Strategic Objective Commentary - PDF document

1 Strategic Objective Commentary 1 –
Strategic Objective Commentary 1 – Improve Value of Diversity & Inclusion SMT Members Objective Owners: Scott Richardson Renee Lastrapes Brad McGonagle David Garrison Heather Kanenburg Abby Varela Shreerekha Subramanian Denise McDonald mprove value of diversity and inclusion by fostering a campus culture that promotes an environment of respect and appreciates individual differences along varying dimensions thus minimizing cultural biases and systemic inequities. Intended Result(s) Improve foundational understanding of diversity https://diversity.ucsf.edu/sites/diversity.ucsf.edu/files/meeting - materials/selfassessmenttool.pdf - selfassessmentby stakeholders. Increased recruitment and retention of student, faculty and staff from diverse populations Percentage increase in variables of diversity that include, but are not limited to:racial, ethnic representation in student organizations for these areas. Strategic Initiative(s): Diversity workshopto create awareness, shift attitudes and bring systematic c

2 hange in culture: invite all groups at u
hange in culture: invite all groups at university; have expert lead workshop; conduct preand posttest Task force with representation from all stakeholders from across the university:Move forward with knowledge gained in NOTE: Complete one Strategic Objective Commentary for each Objective. Performance Measure Data Definition Table Objective: Improve Value of Diversity & InclusionIntended Result:Improve foundational understanding of diversity Objective Name Measure Description: Periodic surveying of the entire university (one representative per department) of the items in the survey on a 5 point Likert scale. Improve Value of Diversity & Inclusion Objective Owner(s) Strength (1 5): 5 SMT: Scott Richardson, Brad McGonagle, Dwayne Busby, Heather Kanenburg OO:Denise McDonald, Renee Lastrapes, David Garrison, Erika De Leon, Abby Varela, Shreerekha Subramanian Feasibility (1 5): 1 Intended Result Formula: % indicating strongly agree or agree Improve foundational understanding of diversity Unit of Measure: % Measure Location: Diversity office Measure Owner: Scott Richardson Data Source: Qualtrics Measurement Name Collection Frequency: 1x/year initially Reporting Frequency: 1x/year S

3 elf - assessment tool Verified / Valid
elf - assessment tool Verified / Validated by: Human Resources; Title IX; Presentation: Annual report to university community; format TBD. Targets &Thresholds: NOTE: Complete one Performance Measure Data Definition Table for each Performance Measure / KPI. Performance Measure Data Definition TableObjective: Improve Value of Diversity & InclusionIntended Result:Increased recruitment and retention of student, faculty and staff from diverse populations Objective Name Meas ure Description: Percentage increase in variables of diversity that include, but are not limited to: racial, ethnic, National Origin, gender, sexual orientation, religion, and ability in faculty/staff, increase in representation in student organizations for these areas. Improve Value of Diversity & Inclusion Objective Owner(s) Strength (1 5): 5 SMT: Scott Richardson, Brad McGonagle, Dwayne Busby, Heather Kanenburg OO:Denise McDonald, Renee Lastrapes, David Garrison, Erika De Leon, Abby Varela, Shreerekha Subramanian Feasibility (1 5): 1 Intended Result Formula: # of and % increase in representation of diversity Improve foundational understanding of diversity Unit of Measure: % Measure Location: HR; Student Affairs;

4 Title IX; Measure Owner: HR Data Sourc
Title IX; Measure Owner: HR Data Source: PeopleSoft Measurement Name Collection Frequency: 1x/year initially Reporting Frequency: 1x/year Diversity Census Verified / Validated by: Human Resources; Title IX; Presentation: Annual report to university community; format TBD. Targets & Thresholds: NOTE: Complete one Performance Measure Data Definition Table for each Performance Measure / KPI. Strategic Initiative Data Definition Table Initiative Name: Initiative Description: Diversity workshop to create awareness, shift attitudes and bring systematic change in culture: invite all groups at university; have expert lead workshop; conduct preand posttest Diversity workshop Initiative Owner: Strategic Objective(s) Covered: Improve value of diversity and inclusion HR and Title IX Project Roles and Responsibilities: HR and Title IX will develop curriculum content and provide training Intended Result(s): Risks: Data are incomplete or inconsistent; assessments are not repeated; complacency; maintenance of positive morale; training not perceived as valuable Improve foundational understanding of diversity Increase awareness and presence of diversity work on campus Increase recruitment

5 and retention of faculty Increase re
and retention of faculty Increase recruitment and retention of staff Increase recruitment and retention of students Assu mptions and Constraints: Invited participants will attend and implement the diversity principles; we do not have funding to hire external experts Management Controls: Budget allocation and personnel Major Tasks: Curriculum Development Data Collection and Analysis Evaluation of workshop Milestones: Recruit interested participants in each division in Year One. Public acknowledgment of the diversity work through annual milestone celebrations that highlight the workshops that were conducted, and the various stakeholders who emerged as outstanding exemplars of diversity work at our institution. Increase participation in workshops each year, in each division, by X%. Deliverables: Training sessions offered regularly Estimated Staff Commitments: HR, Title IX, related faculty and staff Purpose/Business Case: Estimated budget and type of funds by year: To be determined by leadership team Project Performance Measures: EAB #s for students; PeopleSoft #s for staff Targets and Thresholds: % of Departments and Divisions Participating Stra

6 tegic Initiative Data Definition Table I
tegic Initiative Data Definition Table Initiative Name: Initiative Description: Task force with representation from all stakeholders from across the university: Move forward with knowledge gained in workshops; these learners devise strategies to disseminate Ongoing commitment to valuing Diversity and Inclusion: baseline assessment with reevaluation 6 or 9 months to ensure that diversity work is ongoing. Task Force Initiative Owner: Strategic Objective(s) Covered: Improve value of diversity and inclusion HR and Title IX Project Roles and Responsibilities: HR and Title IX will establish a cadre of diversity trainers from existing staff and faculty in an ongoing basis Intended Result(s): Risks: Attrition; complacency; maintenance of positive morale; Participation not perceived as valuable Improve foundational understanding of diversity Increased recruitment and retention of student, faculty, and staff from diverse populations Assumptions and Constraints: Task Force is sustainable and consistent; constraint: funding Management Controls: Budget allocation and personnel Major Tasks: Marketing and communication of training Scheduling regular ongoing sessions Analysis of bi

7 - annual data collection and annual rep
- annual data collection and annual report and evaluation Milestones: Semiannual working group meeting Deliverables: Diversity data and annual report Estimated Staff Commitments: HR, Title IX, related faculty and staff Purpose/Business Case: Estimated budget and type of funds by year: To be determined Project Performance Measures: Attendance at working group meetings and completion of annual report Targets and Thresholds: Representation in the Task Force from all departments and divisions. Strategic Objective Commentary 2 – Improve Technology SMT Members: Objective Owners: Steven Berberich Kathy Dupree Ed Puckett Vivienne McClendon Jana Willis Douglas Steel Said Bettayeb John Rodrigue Henock Gebrehiwot Description: Recognize the central role that technology plays in both the academic and support units across the institution by enhancing the use emerging technology. Intended Result(s) Per

8 formance Measure (KPI): Increased capa
formance Measure (KPI): Increased capacity for exploring new technology tools or applications - Amount of internal and external time spent on growth and transformative projects compared to time spent on all projects and operations. Improved digital access across campus and with external stakeholders (e.g. prospective students, alumni and new employees; i.e. online applications, interactive tools) - Monthly tracking of external and internal website hits. - Strategic Initiative(s): Develop universitywide technology survey through the University technology governance mechanisms that assesses unit/college current and future technology and digital access needs. Needs to be an ongoing priority of the technology governance to ensure the survey that adds technology services as we change (e.g. UCT support services, CSE supported services, Library, etc.)Create a transformative website (internally and externally). NOTE: Complete one Strategic Objective Commentary for each Objective. Performance Measure Data Definition Table Objective: Improve TechnologyIntended Result: Increased capacity for exploring new technology tools or applications Objective Name Measure Description: Amount of internal and exte

9 rnal time spent on growth and transform
rnal time spent on growth and transformative projects compared to time spent on all projects and operations. Improve Technology Objective Owner(s) Strength (1 5): 5 SMT: Steven Berberich, Kathy Dupree, Vivienne McClendon OO:Ed Puckett, Jana Willis, Said Bettayeb, John Rodriguez, Henock Gebrehiwot, Douglas Steel Feasibility (1 5): 2 Intended Result Formula: Amount of internal and external time spent on growth and transformative projects compared to time spent on all proje cts and operations. Increased capacity for exploring new technology tools or applications Unit of Measure: % Measure Location: UCT Project Office Measure Owner: Director of Project Office Data Source: Project Office Measurement Name Collection Frequency: Annually Reporting Frequency: Annually Percent of time devoted to new technology initiatives. Verified / Validated by: CIO Presentation: Line Graph Targets & Thresholds: 10 50 NOTE: Complete one Performance Measure Data Definition Table for each Performance Measure / KPI. Performance Measure Data Definition Table Objective: Improve TechnologyIntended Result: Improved digital access across campus and with external stakeholders Objective Name Measure De

10 scription: Improved digital presence w
scription: Improved digital presence with external stakeholders. Improve Technology Objective Owner(s) Strength (1 5): 5 SMT: Steven Berberich, Kathy Dupree, Vivienne McClendon OO:Ed Puckett, Jana Willis, Said Bettayeb, John Rodriguez, Henock Gebrehiwot. Douglas Steel Feasibility (1 5): 5 Intended Result Formula: Monthly tracking of website external hits, i.e. the type of analyses performed by stores: raw hits, traffic sourcing, bounce rats, top requests) Improved digital access across campus and with external stakeholders Unit of Measure: Whole number Measure Location: Marketing and Communication Measure Owner: Associate Director of Web Services Data Source: Spreadsheet Measurement Name Collection Frequency: Monthly Reporting Frequency: Monthly Digital Access Verified / Validated by: AVP for Marketing and Communication and CIO Presentation: Line graph Targets & Thresholds: TBD TBD NOTE: Complete one Performance Measure Data Definition Table for each Performance Measure / KPI. Strategic Initiative Data Definition Table Initiative Name: Initiative Description: Develop universitywide technology survey that assesses unit/college current andfuture technology needs. Enha

11 ncing Technology Survey Initiative Owne
ncing Technology Survey Initiative Owner: Strategic Objective(s) Covered: Seeks to twice a year gather information regarding emerging technology needs in the various units across campus. CIO and UCT Project Roles and Responsibilities: Develop survey tool and monitor how needs move through Project Management process. Intended Result(s): Risks: Although a committee will prioritize, needs may still outpace resources or will not be implemented in a timely fashion Assumptions and Constraints: All requests will be based on true needs. There is always a funding limitation associated with technology needs. Prioritization Management Controls: CIO needs to establish a process that utilizes the Project Management office to review needs but then engages an technology governance committee to set priorities. Needs to involve senior leadership Must involve a budget augmentation process. Major Tasks: Create survey Develop annual evaluation process Milestones: Survey completed Data reviewed by committee/senior leadership Project management engages in selected projects (before/after committee?) Deliverables: Annually a process to bring to campus new Estimated Staff Commitment

12 s: Recommend use of existing staff. P
s: Recommend use of existing staff. Purpose/Business Case: Estimated budget and type of funds by year: Budget for new supported technologies. Estimate 150250K per year Project Performance Measures: Monitoring impact of new technologies Targets and Thresholds: Efficiency, student success, branding Strategic Initiative Data Definition Table Initiative Name: Initiative Description: Create a transformative website (internally and externally). Improving digital access Initiative Owner: Strategic Objective(s) Covered: To keep UHCL at the cutting edge of websites there needs to be an investment in updating our website capabilities (externally and internally) followed with additional personnel to maintain AVP for Marketing and Communication and CIO Project Roles and Responsibilities: The university will be investing in upgrading its website, first externally and then through the creation of appropriate internal capabilities. Intended Result(s): Risks: Beginning with an external consultant and internal committee then moving to adding at least one FTE to maintain maybe cost prohibitive. Assumptions and Constraints: That the slow updating of the website and the lack on

13 an internal website for campus use is
an internal website for campus use is simply insufficient personnel. That we know what we want in terms of a website. Management Controls: Major Tasks: Update the website to make it more responsive to prospective visitors (e.g. students, prospective hires, alumni) Create an intranet for faculty, staff and students Milestones: Form a committee that will work with MarComm to explore getting a consultant for a website upgrade and determine what resides externally vs. internally. UCT will explore how to meet the internal data needs for UHCL. Hire a person to maintain website upgrades. Deliverables: 1 Transformative external website serving prospective students/parents, faculty and staff. 2. Website/Office 365 support for internal use (current faculty, staff and students). 3. Support to maintain websites. 4. Improved distribution of information on the web. Estimated Staff Commitments: One additional FTE plus the current FTE support in MarComm and UCT. Purpose/Business Case: Estimated budget and type of funds by year: Initially, the cost for a consultant (100K, 1X) followed with one FTE for an individual to support maintaining the website (est. $80K/yr) Project Pe

14 rformance Measures: Increase activity
rformance Measures: Increase activity Targets and Thresholds: Strategic Objective Commentary 3 – Improve Learning Resources SMT Members: Objective Owners: Miguel Gonzalez Tim Richardson Stephen Cherry Joan Pedro Rick Puzdrowski Esther Herrera Ivelina Pavlova David Benz Jason Makepeace Description: Develop resources that will enable the communitylarge to achieve their academic and career goals, such as internship opportunities, career advising, professional development, study support, study abroad opportunities and faculty engagement in student spaces. Increase on and off campus resources that will enhance experiences for traditional and non - traditional students. Intended Result(s) Performance M easure (KPI): Increased scholarship opportunities through increase of funding (A) 3 year rolling average of donations for student scholarships Improved experiential learning (B) % change in participation of elective experiential learning experiences from year to year % positive student satisfaction rate

15 Increased number of program opportuniti
Increased number of program opportunities (C) New/Revised Academic Programs/Curricula Index New/Revised Staff & Faculty Development Programs Index Strategic Initiative(s): (A) Increase number of donations for student scholarships from alumni and others through the Office of University Advancement.(B) Improve collaboration between Strategic Partnerships, Global Learning and Strategy, Career Development and Colleges.(B) Increasemarketing and visibility of experiential learning opportunities offered through Strategic Partnerships and Global Learning & Strategy.(B) Ensure Strategic Partnerships and Global Learning & Strategy have resources to continue to identify and develop new experiential learning opportunities.(C) Partnership between Center for Faculty Development & Human Resources (Human Capital Advancement Manager), Office of Institutional Effectiveness(C) Implement online learning platform for staff & faculty(C) Establish the use of mini grants to incentivize the updating of curriculum(C) Identify existing Coaching & Mentoring Programs to identify ‘best practices’ NOTE: Complete one Strategic Objective Commentary for each Objective. Performance Measure Data Definition Table Objective: Improve

16 Learning ResourcesIntended Result: Incr
Learning ResourcesIntended Result: Increased number of program opportunities Objective Name Measure Description: # of new or revised degree programs per college approved by College CurriculumCommittee # of new or revised classes per college approved College CurriculumCommittee # of new or revised minors per college # of new or revised certificates per college Improve Learning Resources Objective Owner(s) Strength (1 5): 3 SMT: Miguel Gonzalez, Joan Pedro OO:Tim Richardson, Rick Puzdrowzi, Ivelina Pavlova, Jason Makepeace, Stephen Cherry, Esther Herrera, David Benz Feasibility (1 5): 5 Intended Result Formula: SUM(# of new or revised degree programs per college, # of new or revised classes per college, # of new or revised minors per college, # of new or revised certificates per college) / total number of programs per college Increased number of Program Opportunities Unit of Measure: % Measure Location: College & OIE Measure Owner: David, Ivelina, Esther, Rick Data Source: Annual Faculty Reports/Departmental Reports/College Reports/OIE Measurement Name Collection Frequency: Annual Reporting Frequency: Annual % of Academic Programs with new or revised Curricula Verifie

