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THE CALL TOWARD TOMORROW GOALS & METRICS

The five priorities and eighteen goals of the planning process, and some of the metrics that will be used to measure our success.


“CRESCAMUS IN CHRISTO”

May we grow in Christ. OUR MOTTO IS A GUIDESTAR FOR THE FUTURE.

OUR MISSION During the Call to Tomorrow strategic thinking process, the University’s mission was enthusiastically reaffirmed without revision or alteration, and was upheld as the starting point for the process: We are the University of St. Thomas, the Catholic university in the heart of Houston. We are committed to the Catholic intellectual tradition and the dialogue between faith and reason. By pursuing excellence in teaching, scholarship, and service, we embody and instill in our students the core values of our founders, the Basilian Fathers: goodness, discipline, and knowledge. We foster engagement in a diverse, collaborative community. As a comprehensive university grounded in the liberal arts, we educate students to think critically, communicate effectively, succeed professionally, and lead ethically.


GOODNESS. DISCIPLINE. KNOWLEDGE. COMMUNITY. Our VALUES were reaffirmed by the process.

The Basilian Fathers’ values - goodness, discipline and knowledge - remain inspiring and universally embraced by the University. A fourth value that embodies the Catholic character of community has been part of the University’s values for a long time.


GUIDING PRINCIPLES

in the daily life of the University of St. Thomas Operational Core Characteristics:

Spiritual Core Characteristics

Learner-centered: at the heart of our work are our students

Hope: we long for the best and anticipate the best

Catholic: we are universal; seeking to encounter all

Vocation/Call in Life: we believe in lives of purpose with each one’s gifts brought to flourishing and freely shared

Inclusivity: we welcome and respect the dignity of each person

Servant Leadership: service not authority is our priority

Community: unity, dialogue, and belonging are important

Love: God’s love of us motivates our own love and concern for others

Holistic: our approach is to accompany the whole person – body, mind and spirit

Sacrifice: we give of ourselves and lay down our lives in service day by day


A VISION FOR A BOLD FUTURE OUR BIG HOLY AUDACIOUS GOAL

A fearless culture of positive change.


UNIVERSITY OF ST. THOMAS

5 YEARS l 5 PRIORITIES AND 18 GOALS FOR A BOLD FUTURE

01 Ethos, Culture, and Spirit

02 Academics and Organizational Structure

03 Enrollment

04 Infrastructure

05 Awareness


PRIORITY:

ETHOS, CULTURE AND SPIRIT


ETHOS, CULTURE AND SPIRIT GOAL #1

University of St. Thomas will be named one of the “Best Places to Work” in the Houston Chronicle selection list by 2023.


ETHOS, CULTURE AND SPIRIT GOAL #2 By Fall 2018, establish a standard for mission-driven hiring and provide a system for orientation for new members of the faculty, staff, and corpus of administrators.


ETHOS, CULTURE AND SPIRIT GOAL #2

METRICS 1. 2. 3.

Should include not only systematic mentoring by supervisors, but mentoring and evaluation across the spectrum of university activities. Evaluations of performance in light of our mission should be included each semester and after the completion of the first year of service in addition to other professional elements. Opportunities for reflection on the mission and operation of UST should be regularly provided to all the professional UST community.


ETHOS, CULTURE AND SPIRIT GOAL #3 By Fall 2018, opportunity for interaction with other members of the professional UST community should be strengthened through communication documents, scheduled events, and both informal and structured information sessions.


ETHOS, CULTURE AND SPIRIT GOAL #3

METRICS

Opportunities for interaction might include a weekly ‘newssheet’, coffee hours, and roundtables cutting across groups of staff, faculty, administration, and the Board.


ETHOS, CULTURE AND SPIRIT GOAL #4 By January 2019, the UST professional community will subscribe to accepted standards of mission effectiveness. The use of a set of applications, mission document, should serve as a roadmap for fulfilling of the UST mission and goals. The leadership of each constituency will review their portion of the document and provide feedback by November 1, 2018. Ultimately, a consistent, shared practice of mission will evolve.


