EXPECTATIONS A 2019-2023 Strategic Plan for UH at Sugar Land
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This plan is ambitious, aspirational and challenging, and sets us on a course of excellence to impact our community and region.
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Higher Expectations: 2019-2023 Strategic Plan
A Message from the Provost: Dear Sugar Land community, I am pleased to share with you the Strategic Plan for the University of Houston, Sugar Land location. The following pages are a result of research, data gathering and thoughtful discussion and analysis from people committed to bringing Tier One higher education to the region. The plan is intended to provide a clear direction for our students, our campus and community. Our efforts were aided by great support from all levels of the Fort Bend County community, each of us committed to preparing career-ready graduates, cultivating dynamic growth in academic and research enterprises, and building relevant community partnerships. This strategic plan will take us beyond the opening of our new College of Technology building, set to receive students in fall 2019. This plan is ambitious, aspirational and challenging, and sets us on a course of excellence to impact our community and region. My thanks to all those involved in the great work of this document. Paula Myrick Short Senior Vice Chancellor for Academic Affairs, UH System Senior Vice President for Academic Affairs and Provost, University of Houston
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A Message from the Associate Vice President: This strategic plan states our intentions as stakeholders, leaders and neighbors to serve our students and region with Tier One excellence. We began this process several months ago, responding to a charge from UH President Renu Khator to reach an enrollment of 10,000 students in 10 years. This plan reflects our journey to reach that goal. It began by gathering community members, colleagues and students for honest comments, feedback and advice. We held multiple town hall meetings to discuss and compile our strengths, weaknesses, opportunities and threats. We sought out expertise for relevant economic, demographic and education data to direct our efforts. We met diligently through the summer, fall and winter. This plan is titled Higher Expectations and it comes at a dynamic point in our history. We are growing in enrollment. We are building new facilities. We are reaching out in partnerships. Our expectation is that our efforts will lead to greater student success and ultimately the success of our region, state and world.
Jay Neal Associate Vice President, Academic Affairs and Chief Operating Officer University of Houston, Sugar Land location
Higher Expectations: 2019-2023 Strategic Plan
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Our expectation is that our efforts will lead to greater student success and ultimately the success of our region, state and world.
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Table of Contents 02 03 06 07
MESSAGE FROM THE PROVOST MESSAGE FROM THE ASSOCIATE VICE PRESIDENT UH MISSION / DEFINING STATEMENT OUR KEY PRIORITIES 09 11 13 14
STUDENT SUCCESS GROWTH PARTNERSHIPS BRAND AWARENESS
16 STEERING COMMITTEE 17 IMPLEMENTING THE STRATEGIC PLAN
Higher Expectations: 2019-2023 Strategic Plan
MISSION The mission of the University of Houston is to offer
nationally competitive and internationally recognized opportunities for learning, discovery and engagement to a diverse population of students in a real-world setting. The University of Houston offers a full range of degree programs at the baccalaureate, master’s, doctoral and professional levels, and pursues a broad agenda of research and creative activities. As a knowledge resource to the public, the university builds partnerships with other educational institutions, community organizations, government agencies and the private sector to serve the region and impact the world.
STATEMENT The University of Houston at Sugar Land affirms the mission of UH through applied research, technology innovation, workforce pipeline and student success.