17 d / Validated by: Associate Dean Colle
d / Validated by: Associate Dean College Presentation: Bar graph Targets & Thresholds: 0% 20% NOTE: Complete one Performance Measure Data Definition Table for each Performance Measure / KPI. Performance Measure Data Definition Table Objective: Improve Learning ResourcesIntended Result:Increased number of program opportunities through increase of funding Objective Name Measure Description: Professional Development for Staff & Faculty Index # of Development Programs offered by University # Staff/Faculty Attending Development Programs offered by University Surveys of attendee satisfaction and needs assessment Improve Learning Resources Objective Owner(s) Strength (1 5): 3 SMT: Miguel Gonzalez, Joan Pedro OO:Tim Richardson, Rick Puzdrowzi, Ivelina Pavlova, Jason Makepeace, Stephen Cherry, Esther Herrera, David Benz Feasibility (1 5): 1 Intended Result Formula: # completed sessions/qtr will be tabulated and # of surveys that asks for the satisfaction with programs offered Increased number of Program Opportunities Unit of Measure: % Measure Location: Center for Faculty Development and HR, OIE Measure Owner: David, Ivelina, Esther, Rick Data Source: Faculty and Staff Developme

18 nt Reports Measurement Name Collection F
nt Reports Measurement Name Collection Frequency: Quarterly Reporting Frequency: Quarterly Professional Development for Staff & Faculty Index Verified / Validated by: Center for Faculty Development and Human Resources, Office of Institutional Effectiveness Presentation: Graphs Targets & Thresholds: 30% of target pop �80% of target pop NOTE: Complete one Performance Measure Data Definition Table foreach Performance Measure / KPI. Performance Measure Data Definition Table Objective: Improve Learning ResourcesIntended Result: Improved Experiential Learning Objective Name Measure Description: # of students participating in studies abroad and internships Improve Learning Resources Objective Owner(s) Strength (1 5): 5 SMT: Miguel Gonzalez, Joan Pedro OO:Tim Richardson, Rick Puzdrowzi, Ivelina Pavlova, Jason Makepeace, Stephen Cherry, Esther Herrera, David Benz Feasibility (1 5): 5 Intended Result Formula: % change Increased number of students participating in elective experiential learning experiences (studies abroad, internships, practicums, etc.) Unit of Measure: % Measure Location: Global Learning & Strategy, Strategic Partnerships, Colleges Measure Owner: David, I

19 velina, Esther, Rick Data Source: Global
velina, Esther, Rick Data Source: Global Learning & Strategy, Strategic Partnerships, Colleges reports Measurement Name Collection Frequency: Annually Reporting Frequency: Annually % change in participation of elective experiential learning experiences from year to year Verified / Validated by: Global Learning & Strategy, Strategic Partnerships, Colleges Presentation: Graphs Targets & Thresholds: 10% 15% NOTE: Complete one Performance Measure Data Definition Table for each Performance Measure / KPI. Performance Measure Data Definition Table Objective: Improve Learning ResourcesIntended Result: Improved Experiential Learning Objective Name Measure Description: % of satisfied students from satisfaction survey Improve Learning Resources Objective Owner(s) Strength (1 5): 5 SMT: Miguel Gonzalez, Joan Pedro OO:Tim Richardson, Rick Puzdrowzi, Ivelina Pavlova, Jason Makepeace, Stephen Cherry, Esther Herrera, David Benz Feasibility (1 5): 3 Intended Result Formula: # of satisfied students / # of surveys completed Improve student satisfaction with experiential learning experiences. Unit of Measure: % Measure Location: Global Learning & Strategy, Strategic Partnerships, Colleges Measure

20 Owner: David, Ivelina, Esther, Rick Dat
Owner: David, Ivelina, Esther, Rick Data Source: Global Learning & Strategy, Strategic Partnerships, Colleges reports Measurement Name Collection Frequency: Every long semester Reporting Frequency: Every long semester % positive student satisfaction rate Verified / Validated by: Global Learning & Strategy, Strategic Partnerships, Colleges Presentation: Graphs Targets & Thresholds: 70% 90% NOTE: Complete one Performance Measure Data Definition Table for each Performance Measure / KPI. Performance Measure Data Definition Table Objective: Improve Learning ResourcesIntended Result: Increased Scholarship Opportunities Objective Name Measure Description: 3 year rolling average of donations for scholarships Improve Learning Resources Objective Owner(s) Strength (1 5): 5 SMT: Miguel Gonzalez, Joan Pedro OO:Tim Richardson, Rick Puzdrowzi, Ivelina Pavlova, Jason Makepeace, Stephen Cherry, Esther Herrera, David Benz Feasibility (1 5): 3 Intended Result Formula: Average of total funds obtained via donations for scholarships over previous 3 years compared tototal funds obtained in current year. Increased scholarship opportunities Unit of Measure: Dollars Measure Location: Office of St

21 udent Financial Aid Measure Owner: David
udent Financial Aid Measure Owner: David, Ivelina, Esther, Rick Data Source: Office of Student Financial Aid reports Measurement Name Collection Frequency: Annually Reporting Frequency: Annually 3 year rolling average of donations for student scholarships Verified / Validated by: Office of Student Financial Aid Presentation: Graph Targets & Thresholds: No Yes NOTE: Complete one Performance Measure Data Definition Table for each Performance Measure / KPI. Strategic Initiative Data Definition Table Initiative Name: Initiative Description: (A) Increase number of donations for student scholarships from alumni and others through the Office of University Advancement. Donations Initiative Owner: Strategic Objective(s) Covered: Improve Learning Resources Tim Richardson, Rick Puzdrowzi, Ivelina Pavlova, Jason Makepeace, Stephen Cherry, Esther Herrera, David Benz Project Roles and Responsibilities: Office of University Advancement Intended Result(s): Risks: None Oercent Increase on a yearly basis of scholarship funds. Assumptions and Constraints: There will be an icrease in the amount of money. This can be done through interest gain or through more donations. Management Control

22 s: Semester Reports on the number of
s: Semester Reports on the number of scholarships,and the scholarships that are used or unused. Major Tasks: Where are the needs based on the criteria. There needs to be a broadening or diversity of the student pool based on the various criteria Milestones: A scholarship portfolio of current and apast scholarships Deliverables: Number of scholarships given out each semester Estimated Staff Commitments: University Advancement Staff duties. Purpose/Business Case: Estimated budget and type of funds by year: Budget Neutral Project Performance Measures: End of Semester Reports Targets and Thresholds: 1 3 5 Strategic Initiative Data Definition Table Initiative Name: Initiative Description: Ensure Strategic Partnerships and Global Learning & Strategy have resources to continue to identify and develop new experiential learning opportunities. New Learning opportunities Initiative Owner: Strategic Objective(s) Covered: Improve Learning Resources Miguel Gonzalez, Joan Pedro Tim Richardson, Rick Puzdrowzi, Ivelina Pavlova, Jason Makepeace, Stephen Cherry, Esther Herrera, David Benz Project Roles and Responsibilities: Work with the various committ

23 ees and offices to ensure that the pro
ees and offices to ensure that the programs are viable and to introduce new programs. Intended Result(s): Risks: Low Increase in the number of program opportunities Assumptions and Constraints: Data must be collected to determine where the needs are and the success or challenges. Management Controls: Colleges, OIE Major Tasks: Collect and collate the data to be used for decision making Milestones: Data management system Deliverables: Data collected in different forms from different offices and colleges. Estimated Staff Commitments: Colleges staff, Associate Deans, OIE share and have access to the data. Purpose/Business Case: Estimated budget and type of funds by year: Budget neutral Project Performance Measures: Data from surveys Targets and Thresholds: 20 Strategic Initiative Data Definition Table Initiative Name: Initiative Description: C) Partnership between Center for Faculty Development & Human Resources (Human Capital Advancement Manager), Office of Institutional Effectiveness Professional Development Initiative Owner: Strategic Objective(s) Covered: Improve Learning Resources Miguel Gonzalez, Joan Pedro, Tim Richardson, Ric

24 k Puzdrowzi, Ivelina Pavlova, Jason Ma
k Puzdrowzi, Ivelina Pavlova, Jason Makepeace, Stephen Cherry, Esther Herrera Project Roles and Responsibilities: Office of Faculty Engagement, OIE, HR Intended Result(s): Risks: Low Incresed professional Development opportunities Assumptions and Constraints: There will be a satisfactory number of professional development activities offered to faculty and staff Management Controls: Quarterly Reports Major Tasks: Where the needs are for faculty and staff development Milestones: The data of completed sessions and faculty and s taff satisfaction. Deliverables: Data to determine the. need for professional development Estimated Staff Commitments: OIE, HR , Office of Faculty Engagement Purpose/Business Case: Estimated budget and type of funds by year: Faculty development funds Project Performance Measures: Quarterly Reports Targets and Thresholds: 30 80 Strategic Objective Commentary 4 – Improve Workload Management SMT Members: Objective Owners: Steven Berberich Stephen Cotten Mark Denney Troy Voelker Caron Park

25 Deja Sero Description: Cre
Deja Sero Description: Create work environments for faculty and staff that align with their duties, incentivize creativity, break down silos, and strive for efficiency. Intended Result(s) Performance Measure (KPI): Improved alignment between faculty and staff workloads and responsibilities. Workload Compliance Ratio: Percent of workloads that are aligned with responsibilities. Performance Compliance Improved alignment between workload metrics and performance Performance Improvement Strategic Initiative(s): Training for supervisors and department chairs for assessing performance metrics for employees/faculty. NOTE: Complete one Strategic Objective Commentary for each Objective. Performance Measure Data Definition Table Objective: Improve Workload ManagementIntended Result:Improved alignment between faculty and staff workloads and responsibilities. Objective Name Measure Description: Percentage of actual personnel workloads that are aligned with defined job responsibilities and workloads. Improve Workload Management Objective Owner(s) Strength (1 5): 5 SMT: Steven Berberich, Mark Denney OO:Stephen Cotton, Troy Voelker, Caron Park, Deja Sero Feasi

26 bility (1 5): 3 Intended Result Formul
bility (1 5): 3 Intended Result Formula: (# of employees within an acceptable range (95105%) of their defined workload) / (total employees) Improved alignment between faculty and staff workloads and responsibilities. Unit of Measure: % of employees meeting defined workload Measure Location: Office of Human Resources and Deans Measure Owner: Supervisors and department chairs Data Source: Annual performance reviews Measurement Name Collection Frequency: Annual Reporting Frequency: Annual Workload compliance ratio Verified / Validated by: Executive Director for HR and Provost Presentation: Line graph Targets & Thresholds: 90% 97% NOTE: Complete one Performance Measure Data Definition Table for each Performance Measure / KPI. Performance Measure Data Definition Table Objective: Improve Workload ManagementIntended Result:Improved alignment between workload metrics and performance Objective Name Measure Description: Percentage of faculty or staff who meet or exceed their established performance. Improve Workload Management Objective Owner(s) Strength (1 5): 5 SMT: Steven Berberich, Mark Denney OO:Stephen Cotton, Troy Voelker, Caron Park, Deja Sero Feasibility (1 5):

27 3 Intended Result Formula: 1: below ta
3 Intended Result Formula: 1: below target for performance; 0: meets target for performance and 1: exceeds target for performance. Improved alignment between workload metrics and performance Unit of Measure: % of employees in each category Measure Location: Office of Human Resources and Deans Measure Owner: Supervisors Data Source: Annual Evaluations A Collection Frequency: Annually Reporting Frequency: Annually Performance Compliance Verified / Validated by: Director of HR and Provost Presentation: Line graph Targets & Thresholds: 7.5% below 80-85% meets 7.5% exceeds NOTE: Complete one Performance Measure Data Definition Table for each Performance Measure / KPI. Performance Measure Data Definition Table Objective: Improve Workload ManagementIntended Result:Managers have workload and performance metrics to evaluate task alignment and performance Objective Name Measure Description: Percentage of staff successfully migrating off of performance improvement plans to achieve successful performance and recidivism rates or faculty who have deficiencies in either third year review (Asst Prof) or post tenure review (Tenured Faculty). Improve Workload Management Objective Owner(s) St

28 rength (1 5): 2 SMT: Steven Berber
rength (1 5): 2 SMT: Steven Berberich, Mark Denney OO:Stephen Cotton, Troy Voelker, Caron Park, Deja Sero Feasibility (1 5): 2 Intended Result Formula: Staff: # of PIPs successfully resolved/total PIPs Asst. Professors: # deficient third year/Asst. Prof Tenured Faculty: # of PTR deficiencies/tenured faculty Managers have workload and performance metrics to evaluate task alignment and performance Unit of Measure: % of employees in each category Measure Location: HR and Provost office Measure Owner: Supervisors Data Source: Annual Evaluations A Collection Frequency: Annually Reporting Frequency: Annually Performance Improvement Verified / Validated by: Director of HR and Provost Presentation: Line graph Targets & Thresholds: S90% �F1% S:�90% F1%? NOTE: Complete one Performance Measure Data Definition Table for each Performance Measure / KPI. Strategic Initiative Data Definition Table Initiative Name: Initiative Description: Training for supervisors and department chairs for assessing performance metrics for employees/faculty. Performance Metrics Assessment Training Initiative Owner: Strategic Objective(s) Covered: Improve Workload Management HR and Provost

29 Project Roles and Responsibilities: Dev
Project Roles and Responsibilities: Develop two training modules, one for supervisors (staff) and a second for department chairs (faculty) to properly evaluate employee task assignment and performance. Intended Result(s): Risks: (1) Supervisor and department chair turnover. (2) Clear separation between employees and management (3) Culture expectation of evaluation by employees Assumptions and Constraints: That everyone taking training can properly implement best practices of employee evaluation. Management Controls: Supervisor’s supervisor and department chair’s deans must be held responsible for failure of their direct reports to properly evaluate Major Tasks: Creation of the training modules Annual Delivery of training Milestones: Evaluations that demonstrate a bellshaped curve Deliverables: Trained evaluators Estimated Staff Commitments: HR/Provost office provides staff to create and deliver training Purpose/Business Case: Estimated budget and type of funds by year: A FTE shared between HR/Provost office in the area of staff/faculty affairs. Project Performance Measures: Expecting 80 - 85% of staff and faculty are meeting their performance expectations for

30 workload with 5 7.5% having performance
workload with 5 7.5% having performance issues at 57.5% exceeding expectation Targets and Thresholds: Breakdown of evaluations 5 - 7.5 85 - 80 5 - 7.5 Strategic Objective Commentary 5 – Improve Campus Diversity SMT Members: Objective Owners: Scott Richardson Beth Merfish Dwayne Busby Lisa Jones Vivienne McClendon Aliya Beavers Vivienne McClendon Tyler Hall Omah Williams - Duncan Description: Develop competencies and capacities that recognizes individuals and groups with diverse backgrounds and experiences and infuses diversity into learning, training and outreach opportunities as a means of increasing critical and flexible thinking skills, use of multiple perspectives , global awareness, and cross - cultural competency. Intended Result(s) Performance Measure (KPI): Increased engagement of students, faculty and staff in university programs related to diversity and inclusion initiatives Implement Engagement Metric Add Diversity Programming

31 Enhanced integration of diversity acr
Enhanced integration of diversity across university activities Increase Diversity Integration into Curriculum Strategic Initiative(s): Implement programming for students, faculty and staff that integrates diversity and inclusion Incorporate campus wide diversity and inclusion training with intentional results NOTE: Complete one Strategic Objective Commentary for each Objective. Performance Measure Data Definition TableObjective: Improve Campus DiversityIntended Result: Objective Name Measure Description: Track campus programming to identify diversity related events and activities. Improve Campus Diversity Objective Owner(s) Strength (1 5): 5 SMT: Scott Richardson, Dwayne Busby, Vivienne McClendon OO:Beth Merfish, Lisa Jones, Aliya Beavers, Vivienne McClendon, Tyler Hall, Omah Williams - Duncan Feasibility (1 5): 4 Intended Result Formula: # of campus programming that integrates diversity / total number of campus programming; Increased engagement of students, faculty and staff in university programs related to diversity and inclusion initiatives Unit of Measure: % Measure Location: OIE Measure Owner: Title IX Data Source: HR, Provost, Student Affairs, UA, Title IX Measure

