TRACKING THE 20132014 STORY
Collecting and assessing
division and departmental
action steps
2012-2018 DSAES Strategic Initiatives
1.
Create new opportunities for student success through learning, engagement and discovery.
2.
Actualize and leverage the fiscal, human, technological, and facility resources that enhance the
student experience.
3.
Foster the creation of a global learning community that actualizes and embraces inclusion while
preparing students to become active citizens.
4.
Develop a culture of innovation and accountability in the redesign of Division policies,
processes and procedures.
5.
Cultivate a collective identity that demonstrates a united vision.
6.
Create and engage in strategic partnerships.
1
Create new opportunities for student success through learning, engagement and discovery.
a.
Develop a comprehensive First and Second-Year-Experience program inclusive of
sequential, intentional, and structured co-curricular involvement opportunities and
support programs and services.
b.
Establish supportive and advocacy services for commuter, transfer and graduate
students.
c.
Develop a multi-year co-curricular leadership experience for students utilizing the
concepts of leadership theory and self-discovery in partnership with Academic Affairs.
d.
Create a greater variety of student involvement initiatives that focus on the
development of a vibrant campus life, including expanded evening and weekend
programming.
e.
Develop learning and theme communities intentionally connected to academic and
student affairs programs to enhance student success in support of the growing
residential campus.
f.
Develop new service learning initiatives that create opportunities for self-discovery
and application of academic disciplines for students
2013-14 COMPLETED
ACTION STEPS
Create new opportunities for student success through learning, engagement and discovery.
a.
Develop a comprehensive First and Second-Year-Experience program inclusive of sequential,
intentional, and structured co-curricular involvement opportunities and support programs and
services.
•
Maintain/improve effectiveness of New Student Conferences by assessing
participating students meeting established outcomes; increased the
percentage who attend an NSO/ART and enroll courses including
percentage enrolled through 12th class day
•
Launched MAP-Works, early alert, for all first year residential students
•
Launched the SYRE Program in the residential halls
b.
Establish supportive and advocacy services for commuter, transfer and graduate students.
Commuter Students
•
Piloted MAP-Works, early alert, for 1st year commuter students
•
Began first phase for a Commuter Assistant Program
Graduate Students and Non-traditional Students
•
CLC utilized $98,569.00 of CCAMPIS funding for student parent CLC child
care tuition assistance in 2013-2014. CLC utilized $76,381.00 of SFAC
funding for student parent child care tuition assistance.
•
Campus Recreation developed and implemented a transgender policy for
their facility
•
LGBTRC brought ""Out for Work"" to campus in Spring 2014, initiated a
Polyamorous workshop series, and began bisexuality awareness through
tabling efforts in Fall 2013"
•
Veteran: improved the military and veterans orientation program for new
and transfer student veterans.
c.
Develop a multi-year co-curricular leadership experience for students utilizing the concepts of
leadership theory and self-discovery in partnership with Academic Affairs.
•
CSI: Ignite program held for the largest leadership class to date. Hosted an
expanded day of service honoring Martin Luther King Jr. Day.
•
CSI: Registered student organizations implemented two new programs:
Student Organization Leadership Conference and Collaboration Kick-Off.
•
CFSL created both the Fraternity/Sorority Executive Leaders Circle and the
Fraternity/Sorority Presidents Leadership Summit.
2013-14 COMPLETED
ACTION STEPS
Create new opportunities for student success through learning, engagement and discovery.
d.
Create a greater variety of student involvement initiatives that focus on the development of a
vibrant campus life, including expanded evening and weekend programming.
•
During the spring 2014 semester, CSI provided Friday night programming
whenever there were no weekend events scheduled on campus. This resulted
in a total of 11 events (as shown in Appendix B), and 100% of weekends with
on-campus events. CSI collaborated with the Council of Ethnic Organizations,
the Student Program Board, and Commuter Services on a variety of film
screenings throughout the semester. CSI also offered several showings at 4PM,
7PM and 10PM to provide opportunities for both commuter and residential
students to enjoy the films. The programming efforts resulted in a total
attendance of 2,934 students.