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KEY PRIORITIES STUDENT SUCCESS GROWTH PARTNERSHIPS BRAND AWARENESS
Higher Expectations: 2019-2023 Strategic Plan
University of Houston students are innovative and informed, determined and driven. Their road to becoming thoughtful, global citizens begins with an environment that supports their academic interests, and provides opportunities for real-world research and industry experiences— opportunities that lead to global impact. We will accomplish these goals through these efforts:
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Key priority
STUDENT
1
GOAL: Increase enrollment at Sugar Land location by 20 percent in three years
INITIATIVES: • Create success metrics that measure relevant data for students attending classes at the Sugar Land location by spring 2020 • Reinforce recruitment, retention, graduation and diversity goals of represented colleges at the Sugar Land location • Build an Information Center to enhance information availability by spring 2020 • Develop a seamless transfer for students from two-year programs to transfer to UH
Higher Expectations: 2019-2023 Strategic Plan
2
GOAL: Increase student resources in physical space, events and communication in the next three years
INITIATIVES: • Encourage student involvement, and skills and character development by hosting the Division of Student Affairs and Enrollment Services (DSAES) and other UH departments’ events each semester • Support the well-being of the campus community by adding one full-time Counseling & Psychological Services counselor within the next three years • Promote student engagement and campus activity awareness • Host college career fairs/reverse career fairs to assist students in workforce placement each semester • Grow the number of student organizations and participation by hosting two events per year • Build a student meditation room by 2020
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Key priority
GROWTH
1
GOAL: Create, develop and expand academic programs at the Sugar Land location relevant to the community in the next three years
INITIATIVES: • Add two programs with identified career paths relevant to regional industry • Cultivate relationships in support of Advancement needs
Higher Expectations: 2019-2023 Strategic Plan
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GOAL: Create a long-term plan for land and infrastructure that supports student growth by 2021
INITIATIVES: • Complete a land usage and infrastructure needs assessment by 2021 • Update the Facilities Master Plan by 2021 • Commission an Economic Impact Study by 2020 • Assess current and explore future technology needs of campus facilities by 2021, reviewed biannually • Assess current and explore future transportation needs by 2021, reviewed biannually
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Key priority
IMPACTFUL 1
GOAL: Grow community, political and regional business relationships through quality targeted visits and activities during the next three years
INITIATIVES: • Conduct site visits to five businesses relevant to academic programs annually as part of a listening tour • Actively pursue public/private and public/public partnerships by developing three proposals (workforce, P3, research) in the next 12 months • Grow and maintain relationships with area community colleges by conducting eight visits to area campuses and hosting and/or participating in two to four additional events per academic year
Higher Expectations: 2019-2023 Strategic Plan
Key priority
BRAND 1
GOAL: Align and reinforce UH brand at Sugar Land location through updated logos, wordmarks and language by 2020
INITIATIVES: • Collaborate with the UH Office of University Communication to create guidelines for messaging/branding of Sugar Land location • By the end of first quarter 2019 create a timeline for purging of old logos and messaging at Sugar Land location • Conceive and implement internal/external information campaign to communicate Sugar Land location identity to campus and region
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Higher Expectations: 2019-2023 Strategic Plan
MEMBERS Jay Neal, Associate Vice President, Academic Affairs and Chief Operating Officer, Sugar Land Kathryn Tart, Dean, UH College of Nursing Anthony P. Ambler, Dean, UH College of Technology Robert H. McPherson, Dean, UH College of Education Dan Maxwell, UH Associate Vice President for Student Affairs Richard Phillips, Associate Vice Provost, Outreach and Community Engagement, Sugar Land Beth Johnson, Executive Director, Public Relations and Community Partnerships Marisa Ramirez, Senior Director of University Communications John McKee, Technical Services Manager, Sugar Land Willard Brewster, Facilities Management Zone Manager, Sugar Land Tim Mok, UH Student Chloe Burns, UH Student Facilitator: Judy Korb, Higher Education and Strategic Planning Consultant Research and Data: John Antel, UH Hobby School of Public Affairs
