2012 – 2015

Strategic Plan

Greetings:

Recently, Lone Star College-North Harris has experienced exceptional student growth in the midst of resource challenges. Despite this, LSC-North Harris continues to pride itself on providing the best in higher education learning opportunities, resources and student success.

In the fall of 2011, LSC-North Harris administrators, faculty, staff and students collaborated to create a plan that would guide the college for the next three years. A strategic planning steering team was formed to lead a collective process that utilized LSCS goals and objectives as a framework.

Many faculty, staff and students participated in the effort and their ideas and contributions were inspirational and significant in shaping the final plan. During the process, strategic planning goal leaders concentrated on developing a myriad of approaches to best assist faculty and staff in their critical role of supporting student success.

The culmination of their work has resulted in the 2012 – 2015 LSC-North Harris Strategic Plan.

The exchange of ideas—in academic fashion—has helped shape a plan that will allow the college community to respond to the challenges we face and the opportunities that are before us. The plan sets a course and a vision for the future, and provides guidance for decision-making that will have a profound impact on academic excellence, student support, and service to the community.

This strategic plan not only sets the vision for the next three years, but for years to come. The college will maintain its focus on serving students with an increased emphasis on retention. A proactive advising model and relationship building with specific, diverse student populations will be fundamental to this approach.

It is with pleasure that I present the 2012 – 2015 Lone Star College-North Harris Strategic Plan, and it is with much appreciation that I thank all involved in its creation.

Regards, Stephen C. Head President

A Message from our President

Our Vision and Mission

Lone Star College System provides comprehensive educational opportunities and programs to enrich lives.

Lone Star College System is recognized globally as the premier community college for student success, innovation and partnerships.

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Our Value Statements

Affordable AccessWe believe that the Lone Star College System provides an affordable and accessible educational experience which meets the needs of its diverse communities.

Building Communities and PartnershipsWe believe that the Lone Star College System is the catalyst for promoting a seamless educational journey and for nurturing the intellectual and cultural life of the community.

Commitment to International EducationWe believe that the Lone Star College System demonstrates its commitment to international education by embracing multiple perspectives, promoting understanding and educating students to become contributing members in a culturally and ethnically diverse world.

CommunicationWe believe that the achievement of the Vision and Mission of the Lone Star College System requires an

which rewards excellence and innovation, creates opportunities for professional development, fosters meaningful involvement in shared governance and provides excellent compensation.

LeadershipWe believe that the Lone Star College System, building on a solid foundation of growth and service, is a recognized leader in the community college movement, making important contributions to the profession through partnerships, innovation, scholarship, creative services and integrated technologies.

Learning EnvironmentWe believe that the Lone Star College System is a dynamic learning environment, distinguished by academic freedom and excellence in teaching, allowing citizens to develop to the full extent of their ability, to succeed in a competitive work environment and to be effective lifelong learners.

StewardshipWe believe that the Lone Star College System is committed to rigorous stewardship of the resources entrusted to its care to ensure maximum benefit for the community.

TechnologyWe believe that technology is a critical resource in supporting and achieving instructional, operational and strategic goals of the Lone Star College System.

effective system of communication among both internal and external constituencies.

DiversityWe believe the Lone Star College System provides an inclusive learning and working environment for our diverse students, faculty, administrators and staff and that our System programs, services and personnel reflect the communities we serve.

Economic and Workforce DevelopmentWe believe that the Lone Star College System serves as the critical link for economic and workforce development to provide prosperity through partnerships with business, government and community organizations.

Ethics/IntegrityWe believe that it is essential that all Lone Star College System employees adhere to the highest standards of ethics and integrity.

Evaluation/AccountabilityWe believe that it is essential that the Lone Star College System employ data-supported decision making and regularly assess the impact and outcomes of our efforts for continuous improvement.

Human ResourcesWe believe that the most important resources of the Lone Star College System are the individual faculty and staff members, who are entitled to a supportive collegial work environment

Our Framework

1.1 Strengthen all academic and student support services.1.1.1 Identify and communicate about parallel initiatives across the campus, e.g., tutoring efforts in CTL and Math Success Center.1.1.2 Create a plan for incorporating high schools into the CTL.1.1.3 Incorporate the objectives of the QEP across the campus. 1.1.4 Devise a transfer model using results of Foundation of Excellence Transfer Self-Study.1.1.5 Create a plan, working with instruction and student services, to shift focus from the idea of “completing basics” to “graduating” in order to be “transfer- ready.”1.1.6 Devise a plan to improve student information literacy library skills.

1.2 Focus on discipline-specific advising opportunities.1.2.1 Develop a plan to connect students who have been with a First-Time-in-College advisor for two semesters and have a 2.0 GPA with a division advisor/ counselor/faculty member.1.2.2 Devise a central process to update advisors/faculty about course and transfer requirements.1.2.3 Identify target groups of students (evening, weekend, online) to determine specific advising times/delivery methods/majors to help connect advisors, faculty, and staff.

1.2.4 Promote, communicate, and allow faculty to volunteer office hours and institutional service as tutors in CTL, labs, etc.1.2.5 Streamline and promote discipline-specific core requirement sheets.

1.3 Develop a method to track student goals and completion.1.3.1 Investigate viability of using technology to review (and track) the academic plan established in EDUC 1300 each semester.1.3.2 Conduct a phone survey to a representative cohort of all major demographic groups in the same proportion as the general student body to confirm goals, goal changes/new educational plans, and other common issues affecting success/completion.