•
Coordinate with the Campus Ministries Association to develop a variety of
InterFaith Dialogue programs that will provide students different learning
options, to include speakers, cohort groups and reading options.
•
Develop and implement a Sport Club Officer Training
•
Create supplemental materials for OA rental participants to ensure
development of lifetime leisure skills
•
Created committee in conjunction with Student Housing to expand
programming targeted to residential students. Zumba at the Park (40
students attended and 15 signed up for Group Fitness Passes), Insanity in the
Quad (13 students attended with 4 signing up for passes)
•
Recreation o Offered Advanced Freestyle Technique Class for triathlon
training, swim clinics, demo classes for stand up paddleboard yoga, and a
variety of aqua fitness classes
e.
Develop learning and theme communities intentionally connected to academic and student
affairs programs to enhance student success in support of the growing residential campus.
•
Launched a pilot international theme housing program in Bayou Oaks
•
Develop new service learning initiatives that create opportunities for self-discovery and
application of academic disciplines for students.
•
CSM began establishing training and quality enhancement programs with
student learning outcomes assessment for all student media groups,
implemented through the new coordinator positions.
f.
Actualize and leverage the fiscal, human, technological, and facility resources that
enhance the student experience.
2
a.
Establish protocols, guidelines and incentives in consultation with Human
Resources to recruit, train and retain talented and skilled staff to best meet
the needs of the students and to effectively implement Division programs
and services.
b.
Execute an effective operating plan of existing fiscal, human, technological
and facility resources in support of student success.
c.
Assess student employment and internship opportunities and explore, in
partnership with Academic Affairs and Human Resources, options for
increasing, enhancing and improving such opportunities.
d.
Create and implement a division-wide advancement and fundraising
program in partnership with the Division of Advancement.
e.
Provide the highest quality customer service experience utilizing
technology, training and resources to improve user satisfaction.
2013-14 COMPLETED
ACTION STEPS
a.
Establish protocols, guidelines and incentives in consultation with Human Resources
to recruit, train and retain talented and skilled staff to best meet the needs of the
students and to effectively implement Division programs and services.
•
CLC conducted ongoing annual staff develop training and assessed
the CLC Student Employee Development Program. CLC is in the
process of interviewing for the three remaining vacant positions
of Program Manager 2, Lead Teacher and Associate Teacher.
•
CAPS staff received specialized training to conduct QPR suicide
prevention education/training and implemented “Diversity
Dialogues” for conversations about multicultural issues.
•
DOS: Increased staff to include a Case Manager.
•
UC: organizational structure was expanded full time and student
staff positions for the newly renovated and expanded University
Center. Three (3) existing full time staff positions are currently
under review for reclassification.
b.
Execute an effective operating plan of existing fiscal, human, technological and facility
resources in support of student success.
•
Recreation: Benchmarked rental rates and changed rental
practices, Revised cost center billing and processes, Increased
revenue generation by 10%, Created inventory tracking at
equipment checkout, and Implement EMS for room reservations"
•
CLC implemented a new organizational structure reflective of the
planned transition from two sites to one site.
•
CFSL developed strategic and regular partnership opportunities
with SHRL to address townhouse issues.
•
The Cougar was transitioned from daily print based on the task
force review of the Center’s business model and made
recommendations for print strategy, advertising policies and
procedures.
•
The IT Resource Management Plan was created and approved in
July 2014 by University IT and is available on the DSAES website.
•
New systems were launched or tested for Career Services, Health
Center, and CAPS. SAITS staff were a big part of implementing
these new system upgrades.
•
SHRL Increase guest housing as an alternative revenue stream
•
Completed Phase 1 of the UC Transformation Project, through
renovation and expansion of the existing University Center South
and the construction of University Center North.
2013-14 COMPLETED
ACTION STEPS
c.
Assess student employment and internship opportunities and explore, in partnership
with Academic Affairs and Human Resources, options for increasing, enhancing and
improving such opportunities.
•
CLC expanded UH student internship opportunities to include two
graduate students from the COE Curriculum and Instruction
department. Additionally, CLC formed a new academic
collaboration with the UH Department of Communication Sciences
and Disorders American Sign Language (ASL) Interpreting Program.
