefront of innovative, omnichannel, lifelong education for the North Texas community and learners across the globe.

Our Mission

We embrace the mission of UNT by connecting our caring and creative community to pioneering strategies for the 21st century.

Our Purpose

Advancing modern learning through digital transformation.

 
UNT Battle Flag
 
Green and white U-N-T letters outside the Welcome Center. Flowers are in the foreground.

UNT 2020-2025 Strategic Plan

DSI aligns with the larger UNT Strategic Plan in all we do.

8 Commitments 

The following eight commitments reflect the strategic activities and future directions for the Division of Digital Strategy & Innovation and the University of North Texas in the area of Digital Strategy. Each commitment is essential to creating resiliency and ensuring UNT maintains its position as a world-class 21st century institution.

1. Ensure an Inclusive Environment
Connection to the UNT Strategic Plan
  • Student Empowerment and Transformation
  • Expand/develop inclusion and student success practices and policies
What We Have Done
  • Ongoing commitment to the DSI Diversity Action Committee (DAC) and the DSI Allies
  • Division-wide engagement in IDEA trainings and workshops
  • Launched Inclusive Curriculum Lunch & Learn series, with culminating event
  • Continued commitment towards recruitment and employment to include historically excluded backgrounds
  • Strengthened partnership with Office of Disability Access by creating new positions focused on the support of student accessibility needs
  • Recipient of the 2022 Bertina Hildreth Combes Inclusive Excellence Award
What We'll Do Next
  • Continue to advance the Diversity Action Committee (DAC) and DAC Allies, and host several Equity, Diversity & Inclusion Lunch & Learn sessions 
  • Research ways to implement technologies to bridge skill gaps
  • Actively promote IDEA designed “Inclusion, Diversity, Equity, & Access Essentials” training on Coursera beyond UNT
2. Be Recognized for World-Class Online Courses and Programs
Connection to the UNT Strategic Plan
  • People and Processes
  • Increase enrollment at the Denton and Frisco campuses 
What We Have Done
  • Developed 233 online courses and 175 new, professionally produced engaging videos  
  • Launched Coursera Career Academy, providing free access to industry-relevant content (e.g. Google certificates) for all students, staff & faculty
  • Increased enrollments in the Bachelor’s in Applied Arts & Sciences with Coursera by 46% year over year
  • Empowered continued rise in rankings of UNT Online programs (e.g. 23rd in US for Best Online Programs by Newsweek)
What We'll Do Next
  • Establish foundation for microcredential innovation & development
  • Optimize collaboration structures to facilitate the creation of new academic programs & courses
  • Further promote services to increase rate of faculty collaboration and creation of engaging course content
  • Design new structures that empower faculty to develop more engaging content for online courses
3. Encourage Experimentation and Foster a Culture for Research-Driven Practice
Connection to the UNT Strategic Plan
  • Scholarly Activity and Innovation
  • Support the development of “Tier One Our Way” through targeted innovation activities 
What We Have Done
  • Identified challenging STEM content and launched Virtual Reality module to test for knowledge improvements 
  • TEDX presentation on making widespread adoption of VR a reality
  • Contributed to the field in all four major research areas 
  • Presentations accepted at 9 academic conferences
  • 5 papers published and 2 accepted in top Educational Technology Research and Development journals
What We'll Do Next
  • Continue to publish, present, implement, and evaluate new research
  • Seek funding opportunities from public agencies, non-profits, and corporate entities for digital learning research projects
  • Optimize a roadmap for our peer partnerships
  • Collaborate with the Office of Research & Innovation to verify grant needs versus support cycles
4. Champion High-Utility Information and Learning Technologies that Lead to Better Outcomes
Connection to the UNT Strategic Plan
  • Scholarly Activity and Innovation
  • Expand resources and revise procedures to facilitate innovation at UNT 
What We Have Done
  • Charged cross-departmental New Online Learning Technologies Testing team 
  • Tested new information and learning technologies to optimize the UNT student and faculty digital experience (e.g. Engagli, Harmonize, Packback’s Deep Dives, PlayPosit, PopeTech, InSpace and Proctorio) 
  • Implemented Packback Questions at an Enterprise level to improve discussion-based learning
What We'll Do Next
  • Increase staffing dedicated to training faculty on technology tools
