Higher Expectations: A 2019-2023 Strategic Plan for UH at Sugar Land

EXPECTATIONS A 2019-2023 Strategic Plan for UH at Sugar Land

“

This plan is ambitious, aspirational and challenging, and sets us on a course of excellence to impact our community and region.

�

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

02

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

“

Our expectation is that our efforts will lead to greater student success and ultimately the success of our region, state and world.

�

04

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.

06

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:

08

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

10

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

2

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

12

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

14

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

16

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

18

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

20

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

22

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)

24

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

26

THE UNIVERSITY OF HOUSTON AT SUGAR LAND 14000 University Blvd. Sugar Land, Texas 77479-0800

uh.edu/sugarland/strategic-planning