•
AD Bruce developed a partnership with the Hilton College of
Hotel and Restaurant Management that will further support
student learning and engagement through 2 internships and
employment.
•
Recreation: Student staff are utilized to screen applicants and
conduct the initial interview at the Campus Recreation Job Fair and
current student employees in leadership positions are involved in
the hiring and training of new staff.
•
Recreation: Expanded the Leadership Development Workshop
Series and require student employees to attend a minimum of 2 per
year - 216 students participated, Develop and implement
departmental criteria and general expectations for all G.A.
positions; A Departmental G.A. handbook, evaluation tool, and
general departmental orientation were created and implemented.
d.
Create and implement a division-wide advancement and fundraising program in
partnership with the Division of Advancement.
•
Recreation: Sponsors were solicited for the Tex Fit Workshop and
Collegiate Climbing Competition in February 2014.
e.
Provide the highest quality customer service experience utilizing technology, training
and resources to improve user satisfaction.
•
•
•
Recreation: Safety Committee developed a comprehensive InService schedule, monthly quizzes, and presentations to be used
monthly for student staff. Hosted instructor certifications and
increased students Group Fitness Instructors.
Health Center: implemented more functionality of the new
Pharmacy QS/1 Software.
SAITS created protocols related to day-to-day customer service
needs.
Foster the creation of a global learning community that actualizes and embraces
inclusion while preparing students to become active citizens.
3
a.
Establish a division-wide standing committee focused on the assessment and
creation of programs and services from a multicultural (intercultural)
competency based lens.
b.
Establish co-curricular, globally focused initiatives that provide students with
opportunities for engagement on campus, in our surrounding environments and
beyond.
c.
Explore and enhance multicultural-based collaborative programs with
departments outside of the Division and in partnership with agencies in our
surrounding environments.
d.
Establish and implement a campus climate survey in collaboration with
Institutional Research to identify opportunities to actualize an inclusive and global
learning community.
e.
Explore the feasibility of creating and implementing a Multicultural Student Affairs
department to assess and increase the Division’s contribution to and support of a
diverse student body and fostering a global learning community on campus.
2013-14 COMPLETED
ACTION STEPS
a.
Establish a division-wide standing committee focused on the assessment and
creation of programs and services from a multicultural (intercultural)
competency based lens.
b.
Establish co-curricular, globally focused initiatives that provide students with
opportunities for engagement on campus, in our surrounding environments
and beyond.
•
New programming by CEO and MVP
•
CLC new Spanish Immersion Program classrooms
•
LBGT Speakers bureau
c.
Explore and enhance multicultural-based collaborative programs with
departments outside of the Division and in partnership with agencies in our
surrounding environments.
•
Maintain the diversity of the incoming freshman class by
recruiting and enrolling diverse populations that meet UH’s
profile. Increase outreach initiatives promoting UH and
college readiness to decrease the number of potential
roadblocks that lead to enrollment.
d.
Establish and implement a campus climate survey in collaboration with
Institutional Research to identify opportunities to actualize an inclusive and
global learning community.
e.
Explore the feasibility of creating and implementing a Multicultural Student
Affairs department to assess and increase the Division’s contribution to and
support of a diverse student body and fostering a global learning community
on campus.
•
Final steps in the creation of the Center for Diversity and
Inclusion were completed including the hiring of the first
Director for the center.
Develop a culture of innovation and accountability in the redesign of Division
policies, processes and procedures.
4
a.
Develop a comprehensive assessment plan that identifies learning and
program outcomes and demonstrates a process for improvement based on
measurable results.
b.
Determine how/when to optimize human interaction between Division staff,
students and University partners while employing technology to enable the
timely retrieval and use of accurate information to address routine inquiries.
c.
Establish and implement a series of reporting procedures for the purpose of
demonstrating measurable outcomes and data to demonstrate a collective
contribution to student success.
d.
Establish and implement a recognition process to highlight innovative
initiatives by individual staff members or departments that contribute to the
ultimate goal utilization of human, financial, technological and physical
resources.