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Implementing the
STRATEGIC
Higher Expectations: 2019-2023 Strategic Plan
Key priority
STUDENT KEY PRIORITY: STUDENT SUCCESS Increase enrollment at Sugar Land location by 20 percent in three years
1
KEY METRICS
BASELINE
TARGET
ACCOUNTABILITY
DATE
Increased enrollment
ACTION PLAN
a
Create success metrics that measure relevant data for students attending classes at the Sugar Land location by spring 2020 Assoc. VP Jay Neal/Campus Support Services/Program Dir. Kim Williams
End of 2nd quarter 2019
Work with Institutional Research to develop queries to pull pertinent information
Assoc. VP Jay Neal/Exec. Dir. Institutional Research Info. Mgt. Susan Moreno
End of 3rd quarter 2019
Review annually
Assoc. VP Jay Neal/Exec. Dir. Institutional Research Info. Mgt. Susan Moreno
•
Identify what information needs to be collected and come to a consensus on how it should be obtained
•
•
b
Reinforce recruitment, retention, graduation and diversity goals of represented colleges at the Sugar Land location •
Host Deans’ Forum to identify needs and goal setting of represented colleges
Assoc. VP Jay Neal
•
Host UH Recruiting Day - Each fall semester
Program Dir. Kim Williams/ Exec. Dir. Admissions Mardell Maxwell
•
Host High School Senior Fest - Each spring semester
Program Dir. Kim Williams/ Exec. Dir. Admissions Mardell Maxwell
Each spring
•
Host Transfer Fair - Each spring semester
Program Dir. Kim Williams/ Exec. Dir. Admissions Mardell Maxwell
Each spring
•
Articulation agreement
Assoc. VP Jay Neal
•
Review goals and events annually
Assoc. VP Jay Neal
c
Summer 2019 Each fall
Build an Information Center to enhance information dissemination for future and current students
•
Identify key staff members associated with academic advising, financial aid, career services and CAPS counseling
Assoc. VP Jay Neal/Business Op. Dir. Ruby Haroon/Facilities Mgr. Willard Brewster/Program Dir. Kim Williams
Summer 2019
•
Pinpoint appropriate location for work station
Facilities Mgr. Willard Brewster
Summer 2019
•
Create internal and external signage to way-find for future and current students
Dir. Comm. Marisa Ramirez/ Facilities Mgr. Willard Brewster
Fall 2019
•
Review information for relevance and messaging quarterly
Assoc. VP Jay Neal
d
Develop a seamless transfer for students of two-year programs to transfer to UH •
Conduct information sessions each semester at two year institutions
Program Dir. Kim Williams
Each semester
•
Host “Brown Bag” sessions with presentations from each college
Program Dir. Kim Williams
Each semester
•
Host a multi-institutional Transfer Fair
Program Dir. Kim Williams
Each spring
•
Reinforce UH Guided Pathways to Success (GPS), with consideration for WCJC which shares our facility
•
Review efforts each semester
Assoc. VP Jay Neal
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Key priority
STUDENT KEY PRIORITY: STUDENT SUCCESS
KEY METRICS
BASELINE
TARGET
ACCOUNTABILITY
DATE
Increase student resources in physical space, events and communication in the next three years
2 ACTION PLAN
a
Encourage student involvement, and skill and character development by hosting Division of Student Affairs and Enrollment Services and other UH departmental events each semester •
Grab and gos
DSAES Staff
Each semester
•
QPR training
CAPS Counselor Leah McCoy
Each semester
•
Resumé editing and writing workshops
Career Counselor Priyanka Raut
Each semester
•
Mock interviews
Career Counselor Priyanka Raut
Each semester
•
Career Fairs
Career Counselor Priyanka Raut
Each semester
•
Cougar First Impressions
All Staff
Each semester
•
FAFSA Workshops
Asst. Dir. Enroll. Blake Dalina
Each semester
•
Orientation Presentations
DSAES Staff
Each semester
•
Spring Fling
DSAES Staff
Each semester
•
Introductory emails for DSAES staff members
DSAES Staff
Each semester
•
Promotion of events to students
Communications Department
Each semester
•
Faithful Paws/Therapy Dogs for stress-free finals
Campus Support Services
•
Review events and activities for relevance and effectiveness each semester
Assoc. VP Jay Neal
b
Support the well-being of the campus community by adding one full-time Counselor & Psychological Services counselor within the next three years •
Collect data to assess the volume of student appointments
CAPS Counselor Leah McCoy
Summer 2019
•
Identify national recommendations for student counselor ratios
CAPS Counselor Leah McCoy
Fall 2019
•
Work with Dr. Ngo to identify potential staff
Assoc. VP Jay Neal
Spring 2020
•
Make hire
CAPS Dir. Norma Ngo
TBD
c
Promote student engagement and campus activity awareness each semester •
Weekly social media updates
Communications Dept.