PRIORITY:

ACADEMICS ORGANIZATIONAL STRUCTURE


ACADEMICS & ORGANIZATIONAL STRUCTURE GOAL #5

By 2023, the University of St. Thomas will become an institution where innovation is learner-centered.


ACADEMICS & ORGANIZATIONAL STRUCTURE GOAL #5

METRICS

1. A proactive student advising model, driven by a professional advising team (as opposed to a facultydriven advising team),that accompanies students from initial registration to graduation. 2. An emphasis on experiential and service learning, which may apply differently to degree plans and schools. 3. A revision of the core curriculum that supports learning outcomes for all academic disciplines/majors. 4. The implementation of teaching and learning methods that center on the learner’s needs and maximizes the integration of technology for engaged and accessible learning experiences. 5. An adjustment of systems and curriculums that demonstrate the strengths and the needs of transfer students, and students from under-represented or low-income backgrounds.


ACADEMICS & ORGANIZATIONAL STRUCTURE GOAL #6 By 2023, the University of St. Thomas will become a collaborative organization that values subsidiarity, accompaniment and innovation.


ACADEMICS & ORGANIZATIONAL STRUCTURE GOAL #6

METRICS 1.

2.

3.

New/Revised faculty policies that represent the shared commitments that faculty members make and the rights and accountabilities they accept for UST’s mission, values and goals. A two-year probationary period for new programs so that innovation can occur with greater speed; as well as a process for removing programs that are no longer effective. Incentives for academic programs to work across departments and schools as part of an interdisciplinary approach to learning.


PRIORITY:

ENROLLMENT


ENROLLMENT GOAL #7

Increase undergraduate enrollment to 5,000 by 2023 by creating and curriculum that are more attractive to prospective students.


METRICS

ENROLLMENT GOAL #7

(For Goals #7,#8, and #9) 1. 2. 3.

4.

Regular recruitment funnel reports (comparative to previous years and to goals) Revenue and enrollment metrics for each program Operational time measurements – the time we are actively able to respond to student prospects and move to enrollment. This measurement ensures we are communicating and providing strong customer service. This will be measured against an established acceptable timeline. Houston market employment scan and program assessment data


ENROLLMENT GOAL #8 Increase retention from freshman to sophomore year to 85 percent and four year graduation rates to 80 percent.


ENROLLMENT GOAL #8

METRICS (For Goals #7,#8, and #9) 1. 2. 3.

4.

Regular recruitment funnel reports (comparative to previous years and to goals) Revenue and enrollment metrics for each program Operational time measurements – the time we are actively able to respond to student prospects and move to enrollment. This measurement ensures we are communicating and providing strong customer service. This will be measured against an established acceptable timeline. Houston market employment scan and program assessment data


ENROLLMENT GOAL #9

Raise the graduate enrollment from ~1,375 to 2,000 by creating a unified operational workflow for all graduate programs.


ENROLLMENT GOAL #9

METRICS (For Goals #7,#8, and #9)

1. 2. 3.

4.

Regular recruitment funnel reports (comparative to previous years and to goals) Revenue and enrollment metrics for each program Operational time measurements – the time we are actively able to respond to student prospects and move to enrollment. This measurement ensures we are communicating and providing strong customer service. This will be measured against an established acceptable timeline. Houston market employment scan and program assessment data


PRIORITY:

INFRASTRUCTURE


INFRASTRUCTURE GOAL #10

By 2023, University of St. Thomas will have facilities and infrastructure that foster and support campus engagement based on a master plan that addresses its facility needs in the light of enrollment goals, anticipated student life needs, changing learning technologies and the desire to cultivate a culture of encounter across the university community.