32 ment Name Collection Frequency: Annually
ment Name Collection Frequency: Annually Reporting Frequency: Annually Diversity Programming Verified / Validated by: Dean of Students Presentation: Bar Graph Targets & Thresholds: 10% 40% NOTE: Complete one Performance Measure Data Definition Table for each Performance Measure / KPI. Performance Measure Data Definition TableObjective: Improve Campus DiversityIntended Result: Objective Name Measure Description: Develop a rubric to measure the integration of diversity in UHCL academia. Improve Campus Diversity Objective Owner(s) Strength (1 5): 3 SMT: Scott Richardson, Dwayne Busby, Vivienne McClendon OO:Beth Merfish, Lisa Jones, Aliya Beavers, Vivienne McClendon, Tyler Hall, Omah Williams - Duncan Feasibility (1 5): 3 Intended Result Formula: # of academic courses and co - curricular courses that include diversity component / total number of academic courses and co - curricular courses Enhanced integration of diversity in university academia. Unit of Measure: % Measure Location: HR, Provost and Student Affairs Measure Owner: Title IX Data Source: Develop a report that would collect data on courses offered; create a rubric to measure Measurement Name Collection Frequency: Annua

33 lly Reporting Frequency: Annually Curric
lly Reporting Frequency: Annually Curriculum Diversity Integration Verified / Validated by: Title IX Presentation: Line Graph Targets & Thresholds: 5% 20% NOTE: Complete one Performance Measure Data Definition Table for each Performance Measure / KPI. Strategic Initiative Data Definition Table Initiative Name: Initiative Description: Add Diversity programming which isdesigned to facilitate positive intergroup interaction, reduce prejudice and discrimination, and generally teach individuals who are different from others how to work together effectively and succeed in a globaloriented society. The purpose would be to measure the number of diversity programming offered on campus for students, faculty and staff.. Implement programming for students, faculty and staff that integrates diversity Initiative Owner: Strategic Objective(s) Covered: Improve Campus Diversity Title IX Project Roles and Responsibilities: Who should be playing specific roles? Division level, need a project leader, etc. Student Involvement and Leadership staff will need to track diversity in their programming. Human Resources Training should inform employees of the diversity programming activities as p

34 art of their onboarding process. Facult
art of their onboarding process. Faculty Senate encourage faculty to attend and participate in diversity programming activities. Title IX track the number of diversity programming on campus. Intended Result(s): Risks: • Majority of faculty and staff are not aware of the programs on campus. • Adding expectation of all programs/initiatives are included on the program will be an added expectation. Enhanced integration of diversity across university activities. Assumptions and Constraints: Never been budgeted for, never been done, what don’t we have that will act as a barrier? Not all students, faculty and staff know what programs are offered on campus. Management Controls: Are there things like reports that already exist that helps supply the data? Things that would fund and/or supply this initiative. Example: Enrollment has influence money over engaging certain student populations. Get Involvedis a system used by the Student Involvement and Leadership Office. The system has many features, specifically relating to marketing events, organization and department communication, and more. The training will include information about how to post ALL events on U

35 niversity website calendar with the exp
niversity website calendar with the expectation that units will continue this practice of posting into perpetuity. Major Tasks: Strongly encourage the full utilization of Get Involved Provide Get Involvedtraining applicable to all university communities. Incentivize and promote campuswide training highlighting benefits to campus community. Track attendance at all trainings to determine number of faculty, staff, students participate in training. Milestones: Project management timetable, chunks of deliverables, timeframes it takes to get to the next thing. 2 years or less. Get Involved Training Implement Get Involved Market and promote events Track events Collect, record and report data from programming Deliverables: Ability to track, record and report on diversity programming. Get Involvedwill allow to better understand what programs contain a diversity component and allow us to better track attendance at events. Estimated Staff Commitments: What do we think it will require? 5% of 10 peoples time, FTE? Etc. TBA Purpose/Business Case: Estimated budget and type of funds by year: Best guess on how much things will cost. • Staff Training on Get

36 Involved Platform • Faculty, Staff,
Involved Platform • Faculty, Staff, and Student utilization of platform. • Student Involvement and Leadership staff creating reports of number of diversity programs and attendance. Budget would be based on the time commitment of the project lead Project Performance Measures: How are we measuring? Survey - type of survey, counts, etc., Does A have to happen before B? People that attend events that continue to come back. Basic Count of how many programs are diverse in nature. Targets and Thresholds: Increased number of Divesity Programs. # of campus programming that integrates diversity / total number of campus programming; 10% 50% Strategic Initiative Data Definition Table Initiative Name: Initiative Description: The measure, collecting and reporting on faculty teaching, research, and service to illustrate the implementation of a diversity component would highlight our commitment to diversity and inclusion in academics. Enhanced integration of diversity in university academia. Initiative Owner: Strategic Objective(s) Covered: Improve Campus Diversity Provost, Title IX Project Roles and Responsibilities: Provost to encourage faculty to

37 update course offerings and track cont
update course offerings and track content Title IX to track and report number of diverse course offerings through DMC. Intended Result(s): Risks: Minimal Risk to create a new coding for digital measures. Assumptions and Constraints: That every college has an assessment person reviewing the Digital Measures Coding That all college uses Digital Measures Coding, if not, what platform do they use. Management Controls: Platform to monitor research, service, and teaching. Major Tasks: Write diversity statement for syllabi and inclusion in the syllabi platform (e.g.; Digital Measures) Determining the platforms that each college uses for syllabi and coding Address Faculty Senate regarding change Milestones: Strategic committee will create and implement the diversity statement by fall 2020. Track Course Offerings Report on Course offerings Deliverables: Statement Annual Report Estimated Staff Commitments: 10% of the Strategic Committee groups 1 and 5 Purpose/Business Case: Estimated budget and type of funds by year: $0, and staff member time. Project Performance Measures: Creation of the statement and implementation into the Digital Measures Targets and T

38 hresholds: Increased number of diverse
hresholds: Increased number of diverse oriented courses. # of academic courses and cocurricular courses that include diversity component / total number of academic courses and co - curricular courses 20% 80% Strategic Objective Commentary 6 – Improve Collaborative Community Presence SMT Members: Objective Owners: Rick Short Bill Amonette Ed Waller Christine Paul Joe Staley Alexis Alexander Marilyn Simms Karen Barbier Charles Crocker Description: To improve alignment of resources with priorities and increase revenue, UHCL must create innovative, collaborative programs which engage our internal and external partners while valuing diversity and inclusiveness. Collaborative partnerships focus on increasing the scope of university initiatives and engaging key participants in achieving its mission. Intended Result(s) Performance Measure (KPI): Constituents are aware of, attend, and participate in collaborative programming. 1. Measure awareness utilizing digital tracking, evaluation forms, event surveys, and inquiries made. Measure att

39 endance and completion of course/event/
endance and completion of course/event/program Leverage and increase the number of collaborations with community organizations, businesses, and educational partners such as other universities, community colleges and high schools. 1. Faculty from all academic programs represented at community colleges and high schools through guest lectures or program specific presentations. Develop Memorandums of Understanding (MOUs) and affiliation agreements with external organizations and businesses that facilitate experiential learning opportunities for students. Strategic Initiative(s): Faculty Outreach Program Development of faculty exchange or guest lecture programs with high schools and community colleges within the University of HoustonClear Lake primary service region. Position Creation Create a position that manages universitywide outreach initiatives, collects data, creates a process, increases attendance at events, and tool that quantifies campuswide community engagement, and liaises with various internal areas including Marketing & Communications to track the development and assessment of collaborations.Create a universitywide task force to investigate current resources and best practices for quantifying

40 engagements. NOTE: Complete one St
engagements. NOTE: Complete one Strategic Objective Commentary for each Objective. Performance Measure Data Definition TableObjective: Improve Collaborative Community PresenceIntended Result:Leverage and increase the number ofcollaborations with community organizationsbusinesses, and educational partners Objective Name Measure Description: Faculty from all academic programs represented at community colleges and high schools through guest lectures or program specific presentations. Improve Collaborative Community Presence Objective Owner(s) Strength (1 5): 5 SMT: Rick Short, Ed Waller, Joe Staley, Marilyn Simms OO:Bill Amonette, Christine Paul, Alexis Alexander, Karen Barbier, Charles Crocker Feasibility (1 5): 4 Intended Result Formula: Simple counts. Number of events. Improved collaborations with community organizations and businesses, community colleges, and high schools. Unit of Measure: % of growth across all programs Measure Location: Office of the Provost Measure Owner: Provost Data Source: Report from Deans and Department Chairs Measurement Name Collection Frequency: 3 times per year Reporting Frequency: Fall, Spring, Summer Faculty Outreach Verified / Validated by: Deans Prese

41 ntation: Line Graphs Targets & Threshol
ntation: Line Graphs Targets & Thresholds: 50% 75% 80% NOTE: Complete one Performance Measure Data Definition Table for each Performance Measure / KPI. Performance Measure Data Definition TableObjective: Improve Collaborative Community PresenceIntended Result: Leverage and increase the number ofcollaborations with community organizationsbusinesses, and educational partners. Objective Name Measure Description: The number of new MOU and/or affiliation agreements with businesses and other external organizations providing experiential learning opportunities for students. Improve Collaborative Community Presence Objective Owner(s) Strength (1 5): 5 SMT: Rick Short, Ed Waller, Joe Staley, Marilyn Simms OO:Bill Amonette, Christine Paul, Alexis Alexander, Karen Barbier, Charles Crocker Feasibility (1 5): 4 Intended Result Formula: Number of MOUs and/or affiliation agreements signed that promote experiential learning for students universitywide Develop Memorandums of Understanding (MOUs) and affiliation agreements with external organizations and businesses that facilitate experiential learning opportunities for students. Unit of Measure: Number of MOUs and/or affiliation agre

42 ements signed universitywide Measure L
ements signed universitywide Measure Location: Office of Strategic Partnerships (SP) Measure Owner: SP/University Data Source: Reports from Deans, Associate Deans, and Contracts to SP Measurement Name Collection Frequency: 1/semester Reporting Frequency: 3 times per year Verified / Validated by: SP Presentation: Line graph Targets & Thresholds: 15 30 50 Performance Measure Data Definition TableObjective: Improve Collaborative Community Presence Intended Result: Constituents are aware of, attend, and participate in collaborativeprogramming Objective Name Measure Description: Measure awareness utilizing digital tracking, evaluation forms, event surveys, and inquiries made. Improve Collaborative Community Objective Owner(s) Strength (1 5): 4 SMT: Rick Short, Ed Waller, Joe Staley, Marilyn Simms OO:Bill Amonette, Christine Paul, Alexis Alexander, Karen Barbier, Charles Crocker Feasibility (1 5): 3 Intended Result Formula: Simple counts. Constituents are aware of, attend, and participate in collaborative programming Unit of Measure: % of growth over year. Measure Location: Marketing and Communications Measure Owner: University Advancement (J. Staley) Data

43 Source: Career Services, Strategic Part
Source: Career Services, Strategic Partnerships, University Advancement, University Auxiliaries, CE, Admissions, Centers and Institutes, Deans Measurement Name Collection Frequency: 1/semester Reporting Frequency: 3/year (Fall, Spring, Summer) Verified / Validated by: University Advancement Staff Presentation: Line graph Targets & Thresholds: NOTE: Complete one Performance Measure Data Definition Table for each Performance Measure / KPI.Performance Measure Data Definition Table Objective: Improve Collaborative Community Presence Intended Result: Constituents are aware of, attend, and participate in collaborativeprogramming Objective Name Measure Description: Measure attendance and completion of course/event/program Improve Collaborative Community Objective Owner(s) Strength (1 5): 4 SMT: Rick Short, Ed Waller, Joe Staley, Marilyn Simms OO:Bill Amonette, Christine Paul, Alexis Alexander, Karen Barbier, Charles Crocker Feasibility (1 5): 3 Intended Result Formula: Simple counts. Constituents are aware of, attend, and participate in collaborative programming Unit of Measure: % of growth over year. Measure Location: Marketing and Communications Measure

44 Owner: University Advancement (J. Staley
Owner: University Advancement (J. Staley) Data Source: Career Services, Strategic Partnerships, University Advancement, University Auxiliaries, CE, Admissions, Centers and Institutes, Deans Measurement Name Collection Frequency: 1/semester Reporting Frequency: 3/year (Fall, Spring, Summer) Verified / Validated by: University Advancement Staff Presentation: Line graph Targets & Thresholds: NOTE: Complete one Performance Measure Data Definition Table for each Performance Measure / KPI. Strategic Initiative Data Definition Table Initiative Name: Initiative Description: Faculty Outreach Program -- Development of faculty exchange or guest lecture programs with high schools and community colleges within the University of HoustonClear Lake primary service region. Faculty Outreach Program Initiative Owner: Strategic Objective(s) Covered: Improve Collaborative Community Presence Office of the Provost Project Roles and Responsibilities: Identify opportunities and respond to and facilitate requests for faculty involvement. Intended Result(s): Risks: University appears unresponsive Improved collaborations with external constituents. Increased enrollment. Name recognition. Enha

45 nced reputation. Assumptions and Co
nced reputation. Assumptions and Constraints: Decentralized culture can inhibit sharing of resources Management Controls: Office of the Provost Deans Center Directors Major Tasks: Identify faculty experts. Create and prioritize slate of opportunities. Milestones: Creation of an outreach process. Repository of faculty expertise Establish community impact reports Deliverables: Consistently inform the university community of the impact of this endeavor. Estimated Staff Commitments: Speaking, consulting or special project work by faculty Purpose/Business Case: Estimated budget and type of funds by year: Budget neutral Project Performance Measures: Number of engagements Targets and Thresholds: All colleges participate 10 30 50 Strategic Initiative Data Definition Table Initiative Name: Initiative Description: Create a position that manages universitywide outreach initiatives, collects data, createa process, mechanism, and tool that quantifies campuswide community engagement, and liaises with various internal areas including Marketing & Communications. Position Creation Initiative Owner: Strategic Objective(s) Covered: Improve Collaborative Community Pre

46 sence University Advancement Project R
sence University Advancement Project Roles and Responsibilities: Champion for strategic hiring committee Intended Result(s): Risks: No resources to fund position. Streamlined event scheduling and planning. Comparative data for event improvement. Stronger relationships with external and internal event space users. Assumptions and Constraints: Funding; not priority Management Controls: University Advancement reports Positive feedback on events Major Tasks: Manage all aspects of events. Maintain data for all events. Milestones: Creation of a job description Approved search Filling the position Deliverables: Position is filled within 3 months of posting Estimated Staff Commitments: 1 FTE Purpose/Business Case: Estimated budget and type of funds by year: $80,000 $100,000 Project Performance Measures: Fill and retain position Targets and Thresholds: Acceptable applicant pool 15 30 60 Strategic Initiative Data Definition Table Initiative Name: Initiative Description: Create a universitywidetask force to investigate current resources and best practices for quantifying engagements. University Task Force Initiative Owner: Strategic Objective(s) Covered:

47 Improve Collaborative Community Pres
Improve Collaborative Community Presence University Advancement Project Roles and Responsibilities: Identify partners for the task force Intended Result(s): Risks: Task force that is not inclusive Creation of task force that can identify the best practices. More and better events/engagements. Assumptions and Constraints: University recognizes value of task force or does not (constraint). Management Controls: Semi - annual reports Major Tasks: Identifying participants for task force Investigating best practices Creating measurables and offering recommendations Milestones: Establishment of task force and meetings on a regular basis. Improved engagements based on recommendations Deliverables: Semi - annual reports to appropriate leadership. Estimated Staff Commitments: Time commitment by task force members Purpose/Business Case: Estimated budget and type of funds by year: No budget necessary Project Performance Measures: Increased/improved attendance/involvement in university sponsored activities. Targets and Thresholds: More unique participants at events/engagements. 30 50 100 Strategic Objective Commentary 7 – Improve Student Experien

