TRACKING THE 2014- 2015 STORY€¦ · of leadership theory and self-discovery in partnership with...

TRACKING THE 2014-2015 STORY

Collecting and assessing division and departmental action steps

2012-2017 DSAES Strategic Initiatives

1. Create new opportunities for student success through learning, engagement, and discovery.

2. Actualize and leverage the fiscal, human, technological, and facility resources that enhance the student experience.

3. Foster the creation of a global learning community that actualizes and embraces inclusion while preparing students to become active citizens.

4. Develop a culture of innovation and accountability in the redesign of Division policies, processes and procedures.

5. Cultivate a collective identity that demonstrates a united vision.

6. Create and engage in strategic partnerships.

1Create new opportunities for student success through learning, engagement, and discovery.

a. Develop a comprehensive First and Second-Year-Experience program inclusive of sequential, intentional, and structured co-curricular involvement opportunities and support programs and services.

b. Establish supportive and advocacy services for commuter, transfer and graduate students.

c. Develop a multi-year co-curricular leadership experience for students utilizing the concepts of leadership theory and self-discovery in partnership with Academic Affairs.

d. Create a greater variety of student involvement initiatives that focus on the development of a vibrant campus life, including expanded evening and weekend programming.

e. Develop learning and theme communities intentionally connected to academic and student affairs programs to enhance student success in support of the growing residential campus.

f. Develop new service learning initiatives that create opportunities for self-discovery and application of academic disciplines for students

Create new opportunities for student success through learning, engagement and discovery.

a. Develop a comprehensive First and Second-Year-Experience program inclusive of sequential, intentional, and structured co-curricular involvement opportunities and support programs and services.

• Urban Experience Program (UEP) completed enhancing programs that were uniquely positioned to align with DSAES comprehensive First and Second Year Experience Program status and meeting the needs of first generation and transfer students. A summer transition program was also implemented for incoming freshman. The annual kick off week, Working Wonder Week, was held for UEP students.

• UEP completed the monitoring of academic progress through Grade Verification Reports for all currently enrolled students in their program.

• By participating in the New Student Orientation (NSO) Resource Fair, the LGBTQ Resource Center services were made available to new freshmen and transfer students. A slide highlighting LBGTQ Resource Center was also incorporated into the NSO slide show.

• UH Wellness’s Cougar Peer Educators was revamped and became a fully registered student organization, established leadership roles and recruited new members.

• University Career Services (UCS) completed the initiative of having representation on the First Year Experience Committee and expects to have continued representation on the committee.

• Student worker job duties were enhanced to include outreach efforts to increase awareness of UCS.

• The Department of Campus Recreation supported Student Housing and Residential Life (SHRL) by providing recreation based activities targeted to enhance program involvement.

b. Establish supportive and advocacy services for commuter, transfer and graduate students.• LGBTQ Resource Center implemented a mentoring program for LGBTQ students.• Dean of Students (DOS) worked with Commuter Assistants (CA) to facilitate and improve

advising, programming, and interventions for their FTIC students. As a part of the CA Program, DOS utilized Map-Works as a guideline for interventions with at-risk commuter students.

• Counseling and Psychological Services (CAPS) initiated a general therapy group that will be conducted entirely in Spanish.

• CAPS established a “Let’s Talk” location in the Dean of Students Office for Commuter Students and in the Center for Diversity and Inclusion to serve as point of contact for the other offices in the Student Center.

• CIR built a sense of community through shared experiences including regularly organized fun and sober social activities such as sober tailgating at home football games, an outdoor adventure component and a weekend camping, joining the Sober Recreation Committee, and participating in the Greater Houston Area recovering community’s monthly softball tournaments.

• UCS continues to work on the small business job development and increased the number of job postings by eight percent per year.

• CIR created Cougars in the Community focusing on service and education.

2014-15 COMPLETEDACTION STEPS

b. continued • Wellness and Veterans Service (VS) assessed office hours and adjusted hours.

Wellness also transformed the lobby space to allow for increased student usage. • The Health Center (HC) collected and analyzed data regarding commuter students

to increase the HC’s visibility and marketing needs off-campus. • The Student Center (SC) supported Instructional Assistant positions and Graduate

Intern experiences that were offered through University Centers in Marketing and Programs.