INFRASTRUCTURE GOAL #10

ASSUMPTIONS

1. It is important to create a culture of engagement that motivates all members of the campus community to work together. 2. Natural and built environments at a university influence how students discover, build, and sustain community. 3. Innovative safety features and Leed/sustainable features make campuses more attractive to students and the community 4. The aesthetic appearance of the buildings on campus are important to the campus community. 5. The facilities to be considered in the Master Plan would include: (1) Residence Halls, (2) Student, Conference & Performance Center, (3) Athletic Center, (4) Redesign of Doherty Library to serve as a Learning Commons, (5) External sacred art such as a grotto, (6) a 2-year College Facility, (7) an Innovation Center. 6. New buildings should be evaluated in the context of cost effectiveness to campus.


INFRASTRUCTURE GOAL #11 By 2023, University of St. Thomas will have facilities and infrastructure that meet our evolving needs for learning and research at or above levels exceeding that of our peer institutions.


INFRASTRUCTURE GOAL #11

METRICS 1. Number of on-campus internship opportunities (for example, 5 opportunities within fits semester) 2. Increase in interdisciplinary research (for example, annual growth goal - 10%) 3. Grants: Number submitted, Funds Received 4. Increase in number of online courses, programs, awards? 5. Number of training opportunities for staff per semester? 6. Number of staff taking advantage of opportunities?


INFRASTRUCTURE GOAL #12 By 2023, University of St. Thomas will streamline administrative processes to maximize efficiency, encourage interdepartmental collaboration, and positively transform the end-user experience.


INFRASTRUCTURE GOAL #12

METRICS 1. Guarantee persistence of process knowledge regardless of circumstance 2. Limit or eliminate manual and paperbased processes 3. Establish at least 3 certified process leaders per department


INFRASTRUCTURE GOAL #13 By 2023, University of St. Thomas will enhance and maintain a quality information environment for learning, research, and administrative processes that meets our evolving needs at or above levels exceeding that of our peer institutions.


INFRASTRUCTURE GOAL #13

METRICS 1. 2. 3. 4.

100% uptime outside of planned outages Consistent experience - maximize technology integrations; campus resources should feel and function the same way in all areas at all times where possible. Students can complete all administrative tasks online without physical signatures Implementation of stage gate project development process that is supported and enforced by University administration.


PRIORITY:

AWARENESS


AWARENESS GOAL #14

By 2023, University of St. Thomas will have a strong, established brand identity that is effectively communicated across all marketing materials, and is well known by Houstonians.


AWARENESS GOAL #14

METRICS 1. Brand health surveys 2. Internal brand audit 3. Media mentions


AWARENESS GOAL #15 By 2023, University of St. Thomas will be the most engaging university in our market with the 14-22 age demographic.


AWARENESS GOAL #15

METRICS 1. Mandatory HISD engagement platforms like Naviance 2. Google analytics/social media analytics 3. Guidance counselor surveys


AWARENESS GOAL #16

By 2023, University of St. Thomas will have demonstrated a clear and steady commitment to investing in marketing.


AWARENESS GOAL #16

METRICS 1. Steady increase in funding for marketing between 2018-2023 2. Accurate reporting that demonstrates value of investments to the Board of Directors 3. More Board Member visibility at UST events


AWARENESS GOAL #17

By 2023, the majority of graduating high school seniors in the Houston area will be aware that UST has majors they are interested in.


AWARENESS GOAL #17

METRICS 1. Survey of high school seniors 2. Information from mandatory high school platforms like ‘Naviance’


AWARENESS GOAL #18

By 2023, University of St. Thomas will be known for providing an education that impacts both lives and careers.


AWARENESS GOAL #18

METRICS 1. 2. 3.

Employer data Alumni surveys Brand health survey


UNIVERSITY OF ST. THOMAS

ETHOS, CULTURE AND SPIRIT

ACADEMICS AND ORGANIZATIONAL STRUCTURE

ENROLLMENT

INFRASTRUCTURE

AWARENESS

The Call Towards Tomorrow: Goals & Metrics  
The Call Towards Tomorrow: Goals & Metrics