48 ce Process SMT Members:
ce Process SMT Members: Objective Owners: Ed Waller Tim Richardson Russel Miller Joan Pedro Debby Shulsky Jason Barkmeyer Steven Berberich Dorothy Kirkman OIE member Aaron Hart Lillian McEnery Rob Bartsch Mike McMullen Kara HadleyShakya Description: Increase access, success and engagement pathways for all types of students, including domestic, international, residential, commuter, graduate and undergraduate students. Intended Result(s) Performance Measure (KPI): Improve and increase a campus wide set of activities and initiatives to enroll, retain and graduate students Improve the development of student marketable skills through experiential learning, critical thinking and globalization opportunities. Enrollment rates, new and continuing Retention ratesGraduation ratescurricular metrics% change in participation of elective experiential learning experiences/study abroad from year to year (from objective New/revised curriculum index (modified from objective 3) Strategic Initiative(s): Establish an access, success and engagement committee to ove

49 rsee the student experience (academic an
rsee the student experience (academic and cocurricular).Create opportunities for faculty to develop innovative teaching and research experiences for students.Ensure Strategic Partnerships and Global Learning and Strategy have resources to continue to identify and develop new experiential learning opportunities (from objective 3). NOTE: Complete one Strategic Objective Commentary for each Objective. Performance Measure Data Definition Table Objective: Improve Student Experience ProcessIntended Result: Improve and increase a campus wide set of activitiesto enroll, retain and graduate students Objective Name Measure Description: Monitor enrollment trends across the colleges and programs. Improve Student Experience Process Objective Owner(s) Strength (1 5): 5 SMT: Ed Waller, Joan Pedro, Steven Berberich, Aaron Hart, Mike McMullen OO:Tim Richardson, Debby Shulsky, Dorothy Kirkman, Lillian McEnery, Kara HadleyShakya, Russell Miller, Jason Barkmeyer Feasibility (1 5): 5 Intended Result Formula: 5 year trends of student enrollment (new and continuing; FTE and SCH) broken down by programs. Improve and increase a campus wide set of activities to enroll, retain and graduate students Unit

50 of Measure: Whole numbers Measure Locati
of Measure: Whole numbers Measure Location: OIE Measure Owner: Exec Director OIE/AVP EM Data Source: OIE Measurement Name Collection Frequency: Each long semester Reporting Frequency: Annually Enrollment Trends Verified / Validated by: AVP SSI Presentation: Line graph Targets & Thresholds: NOTE: Complete one Performance Measure Data Definition Table for each Performance Measure / KPI. Performance Measure Data Definition Table Objective: Improve Student Experience ProcessIntended Result: Improve and increase a campus wide set of activitiesto enroll, retain and graduate students Objective Name Measure Description: Track retention rates across various programs Improve Student Experience Process Objective Owner(s) Strength (1 5): 5 SMT: Ed Waller, Joan Pedro, Steven Berberich, Aaron Hart, Mike McMullen OO:Tim Richardson, Debby Shulsky, Dorothy Kirkman, Lillian McEnery, Kara HadleyShakya, Russell Miller, Jason Barkmeyer Feasibility (1 5): 5 Intended Result Formula: Year over retention rates Improve and increase a campus wide set activities to enroll, retain and graduate students Unit of Measure: percentage Measure Location: SSI Measure Owner: AVP SSI Data Source: EAB Navigate Measur

51 ement Name Collection Frequency: Enterin
ement Name Collection Frequency: Entering cohorts each long semester Reporting Frequency: Each long semester Retention Rates Verified / Validated by: AVP SSI Presentation: Line graph Targets & Thresholds: NOTE: Complete one Performance Measure Data Definition Table for each Performance Measure / KPI. Performance Measure Data Definition Table Objective: Improve Student Experience ProcessIntended Result: Improve the development of student marketable skills through experiential learning, critical thinking and globalization opportunities. Objective Name Measure Description: graduation rates across various programs Improve Student Experience Process Objective Owner(s) Strength (1 5): 5 SMT: Ed Waller, Joan Pedro, Steven Berberich, Aaron Hart, Mike McMullen OO:Tim Richardson, Debby Shulsky, Dorothy Kirkman, Lillian McEnery, Kara HadleyShakya, Russell Miller, Jason Barkmeyer Feasibility (1 5): 5 Intended Result Formula: 3 year (transfer) and 6 year (freshman) rates, tracked over 5 years Improve and increase a campus wide set of activities to enroll, retain and graduate students Unit of Measure: percentage Measure Location: OIE Measure Owner: Exec Director of OIE Data Source: OIE Meas

52 urement Name Collection Frequency: After
urement Name Collection Frequency: After each long semester Reporting Frequency: Annually Graduation rates Verified / Validated by: AVP SSI Presentation: Line graph Targets & Thresholds: NOTE: Complete one Performance Measure Data Definition Table for each Performance Measure / KPI. Performance Measure Data Definition TableObjective: Improve Student Experience ProcessIntended Result: Improve and increase a campus wide set of activitiesto enroll, retain and graduate students Objective Name Measure Description: Composite score of the number of cocurricular activities and the Percentage of the students engaged in a co curricular activity. Improve Student Experience Process Objective Owner(s) Strength (1 5): 3 VP Student Affairs and AVP Student Success initiative Feasibility (1 5): 3 Intended Result Formula: Counting the number of activities per year (50%); Number of students over the student population (50%) Improve and increase a campus wide set of activities to enroll, retain and graduate students Unit of Measure: Whole number Measure Location: Student Affairs Measure Owner: Interim Director of Student Life Data Source: Student Affairs Measurement Name Collection Frequency

53 : Annually Reporting Frequency: Annually
: Annually Reporting Frequency: Annually Co - curricular metric Verified / Validated by: VP for Student Affairs Presentation: Line graph Targets & Thresholds: TBD TBD NOTE: Complete one Performance Measure Data Definition Table for each Performance Measure / KPI. Performance Measure Data Definition TableObjective: Improve Student Experience ProcessIntended Result: Improve and increase a campus wide set of activitiesto enroll, retain and graduate students Objective Name Measure Description: # of students participating in experiential learning and study abroad. Improve Student Experience Process Objective Owner(s) Strength (1 5): 5 SIO/Exec Director of Strategic Partnerships Feasibility (1 5): 5 Intended Result Formula: Number of students/student cohort (e.g. undergrad) Improve the development of student marketable skills through experiential learning, critical thinking and globalization opportunities. Unit of Measure: % Measure Location: Global Learning and Strategy, Strategic Partnerships, Colleges Measure Owner: SIO/Exec Director of Strategic Partnerships Data Source: Global Learning and Strategy, Strategic Partnerships, Colleges Measurement Name Collection Frequency:

54 Annually Reporting Frequency: Annually
Annually Reporting Frequency: Annually Experiential Learning Metric Verified / Validated by: SIO/Exec Director of Strategic Partnerships Presentation: Graph Targets & Thresholds: 10% 20% NOTE: Complete one Performance Measure Data Definition Table for each Performance Measure / KPI. Performance Measure Data Definition TableObjective: Improve Student Experience ProcessIntended Result: Improve and increase a campus wide set of activitiesto enroll, retain and graduate students Objective Name Measure Description: New/revised curriculum index (per college) Recommend tracking a % increase over 5 years 10% new/resigned curriculum Improve Student Experience Process Objective Owner(s) Strength (1 5): 5 Deans, AVP for Academic Affairs Feasibility (1 5): 5 Intended Result Formula: Sum of new/revised classes/total number of classes Improve the development of student marketable skills through experiential learning, critical thinking and globalization opportunities. Unit of Measure: % Measure Location: Colleges Measure Owner: AVP for Academic Affairs Data Source: Colleges Measurement Name Collection Frequency: Annually Reporting Frequency: Annually Revised Curriculum Index Verified / V

55 alidated by: Provost Presentation: grap
alidated by: Provost Presentation: graph Targets & Thresholds: 10% inc. NOTE: Complete one Performance Measure Data Definition Table for each Performance Measure / KPI. Strategic Initiative Data Definition Table Initiative Name: Initiative Description: Establish a success and engagement committee to oversee the student experience. Success and Engagement Committee (SEC) Initiative Owner: Strategic Objective(s) Covered: Improve Student Experience Process AVP SSI and AVP for Student Life Project Roles and Responsibilities: Identify members, schedule meetings, set mission, agenda and assess work. Intended Result(s): Risks: Getting the correct mix of key stakeholders with a broad view of role for this topic. Improve and increase a ampus wide set of activitiesto enroll, retain and graduate students Assumptions and Constraints: There will be wide - spread buy - in. Will the committee have resources to utilize? Do we have the right expertise? Management Controls: Oversight by Provost and VP Student Affairs Resources Major Tasks: Create the committee Establish its charge and process in a manner that incentivizes it to reward innovation. Milestones: Form committee and its charg

56 e/process Assess current state of succes
e/process Assess current state of success and engagement processes at UHCL Develop process to increase and improve S/E processes Deliverables: Makes a positive impact on achieving the stated objective Estimated Staff Commitments: Purpose/Business Case: Estimated budget and type of funds by year: Committee makes budgetary recommendations for new programs or improvement to existing programs to either Academic or Student Affairs. Project Performance Measures: See KPIs being tracked Targets and Thresholds: Strategic Initiative Data Definition Table Initiative Name: Initiative Description: Create opportunities for faculty to develop innovative teaching and research experiences for students. CETL - OSP Initiatives Initiative Owner: Strategic Objective(s) Covered: Improve Student Experience Process AVP AA and Director, CFD, Director of OSP, VP Advancement Project Roles and Responsibilities: Intended Result(s): Risks: Improve and increase a ampus wide set of activitiesto enroll, retain and graduate students (and) Improve the development of student marketable skills through critical thinking. Assumptions and Constraints: Management Controls: Major Tasks: CET

57 L: Offer RFPs for mini - grants target
L: Offer RFPs for mini - grants targeting curriculum reform OSP/Academic Affairs: explore ways to incentivize innovative research experiences. Milestones: Using CETL and OSP develop mechanisms to incentivize creative proposals for new teaching and research experiences Continue to develop proposals for external funding (grants/fundraising) Deliverables: Development of innovative teaching and research experiences. Estimated Staff Commitments: Purpose/Business Case: Estimated budget and type of funds by year: Minigrants: est. 50 - 100K to seed teaching innovations out of CETL. OSP current has indirect funds and university has received external grants to support student research however additional central funds (200500K) would be needed to seed innovative ideas to further student research experience (fundraise?) Project Performance Measures: Targets and Thresholds: 15% increase in new teaching and research experiences over the 5 year period. Strategic Initiative Data Definition Table Initiative Name: Initiative Description: Ensure Strategic Partnerships and Global Learning and Strategy have resources to continue to identify and develop new experiential learning

58 opportunities Experiential Learning I
opportunities Experiential Learning Initiative Owner: Strategic Objective(s) Covered: Improve Student Experience Process SIO and Exec Director of Strategic Partnerships Project Roles and Responsibilities: Intended Result(s): Risks: Improve the development of student marketable skills through experiential learning, critical thinking and globalization opportunities. Assumptions and Constraints: Management Controls: Major Tasks: Milestones: Deliverables: Estimated Staff Commitments: Purpose/Business Case: Estimated budget and type of funds by year: Project Performance Measures: Targets and Thresholds: Strategic Objective Commentary 8 – Improve Business / Academic Operations SMT Members: Objective Owners: Kathy Dupree Nick Kelling Krista Buckminster Brian Stephens Pat Cuchens Mark Denney Aston Hibbits Eric Herrera Description: Increase productivity for all resources required to support business and academic operations Intended Result(s) Performance Measure (KPI): Access to Data Warehouse % of Budg

59 et Managers with access to data warehous
et Managers with access to data warehouse % of Budget Managers using data warehouse Access to Data Visualization Tools % of Budget Managers with access to data visualization tools % of Budget Managers using data visualization tools Managers have process improvement targets % of Managers with process improvement targets Strategic Initiative(s): The creation of a common data warehouseDevelopment common data visualization dashboards: Financial, Enrollment, Academic UtilizationDevelopment of training on data visualization toolDevelop process improvement training integrated into budget submissions to support stretch goals NOTE: Complete one Strategic Objective Commentary for each Objective. Performance Measure Data Definition Table Objective: # 8: Improve Business / Academic OperationsIntended Result: Access to Data Warehouse Objective Name Measure Description: Percentage of Budget Managers who have access to common data warehouse. Measurement over a 3year average with a target goal of 100% Improve Business / Academic Operations Objective Owner(s) Strength (1 5): 5 SMT: Kathy Dupree, Brian Stephens, Mark Denney OO:Nick Kelling, Pat Cuchens, Aston Hibbits, Eric Herrera, Krista Buc

60 kminster Feasibility (1 5): 3 Intende
kminster Feasibility (1 5): 3 Intended Result Formula: Number of Budget Managers with access to common data warehouse / total number of Budget managers at institution Access to Data Warehouse Unit of Measure: Percentage Measure Location: OIE Measure Owner: Director of OIE Data Source: Unit Created Measurement Name Collection Frequency: Monthly Reporting Frequency: Monthly Percentage of Budget Managers with access to data warehouse Verified / Validated by: SVPAA Presentation: Numeric Targets & Thresholds: 90% 100% NOTE: Complete one Performance Measure Data Definition Table for each Performance Measure / KPI. Performance Measure Data Definition Table Objective: # 8: Improve Business / Academic OperationsIntended Result: Using Data Warehouse Objective Name Measure Description: Percentage of Budget Managers using data warehouse. Measurement over a 3year average with a target goal of 90% Evidence of use will be in annual assessment plan Improve Business / Academic Operations Objective Owner(s) Strength (1 5): 5 SMT: Kathy Dupree, Brian Stephens, Mark Denney OO:Nick Kelling, Pat Cuchens, Aston Hibbits, Eric Herrera, Krista Buckminster Feasibility (1 5): 3 Intend

61 ed Result Formula: Number of Budget Man
ed Result Formula: Number of Budget Managers using data warehouse / Total number of Budget Managers at institution Access to Data Warehouse Unit of Measure: Percentage Measure Location: OIE Measure Owner: Director of OIE Data Source: Assessment Plan AMS Measurement Name Collection Frequency: Annual Reporting Frequency: Annual Percentage of Budget Managers using data warehouse Verified / Validated by: SVPAA Presentation: Numeric Targets & Thresholds: 75% 90% NOTE: Complete one Performance Measure Data Definition Table for each Performance Measure / KPI. Performance Measure Data Definition Table Objective: # 8: Improve Business / Academic OperationsIntended Result: Access to data visualization tools Objective Name Measure Description: Percentage of Budget Managers with access to data visualization tools. Measurement over a 3year average with a target goal of 100% Improve Business / Academic Operations Objective Owner(s) Strength (1 5): 5 SMT: Kathy Dupree, Brian Stephens, Mark Denney OO:Nick Kelling, Pat Cuchens, Aston Hibbits, Eric Herrera, Krista Buckminster Feasibility (1 5): 3 Intended Result Formula: Number of Budget Managers with access to data visualization tools

62 / total number of Budget managers at i
/ total number of Budget managers at institution Access to data visualization tools Unit of Measure: Percentage Measure Location: OIE Measure Owner: Director of OIE Data Source: Report from Data Visualization Tool Measurement Name Collection Frequency: Monthly Reporting Frequency: Monthly % of Budget Managers with access to data visualization tools Verified / Validated by: SVPAA Presentation: Numeric Targets & Thresholds: 90% 100% NOTE: Complete one Performance Measure Data Definition Table for each Performance Measure / KPI. Performance Measure Data Definition Table Objective: # 8: Improve Business / Academic OperationsIntended Result: Use of data visualization tools Objective Name Measure Description: Percentage of Budget Managers using data visualization tools. Measurement over a 3year average with a target goal of 90% Evidence of use will be in annual assessment plan Improve Business / Academic Operations Objective Owner(s) Strength (1 5): 5 SMT: Kathy Dupree, Brian Stephens, Mark Denney OO:Nick Kelling, Pat Cuchens, Aston Hibbits, Eric Herrera, Krista Buckminster Feasibility (1 5): 3 Intended Result Formula: Number of Budget Managers using common data vi