2013-14 COMPLETED
ACTION STEPS
a.
Develop a comprehensive assessment plan that identifies learning and program
outcomes and demonstrates a process for improvement based on measurable results.
•
CLC conducted a self-assessment for SACS/AdvancED
reaccreditation process and underwent an external review in April
2014. CLC also submitted the NAEYC accreditation annual report
and the Department of Education CCAMPIS grant annual report
•
Improvements continued in the division-wide assessment planning
and all twenty-seven departments began plans for FY15.
•
Division-wide assessment committee implemented a consultant
team structure and cycle for evaluation and assistance in
departmental assessment planning.
b.
Determine how/when to optimize human interaction between Division staff, students
and University partners while employing technology to enable the timely retrieval and
use of accurate information to address routine inquiries.
•
Increase the accuracy and efficiency of Admission processing by
reducing the time from application to admission, using technology
to decrease the number of paper documents that are processed,
and incorporating auditing as a standard part of the business
process
•
Recreation created and installed new policy signage throughout
CRWC
c.
Establish and implement a series of reporting procedures for the purpose of
demonstrating measurable outcomes and data to demonstrate a collective
contribution to student success.
•
First cycle of strategic plan mapping and reporting occurred that
incorporated the actions of all the departments toward goal
achievement.
d.
Establish and implement a recognition process to highlight innovative initiatives by
individual staff members or departments that contribute to the ultimate goal
utilization of human, financial, technological and physical resources.
•
CLC hosted the annual awards program in August and awarded
Student Employee Award of Excellence, CLC Spirit Award,
Outstanding Support Staff Award, and the Early Childhood
Professional Award of Excellence.
Cultivate a collective identity that demonstrates a united vision.
5
a.
Collaborate with the Division of University Advancement and UH
Marketing & Communication to develop and implement a division-wide
integrated branding and marketing plan.
b.
Assess the current web presence and use of social media throughout the
Division and implement Division expectations of website design and
effective use of social media.
c.
Develop a comprehensive and integrated communications plan to increase
awareness and understanding among the Division, the campus community
and the surrounding environments about who we are, what we do and
who we serve.
d.
Expand the opportunities for staff involvement in division-wide initiatives,
programs and services.
2013-14 COMPLETED
ACTION STEPS
a.
Collaborate with the Division of University Advancement and UH Marketing &
Communication to develop and implement a division-wide integrated branding and
marketing plan.
•
Recreation incorporated the new branding into all marketing
•
UC: installed four Digital screens in University South and one in
University Center North. The University Center also erected an
outdoor marquee to advertise events and programs.
b.
Assess the current web presence and use of social media throughout the Division and
implement Division expectations of website design and effective use of social media.
•
AD Bruce: Improvements include updating of forms, clarification of
policies and updates on maps, and CMA ministries.
•
CSM: 2 of three groups have transitioned web services
c.
Develop a comprehensive and integrated communications plan to increase awareness and
understanding among the Division, the campus community and the surrounding
environments about who we are, what we do and who we serve.
•
CLC utilized web-based parent and staff perception feedback surveys.
CLC reviewed/updated center website/electronic communications to
meet the needs of operation and users. Additionally, CLC formed a
new partnership with UH PBS which included a media lab kit. CLC
replaced dated computers in the preschool classrooms and added
digital cameras to each classroom to enhance learning documentation.
•
•
d.
Campus Recreation created a full campaign (in print, media, and online) to address residential and commuter students, targeted faculty
and staff through multiple methods.
The Get Involved Platform features direct connections to 517 student
organizations and campus departments. There are 19,972 active
accounts owned by students and staff members.
Expand the opportunities for staff involvement in division-wide initiatives, programs and
services.
•
The Marketing committee expanding impact and reach of the
committee and hosted a division-wide day of marketing for all staff.
•
The Professional Development Committee expanded opportunities for
staff to get on-campus development and intentional networking.
•
The Assessment Committee changed its recruitment to solicit
participation of newer staff members and included more departments.
Create and engage in strategic partnerships.
6
a.
Collaborate with the Division of Academic Affairs to develop proactive initiatives
and research that positively impact student retention and graduation rates.
b.