• SC worked through the College of Education to increase the number of students from the Higher Education Program participating in the graduate learning experiences.

• UCS established new methods of streamlining access to UCS services, including the incorporation of current and evolving social networking sites.

• UEP continues to enhance advisement to transfer students in UEP, increase the effectiveness of the foster care program and coordinate an on and off campus partnerships for DACA/DAPA students.

• UEP implemented and continues to hold a graduate support program for UEP students who are interested in graduate school. UEP also created an opportunity for current UH graduate students to network and research career opportunities.

• Admissions created greater efficiencies in the readmissions process by allowing documents needed to compete files to be uploaded to the student checklist.

• The HC explored a third party payer implementation to increase utilization by commuter students.

• DOS created and implemented a “Commuter Welcome” event during Weeks of Welcome.

c. Develop a multi-year co-curricular leadership experience for students utilizing the concepts of leadership theory and self-discovery in partnership with Academic Affairs.

• Center for Diversity and Inclusion (CDI) partnered with Residence Life to create and pilot a Black Male Leadership Program.

• Center for Student Involvement (CSI) developed Ignite Level II with cohorts.• CSI developed a “LeadUH” leadership tracks program.• CDI initiated a Student Ambassadors organization to create leadership

opportunities.• Children’s Learning Center (CLC) continues its partnerships with UEP, Career

Services, and Financial Aid to support student employees and parents in school and beyond.

• Student Center held customer service sessions in December and January focusing on a developed concept called the PAAW (Positive Attitudes and Actions Work). These sessions were held prior to the opening of Phase 1 of the SC and focused on providing student workers with leadership and self-discipline.


d. Create a greater variety of student involvement initiatives that focus on the development of a vibrant campus life, including expanded evening and weekend programming.

• LGBTQ has educated students about LGBTQ issues by hosting an event on National Coming Out Day along with hosting the event Beyond Binaries, where Robyn Ochs was the keynote speaker.

• Center for Fraternity and Sorority Life (CFSL) identified specific strategies designed to incrementally increase fraternity/sorority membership.

• Wellness developed a residential curriculum program with First Year Residential Experience (FYRE) and SHRL for the 2015-2016 year.

• CSI expanded the number of RSO Student Organization Leadership Conferences• CAPS increased “Let’s Talk” to 10 hours per week which included two evenings a week in

residence halls.• CDI developed a Cultural Connect Week by working with the Council of Ethnic

Organization.• VS created a Student Veterans of America Chapter. • CDI hosted a spring “Speaker Series”.• UCS arranged for speakers from the corporate/business sectors to address career issues via

seminars conducted in residence halls. • CFSL developed a Fraternity/Sorority Programming Board for all chapter participation.• CSI established a Frontier Fiesta advisory board (at Homecoming). • CSI expanded the number of RSO Student Leader networking events, the program offerings

of the Student Program Board, and the number of programs offered by the Council of Ethnic Organizations.

• CSI re-envisioned the Campus Leaders Reception to become a division/campus-wide event.• UCS sought to increase the number of on-campus jobs posted with UCS by ten percent per

year. • UCS arranged for speakers from the corporate/business sectors to address career issues via

seminars conducted in residence halls. • Campus Recreation is continuing to expand evening programs by targeting student groups

and organizations and has utilized upgraded outdoor facilities to increase evening programs.

e. Implementing newly developed learning and theme communities intentionally connected to academic and student affairs programs to enhance student success in support of the growing residential campus.

• Center for Diversity and Inclusion (CDI) partnered with Residence Life to create and pilot a Black Male Leadership Program.

• Center for Student Involvement (CSI) developed Ignite Level II with cohorts.• CSI developed a “LeadUH” leadership tracks program.• CDI initiated a Student Ambassadors organization to create leadership opportunities.• Children’s Learning Center (CLC) continues its partnerships with UEP, Career Services, and

Financial Aid to support student employees and parents in school and beyond.


f. Develop new service learning initiatives that create opportunities for self-discovery and application of academic disciplines for students.

• CSD continues to solidify programming to assist students with disabilities in obtaining employment.

• CSI implemented a Weeks of Welcome Service Project and expanded the service offerings of the Metropolitan Volunteer Program.