63 sualization tools / total number of Budg
sualization tools / total number of Budget managers at institution Access to data visualization tools Unit of Measure: Percentage Measure Location: OIE Measure Owner: Director of OIE Data Source: Assessment Plan: AMS Measurement Name Collection Frequency: Annual Reporting Frequency: Annual % of Budget Managers using data visualization tools Verified / Validated by: SVPAA Presentation: Numeric Targets & Thresholds: 75% 90% NOTE: Complete one Performance Measure Data Definition Table for each Performance Measure / KPI. Performance Measure Data Definition Table Objective: # 8: Improve Business / Academic OperationsIntended Result: Process Improvement Goals Objective Name Measure Description: Percentage of Budget Managers using established Process Improvement techniques to support Budget Stretch Goals and/or Budget Initiatives Evidence of use will be in annual assessment plan Improve Business / Academic Operations Objective Owner(s) Strength (1 5): 5 SMT: Kathy Dupree, Brian Stephens, Mark Denney OO:Nick Kelling, Pat Cuchens, Aston Hibbits, Eric Herrera, Krista Buckminster Feasibility (1 5): 3 Intended Result Formula: Number of Budget Managers using new process improvement t

64 echniques in the annual assessment plan
echniques in the annual assessment plan / total number of Budget managers at institution Annual Process Improvement Goals Unit of Measure: Percentage Measure Location: Planning and Budget Measure Owner: Director of Planning and Budget Data Source: Budget Submission: Hyperion Measurement Name Collection Frequency: Annual Reporting Frequency: Annual % of Budget Managers with process improvement goals in order to achieve budgeted stretch goals Verified / Validated by: VPAF Presentation: Numeric Targets & Thresholds: 75% 90% NOTE: Complete one Performance Measure Data Definition Table for each Performance Measure / KPI. Strategic Initiative Data Definition Table Initiative Name: Initiative Description: Creation, though internal or external means, a single data warehouse containing Financial, Student, workload, and other data elements derived from automated data sources such as: PeopleSoft, Hobsons, RaisersEdge, Touchnet, T2 (Parking) and others. Creation of common data warehouse Initiative Owner: Strategic Objective(s) Covered: #2, #4, #8, #10, #11, #12 & #14 UHCL CIO, Director OIE Project Roles and Responsibilities: Evaluate options, propose course, and oversee implementation/development/m

65 aintenance Intended Result(s): Risks:
aintenance Intended Result(s): Risks: 1: failure will hinder success of several objectives, 2: wrong course will hinder outcomes, 3: improper implementation will lead to disuse. The creation of a common data warehouse Assumptions and Constraints: Assumption: Software Compatibility Constraint: Availability of resources (staffing, budget, technology); Learning curve for employees to new software Management Controls: Software/Databases: OIE, UCT, A & F, HR, FMC Financial – Budget / A & F Security Officer (UHS UCT) Major Tasks: Select data warehouse architecture Form & lead Data governance group Create and make assessable data dictionary Milestones: Cost proposal, Mapping database Creation/Updating, pilot testing Implementation (Fall 2020 / Spring 2021) Deliverables: Launch of common data warehouse Introduction to data warehouse to potential users Estimated Staff Commitments: Use of current staff Purpose/Business Case: Estimated budget and type of funds by year: Budget for new, technologies, maintenance, etc. Estimate $175 $275K per year Data necessary to make operational decisions is accessible to all budget managers Project Performance Measures: Budget manag

66 ers with access to data warehouse Budge
ers with access to data warehouse Budget managers using data warehouse Targets and Thresholds: Efficiency, sound decision making, central location for routine data information 7.5 85 7.5 Strategic Initiative Data Definition Table Initiative Name: Initiative Description: There are several data visualization tools, select the one that will deliver the best outcomes for UHCL Selection of Data Visualization tool Initiative Owner: Strategic Objective(s) Covered: #2, #4, #8, #10, #11, #12 & #14 UHCL CIO, Director OIE Project Roles and Responsibilities: Evaluate options, propose selection, and oversee implementation and training Intended Result(s): Risks: 1: failure will hinder success of several objectives, 2: wrong course will hinder outcomes, 3: improper implementation will lead to disuse. Development common data visualization dashboards: Financial, Enrollment, Academic Utilization l Assumptions and Constraints: Assumption: Software Compatibility Constraint: Availability of Resources (staffing, budget, technology); Learning curve for employees to new software Management Controls: Software/Databases: OIE, UCT, A & F, HR, FMC Financial – Budget / A & F Securit

67 y Officer (UHS UCT) Major Tasks: Lo
y Officer (UHS UCT) Major Tasks: Locating visualization dashboard that will encompass enough tools for majority of departments needs Create and make assessable ready - made dashboards Milestones: Cost proposal, Mapping database Creation/Updating, pilot testing Implementation (Fall 2020 / Spring 2021) Deliverables: Launch of visualization dashboards for data warehouse Introduction of visualization dashboards to potential users Estimated Staff Commitments: Use of current staff Purpose/Business Case: Estimated budget and type of funds by year: Budget for new, technologies, maintenance, etc. Estimate $175 $275K per year Project Performance Measures: Budget managers with access to data visualization tools Budget managers using data visualization tools Targets and Thresholds: Visual reporting, dashboards, long - term planning asset tool 7.5 85 7.5 Initiative Name: Initiative Description: Establish beginner, intermediate and advanced training courses that will enable divisions and departments to create, maintain, and modify their dashboards and other data visualization tools to support both the strategic plan and operations. Creation of Training program for Da

68 ta Visualization tool Initiative Owner:
ta Visualization tool Initiative Owner: Strategic Objective(s) Covered: #2, #4, #8, #10, #11, #12 & #14 UHCL CIO, Director OIE, Executive Director HR Project Roles and Responsibilities: HR Training, A & F (Budget/Gen Acctg), FMC, OIE, etc. Intended Result(s): Risks: 1: failure will hinder success of several objectives, 2: wrong course will hinder outcomes, 3: improper implementation will lead to disuse. Development of training on data visualization tool Assumptions and Constraints: Constraint: Availability of Resources (staffing, budget, technology); Learning Resistance from employees Management Controls: OIE, HR Training, Budget, Gen Acctg, FMC, etc. UCT Project Team Major Tasks: Create a cross - functional team to develop training module for the data visualization tool Creating multiple skill level training modules for employees to learn software---face to face and online training courses Develop an online tutorial of the data visualization tool for employees to use Milestones: Develop the training concept Pilot the training course and receive feedback Roll out training course to employees (Fall 2020/Spring 2021) Deliverables: Visualization Tool training courses

69 (Beginners, Intermediate, Advanced)
(Beginners, Intermediate, Advanced) Use Current Staffing Purpose/Business Case: Estimated budget and type of funds by year: Budget for 1year creation of module and training documentation $25K, $10K/yr Project Performance Measures: Budget Managers attending the F2F courses Budget Managers attending the online courses Targets and Thresholds: 7.5 85 7.5 Strategic Initiative Data Definition Table Initiative Name: Initiative Description: Stretch Goals will become a requisite for participation in annual Budget Gainsharing. Budget Managers will need to take the training and utilize that training in order to identify annual process improvement goals that will support both budgetary stretch goals and Budget initiatives Development of Process Improvement Training to support Stretch Goals for Budget Submission Initiative Owner: Strategic Objective(s) Covered: #2, #4, #8, #10, #11, #12 & #14 Director, Planning and Budget Project Roles and Responsibilities: Budget Director, HR Training Intended Result(s): Risks: 1: failure will hinder success of several objectives, 2: wrong course will hinder outcomes, 3: improper implementation will lead to disuse. Develop process improvement

70 training integrated into budget submi
training integrated into budget submissions to support stretch goals Assumptions and Constraints: Department sets too high/low future goal performances/targets; emphasis on prioritizing current and stretch goals Management Controls: A & F (Budget) VPs, AVPs, Deans, Directors Major Tasks: Create a budget submissions training program for Budget Managers Form & lead budget committee group Milestones: Town hall meeting for announcement Feedback from constituencies Rollout Fall 2020 Deliverables: Training each Budget Manager, budget submissions with departmental goals Estimated Staff Commitments: Current staff sufficient Purpose/Business Case: Estimated budget and type of funds by year: Budget for new training $25K; $10K/yr Project Performance Measures: Budget Managers trained for Budget Goal Submissions Targets and Thresholds: Align department and program goals to assessment plan for university 7.5 85 7.5 Strategic Objective Commentary 9 – Improve Communication SMT Names: Objective Owners: Joe Staley Kristi Randolph Simon Kyle Pirtle De’Awn Bunch Krist Rickman Robert Bartsch

71 Erin Willey Description: Creat
Erin Willey Description: Create a multichannel practiceof sharing information with internal and external audiences. Provide guidance and instruction to all university partners regarding how we may effectively and efficiently communicate university messaging. Include personnel from across the institution in the process of creating, disseminating, and implementing communications processes. Intended Result(s) Performance Measure (KPI): At least three channels are used for all communication efforts Percentage of communication efforts to all - audience populations that utilize three different channels Enrollment communication processes are aligned with recruitment/retention goals Number of quarterly meetings attended by workgroup involved in enrollment communications and retention Consistent key messages are created and disseminated Communication Procedures Used % of messagesbeing vetted by a dept. team member Strategic Initiative(s): Develop universitywide messaging procedures (strategic)Acquire application for universitywide email distribution (strategic/operational)Train representatives from each division/unit on messaging platformCreate communication calendar Create an email digest to cons

72 olidate internal emails NOTE: Complete
olidate internal emails NOTE: Complete one Strategic Objective Commentary for each Objective. Performance Measure Data Definition Tables Objective: ___Improve Communication___________________________________________________Intended Result: ___At least threechannels are used for all communication efforts___________ Objective Name Measure Description: Percentage of communication efforts to all - audience populations that utilize three different channels out of the following: Email Faceface Website Social media Apps/notifications Texting Digital screens Print Improve Communication Objective Owner(s) Strength (1 5): 5 SMT: Joseph Staley, De’Awn Bunch OO:Kristi Randolph Simon, Krist Rickman, Erin Willey, Kyle Pirtle, Robert Bartsch Feasibility (1 5): 2 Intended Result Formula: Percentage of communication efforts to all - audience populations that utilize three different channels At least three channels are used for all communication efforts Unit of Measure: Percentage Measure Location: MarComm Measure Owner: De’Awn Bunch Data Source: TBD Measurement Name Collection Frequency: Quarterly Reporting Frequency: Annually Multi - channel communication Verified / Val

73 idated by: Division/unit head Presentat
idated by: Division/unit head Presentation: Line graph Targets & Thresholds: 35 70 NOTE: Complete one Performance Measure Data Definition Table for each Performance Measure / KPI.Performance Measure Data Definition Tables Objective: ___Improve Communication___________________________________________________Intended Result: Enrollment comm. processes are aligned with recruitment/retention goals Objective Name Measure Description: Quarterly workgroup meetings with departments that impact enrollment to create and follow communication workflow that mirrors funnel conversions Improve Communication Objective Owner(s) Strength (1 5): 3 SMT: Joseph Staley, De’Awn Bunch OO:Kristi Randolph Simon, Krist Rickman, Erin Willey, Kyle Pirtle, Robert Bartsch Feasibility (1 5): 5 Intended Result Formula: Progress toward aligning communication with enrollment goals Enrollment communication processes are aligned with recruitment/retention goals Unit of Measure: Number of meetings per year Measure Location: Enrollment Management Measure Owner: Charlotte Tullos Data Source: Meetings on a calendar, Notes on a shared drive Measurement Name Collection Frequency: Quart

74 erly Reporting Frequency: Semesterly
erly Reporting Frequency: Semesterly Enrollment communication workgroup Verified / Validated by: VP for Enrollment Management Presentation: Line chart Targets & Thresholds: 1 3 NOTE: Complete one Performance Measure Data Definition Table for each Performance Measure / KPI.Performance Measure Data Definition Tables Objective: Improve CommunicationIntended Result: Consistent key messages are created and disseminated Objective Name Measure Description: Percentage of departments following university messaging procedures Improve Communication Objective Owner(s) Strength (1 5): 5 SMT: Joseph Staley, De’Awn Bunch OO:Kristi Randolph Simon, Krist Rickman, Erin Willey, Kyle Pirtle, Robert Bartsch Feasibility (1 5): 3 Intended Result Formula: # of departments following procedures divided by total departments Consistent key messages are created and disseminated Unit of Measure: % Measure Location: MarComm Measure Owner: De’Awn Bunch Data Source: Report Measurement Name Collection Frequency: Quarterly Reporting Frequency: Quarterly Communication procedures used Verified / Validated by: Karen Barbier Presentation: Line chart Targets & Thres

75 holds: 50 60 NOTE: Complete one
holds: 50 60 NOTE: Complete one Performance Measure Data Definition Table for each Performance Measure / KPI.Performance Measure Data Definition Table Objective: Improve CommunicationIntended Result: Consistent key messages are created and disseminated Objective Name Measure Description: Percentage of how many communications went thru secondary vetting workflow before being sent out to a mass audience Improve Communication Objective Owner(s) Strength (1 5): 4 SMT: Joseph Staley, De’Awn Bunch Feasibility (1 5): 3 OO: Kristi Randolph Simon, Krist Rickman, Erin Willey, Kyle Pirtle, Robert Bartsch Intended Result Formula: # indicating amount of communications sent thru secondary divided by total messages Consistent key messages are created and disseminated Unit of Measure: % Measure Location: Individual Units Measure Owner: De’Awn Bunch Data Source: Self report request Measurement Name Collection Frequency: Quarterly Reporting Frequency: Quarterly Messaging review Verified / Validated by: Karen Barbier Presentation: Line graph Targets & Thresholds: 75 95 NOTE: Complete one Performance Measure Data Definition Table for each Performanc

76 e Measure / KPI.Strategic Initiative Dat
e Measure / KPI.Strategic Initiative Data Definition Table Initiative Name: Initiative Description: Develop universitywide messaging procedures University - wide messaging Initiative Owner: Strategic Objective(s) Covered: Improve Communication, UHCL Experience Project Roles and Responsibilities: Representatives from each college and division Intended Result(s): Risks: System Noncompliance Assumptions and Constraints: Lack of awareness Management Controls: SAMS, state and federal guidelines Major Tasks: Share procedures with unit owners Assign tools and templates Survey of best practices Needs assessment Draft and write procedures Milestones: Process documented Training and Implementation Deliverables: Documentation of Process Estimated Staff Commitments: 1 FTE per college and division Purpose/Business Case: Estimated budget and type of funds by year: $50,000 Project Performance Measures: percent of employees trained on procedures Targets and Thresholds: 65 85 Strategic Initiative Data Definition Table Initiative Name: Initiative Description: Acquire application for universitywide email distribution Email Campaign Manager Initiative Owner: S

77 trategic Objective(s) Covered: Improve
trategic Objective(s) Covered: Improve Communication Marketing and Communications Project Roles and Responsibilities: Set up email application Train users Quality checks Intended Result(s): Risks: Duplicate email systems Assumptions and Constraints: Cultural shift Management Controls: Listserve moderators SAMs and compliance guidelines Major Tasks: Train unit users Create communication calendar Create an email digest to consolidate internal emails Milestones: Project deployment from vendor Training and set up Quality checks Deliverables: Training manual/modules Estimated Staff Commitments: 1 coordinator per dept Purpose/Business Case: Estimated budget and type of funds by year: 30,000 Project Performance Measures: Email open rate Targets and Thresholds: 15 50 Strategic Objective Commentary 10 – Increase Revenue SMT: Mark Denney, Dwayne Busby OO: Sarah Lechago, Nancy Devino, Missie Adkins, Ishaq Unwala, Charlotte Tullos, Kara Hadley - Shakya Description: Generate new direct revenue that exceeds the value of resources required to implement those strategic initiatives. Intended Result(s) Performance Measure (KPI): Increased s

78 tudent enrollment, new and retained Ne
tudent enrollment, new and retained New student enrollment composite Student retention composite Increase non - tuition revenue Non - degree revenue Sponsored programs compositeAlumni giving composite Strategic Initiative(s): Increase Enrollment of new students Improve retention of existing students Improve nontuition based enrollment opportunities Increase noninstruction based revenue sources NOTE: Complete one Strategic Objective Commentary for each Objective. Performance Measure Data Definition TableObjective: Increase RevenueIntended Result: Increased student enrollment, new and retained Objective Name Measure Description: Achieving enrollment targets based on the approved University Strategic Enrollment Plan, submitted annually. This covers all new enrollment targets. Increase Resources Objective Owner(s) Strength (1 5): 5 SMT: Mark Denney, Dwayne Busby OO:Sarah Lechago, Nancy Devino, Missie Adkins, Ishaq Unwala, Charlotte Tullos, Kara Hadley - Shakya Feasibility (1 5): 5 Intended Result Formula: % change fall to fall Increased student enrollment, new students Unit of Measure: Headcount and student credit hours Measure Location: Enroll