Each week
•
Monthly website and digital signage updates
Communications Dept.
Each month
•
Student engagement activities
Communications Dept./DSAES
Each semester
•
Review and evaluate activities and engagement each semester
Communications Dept./Assoc. VP Jay Neal
Each semester
•
Review efforts each semester
Higher Expectations: 2019-2023 Strategic Plan
Key priority
STUDENT KEY PRIORITY: STUDENT SUCCESS
KEY METRICS
BASELINE
TARGET
ACCOUNTABILITY
DATE
Increase student resources in physical space, events and communication in the next three years
2 ACTION PLAN
d
Host college career fairs/reverse career fairs to assist students in workforce placement each semester •
Identify industry stakeholders
Career Counselor Priyanka Raut
Ongoing
•
Planning logistics
Career Counselor Priyanka Raut
Each semester
•
Host event
Career Counselor Priyanka Raut
Each semester
•
Review and evaluate each semester or after each event
Career Counselor Priyanka Raut
Each semester
e f
Grow number of student organizations and participation by hosting two events per year •
Identify student organizations at UH campus with students attending classes at Sugar Land location
Program Dir. Kim Williams
Fall 2019
•
Meet with student officers from the organizations to create unique programming
Program Dir. Kim Williams/ Assoc. VP Jay Neal
Fall 2019
•
Host event
Program Dir. Kim Williams/ Assoc. VP Jay Neal
Spring 2020
g
Build a student meditation room by 2020
•
Create student focus group to identify special needs
Assoc. VP Jay Neal/Dir. Business Op Ruby Haroon/ Program Dir. Fall 2019 Kim Williams/ Facilities Mgr. Willard Brewster
•
Identify space needs within existing buildings
Facilities Mgr. Willard Brewster
Late fall 2019
•
Meet with student officers from the organizations to create unique programming
Program Dir. Kim Williams/ Assoc. VP Jay Neal
Fall 2019
•
Host two events per year
Program Dir. Kim Williams
Spring 2020
•
Review and evaluate efforts each year
Program Dir. Kim Williams
Spring 2020
ASSUMPTIONS 1. Participation from all colleges at Sugar Land location 2. Buy-in from Deans 3. Support from Division of Student Affairs and Enrollment Services 4. Support from University 5. Space to accommodate students, staff and events
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Key priority
GROWTH KEY PRIORITY: GROWTH
KEY METRICS
BASELINE
TARGET
Create, develop and expand academic programs at the Sugar Land location relevant to the community in the next three years
1
ACCOUNTABILITY College of Technology Dean Tony Ambler/College of Nursing Dean Kathryn Tart
ACTION PLAN
a
Add two programs with identified career paths relevant to regional industry in the next three years •
COT Dean Ambler/CLASS Dean Tillis/COE Dean McPherson
Collaborate with colleges to create, expand or explore innovative academic programs
•
Work with advisory board and other partners to identify career paths
b c
Be active in the community by hosting monthly meetings for entities that include Chambers of Commerce and/or Economic Development Board meetings Host or sponsor multiple Chamber of Commerce events annually
Exec. Dir. PR and Community Partnerships Beth Johnson
d e
Speak on community panels such as Chamber of Commerce’s State of Higher Education annual event, Economic Development panels, subcommittee roles with organizations each semester
Assoc. VP Jay Neal
Invite community stakeholders to serve on advisory boards, including those at UH Sugar Land, colleges or departments
CON, Dean Tart/ COT Dean Ambler
KEY PRIORITY: GROWTH
KEY METRICS
BASELINE
TARGET
Create a long-term plan for land and infrastructure that supports student growth by 2021
2
ACCOUNTABILITY Assoc. VP Jay Neal
ACTION PLAN
a
Complete a land usage and infrastructure needs assessment by 2021 •
Consult with UHS/UH AVC/AVP Facilities, Operations and Construction Planning
•
Organized meeting March 7, 2019
•
Review completed assessment biannually
b
Update the Facilities Master Plan by 2021 •