• HC began utilization of the OpenCommunicator (student portal) with PnC EMR system which allows student to develop individual health initiatives.

• UCS provided internship opportunities for students in a broad range of career fields. • Center for Student Media (CSM) continues to expand professional development

opportunities and offers two off-site media experiences (i.e. visit a studio, agency, or publication).

• CSM used EditCamp as a model to develop formalized training initiatives to support SVN and COOG Radio leaders as well as CSM student employees.

• Women and Gender Resource Center (WGRC) created a volunteer group to assist with resource tabling, Take Back the Night, the Vagina Monologues, Woman’s History Month, & Sexual Assault Awareness Week Programming.


2Actualize and leverage the fiscal, human, technological, and facility resources that enhance the student experience.

a. Establish protocols, guidelines, and incentives in consultation with Human Resources to recruit, train, and retain talented and skilled staff to best meet the needs of the students and to effectively implement Division programs and services.

b. Execute an effective operating plan of existing fiscal, human, technological, and facility resources in support of student success.

c. Assess student employment and internship opportunities and explore, in partnership with Academic Affairs and Human Resources, options for increasing, enhancing, and improving such opportunities.

d. Create and implement a division-wide advancement and fundraising program in partnership with the Division of Advancement.

e. Provide the highest quality customer service experience utilizing technology, training, and resources to improve user satisfaction.

a. Establish protocols, guidelines, and incentives in consultation with Human Resources to recruit, train and retain talented and skilled staff to best meet the needs of the students and to effectively implement Division programs and services.

• Campus Recreation reviewed and revised job descriptions for full-time staff to ensure responsibilities are further defined and at an appropriate pay grade to contribute to successful recruitment and hiring.

• CAPS new senior staff clinicians obtained QPR certification within one year of hire date.

• Wellness refined recruitment procedures for Graduate Assistants and student workers and sought out and utilized new channels for recruitment (i.e. academic departments or student organizations) to get a robust candidate pool.

• CSI developed and continues to maintain a professional competency-based training program for CSI staff based on the competency areas of advising and helping; law, policy and governance; leadership; personal foundations; student learning and development; and ethical professional practice.

• SC developed and expanded the organizational structure and culture which is capable of meeting student/student organization/other customer needs for a Tier One Student Center experience (programs, facilities, resources and marketing, and information).

• Office of the University Registrar (OUR) enhanced the academic catalog and curriculum management team by adding two new FTE.

• SHRL reviewed and updated the SRA job description and updated the RLC job description addendum.

• HC continues activities that comply with AAAHC standards to receive accreditation every three years.

• HC utilized ACHA clinical benchmarking initiatives to measure quality of care delivered by HC providers.

• HC developed quality improvement criteria to evaluate high-volume and high-risk Pharmacy activities.

• UCS, UEP, and Admissions utilized Human Resources services to source, recruit, and train new staff members.

• SHRL administration completed a department documentation initiative which standardized SHRL policy documentation formats and updated all SHRL policies.

• DOS developed and implemented a monthly “Lunch & Learn” series to enhance collaborations with partner offices and to strengthen the knowledge base of DOS staff members as it relates to various student populations.


b. Execute an effective operating plan of existing fiscal, human, technological, and facility resources in support of student success.

• Campus Recreation, CLC, and CAPS developed staffing plans to support growing programs and services. Their planning included utilizing available community resources in order to off-set operating budgets, requesting one time funding for renovations that were needed, and requesting and receiving approval for a new FTE for the clinical staff.

• CAPS identified/created opportunities and methods for staff to build upon their clinical and supervisory knowledge and skills.

• CAPS identified/created opportunities through Diversity Dialogues to build staff understanding and sensitivity to diversity factors to improve quality of work with clients.

• CIR expanded components of the program to meet the needs of the recovery community on campus and in the city of Houston.

• CSI, SC, DOS, and other department stakeholders continued the implementation process of the electronic Event Registration process for Student Organizations through the EMS System.

• CSI implemented a comprehensive educational plan within the Get Involved portal for Registered Student Organizations utilization.

• DSAES IT created a series of monthly workshops that focuses on training in regards to usage and education of software capability.

• DSAES IT established a procurement committee that will include members from the UH Community representing PeopleSoft, University Information Technology Enterprise, and others in Division of Student Affairs and Enrollment Services.