79 ment Management Measure Owner: AVP Enrol
ment Management Measure Owner: AVP Enrollment Management Data Source: EM funnel report Measurement Name Collection Frequency: Weekly Reporting Frequency: Weekly New student enrollment composite - New Firsttimecollege students Verified / Validated by: AVP Enrollment Management Presentation: Report / Dashboard Targets & Thresholds: % �5% NOTE: Complete one Performance Measure Data Definition Table for each Performance Measure / KPI. Performance Measure Data Definition TableObjective: Increase RevenueIntended Result: Increased student enrollment, new and retained Objective Name Measure Description: Student retention composite Retentions composite made up of the following elements: Retention for: Students below 30 credits to 60 credits Students between 3060 credits to 90 credits Students between 6090 credits to 120 credits Increase Resources Objective Owner(s) Strength (1 5): 5 SMT: Mark Denney, Dwayne Busby OO:Sarah Lechago, Nancy Devino, Missie Adkins, Ishaq Unwala, Charlotte Tullos, Kara Hadley - Shakya Feasibility (1 5): 5 Intended Result Formula: Progression rate Increased student enrollment, retained students Unit of Measure: Individual students progre

80 ssing through each level Measure Locati
ssing through each level Measure Location: OIE Measure Owner: AVP Student Success Data Source: Retention / Graduation report Measurement Name Collection Frequency: Annually Reporting Frequency: Annually Student retention composite – First - time - college students Verified / Validated by: AVP Student Success Presentation: Report / Dashboard Targets & Thresholds: % �5% NOTE: Complete one Performance Measure Data Definition Table for each Performance Measure / KPI. Performance Measure Data Definition TableObjective: Increase RevenueIntended Result: Increased NonTuition Revenue Objective Name Measure Description: Nondegree revenue Increase Enrollment from fee based nondegree programs including summer camps, certificate programs, community program courses, continuing education, etc. Increase Resources Objective Owner(s) Strength (1 5): 5 SMT: Mark Denney, Dwayne Busby OO:Sarah Lechago, Nancy Devino, Missie Adkins, Ishaq Unwala, Charlotte Tullos, Kara Hadley - Shakya Feasibility (1 5): 3 Intended Result Formula: % change year to year, most recent year vs. 3 yr avg. Increase non - tuition revenue Unit of Measure: dollars Measure Location: Finance Meas

81 ure Owner: AVP Finance Data Source: Crea
ure Owner: AVP Finance Data Source: Create report in Finance by account for nontuition rev Measurement Name Collection Frequency: Annually Reporting Frequency: Annually Non - tuition revenue Verified / Validated by: AVP Finance Presentation: Report Targets & Thresholds: % �2% NOTE: Complete one Performance Measure Data Definition Table for each Performance Measure / KPI. Performance Measure Data Definition TableObjective: Increase Revenue sIntended Result: Increased nontuition revenue Objective Name Measure Description: Sponsored programs composite Increase in number of awarded grant proposals, contract bids, and sponsorship requests. Increase Resources Objective Owner(s) Strength (1 5): 5 SMT: Mark Denney, Dwayne Busby OO:Sarah Lechago, Nancy Devino, Missie Adkins, Ishaq Unwala, Charlotte Tullos, Kara Hadley - Shakya Feasibility (1 5): 5 Intended Result Formula: % change annually Increase non - tuition revenue Unit of Measure: number of awarded grant proposals, contract bids, and sponsorship requests Measure Location: Office of Sponsored Programs University Advancement Measure Owner: Executive Dir/OSP and VP/UA Data Source: THECB and UHS report

82 s Measurement Name Collection Frequency:
s Measurement Name Collection Frequency: Monthly Reporting Frequency: Annually Sponsored programs composite – Awarded proposals and requests Verified / Validated by: Executive Dir/OSP and VP/UA Presentation: Report Targets & Thresholds: % �3% NOTE: Complete one Performance Measure Data Definition Table for each Performance Measure / KPI. Performance Measure Data Definition TableObjective: Increase RevenueIntended Result: Increased nontuition revenue Objective Name Measure Description: Alumni giving composite Increase in number of alumni that give monetary contributions to the university. Increase Resources Objective Owner(s) Strength (1 5): 5 SMT: Mark Denney, Dwayne Busby OO:Sarah Lechago, Nancy Devino, Missie Adkins, Ishaq Unwala, Charlotte Tullos, Kara Hadley - Shakya Feasibility (1 5): 5 Intended Result Formula: % change annually Increase non - tuition revenue Unit of Measure: Number of alumni donors Measure Location: University Advancement Measure Owner: VP University Advancement Data Source: University Advancement report Measurement Name Collection Frequency: Monthly Reporting Frequency: Annually Alumni giving composite – Number of a

83 lumni contributions Verified / Vali
lumni contributions Verified / Validated by: VP University Advancement Presentation: Report Targets & Thresholds: % �2% NOTE: Complete one Performance Measure Data Definition Table for each Performance Measure / KPI. Strategic Initiative Data Definition Table Initiative Name: Initiative Description: Through the development and execution of a Strategic Enrollment Plan, increase new First Time in College (FTIC) and Transfer students Increase Enrollment of new students Initiative Owner: Strategic Objective(s) Covered: # 10: Increase Revneue SMT: Mark Denney, Dwayne Busby OO:Sarah Lechago, Nancy Devino, Missie Adkins, Ishaq Unwala, Charlotte Tullos, Kara Hadley - Shakya Project Roles and Responsibilities: Intended Result(s): Risks: Increase Student Enrollment, New Students Assumptions and Constraints: That the cost of recruiting students will be below at least the marginal contribution rate of new students, and optimally, the average contribution rate for all students. Management Controls: Return on Investment Calculations Major Tasks: Development of Strategic Enrollment Plan Allocation of resources to support the plan Milestones: Deliverable

84 s: Estimated Staff Commitments:
s: Estimated Staff Commitments: Purpose/Business Case: Estimated budget and type of funds by year: Project Performance Measures: Targets and Thresholds: 7.5 85 7.5 Strategic Initiative Data Definition Table Initiative Name: Initiative Description: Through the development and execution of a Strategic Enrollment Plan and Student Success Initiative plan, increase historic retention rates for FTIC and Transfer students Improve retention of existing students Initiative Owner: Strategic Objective(s) Covered: # 10: Increase Revneue SMT: Mark Denney, Dwayne Busby OO:Sarah Lechago, Nancy Devino, Missie Adkins, Ishaq Unwala, Charlotte Tullos, Kara Hadley - Shakya Project Roles and Responsibilities: Intended Result(s): Risks: Increase Student Enrollment, Retain Continuing Students Assumptions and Constraints: That the cost of retaining students will at least positive for the marginal contribution rate for all continuing students, and optimally, the above the average contribution rate for all students. Management Controls: Return on Investment Calculations Major Tasks: Development of Strategic Enrollment Plan and Student Success plans Allocation

85 of resources to support the plan Miles
of resources to support the plan Milestones: Deliverables: Estimated Staff Commitments: Purpose/Business Case: Estimated budget and type of funds by year: Project Performance Measures: Targets and Thresholds: 7.5 85 7.5 Strategic Initiative Data Definition Table Initiative Description: Develop continuing education proposals that serve student and University Strategic Partnership needs Improve non - tuition based enrollment opportunities Initiative Owner: Strategic Objective(s) Covered: # 10: Increase Revneue SMT: Mark Denney, Dwayne Busby OO:Sarah Lechago, Nancy Devino, Missie Adkins, Ishaq Unwala, Charlotte Tullos, Kara Hadley - Shakya Project Roles and Responsibilities: Intended Result(s): Risks: Increase Non - Tuition revenue Continuing Education Assumptions and Constraints: That the contribution margin for non - degree seeking students in notranscriptable courses will be positive, including both direct and indirect costs. Management Controls: Return on Investment Calculations Major Tasks: Development of Continuing Education plans Allocation of resources to support the plan on the assumption of self - suupport outcomes

86 Milestones: Deliverables:
Milestones: Deliverables: Estimated Staff Commitments: Purpose/Business Case: Estimated budget and type of funds by year: Project Performance Measures: Targets and Thresholds: 7.5 85 7.5 Strategic Initiative Data Definition Table Initiative Description: Develop plans to increase Misc Other Revenue, such as Sales/Service, Interest, etc. Increase non - instruction based revenue sources Initiative Owner: Strategic Objective(s) Covered: # 10: Increase Revneue SMT: Mark Denney, Dwayne Busby OO:Sarah Lechago, Nancy Devino, Missie Adkins, Ishaq Unwala, Charlotte Tullos, Kara Hadley - Shakya Project Roles and Responsibilities: That the contribution margin for initiatives intended to increase misc. other revenue will be positive and not significantly divert from the primary mission of the delivery of academic programs for degreeseeking students. Intended Result(s): Risks: Assumptions and Constraints: Increase Non - Tuition revenue Misc Other Revenue Management Controls: Return on Investment Calculations Major Tasks: Milestones: Deliverables: Estimated Staff Commitments: Purpose/Business Case: Estimated budg

87 et and type of funds by year: Proje
et and type of funds by year: Project Performance Measures: Targets and Thresholds: 7.5 85 7.5 Strategic Objective Commentary 11 – Improve Alignment of Resources with Priorities SMT Names: Objective Owners: Mark Denney Elizabeth Beavers Mike Wetzel Brian Stephens George Guillen Crystal Matthews Usha Matthew Chris Ward Description: Knowledgeable and skilled faculty, staff and administrators created through an environment that actively encourages continued development to support the University’s strategic goals. Analyze scores to make measurable decisions that ensure the alignment of programs and initiatives with strategic objectives. Intended Result(s) Performance Measure (KPI): University initiative process aligns resources (human capital, financials, tangibles and intangibles) with alignment score. Average score of initiatives vs. average score of initiatives submitted. Annual gainsharing model based on metric achievement based on department strategic target. # budget manager participating in metric gainsharing annually. Annual stretch goals.

88 % improvement over 3 – 5 years.
% improvement over 3 – 5 years. (Average SCH/Faculty FTE measures align with resources and student demand); Average rate of unfunded course releases (funded = funded research) Annual contribution margin stretch goals for Budget Man agers. Strategic Initiative(s): Define resourcesDefine priorities/initiativesDevelop initiative alignment score matrixComplete the contribution margin budget model NOTE: Complete one Strategic Objective Commentary for each Objective. Performance Measure Data Definition Table Objective: Improve alignment of Resources with Priorities. Intended Result: University initiative process aligns resources (human capital, financials, tangibles and intangibles) with alignment score. Objective Name Measure Description: Average score of initiatives vs. average score of initiatives submitted based on human capital, funding, tangible and intangibles. Improve alignment of Resources with Priorities. Objective Owner(s) Strength (1 5): 5 SMT: Mark Denney, Brian Stephens OO:Elizabeth Beavers, George Guillen, Usha Matthew, Mike Wetzel, Crystal Matthews Feasibility (1 5): 5 Intended Result Formula: % of increase as compared to current year/prior year

89 (baseline) University initiative proces
(baseline) University initiative process aligns resources (human capital, financials, tangibles and intangibles) with alignment score. Unit of Measure: Number converted to % Measure Location: Office of Budget and Planning Measure Owner: Unknown Data Source: Yet to be determined or Quickscore Measurement Name Collection Frequency: 3 times a year minimum / 3 semesters and/or annually Reporting Frequency: Annually Verified / Validated by: Presentation: Line graph Targets & Thresholds: 75% 90% NOTE: Complete one Performance Measure Data Definition Table for each Performance Measure / KPI. Performance Measure Data Definition Table Objective: Improve alignment of Resources with Priorities. Intended Result: Annual gainsharing model based on metric achievement based on department strategic target.. Objective Name Measure Description: # budget manager participating in metric gainsharing annually per strategic target establishment/achievement utilizing QuickScore software. Improve alignment of Resources with Priorities. Objective Owner(s) Strength (1 5): 5 SMT: Mark Denney, Brian Stephens OO:Elizabeth Beavers, George Guillen, Usha Matthew, Mike Wetzel, Crystal Matthews

90 Feasibility (1 5): 5 Intended Result F
Feasibility (1 5): 5 Intended Result Formula: % of increase or decrease or improvement over a period of 3 to 5 years (3 year rolling average and based on a trendline) Annual gainsharing model based on metric achievement based on department strategic target. Unit of Measure: Number converted to % Measure Location: Office of Institutional Effectiveness (OIE) & Office of Planning and Budget Measure Owner: Various owners (depending on the priorities) Data Source: Yet to be determined or Quickscore Measurement Name Collection Frequency: 3 times a year minimum / 3 semesters and/or annually Reporting Frequency: Annually Verified / Validated by: Presentation: Line graph Targets & Thresholds: 80% 90% NOTE: Complete one Performance Measure Data Definition Table for each Performance Measure / KPI. Performance Measure Data Definition Table Objective: Improve alignment of Resources with Priorities. Intended Result: Annual stretch goals. Objective Name Measure Description: % improvement over 3 5 years. # Budget Managers achieving submitted annual contribution margin stretch goals at conclusion of each fiscal year. Improve alignment of Resources with Priorities. Objective Owner(s) St

91 rength (1 5): 5 SMT: Mark Denney,
rength (1 5): 5 SMT: Mark Denney, Brian Stephens OO:Elizabeth Beavers, George Guillen, Usha Matthew, Mike Wetzel, Crystal Matthews Feasibility (1 5): 5 Intended Result Formula: % improvement over a period of 3 to 5 years Annual stretch goals. Unit of Measure: Number converted to % Measure Location: Office of Institutional Effectiveness (OIE) and Office of Planning and Budget Measure Owner: Various owners (depending on the priorities) Data Source: Yet to be determined or Quickscore Measurement Name Collection Frequency: Annual Reporting Frequency: Annually Verified / Validated by: Presentation: Line graph Targets & Thresholds: 80% 90% NOTE: Complete one Performance Measure Data Definition Table for each Performance Measure / KPI. Strategic Initiatives Data Definition Table Initiative Name: Initiative Description: Resources to be aligned with Strategic Priorities Define Resources Initiative Owner: Strategic Objective(s) Covered: #2, #4, #8, #10, #11, #12 & #14 VPAF, Director Planning & Budget, AVP Finance Project Roles and Responsibilities: Propose resources that will be centrally managed through the Strategic Process, separate from decentralized resources Intended Res

92 ult(s): Risks: Significant challenge t
ult(s): Risks: Significant challenge to status quo of ownership resources and their allocation/utilization University initiative process aligns resources (human capital, financials, tangibles and tangibles) with alignment score. Annual gainsharing model based on metric achievement based on department strategic target. Annual stretch goals. Assumptions a nd Constraints: Common understanding of E&G resources as well as understanding of terms: restricted, reserved, and allocated Management Controls: Major Tasks: Annual budget and fiscal processes need to be modified Milestones: Deliverables: Annual pro forma and financial reports Estimated Staff Commitments: No additional realign current tasking Purpose/Business Case: Estimated budget and type of funds by year: Zero Project Performance Measures: Targets and Thresholds: 7.5 85 7.5 Strategic Initiatives Data Definition Table Initiative Name: Initiative Description: Propose and develop process that will identify priorities at Tier 1, 2, and 3 of the Strategic Plan Define Priorities and Initiatives Initiative Owner: Strategic Objective(s) Covered: #2, #4, #8, #10, #11, #12 & #14 SVPAA, VP