Consult with UHS/UH AVC/AVP Facilities, Operations and Construction Planning
•
Organizational meeting March 7, 2019, complete assessment by 12/31/2020, review biannually
c
Commission an Economic Impact Study by 2020 •
Identify and employ researchers/research entity
•
Hire researcher/research entity by 2019
•
Complete economic impact study of UH Sugar Land location by 2020
d
Assess current and explore future technology needs of campus facilities by 2021; review biannually •
Consult with UH CIO and/or UH Sugar Land IT personnel
•
Implement assessment process in 2019
•
Complete assessment by end of 2020
e
Assess current and explore future transportation needs by 2021 reviewed biannually •
Consult with AVP/VP Emily Mesa to lead assessment
•
Implement process in 2019
•
Complete process by 2021
Higher Expectations: 2019-2023 Strategic Plan
Assoc. VP Jay Neal/Facilities VP David Oliver/Dick Phillips Dick Phillips/Facilities VP David Oliver
Key priority
IMPACTFUL KEY PRIORITY: IMPACTFUL PARTNERSHIPS
Grow community, political and regional business relationships through quality targeted visits and activities during the next three years
1
KEY METRICS Number of site visits
BASELINE
TARGET 5
ACCOUNTABILITY Exec. Dir. PR and Community Partnerships Beth Johnson
ACTION PLAN
a
Conduct site visits to five businesses relevant to academic programs annually as part of a listening tour •
Engage with community resources to identify which businesses may be a good fit for an ongoing relationship with UH
•
Reach out to Fort Bend EDC and the EDCs for Sugar Land, Richmond and Rosenberg for assistance in identifying leads
•
Send introduction emails and make follow up phone calls to set up site visits
•
Visit with representatives from the identified businesses, ideally at their location but if not, by phone (some organizations will not allow visits- i.e. FDA-regulated pharma companies, etc.)
•
Develop and maintain a list of individuals with whom we meet for possible future engagement (seating at tables at events, alumni engagement opportunities, prospects for UH Development, etc.)
•
Review efforts annually
Exec. Dir. PR and Community Partnerships Beth Johnson
ASSUMPTIONS 1. Fort Bend EDC, and those within the cities, will assist in identifying relevant businesses and facilitating introductions 2. Businesses will be willing to engage with UH through site visits and other ongoing relationship tactics Actively pursue public/private and public/public partnerships by developing three proposals (workforce, P3, research) in the next 12 months
b
Number of proposals developed
3
•
Engage with Fort Bend County, Fort Bend EDC, the Cities of Sugar Land, Rosenberg and Richmond and their respective economic development teams, as well as private industry and local alumni at key businesses to indemnify prospective partnerships and establish the foundation for ongoing relationships
•
Regularly meet and engage with entities listed above to maintain and further develop strong relationships but also do specifically request keeping us in mind/introducing us to possible relevant partners
•
Review Listening Tour visits list for possible further discussion about partnerships
•
Introduce possible partners to relevant UH faculty and staff including Deans and researchers, as well as necessary business and legal staff
•
Dr. Neal, and the relevant Dean(s) would guide the potential partner through the creation of a proposal for consideration
Assoc. VP Jay Neal
ASSUMPTIONS 1. Relevant community entities are willing to work with UH and keep us in mind for possible partnerships with third parties 2. UH Deans and other individuals are willing to engage with the process and open to the new partnership for physical space, collaboration, research, etc. 3. All partnerships have an educational purpose as the primary foundation 4. Partnership is broadly defined to include public/public partnerships (like the creation of roads or parking garages) as well as traditional public private partnerships resulting in the creation of a shared effort and possibly physical space