• On behalf of Campus Recreation, DSAES IT assisted with the research and beta testing of components related to the implementation of a new comprehensive recreation management system that launched in fall 2015.

• In collaboration with University IT (UIT) and Business Services, DSAES IT solidified online credit card payment support, security, and reconciliation policies that support a sustainable online payment process for the Division of Student Affairs and Enrollment Management.

• DSAES IT established an Information Resource Management Committee/Work Team, made up of DSAES department representatives, who will provide continuous feedback, suggestions, and support for Student Affairs IT Policy and Procedures outlined in the DSAES Information Resource Management (IRM) Guide.

• CSM transitioned Student Video Network to “CoogTV” and adopted new streaming technologies for broadcast over the internet.


b. continued• SC expanded the liaison relationship with Facilities Management through the

implementation of new contracted housekeeping and pest control to maximize efficiencies and cost savings.

• SC continues to work collaboratively with UH Dining Services and the Division of Administration and Finance to ensure quality customer service and high quality product standards as related to food service operations and services.

• SC completed the planning, construction, and installation of (4) additional bowling lanes within the Games Room in UC South.

• HC established an annual review system of all policies and procedures to be assessed and approved by Governing Body of Health Center.

• HC relied on improved and more robust data from EMR/PMS for a more effective use staff resources.

• UEP established effective policies and procedures for student financial assistance that align with UEP mission and foster academic achievement.

• Admissions increased efficiency and admissions decisions by automating GPA Calculation for transfer students.

• Admissions implemented the use of checklist upload functionality so students could submit admission documents electronically.

• OUR continues to work with Faculty Senate’s Graduate and Professional Studies Committee and Undergraduate Committee to modify business processes across all colleges and departments in an effort to publish academic catalogs before summer and fall enrollment cycles begin in April.

• OUR implemented electronic workflows and automated processes to perform procedures impacting students' academic information.

• WGRC submitted a proposal for grant funding from the Avon Foundation.• CIR assisted in restructuring their substance abuse policy and created an

educational component for fall 2015 implementation.

c. Assess student employment and internship opportunities and explore, in partnership with Academic Affairs and Human Resources, options for increasing, enhancing and improving such opportunities.

• Campus Recreation explored the feasibility of creating an internship program within Campus Recreation to support academic requirements within Health and Human Performance.

• LGBTQ hired a graduate student to coordinate a mentoring program for LGBTQ students as well as do educational outreach to student organizations and Fraternities and Sororities. LGBTQ also received SFAC funding to hire student workers.

• CSFL created an undergraduate intern program in CFSL that focuses on specific areas and special projects.

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c. continued• Wellness retained four front desk student workers, hired two new

Graduate Assistants, and hosted three interns throughout the year. Pre/post student development assessments were administered.

• VS offered Veterans Administration work study opportunities to eligible student veterans and their dependents and continues to explore other work sites to increase job opportunities for student veterans.

• CSM created two work-study positions supporting media services projects.

• UEP collaborated with UCS to find UEP students employment and hosted a UEP Dress for Success.

• Student Financial Aid (SFA) developed a reconciliation program with Bauer interns.

• WGRC created a 3 part assessment of student employees experience and development. This will be used as part of the FY16 Assessment Plan.

• WGRC created a student internship position for the fall 2015 semester. They also hired a Student Program Assistant to assist the Program Coordinator with Programming/Events for the 2015-2016 Academic Year.

d. Create and implement a division-wide advancement and fundraising program in partnership with the Division of Advancement.

• AD Bruce received $30,000 from the Cullen Trust for a new Steinway piano for the University Chapel.

• CFSL hosted the first Fraternity and Sorority Life specific development event.

• CIR explored opportunities for sustainability and fiscal responsibility by submitting eight grant proposals totaling $315,000.

• CSM established a fiscal opportunities path to donate funds for CSM scholarships and programs.

• SC created case statements for the SC Phase 1 designated spaces. Donor opportunities are UC Theater, Ballroom, South Lounge, and the Student Organization Complex. Naming opportunities for the Leadership will be perused at the completion of Phase 2 construction.

e. Provide the highest quality customer service experience utilizing technology, training, and resources to improve user satisfaction.

• Through CIP efforts, Campus Recreation will replace fitness equipment every three years and a natatorium project is underway.