93 AF, VPSA, & VPUA Project Roles and Re
AF, VPSA, & VPUA Project Roles and Responsibilities: Intended Result(s): Risks: Significant challenge to status quo of ownership of resources and their allocation/utilization Significant challenge to business as usual University initiative process aligns resources (human capital, financials, tangibles and tangibles) with alignment score. Annual gainsharing model based on metric achievement based on department strategic target. Annual stretch goals. Assumptions a nd Constraints: Management Controls: Major Tasks: Milestones: Deliverables: Estimated Staff Commitments: Purpose/Business Case: Estimated budget and type of funds by year: Project Performance Measures: Targets and Thresholds: 7.5 85 7.5 Strategic Initiatives Data Definition Table Initiative Name: Initiative Description: Propose and develop process that will score annual budget initiative submissions Develop Initiative Alignment Score Matrix Initiative Owner: Strategic Objective(s) Covered: #2, #4, #8, #10, #11, #12 & #14 VPAF, Director Planning & Budget Project Roles and Responsibilities: Intended Result(s): Risks: Process not seen as objective University ini

94 tiative process aligns resources (huma
tiative process aligns resources (human capital, financials, tangibles and tangibles) with alignment score. Annual gainsharing model based on metric achievement based on department strategic target. Annual stretch goals. Assumptions a nd Constraints: Need for prioritized list of initiatives, by Tier Management Controls: Annual Prioritized list of Strategic initiatives Weight based on key areas: Academic Affairs Student Affairs Business Affairs Advancement Weight for tier impact: 3 = Tier I, 2 = Tier II, and 1 = Tier III Major Tasks: Milestones: Prioritized listing of Initiatives Review of Matrix Annual ranked listing Deliverables: Annual scored listing: Submitted and Funded Estimated Staff Commitments: .10 FTE in Budget Purpose/Business Case: Estimated budget and type of funds by year: No funding for this initiative, funding of submitted budget initiatives will depend on available funding on an annual basis Project Performance Measures: Targets and Thresholds: 7.5 85 7.5 Strategic Initiatives Data Definition Table Initiative Name: Initiative Description: Through the Budget Task Force, with oversight from the Planning and Budget Committee, comp

95 lete and implement the Contribution Mar
lete and implement the Contribution Margin Budget Model Complete the Contribution Margin Budget Model Initiative Owner: Strategic Objective(s) Covered: #2, #4, #8, #10, #11, #12 & #14 VPAF, Director Planning & Budget Project Roles and Responsibilities: Intended Result(s): Risks: Any new budget model will generate winners and losers. Budget managers must see the budget process as objective University initiative process aligns resources (human capital, financials, tangibles and tangibles) with alignment score. Annual gainsharing model based on metric achievement based on department strategic target. Annual stretch goals. Assumptions a nd Constraints: Management Controls: Major Tasks: Milestones: Deliverables: Estimated Staff Commitments: Purpose/Business Case: Estimated budget and type of funds by year: Project Performance Measures: Targets and Thresholds: 7.5 85 7.5 Strategic Objective Commentary 12 – Reduce Costs SMT Names: Objective Owners: Mark Denney Rebecca HussKeeler Catina Chapman Dwayne Busby Cindy Saltzman Paul Witney Rosie Pineda

96 Tim Michael Description
Tim Michael Description: Develop and implement processes that reduce the resources, per outcome*, required by the program.Optimize resources and operations to reduce operating costs. *Definition of “per outcome” Intended Result(s) Performance Measure (KPI): Decreased average operating costs $ reduction in cost/product ratio over time (5 - yr trend) Examples: (academic) Instructional costs / credit hour Standard faculty workload Average class size Student to Faculty ratio Examples: (academic support) Strategic Initiative(s): Develop process improvement training integrated into budget submissions to support stretch goals Create and Implement process for establishing annual budgetary stretch goals designed to reduce costs NOTE: Complete one Strategic Objective Commentary for each Objective. Performance Measure Data Definition Table Objective: Reduce CostsIntended Result: Decreased Operating Costs Objective Name Measure Description: Annual cost per item produced as identified by operational data Examples: Per SCH delivered Per Square Foot building/grounds maintained Per Student participation Grant application Alumni engage

97 d Reduce Costs
d Reduce Costs Objective Owner(s) Strength (1 5): 5 SMT: Mark Denney, Dwayne Busby OO:Rebecca HussKeeler, Cindy Saltzman, Rosie Pineda, Catina Chapman, Paul Witney Feasibility (1 5): 5 Intended Result Formula: Current year’s cost ratio/previous average year’s cost Decreased operating costs ratio per production data Unit of Measure: % Measure Location: Finance Dept. & Peoplesoft Measure Owner: VPAF & Director Planning and Budget Data Source: Finance Dept. Measurement Name Collection Frequency: Monthly Reporting Frequency: Quarterly % reduction in cost over time (5 - yr trend) Verified / Validated by: Finance Dept. Presentation: Line graph Targets & Thresholds: 3 8 NOTE: Complete one Performance Measure Data Definition Table for each Performance Measure / KPI. Strategic Initiatives Data Definition Table Initiative Name: Initiative Description: In order to achieve both Stretch Goals and to enable internal resource allocation within resources already under the control of Budget Managers, they will need to understand techniques of Process Improvement, how to identify opportunities, develop processes and manage results. Development of Process

98 Improvement Training to support Stretc
Improvement Training to support Stretch Goals for Budget Submission Initiative Owner: Strategic Objective(s) Covered: #2, #4, #8, #10, #11, #12 & #14 SVPAA, VPAF, VPSA, and VPUA Project Roles and Responsibilities: Intended Result(s): Risks: 1: failure will hinder success of several objectives, 2: wrong course will hinder outcomes, 3: improper implementation will lead to disuse. Develop process improvement training integrated into budget submissions to support stretch goals Assumptions and Constraints: Management Controls: Major Tasks: Milestones: Deliverables: Estimated Staff Commitments: Purpose/Business Case: Estimated budget and type of funds by year: Project Performance Measures: Targets and Thresholds: 7.5 85 7.5 Initiative Name: Initiative Description: Stretch Goals will become a requisite for participation in annual Budget Gainsharing. Budget Managers will need to take the training and utilize that training in order to identify annual process improvement goals that will support both budgetary stretch goals and Budget initiatives Create and Implement process for establishing annual budgetary stretch goals designed

99 to reduce costs Initiative Owner: St
to reduce costs Initiative Owner: Strategic Objective(s) Covered: #2, #4, #8, #10, #11, #12 & #14 Director, Planning and Budget Project Roles and Responsibilities: Intended Result(s): Risks: 1: failure will hinder success of several objectives, 2: wrong course will hinder outcomes, 3: improper implementation will lead to disuse. Develop process improvement training integrated into budget submissions to support stretch goals Assumptions and Constraints: Management Controls: Major Tasks: Milestones: Deliverables: Estimated Staff Commitments: Purpose/Business Case: Estimated budget and type of funds by year: Project Performance Measures: Targets and Thresholds: 7.5 85 7.5 Strategic Objective Commentary 13 – Improve UHCL Experience SMT Members: Objective Owners: Aaron Hart Wanalee Romero Anne Gessler Patrick Cardenas Georgina Moreno Carri Hill Joyce Taylor Angie Montelongo Tiffany King Mike McMullen David Rachita Description: The UHCL experience is about increased partnerships with alumni, improved student demonstration of

100 acquired skills and experiences, and inc
acquired skills and experiences, and increased faculty and staff connections with students through research, instruction, and service learning Intended Result(s) Performance Measure (KPI): Integrated Learning Opportunities are increased through faculty and staff engaging students through their research, instruction, and service learning. ServiceLearning Project Ratio Embedded PeerFacilitated Instruction Strategic Initiative(s): Increase servicelearning opportunities for students in order to supplement their education outside of the classroom. Number of servicelearning projects completed (# students; #hours) as a ratio to servicelearning opportunities. Opportunities offered to number completed. Embedded PeerFacilitated Instruction. Increase the percentage of classes that have embedded peerfacilitated instruction, as represented by peer tutors and peer mentors. Percentage of classes with embedded peertutors and peer mentors. NOTE: Complete one Strategic Objective Commentary for each Objective. Performance Measure Data Definition Table Objective: Improve UHCL ExperienceIntended Result: Integrated Learning Opportunities are increased through faculty and staff engaging students through their research, instru

101 ction, and service learning. Objective N
ction, and service learning. Objective Name Measure Description: The ServiceLearning Project Ratio is a composite score designed to measure the service learning experiences of students at UHCL. The goal ofthis measure is to inform how to increase servicelearning opportunities for students in order to supplement their education outside of the classroom. This measure is twofold in that in incorporates 1) measuring the number of service opportunities that are being offered to students and 2) Measuring the number of servicelearning projects that students complete outside of the classroom and the number of hours students spend engaged in service learning. Improve UHCL Experience Objective Owner(s) Strength (1 5): 5 SMT: Aaron Hart, Patrick Cardenas, Joyce Taylor, Mike McMullen OO:Wanalee Romero, Georgina Moreno, Angie Montelongo, Anne Gessler, Carri Hill, Tiffany King, David Rachita Feasibility (1 5): 3 Intended Result Formula: Number of service - learning projects completed (# students; #hours) as a ratio to servicelearning portunities Opportunities offered to number completed. Integrated Learning Opportunities are increased through faculty and staff engaging students thro

102 ugh their research, instruction, and se
ugh their research, instruction, and service learning. Unit of Measure: Ratio Measure Location: Student Involvement & Leadership (SIL), Strategic Partnership (SP) Measure Owner: Director SIL, Executive Director SP Data Source: Accredited Platforms to OIE Measurement Name Collection Frequency: Semesterly (Fall, Spring, Summer) Reporting Frequency: Semesterly (Fall, Spring, Summer) Service - Learning Project Ratio Verified / Validated by: OIE Presentation: Semester Progress Report Graphs Targets & Thresholds: TBD TBD NOTE: Complete one Performance Measure Data Definition Table for each Performance Measure / KPI. Performance Measure Data Definition TableObjective: Improve UHCL ExperienceIntended Result: Integrated Learning Opportunities are increased through faculty and staff engaging students through their research, instruction, and service learning. Objective Name Measure Description: Embedded PeerFacilitated Instruction. This measure is intended to be used to increase the percentage of classes that have embedded peerfacilitated instruction, as represented by peer tutors and peer mentors. Strategic Initiative: Embedded Peer Mentoring and Tutoring Initiative. Improve UHCL Experience Ob

103 jective Owner(s) Strength (1 5): 5 S
jective Owner(s) Strength (1 5): 5 SMT: Aaron Hart, Patrick Cardenas, Joyce Taylor, Mike McMullen OO:Wanalee Romero, Georgina Moreno, Angie Montelongo, Anne Gessler, Carri Hill, Tiffany King, David Rachita Feasibility (1 5): 5 Intended Result Formula: Percentage of classes with embedded peertutors and peer mentors Integrated Learning Opportunities are increased through faculty and staff engaging students through their research, instruction, and service learning. Unit of Measure: Percentage Measure Location: College Deans Offices Measure Owner: Faculty of courses with embedded peer tutors Data Source: AVP Student Success Initiative Measurement Name Collection Frequency: Semesterly (Fall, Spring, Summer) Reporting Frequency: Semesterly (Fall, Spring, Summer) Embedded Peer - Facilitated Instruction Verified / Validated by: Provost Presentation: Semester Progress Report Graphs Targets & Thresholds: TBD TBD Strategic Initiative Data Definition Table ServiceLearning Initiative Name: Initiative Description: Increase the number of servicelearning experiences offered to the student body. Service - Learning Project Ratio Initiative Owner: Strategic Objective(s) Covered: Improve UHCL Exper

104 ience Student Involvement and Leadershi
ience Student Involvement and Leadership (Student Affairs) Project Roles and Responsibilities: Build a series of service - learning and community engagement programs for students to attend. Hours earned can be reported to an incentive program designed and maintained by the Office of Student Involvement and Leadership. Intended Result(s): Risks: Low student interest. Incorrect reporting of service hours. Integrated Learning Opportunities are increased through faculty and staff engaging students through their research, instruction, and service learning. Assumptions and Constraints: Students may not want to dedicate time to nonacademic servicelearning programs (do not see value). Management Controls: Hours report by students. Hours approved through current student engagement platform. Manage number of service - learning opportunities. Major Tasks: Collaborative demonstration of the importance to incorporate service learning by entire campus community (staff and faculty). Milestones: Significant increase in the number of service - learning opportunities. Increase in total number of service - learning hours earned and reported by the student body. Deliverables:

105 Increased number of opportunities offer
Increased number of opportunities offered and increase in overall student body service hours. Estimated Staff Commitments: Current staff and technology can manage initiative. Purpose/Business Case: Estimated budget and type of funds by year: Increased M&O dedicated to increase servicelearning programs offered by unit for students. Support student success through servicelearning experiences. Project Performance Measures: Number of hours reported each semester. Targets and Thresholds: Increase in the number of hours reported each semester. 75% 85% Strategic Initiative Data Definition Table Embedded Tutors/Mentors Initiative Name: Initiative Description: Develop a comprehensive embedded tutor/peer mentor program that supports highrisk academic courses. Embedded Tutor/Peer Mentors Initiative Owner: Strategic Objective(s) Covered: Improve UHCL Experience Student Success & Initiatives Project Roles and Responsibilities: Develop a comprehensive training program and performance tracking for embedded tutors/peer mentors. Intended Result(s): Risks: Low student interest/eligible in becoming an embedded tutor/peer mentor. Integrated Learning Opportunities are increased th

106 rough faculty and staff engaging stude
rough faculty and staff engaging students through their research, instruction, and service learning. Assumptions and Constraints: There may not be a need to embedded tutors in all highrisk courses and the cost involved within each college. Management Controls: Course grades Tutor/mentor performance evaluation Major Tasks: Determine the need and communicate the request. Hiring and training tutors/peer mentors Evaluate the tutor/mentor and assigned course. Milestones: Embedded peer tutor in every high - risk academic course by spring semester 2021. Deliverables: Improvement on the successful completion of high - risk courses. Estimated Staff Commitments: 1 FTE through Student Success Center to coordinate need with each academic college. Purpose/Business Case: Estimated budget and type of funds by year: Dedicate M&O for hiring and retaining of embedded tutors/peer mentors. Cost estimate: $10K per student employee. Support student success in highrisk academic courses. Project Performance Measures: Percentage of classes with embedded peer - tutors and peer mentors Targets and Thresholds: Successful course completion 75% 85%

107 Strategic Objective Commentary Tier 1
Strategic Objective Commentary Tier 1 Objective: 14 - Improve Innovation SMT Names: Objective Owners: Rick Short Lori Santiago Vasquez Vivienne McClendon Alfredo Perez Dvila Evelyn Miralles Daniel Silvermintz Miguel Gonzalez Dorothy Kirkman Sheeba Thomas Bryan Heard Jana Willis Robert Bartch Bill Amonette David Garrison Description: Support opportunities that foster an environment that promotes the creation of new and/or improved solutions to realworld problems, issues or challenges. This innovative culture requires creativity, multiple perspectives and expertise, flexibility and willingness to embrace risks. Intended Result(s) Performance Measure (KPI): Develop curriculum, research, teaching and service that are solutionfocused, creative, and inclusive of multi

108 ple perspectives 1) Increase problem
ple perspectives 1) Increase problem base learning experiences as measured by course syllabi Increase of research projects that are innovative and/or creative Increase collaborative partners to identify problems, find/work on solutions, evaluate and recognize results 1) Increase student exposure and enga gement with emerging technologies and solutions Increase engagements with partners in addressing realworld problems Strategic Initiative(s): Create and convene an Innovation Advisory Board to provide guidance to the university community in the definition and implementation on innovation ideas and solutions. Course, curriculum, program, faculty and staff badging. Performance Measure Data Definition Table Objective: Improve InnovationIntended Result: Develop curriculum, research, teaching and service that are solutionfocused, creative, and inclusive of multiple perspectives Objective Name Measure Description: Increase problem base learning experiences as measured by course syllabi Improve Innovation Objective Owner(s) Strength (1 5): 3 Rick, Vivienne, Evelyn, Miguel, Jana Marie, Lory, Dorothy, Sheeba Feasibility (1 5): 5 Intended Result Formula: Number of badged Cl