  • Continuous testing of DSI implemented (approved & supported) technologies, establishing best practice & addressing user concern and improvements
  • Continue to review and implement new learning technologies via the Future Tech Testing Team
  • Investigate ways to leverage generative AI in our day to day work and other digital spaces
5. Reach New Students and Learners
Connection to the UNT Strategic Plan
  • People and Process
  • Decrease time to graduation, and increase and improve services to aid at-risk, underrepresented, transfer, non-traditional, veteran, online, and working students 
What We Have Done
  • Online.unt.edu consistently in top 10 highest visited sites across all UNT
  • Collaboratively launched 4 new MOOCs (e.g. College English Prep, Ethnic Minorities & Race, Hospitality Management, and Marketing)
  • Forged new strategic corporate partnerships with Amazon and Google
  • Integrated PDX into UNT systems for the development of non-credit learning
  • Facilitated cross-divisional working group to define “microcredentials”
What We'll Do Next
  • Grow enrollment outside of DFW
  • Identify & collaboratively build new high-need high-yield online programs
  • Facilitate the formation of stackable programming at UNT 
  • Optimize & grow the Professional Development Experience (PDX)
  • Continue to build new industry partnerships
  • Continue to forge partnerships with industry leading experts and various platforms to extend our capability to reach prospective new students
6. Reimagine the Physical Classroom
Connection to the UNT Strategic Plan
  • Student Empowerment and Transformation
  • Increase best practice curricular experiences for students
What We Have Done
  • Launched CLAW (Collaborative Learning and Active Workspaces) site to increase awareness & provide resources for the use of these innovative spaces
  • Supported 194 classrooms, 92 non-classroom technology setups, and planned 190 upcoming system hardware upgrades
  • Implemented hardware agnostic screen sharing solutions in all supported classrooms and class labs
  • Launched and now supporting ~90 systems at the new Frisco Landing campus, empowering the new location to leverage modern technology solutions
What We'll Do Next
  • Ongoing collaboration towards ensuring technology strategy supports UNT’s enrollment growth
  • Continue augmenting the technologies and capabilities of numerous classrooms
  • Realize efficiencies created through implementation of more unified system designs
  • Streamline the end user experience around common digital tools
7. Be Leaders in Evidence-Based Faculty Development
Connection to the UNT Strategic Plan
  • People and Processes
  • Become a best place to work by providing training, resources, and development
What We Have Done
  • Strengthened cross-divisional linkages with the Office of Faculty Success
  • Used empirical research to drive service expansion
  • Launched an engaging faculty book club on emerging topics in higher education
  • In partnership with multiple divisions and colleges, hosted 7 workshops and 15 training sessions for faculty, with exceptionally high interest & 451 attendees
What We'll Do Next
  • Develop & launch the “Certificate of Excellence in Teaching Online” (CETO) for all faculty, lecturers, adjuncts, etc. 
  • Launch training series for online instructional technologies 
  • Continue building community via the faculty book club
  • Continue to augment instructional resources through literature reviews of research in the field of online teaching and learning
8. Streamline Data to Allow for Shareable, Consumable, and Actionable Information
Connection to the UNT Strategic Plan
  • Scholarly Activity and Innovation
  • Expand resources and revise procedures to facilitate innovation at UNT 
What We Have Done
  • Integrated Canvas data to inform retention efforts based on student course access patterns 
  • Launched survey to assess awareness of DSI services, with intention of identifying gaps and overall customer experience
  • Generated first annual report to assess marketing actions + impact, providing a baseline for the future
  • Leveraged market research subscriptions (e.g. Lightcast, EAB) & other resources to produce actionable insights for decision-making regarding academic program development and marketing
What We'll Do Next
  • Leverage survey data to inform current & future service planning
  • Research & design a UNT Canvas analytics engine to inform engagement patterns, retention efforts, and outcomes
  • Enhance use of market research resources & partnerships to continue producing actionable insights for decision-making
  • Finalize and launch the Program Health and Opportunity Index (PHOI) for current and new academic programs

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