• LGBTQ developed business practices to utilize the preferred name protocol for transgender students.


e. continued• Integrated Enrollment Services (IES) empowered Enrollment Service Directors to

improve Welcome Center and Call Center customer service through the use of student feedback, refined use of student visit feedback data by developing weekly and monthly report tools for the units and leveraged daily feedback from students to identify areas for improvement

• IES effectively delivered myUH training sessions and supported new UH staff's use of the myUH administrative functionality and university, enrollment service business processes.

• IES provided service assurance to campus partners who refer students to the Resolution Team.

• CLC implemented new staff development training which emphasized customer service.

• CDI is conducting a customer service training for all staff members.• HC utilized EMR student portal for patient communication and satisfaction surveys

and will continue to analyze EMR data reports quarterly to identify patient quality and satisfaction opportunities.

• OUR supported student success through implementation of electronic workflows and automated processes to perform procedures related to students' academic information.

• VS developed and implemented a staff retreat to advance the customer experience.


3Foster the creation of a global learning community that actualizes and embraces inclusion while preparing students to become active citizens.

a. Establish a division-wide standing committee focused on the assessment and creation of programs and services from a multicultural (intercultural) competency based lens.

b. Establish co-curricular, globally focused initiatives that provide students with opportunities for engagement on campus, in our surrounding environments and beyond.

c. Explore and enhance multicultural-based collaborative programs with departments outside of the Division and in partnership with agencies in our surrounding environments.

d. Establish and implement a campus climate survey in collaboration with Institutional Research to identify opportunities to actualize an inclusive and global learning community.

e. Explore the feasibility of creating and implementing a Multicultural Student Affairs department to assess and increase the Division’s contribution to and support of a diverse student body and fostering a global learning community on campus.

a. Establish a division-wide standing committee focused on the assessment and creation of programs and services from a multicultural (intercultural) competency based lens.

• LGBTQ developed and implemented a LGBTQ Resource Center “Pride Partner” program that will give academic and student affairs departments a mechanism to visibly show their support for LGBT issues and the LGBT Resource Center.

b. Establish co-curricular, globally focused initiatives that provide students with opportunities for engagement on campus, in our surrounding environmentsand beyond.

• Campus Recreation became a continuing education provider with AFAA and ACE.

• LGBTQ provided an opportunity for students to participate in the Creating Change Conference in spring 2015.

• CDI established phase one of a diversity workshop series.• CDI established protocol to send students to diverse student

conferences.• CDI created diversity student organization roundtable.• CSI expanded the number of cultural excursions to Houston landmarks

(museums and cultural centers) by CEO.• UCS maintained lists and referral information on employers that have

expressed interest in international students for domestic positions and global positions for all/any qualified students.

c. Explore and enhance multicultural-based collaborative programs with departments outside of the Division and in partnership with agencies in our surrounding environments.

• LGBTQ created and implemented a Lavender Graduation. • CLC established professional development training that prepares faculty

and staff to work with diverse children and families. • CLC established partnerships with specialized consultants in support of an

inclusive environment.• CAPS invited speakers outside of the Division and/or surrounding

environment to facilitate diversity workshops to assist staff in their work with clients.

• CDI established strategic partnerships with college departments and faculty members.

• CDI partnered with the MLK Committee to host campus/community event.


c. continued• CDI put on the Diversity Institute for CAPS.• CIR engaged students in meaningful service work through collaboration

with community partners to develop students' self-esteem, self-worth, and self-confidence.

• Wellness initiated conversations with campus diversity offices to be more visible at events.

• CSI is working with CEO and CDI to implement collaborative diversity programming with faculty and departments as well as support CEO’s efforts to develop cultural excursions to Houston landmarks.

• Admissions created a diversity track at New Student Conferences.• SFA collaborated with the Learning Abroad office to offer additional

funding options and expedite SAP processing.• SFA intensified relationships for engagement with Center for Mexican-

American Studies, African-American recruitment event, Asian American career day, and Hispanic Forum.

d. Explore the feasibility of creating and implementing a Multicultural Student Affairs department to assess and increase the Division’s contribution to and support of a diverse student body and fostering a global learning community on campus.