109 asses/Total Number of Critical Thinking
asses/Total Number of Critical Thinking Classes Develop curriculum, research, teaching and service that are solutionfocused, creative, and inclusive of multiple perspectives Unit of Measure: Percentage Measure Location: - Measure Owner: Bartsch, Robert A/ Pat Cuchens Data Source: Measurement Name Collection Frequency: Every Long Semester Reporting Frequency: Every Long Semester Increase problem base learning experiences Verified / Validated by: Bartsch, Robert A/ Pat Cuchens Presentation: Bar Chart of trend Targets & Thresholds: 1% 3% 5% NOTE: Complete one Performance Measure Data Definition Table for each Performance Measure / KPI. Performance Measure Data Definition Table Objective: Improve InnovationIntended Result: Develop curriculum, research, teaching and service that are solutionfocused, creative, and inclusive of multiple perspectives Objective Name Measure Description: Increase of research projects that are innovative and/or creative Improve Innovation Objective Owner(s) Strength (1 5): 4 Rick, Vivienne, Evelyn, Miguel, Jana Marie, Lory, Dorothy, Sheeba Feasibility (1 5): 4 Intended Result Formula: Total Number of Innovative Projects/ Total Number of Projects Deve

110 lop curriculum, research, teaching and
lop curriculum, research, teaching and service that are solutionfocused, creative, and inclusive of multiple perspectives Unit of Measure: Percentage Measure Location: - Measure Owner: Project Office/ Sponsor Office Data Source: Measurement Name Collection Frequency: Annual Reporting Frequency: Annual Increase of research projects that are innovative and/or creative Verified / Validated by: Directors of each area Presentation: Bar Chart of trend Targets & Thresholds: 1% 3% 5% NOTE: Complete one Performance Measure Data Definition Table for each Performance Measure / KPI. Performance Measure Data Definition Table Objective: Improve InnovationIntended Result: Increase collaborative partners to identify problems, find/work on solutions, evaluate and recognize result Objective Name Measure Description: Increase student exposure and engagement with emerging technologies and solutions Improve Innovation Objective Owner(s) Strength (1 5): 5 Rick, Vivienne, Evelyn, Miguel, Jana Marie, Lory, Dorothy, Sheeba Feasibility (1 5): 3 Intended Result Formula: Total Number of Internships + externships+ student led projects that are inclusive of innovative solutions or ideas / Total Number

111 of Internships + externships+ student le
of Internships + externships+ student led projects Increase collaborative partners to identify problems, find/work on solutions, evaluate and recognize results Unit of Measure: Percentage Measure Location: - Measure Owner: Strategic Partnership /Career Services / OIE Data Source: Various Systems Measurement Name Collection Frequency: Long Semester Reporting Frequency: Long Semester Number of internships / Externships / Student led Projects that are inclusive of innovative solutions/ideas Verified / Validated by: Directors of each area Presentation: Bar Chart of trend Targets & Thresholds: 1% 3% 5% NOTE: Complete one Performance Measure Data Definition Table for each Performance Measure / KPI. Performance Measure Data Definition Table Objective: Improve InnovationIntended Result: Increase collaborative partners to identify problems, find/work on solutions, evaluate and recognize results Objective Name Measure Description: Increase engagements with partners in addressing real world problems Improve Innovation Objective Owner(s) Strength (1 5): 5 Rick, Vivienne, Evelyn, Miguel, Jana Marie, Lory, Dorothy, Sheeba Feasibility (1 5): 5 Intended Result Formula: Total Number of innova

112 tive partnerships/ Total Number of part
tive partnerships/ Total Number of partnerships Increase collaborative partners to identify problems, find/work on solutions, evaluate and recognize results Unit of Measure: Percentage Measure Location: Measure Owner: Strategic Partnership Data Source: SP System Measurement Name Collection Frequency: Annually Reporting Frequency: Annually Increase engagements with partners in addressing realworld problems Verified / Validated by: Directors of Strategic Partnership Presentation: Bar Chart of trend Targets & Thresholds: 1% 3% 5% NOTE: Complete one Performance Measure Data Definition Table for each Performance Measure / KPI. Strategic Initiative Data Definition Table #1 Initiative Name: Initiative Description: Create and convene an Innovation Advisory Board to provide guidance to the university community in the definition and implementation on innovation ideas and solutions. Improve Innovation Initiative Owner: Strategic Objective(s) Covered: Support opportun ities that foster an environment that promotes the creation of new and/or improved solutions to realworld problems, issues or challenges. This innovative culture requires creativity, multiple perspectives and expertise, flexibility and

113 willingness to embrace risks. Rick S
willingness to embrace risks. Rick Short, Vivienne McClendon, Miguel Gonzalez, Evelyn Miralles Project Roles and Responsibilities: Identification of members, scheduling, meeting, missions, agendas. Intended Result(s): Risks: No diversity, low buy in, weak commitment Increase collaborative partners to identify problems, find/work on solutions, evaluate and recognize results Assumptions and Constraints: Participation interests, consensus, that innovation is valued, funds, expertise Management Controls: Administration support Resources Stakeholders buy - in Major Tasks: Define criteria for board membership Identify potential board members Select board members Milestones: Established board membership criteria List potential members Evaluate and select board members Deliverables: Convening the Board Estimated Staff Commitments: Admin Assistant (1 month) Purpose/Business Case: Estimated budget and type of funds by year: $1,500 Identification and in for establishing and sustaining an Project Performance Measures: 1/20 3/20 (approx. 3 months) Targets and Thresholds: Attendance innovating culture at UHCL 30% 60% 80% Strategic Initiative Data Definition Table #2

114 Initiative Name: Initiative Description:
Initiative Name: Initiative Description: Course, curriculum, program, faculty and staff badging. Improve Innovation Initiative Owner: Strategic Objective(s) Covered: Improve Innovation Rick Short, Vivienne McClendon, Miguel Gonzalez, Evelyn Miralles Project Roles and Responsibilities: Define a measure for innovation Intended Result(s): Risks: No buy Develop curriculum, research, teaching and service that are solutionfocused, creative, and inclusive of multiple perspectives Assumptions and Constraints: Resources, time, data collection Management Controls: Training Implementation Evaluation Major Tasks: Define metrics for innovation assessment Develop training Deliver training Milestones: Accepted metrics Executing training Digital badged courses Deliverables: Metrics, training, and digital badges Estimated Staff Commitments: 10 faculty (1 week per faculty) 1 UCT (1 week) Purpose/Business Case: Estimated budget and type of funds by year: $5,000 Improve innovative practices and experiences across the University community Project Performance Measures: Trained faculty & staff, and badged courses Targets and Thresholds: Digitally badged courses 5% 10% 15%

115 Strategic Objective Com
Strategic Objective Commentary 15 - Increase University Recognition SMT Members: Objective Owners: Joe Staley Desi Rios Elizabeth Klett De’Awn Bunch Christine Kovic Charlotte Tullos Marilyn Simms Judith Marquez Gigi Do Description: Increase the university’s presence as an educational opportunity, community resource, online service provider, and regional economic driver. Increase the university’s presence as an educational content expert. Elevate the university’s brand to be consistent across all platforms and audiences. Intended Result(s) Performance Meas ure (KPI): Maintained or improved university ranking Stable or increased placement on relevant ranking lists Increased resources to support institutional development. Amount from funding sources (Endowments, Grants, Scholarships) Number of human/organizational resources (partnerships, volunteers, mentors) Internal and external audiences know UHCL brand mantras and university pillars (i.e. mission, vision, values) Number of digital engagements (earned media, social engagement, website traffic

116 /conversions) Percentage of Community Pa
/conversions) Percentage of Community Partnerships that align with UHCL pillarsBrand awareness surveys Strategic Initiative(s): Incorporate/reinforce brand identity through university announcements/updates/trainingsCreate targeted campaigns that drive traffic to/from our digital platformsTrack and assess referral sources to best identify marketing ROI Collect and market academic and expertise strengths NOTE: Complete one Strategic Objective Commentary for each Objective. Performance Measure Data Definition Table Objective: Increase university recognitionIntended Result: Maintained or improved university ranking Objective Name Measure Description: Maintain or increase university rankings on relevant ranking lists, including, but not limited to: U.S. News & World Report (Regional Universities West) Best Value Schools Top Performers on Social Mobility Academic programs Increase university recognition Objective Owner(s) Strength (1 5): 4 SMT: Joe Staley, De’Awn Bunch, Marilyn Simms OO:Desi Rios, Christine Kovic, Judith Marquez, Elizabeth Klett, Charlotte Tullos, Gigi Do Feasibility (1 5): 5 Intended Result Formula: Current minus previous ranking (placement increase) Maintained

117 or improved university ranking Unit o
or improved university ranking Unit of Measure: Ranking number delta Measure Location: Marketing and Communications Measure Owner: Assoc. VP for Marketing and Communications Data Source: Ranking agency Measurement Name Collection Frequency: Quarterly Reporting Frequency: Annually University Rankings Verified / Validated by: Assoc. Dir. of Media Relations Presentation: Line chart Targets & Thresholds: NOTE: Complete one Performance Measure Data Definition Table for each Performance Measure / KPI.Performance Measure Data Definition Tables Objective: Increase university recognitionIntended Result: Increase resources to support institutional development Objective Name Measure Description: The amount of funds received from external sources correlate to our increased university recognition, assuming that the more entities are aware of the university’s strengths, the more funds will be directed toward our priorities. Increase university recognition Objective Owner(s) Strength (1 5): 3 SMT: Joe Staley, De’Awn Bunch, Marilyn Simms OO:Desi Rios, Christine Kovic, Judith Marquez, Elizabeth Klett, Charlotte Tullos, Gigi Do Feasibility (1 5): 3 Intended Result

118 Formula: Amount per funding source Incre
Formula: Amount per funding source Increased resources to support institutional development Unit of Measure: Financial assets acquired Measure Location: Administration and Finance Measure Owner: Advancement, Institutional Effectiveness, Financial Aid Data Source: Database Measurement Name Collection Frequency: Monthly Reporting Frequency: Quarterly Funding Sources Verified / Validated by: VP for Administration and Finance Presentation: Pie chart Targets & Thresholds: NOTE: Complete one Performance Measure Data Definition Table for each Performance Measure / KPI.Performance Measure Data Definition Tables Objective: Increase university recognitionIntended Result: Increase resources to support institutional development Objective Name Measure Description: The number of human/organizational resources in the forms of partnerships, volunteers, and mentors that contribute their time, talent and treasure to the university Increase university recognition Objective Owner(s) Strength (1 5): 3 SMT: Joe Staley, De’Awn Bunch, Marilyn Simms OO:Desi Rios, Christine Kovic, Judith Marquez, Elizabeth Klett, Charlotte Tullos, Gigi Do Feasibility (1 5): 3 Intended Result Form

119 ula: Allocation of type of resource Inc
ula: Allocation of type of resource Increase resources to support institutional development Unit of Measure: Type of resource Measure Location: Strategic Partnerships Measure Owner: Exec. Dir. of Strategic Partnerships, University Advancement Data Source: Report Measurement Name Collection Frequency: Monthly Reporting Frequency: Monthly Human/organizational resources Verified / Validated by: Presentation: Pie chart Targets & Thresholds: NOTE: Complete one Performance Measure Data Definition Table for each Performance Measure / KPI.Performance Measure Data Definition Tables Objective: Increase University RecognitionIntended Result: Internal and external audiences know our brand mantras and university pillars (i.e. mission, vision, values) Objective Name Measure Description: The number of digital engagements (earned media, social engagement, website traffic/conversions) reflect how audiences resonate with our brand and visa versa Increase University Recognition Objective Owner(s) Strength (1 5): 3 SMT: Joe Staley, De’Awn Bunch, Marilyn Simms OO:Desi Rios, Christine Kovic, Judith Marquez, Elizabeth Klett, Charlotte Tullos, Gigi Do Feasibility (1 5):

120 5 Intended Result Formula: Percentage
5 Intended Result Formula: Percentage of each digital lead over total digital engagement Internal and external audiences know our brand mantras and university pillars (i.e. mission, vision, values) Unit of Measure: Engagement metrics Measure Location: Marketing and Communication Measure Owner: Assoc. Dir. of Media Relations, Assoc. Dir. of Web Services Data Source: Spreadsheet Measurement Name Collection Frequency: Monthly (when applications are available) Reporting Frequency: Quarterly Digital engagement Verified / Validated by: Assoc. VP for Marketing and Communications Presentation: Line graph or pie chart Targets & Thresholds: NOTE: Complete one Performance Measure Data Definition Table for each Performance Measure / KPI. Performance Measure Data Definition Tables Objective: Increase University RecognitionIntended Result: Internal and External audiences know our brand mantras and university pillars Objective Name Measure Description: Evaluate the percentage of university/community partnerships including use of facilities, research partnerships, internships, etc. that align with UHCL’s brand, mission, vision and values. Increase University Recognition Obje

121 ctive Owner(s) Strength (1 5): 3 SMT
ctive Owner(s) Strength (1 5): 3 SMT: Joe Staley, De’Awn Bunch, Marilyn Simms OO:Desi Rios, Christine Kovic, Judith Marquez, Elizabeth Klett, Charlotte Tullos, Gigi Do Feasibility (1 5): 3 Intended Result Formula: # of partnerships that share common values/goals over total partnerships Internal and external audiences know our brand mantras and university pillars (i.e. mission, vision, values) Unit of Measure: Percentage Measure Location: Administration and Finance Measure Owner: Exec. Dir. of Strategic Partnerships, VP for Advancement, AVP for Facilities Data Source: Report Measurement Name Collection Frequency: Monthly Reporting Frequency: Semiannually Community partnerships Verified / Validated by: Presentation: Bar graph Targets & Thresholds: 30 75 NOTE: Complete one Performance Measure Data Definition Table for each Performance Measure / KPI. Performance Measure Data Definition Tables Objective: Increase University RecognitionIntended Result: Internal and external audiences know our brand mantras and university pillars (i.e. mission, vision, values) Objective Name Measure Description: Brand awareness surveys will be used to assess familiarity with the university&#

122 146;s identity, brand promise and core
146;s identity, brand promise and core values. Increase University Recognition Objective Owner(s) Strength (1 5): 3 SMT: Joe Staley, De’Awn Bunch, Marilyn Simms OO:Desi Rios, Christine Kovic, Judith Marquez, Elizabeth Klett, Charlotte Tullos, Gigi Do Feasibility (1 5): 3 Intended Result Formula: Survey ratings Internal and external audiences know our brand mantras and university pillars (i.e. mission, vision, values) Unit of Measure: Correct responses Measure Location: Marketing and Communication Measure Owner: Assoc. VP for Marketing and Communication, Exec. Dir. of Admissions, Dir. of Alumni Engagement, VP for Student Affairs Data Source: Survey database Measurement Name Collection Frequency: Monthly (when applications are available) Reporting Frequency: Monthly Brand awareness Verified / Validated by: Assoc. VP for Marketing and Communications Presentation: Line Graph Targets & Thresholds: NOTE: Complete one Performance Measure Data Definition Table for each Performance Measure / KPI.Strategic Initiative Data Definition Tables Initiative Name: Initiative Description: Incorporate/reinforce brand identity through university announcements/updates/tra

123 inings Brand identity Initiative Own
inings Brand identity Initiative Owner: Strategic Objective(s) Covered: Increase University Ranking, Improve Communication, Improve UHCL Experience Project Roles and Responsibilities: Intended Result(s): Risks: Assumptions and Constraints: Management Controls: Major Tasks: Milestones: Deliverables: Estimated Staff Commitments: Purpose/Business Case: Estimated budget and type of funds by year: Project Performance Measures: Targets and Thresholds: Strategic Initiative Data Definition Tables Initiative Name: Initiative Description: Create targeted campaigns that drive traffic to/from our digital platforms Targeted campaigns Initiative Owner: Strategic Objective(s) Covered: Increase University Ranking, Improve UHCL Experience Project Roles and Responsibilities: Intended Result(s): Risks: Assumptions and Constraints: Management Controls: Major Tasks: Collect and market academic and expertise strengths Track and assess referral sources to best identify marketing ROI Milestones: Deliverables: Estimated Staff Commitments: Purpose/Business Case: Estimated budget and type of funds by yea