Involve the Faculty Senate, Staff Council, Student Government Association and
other shared governance groups in the Division’s assessment and planning
initiatives.
c.
Partner with the Division of University Advancement and the Alumni Association
to nurture an alumni base to support the Division’s initiatives.
d.
Engage the Division of Administration and Finance in effective facilities
management and the prioritization of capital investments.
e.
Work with University Information Technology to operationalize best practices
and to leverage resources to optimize the seamless delivery of programs and
services.
f.
Join forces with UH Athletics to explore opportunities that are mutually
beneficial for student success.
2013-14 COMPLETED
ACTION STEPS
a.
Collaborate with the Division of Academic Affairs to develop proactive initiatives and
research that positively impact student retention and graduation rates.
•
Not sure on this one? Increase the SAT profile of the incoming
freshman class by recruiting a stronger application pool, focusing on
targeted high schools, exploring new recruiting markets and
managing the number of admits from the individual Admissions
Review
•
UH Wellness initiated Health Coogs 2020.
•
VS planned and implemented the bi-annual Military and Graduation
Cording Ceremony for military service members and veterans,
including coordination with administrative and academic
departments, communication with graduating student-veterans,
planning of the program, and follow-up/evaluation.
b.
Involve the Faculty Senate, Staff Council, Student Government Association and other
shared governance groups in the Division’s assessment and planning initiatives.
•
CLC collaborated with the CLC Advisory Board during the
AdvancED self-assessment and external review process which
included goal setting for the future. In addition, CLC collaborated
with CLC stakeholders and UH Facilities Planning & Construction
during the drafting of the hazard mitigation plan. The UH
Commission on Women has been kept abreast of future building
plans for CLC and the drafting of the hazard mitigation plan.
•
Recreation - Revitilized the Advisory Board
•
The Student Media Advisory Committee held four full meetings in
addition to three interview subcommittees, marking the first class of
leaders to be selected by the committee (and the first time that
Student Video Network and Coog Radio were put through a
standing committee to select their top leaders)
c.
Partner with the Division of University Advancement and the Alumni Association to
nurture an alumni base to support the Division’s initiatives.
•
CLC compiled contact information of former and current CLC
parents and student employees into a spreadsheet
•
AD Bruce: collaborated in the development and planning of the
Annual UH Memorial Service
•
Recreation - An Alumni Open House was held in January and a
Family Day was held in May
•
LGBTRC hosted own Alumni network reception
2013-14 COMPLETED
ACTION STEPS
d.
Engage the Division of Administration and Finance in effective facilities management and
the prioritization of capital investments.
•
CLC developed and signed a Memorandum of Understanding (MOU)
between CLC and off-site facilities for evacuation purposes. CLC is in
the final phase of completing the Texas Department of Emergency
Management Hazard Mitigation Plan for submittal.
•
CLC worked with UH Facilities Planning & Construction to compile
draft drawings and possible locations on the UH campus for a future
new CLC building combining both sites.
•
AD Bruce collaborated with Facilities Management with the quarterly
review of facility Service Level Agreements to ensure Religion Center
needs are met and cost savings are achieved where applicable.
•
Recreation: Cullen Field work was completed, water filling stations
installed in facility, window tinting completed, and equipment
maintenance contract completed
•
Memorandums of Understanding were drafted and reviewed for our
food service and bookstore contract partners. The MOU for food
service was fully completed and executed for 2013-2014. The MOU
for the bookstore is near complete with revisions to be incorporated
related to square footage finalizations and adjustments as well as
revisions related to facility access and key control.
e.
Work with University Information Technology to operationalize best practices and to
leverage resources to optimize the seamless delivery of programs and services.
•
All but one department server was transitioned to the University IT
Virtual environment or phased out as part of new platform
implementations
•
We have replaced most critical computers throughout the Division.
The Student Affairs IRM plan was approved by University IT and will be
updated to reflect any changes related department and divisional IT
needs
f.
Join forces with UH Athletics to explore opportunities that are mutually beneficial for
student success.
•
CLC made intentional outreach for opportunities with athletics.