• CDI worked with Institutional Research to distribute, analyze, and develop action steps for the EBI Campus Climate Survey that will effectively respond to the needs of the student body.

• Wellness conducted the National College Health Assessment in spring 2015.

e. Explore the feasibility of creating and implementing a Multicultural Student Affairs department to assess and increase the Division’s contribution to and support of a diverse student body and fostering a global learning community on campus.

• CAPS explored opportunities for collaboration with the newly established the Center for Diversity and Inclusion to enhance programming for the CAPS Diversity Institute and other possible multicultural trainings for staff.

• CDI created an office structure, hired staff, and outlined the Center’s services and programs.

• SC supported the modification and development of space to support programs and services for the newly established Center for Diversity and Inclusion which opened in August.


4Develop a culture of innovation and accountability in the redesign of Division policies, processes and procedures.

a. Develop a comprehensive assessment plan that identifies learning and program outcomes and demonstrates a process for improvement based on measurable results.

b. Determine how/when to optimize human interaction between Division staff, students and University partners while employing technology to enable the timely retrieval and use of accurate information to address routine inquiries.

c. Establish and implement a series of reporting procedures for the purpose of demonstrating measurable outcomes and data to demonstrate a collective contribution to student success.

d. Establish and implement a recognition process to highlight innovative initiatives by individual staff members or departments that contribute to the ultimate goal utilization of human, financial, technological and physical resources.

a. Develop a comprehensive assessment plan that identifies learning and program outcomes and demonstrates a process for improvement based on measurable results.

• Campus Recreation administered a Campus Recreation area specific survey. • CFSL fully integrated AAC&U Essential Learning Outcomes into all CFSL

programs and services.• CSI measured and assessed SPB and CEO student leader self-growth leadership

development, collaboration, and intellectual growth competency areas.• CSM revisited the Student Media Awareness Survey to determine impact of new

initiatives and continued customer satisfaction surveys with a goal of increasing rates of satisfaction and reducing client turnover.

• SHRL launched an SHRL assessment section of the SHRL website where the assessment project results and annual reports might be posted.

• SHRL administration developed and continues to implement department feedback loops specifically connected with EBI results, annual goal setting, and assessment planning.

• UCS continues to collect, categorize, and analyze survey data and unsolicited feedback regarding UCS services as a valid means to assess learning outcomes and the application of learned skills.

• DOS developed and implemented learning outcomes for the Commuter Assistant Program for both Commuter Assistants (student leaders) as well as FTIC commuter student participants.

• DOS implemented assessments through BASELINE to capture pre/post meetings related to student conduct and student advocacy.

• SFA devised a plan to minimize the default cohort rate. • SFA created a plan to examine SAP rehabilitation rates.

b. Determine how/when to optimize human interaction between Division staff, students and University partners while employing technology to enable the timely retrieval and use of accurate information to address routine inquiries.

• Campus Recreation purchased and implemented new card swipe and membership software to better meet departmental needs.

• CLC utilized technology-based information management systems to improve user efficiency, monitor operations, and inform program improvement.

• CSI collaborated with Institutional Research and Enrollment Management Production Support to develop a business process to utilize the PeopleSoft Extracurricular Activities function to track student leader persistence and graduation rates.

• CAPS established CAPS Advisory Committee.


b. continued• The SC Conference and Reservation Services (CARS) office contacted (4) peer

institutions in addition to the event management system software vendor. Based on a review of information collected, the CARS office began a trial online reservation request process for select fee funded student organizations. The online reservation request process will expand in January 2015 to all student organizations and the university community.

• SHRL operations implemented third party housing software inclusive of a conference module. The visual student room self-selection module is still being developed.

• UEP employed technology to “go paperless” which will be environmentally helpful and allow the timely retrieval and use of accurate information.

• OUR implemented electronic workflows and automated processes to perform procedures related to students' academic information.

• SFA established student communication plan, created a communication calendar for the aid year, has event-driven communications and targeted, personal communications for incomplete verification.

c. Establish and implement a series of reporting procedures for the purpose of demonstrating measurable outcomes and data to demonstrate a collective contribution to student success.

• CLC established goals from various program evaluation, for continuous improvement/ innovation.

• CSI created a business process for annual reporting in relation to the CSI Progress Card.

• CSI created a business process to track student success factors, as well as retention and graduation rates, for graduates of the Ignite Leadership program.