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Key priority
IMPACTFUL KEY PRIORITY: IMPACTFUL PARTNERSHIPS
Grow community, political and regional business relationships through quality targeted visits and activities during the next three years
1
KEY METRICS Number of site visits
BASELINE
TARGET 5
ACCOUNTABILITY Exec. Dir. PR and Community Partnerships Beth Johnson
ACTION PLAN
c
Grow and maintain relationships with area community colleges by conducting eight visits to area campuses and hosting or partnering in two to four additional events per academic year •
Identify community colleges
Program Dir. Kim Williams
•
Determine events to host
Program Dir. Kim Williams
•
Review efforts each academic year
Program Dir. Kim Williams
Higher Expectations: 2019-2023 Strategic Plan
Key priority
BRAND KEY PRIORITY: BRAND AWARENESS
KEY METRICS
BASELINE
TARGET
ACCOUNTABILITY
DATE
Visible evidence of updated brand on campus Align and reinforce UH Brand at Sugar Land location through updated logos, wordmarks and language by 2020
1
Sugar Land location included in main campus collateral, digital/online platforms/apps Sugar Land location part of UH Division of MarComm strategies
ACTION PLAN
a
Collaborate with the UH Office of University Communication to create guidelines for messaging/branding of Sugar Land location •
Draft guidelines
Dir. Comm. Marisa Ramirez
•
Submit draft guidelines for approval and inclusion in UH style guide
Dir. Comm. Marisa Ramirez
•
Roll out language/signage requirements to internal audience
Dir. Comm. Marisa Ramirez
b
End of first quarter 2019
Beginning of second quarter 2019 By summer 2019
Create timeline for purging of old logos and messaging at Sugar Land location •
Work with campus stakeholders to determine logo/wordmark replacement priority
Dir. Comm. Marisa Ramirez/ Assoc. VP Jay Neal/Facilities Dir./Safety-Security
•
Determine budget to replace outdoor signage, signage on campus/security vehicles
Dir. Comm. Marisa Ramirez/ Assoc. VP Jay Neal/Business Op
•
Identify vendors to remove/replace signage
Dir. Comm. Marisa Ramirez
•
Purge outdated logos from Communication tools: website, social media platforms, newsletters, digital signage
Dir. Comm. Marisa Ramirez
By second quarter 2019
•
Work with Business office to purge outdated logos from forms, directory listings, permits, letterhead, purchase orders, parking permits, statements
Business Operations
By end of 2019
Jan-Feb 2019
ASSUMPTIONS 1. That timeline is reasonable for purging and replacement
c
2. That budget funds will be available By end of summer 2019
Conceive and implement internal/external information campaign to communicate Sugar Land location identity to campus and region •
Work with Sugar Land communication team to conceptualize internal release of information on new logo, wordmarks, language for the Sugar Land location, targeting faculty/staff/students
Dir. Comm. Marisa Ramirez/ UH Division of MarComm
•
Work with Sugar Land communication team to conceptualize external release of information on Sugar Land identity for area media and area stakeholders
Dir. Comm. Marisa Ramirez/ UH Division of MarComm
ASSUMPTIONS 1. Support of the UH Division of MarComm
2. Buy in from faculty/staff/students
By end of second quarter 2019
3. Available resources (staff, budget)
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EXPECTATIONS Guided by the initiatives and goals outlined in this strategic plan, the University of Houston, Sugar Land location begins the course for excellence, committed to positive impact on student success, our campus and our region, always with Higher Expectations.
Higher Expectations: 2019-2023 Strategic Plan
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THE UNIVERSITY OF HOUSTON AT SUGAR LAND 14000 University Blvd. Sugar Land, Texas 77479-0800
uh.edu/sugarland/strategic-planning