• HC partnered with Division colleagues to demonstrate that utilization of Health Center services enhances students’ health status as well as academic success.

• CSM created a student media progress card that identifies the most critical areas for improvement within the department and the student organizations.

• HC continued to provide affordable, high quality medical care by improving operational efficiencies utilizing more robust data from new EMR/PMS.

• HC began measuring utilization data from Pharmacy to assess patients’ usage. • OUR established a baseline to evaluate success of technology enhancements.• DOS actively tracked pre/post conduct and advocacy meetings to assess student

learning/success.


d. Establish and implement a recognition process to highlight innovative initiatives by individual staff members or departments that contribute to the ultimate goal utilization of human, financial, technological and physical resources

• SHRL launched a UH Chapter of the National Residence Hall Honorary.• SHRL administration expanded the Residential Life recognition event to an all

department event.• SFA established pre-peak focus meetings, post-peak celebration/wrap-up, a

leadership retreat, and a staff recognition and annual meeting.• DSAES held a divisional and campus wide awards ceremony and all units

participated in the recognition of outstanding staff members.


5Cultivate a collective identity that demonstrates a united vision.

a. Collaborate with the Division of University Advancement and UH Marketing & Communication to develop and implement a division-wide integrated branding and marketing plan.

b. Assess the current web presence and use of social media throughout the Division and implement Division expectations of website design and effective use of social media.

c. Develop a comprehensive and integrated communications plan to increase awareness and understanding among the Division, the campus community and the surrounding environments about who we are, what we do and who we serve.

d. Expand the opportunities for staff involvement in division-wide initiatives, programs and services.

a. Collaborate with the Division of University Advancement and UH Marketing & Communication to develop and implement a division-wide integrated branding and marketing plan.

• Campus Recreation developed a website link that allows for direct, efficient donations through University Advancement.

• CSFL developed and implemented a campus-wide fraternity/sorority membership campaign focusing on fact-based marketing.

• CSM developed “media services” pilot projects to test viability of the service, e.g. Senior Portrait Days, commercial or promotional video production, depending on their level of interest indicated in the assessment.

• SHRL Marketing continues to use a contest strategy with social media to help market and brand activities and groups associated with SHRL.

• UEP intensified its outreach and collaboration with Admissions to increase the number of UEP participants.

b. Assess the current web presence and use of social media throughout the Division and implement Division expectations of website design and effective use of social media.

• Campus Recreation incorporated short videos or “commercials” to promote programs and services.

• CDI created Center for Diversity and Inclusion website and social media.• SHRL marketing continued to incorporate new UH brand in SHRL marketing

projects. • DOS developed and implemented a comprehensive approach to social media

platforms to better serve campus community and DOS customers.

c. Develop a comprehensive and integrated communications plan to increase awareness and understanding among the Division, the campus community and the surrounding environments about who we are, what we do and who we serve.

• LGBTQ developed a marketing strategy to more widely promote the center/programs.

• CLC implemented new communication methods with families that will enable families to promote their children’s learning.

• CDI launched a centralized calendar for all campus events supporting diversity and inclusion.

• To maximize use of marketing funds and work toward a common identity to represent Student Media and its components, CSM identified overlaps and areas for focused collaboration around promotion and marketing of Student Media.

d. Expanding the opportunities for staff involvement in division-wide initiatives, programs and services.

• CSFL increased amount of FEP evaluators within university faculty/staff.• Wellness reassessed HC 2020 and its subcommittees. • DOS created, marketed, and branded Student Advocacy Services to the campus

community.


6Create and engage in strategic partnerships.

a. Collaborate with the Division of Academic Affairs to develop proactive initiatives and research that positively impact student retention and graduation rates.

b. Involve the Faculty Senate, Staff Council, Student Government Association and other shared governance groups in the Division’s assessment and planning initiatives.

c. Partner with the Division of University Advancement and the Alumni Association to nurture an alumni base to support the Division’s initiatives.

d. Engage the Division of Administration and Finance in effective facilities management and the prioritization of capital investments.

e. Work with University Information Technology to operationalize best practices and to leverage resources to optimize the seamless delivery of programs and services.

f. Join forces with UH Athletics to explore opportunities that are mutually beneficial for student success.

a. Collaborate with the Division of Academic Affairs to develop proactive initiatives and research that positively impact student retention and graduation rates.

• CAPS established Let’s Talk locations near CLASS.• Campus Recreation increased collaborations with Health and Human Performance

in the College of Education. • CSM initiated conversations with the School of Communication to integrate media

production classes into CSM projects and organizations and to develop a co-curricular credit media sales program.

• SHRL expanded the use of MAP-Works with campus partners and the advising committee within Academic Affairs.

• UCS continued to serve students who are/were on academic probation and who are required to meet with a career counselor as a condition for re-admittance.

• UEP collaborated with other departments on campus on initiatives designed to improve the retention and engagement of freshman students and graduation rates of African American and Latino populations.

• Admissions continued to develop readmissions practices in conjunction with Academic Affairs to ease the transition of former students returning to UH.

• DOS created commuter programs that focus on how to increasing commuter student success by partnering with various campus departments.

• DOS implemented a pilot of MAP-Works with FTIC commuter students who are participating within the Commuter Assistance Program.

• SFA established relationships with the following departments: ACT, HRM, Digital Media, Honors, and Center for Mexican American Studies.

• SFA continued to work with the College of Business on the “Cash Course” Financial Literacy program.

b. Involve the Faculty Senate, Staff Council, Student Government Association and other shared governance groups in the Division’s assessment and planning initiatives.

• CLC involved CLC Advisory Board in SACS continuous improvement process and NAEYC reaccreditation self-assessment process.

• CSM involved SMAC members in newspaper review team and in the CSM Program Review.

• Admissions involved members of the Student Government Association in admissions recruitment meetings.

• DOS advertised Student Advocacy Services to campus community (Faculty, Staff, Students) – identifying DOS as a “Clearinghouse Referral” center for all student issues/complaints.

• SFA implemented student friendly changes to the Federal Regulator.


c. Partner with the Division of University Advancement and the Alumni Association to nurture an alumni base to support the Division’s initiatives.

• AD Bruce celebrated the 50th Anniversary of the Religion Center [February 2015] by presenting a series of events and fundraising opportunities to celebrate the dedication and opening of the Religion Center in May 1965.

• SM established outreach to SVN and Coog Radio alumni. They also partnered with UH Alumni and advancement to bring in alumni participation at CSM Banquet.

• CS engaged in joint planning with UHAA on workshops, career fairs, presentations at chapter meetings, and other events and programs.

• Admissions co-hosted and participated in UH Alumni Legacy college application workshop.

d. Engage the Division of Administration and Finance in effective facilities management and the prioritization of capital investments.

• CSM partnered with UH Printing and Postal to manage weekly newspaper delivery and rack maintenance.

• SHRL established a standing Capitol Planning and projects meeting in partnership with Capitol Planning.

• SHRL began the process of planning Quadrangle Replacement including funding model and timeline.

• DOS partnered with UHAA with the planning of Family Weekend.• DOS shared parent and family contacts with UHAA so that they may be included in

UHAA sponsored events within cities throughout Texas.

e. Work with University Information Technology to operationalize best practices and to leverage resources to optimize the seamless delivery of programs and services.

• Campus Recreation expanded Wi-Fi capabilities throughout CRWC and the leisure pool.

• DSAES IT worked with UIT to establish and outline the specific use of technology related to tablets, smart phones, etc. to support building and office operations.

• CSM launched Redline 2.0 through successful collaboration with UH IT and other stakeholders.

• SHRL administration collaborated with UIT to provide wireless TV to residential communities.

• SHRL administration collaborated with UIT to provide wireless TV to residential communities.

• HC created a student portal via Point & Click Open Communicator and People Soft.


f. Join forces with UH Athletics to explore opportunities that are mutually beneficial for student success.

• SHRL launched a committee to create and execute a series of Residential (alcohol free) Tailgate events.

• Wellness delivered IMAGE for football and other teams for the first time.• OUR developed a degree progress report specific to NCAA certification

requirements to improve certification processing time. • DOS established the Cougar Advocates for Successful Tailgating (C.A.S.T.)

group to assist with football tailgating monitoring and education.


TRACKING THE 2014- 2015 STORY€¦ · of leadership theory and self-discovery in partnership with...

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