1.4 Strengthen clarity of degree program course requirements.1.4.1 Schedule regular training on programs and degrees for advisors, counselors, and interested faculty.1.4.2 Create and provide a one-page easy-to-use transfer guide (online, LCD screen, paper, and posters) to students at orientation, registration, university days, final exams, EDUC 1300 and in other courses.1.4.3 Work with student organizations to conduct a goal- setting meeting each semester to collect goal data, degree completion, undecided major, or just taking classes. Each group should set short- and long-term goals.

Goal 1INCREASE COMPLETION AND ACHIEVEMENT OF ALL STUDENTS.

2.1 Maintain faculty driven academic review process of programs.2.1.1 Establish a process for continual quality assurance of courses and programs through discipline-specific faculty participation.2.1.2 Maintain and update the college instructional Academic Master Plan.2.1.3 Track, monitor, and report student success in academic support programs (e.g. Honors, service learning, international education).

2.2 Make accountability and performance transparent to stakeholders.2.2.1 Increase ways to communicate performance and accountability to targeted internal and external stakeholders.2.2.2 Evaluate and adapt outreach activities of dual credit, service learning, SOAR, STAR visits, youth programs, and student organizations.

2.3 Maintain high academic standards.2.3.1 Develop Adjunct Center for Excellence (train, educate and retain adjunct faculty). Provide incentives for attending workshops.2.3.2 Hold biannual meetings with ISDs’ dual credit instructors and department chairs to ensure course outcomes are being met.2.3.3 Develop relationships with local university programs and recruit graduate students for adjunct positions.2.3.4 Work to develop admission standards for workforce programs.

2.4 Enhance community service learning programs.2.4.1 Develop a plan to revive service learning opportunities in academic disciplines and appoint a service learning coordinator.

2.5 Develop faculty driven outcome assessment.2.5.1 Coordinate faculty involvement in assessing the impact of specific programs and/or projects (learning communities, bridge programs, service learning).2.5.2 Develop processes and best practices manual that will help guide faculty on outcome assessment.2.5.3 Provide outcome assessment workshops.2.5.4 Develop and implement an evaluation survey for faculty to assess usefulness of outcomes assessment manual.

Goal 2PROVIDE HIGH QUALITY ACADEMIC INSTRUCTION.

Our Framework

3.1 Strengthen student orientation programs.3.1.1 Develop interactive online orientation.3.1.2 Provide information about programs offered across the system to staff and faculty.3.1.3 Expand pre-COMPASS review to offer every semester.3.1.4 Increase involvement with local ISDs.3.1.5 Increase community awareness of and involvement in student orientation programs.3.1.6 Provide mini workshops for parents and community (e.g. GED, ESL, how to enroll in college, financial aid).

3.2 Improve visibility of student and on-line support services.3.2.1 Create homepage 1-click accessibility to student support services.3.2.2 Create social media messages of specific student services.3.2.3 Promote services through student organizations and working with faculty to spread the word.

3.3 Enhance student service assistance to speakers of other languages.3.3.1 Orient student services staff about ESL/ESOL/INTL programs, offerings, and student needs.3.3.2 Create an online orientation module for ESL/ ESOL/ INTL programs for faculty and staff.

3.4 Promote student engagement and connectivity.3.4.1 Promote and encourage awareness and availability of service learning courses.3.4.2 Promote and encourage campus departments and programs to set up portals on CollegiateLink for student usage.3.4.3 Increase awareness and communication with adjunct faculty of campus culture, events, and resources.3.4.4 Create an academic transfer center and appoint advisor.

3.5 Enhance quality and visibility of extra-curricular and student organizations across the system.3.5.1 Promote CollegiateLink Web-based software to promote student organizations and various program and services. 3.5.2 Promote club sports on campus through events such as an annual pep rally.3.5.3 Improve playing field for outdoor sports.3.5.4 Research the need to include a sports complex in the next bond issue.

3.6 Strengthen career and job placement services for students.3.6.1 Promote job listing website for potential employer job posting listings.3.6.2 Develop a college plan to address career and job placement issues.

Goal 3PROVIDE QUALITY STUDENT FOCUSED SERVICE.

Our Framework

4.1 Deliver quality education to the regional and global workforce.4.1.1 Increase the number of community outreach locations.4.1.2 Assess current workforce programs for viability in the changing job market.

4.2 Expand flexible class offerings.4.2.1 Reduce the number of high-need classes that overlap in times.4.2.2 Increase the number of faculty using the Angel system. 4.2.3 Increase the number of hybrid, online and face-to- face classes as needed. 4.2.4 Increase early morning, evening, Friday and weekend offerings.

4.3 Increase opportunities to diverse populations in the region.4.3.1 Bring a friend to school (someone who is not enrolled). 4.3.2 Expand outreach to untapped community organizations.4.3.3 Utilize mobile van in underserved areas (churches, shopping areas, etc.).4.3.4 Investigate need and increase ESL offerings at satellite campuses.

4.4 Promote financial aid and scholarship opportunities to students.4.4.1 Increase communications about FASFA to the community. 4.4.2 Hire and train peer mentors to assist students/family in financial aid process.4.4.3 Develop survey of how people hear about financial aid opportunities.

4.5 Provide high-quality facilities convenient to all students.4.5.1 Create an environmental pride campaign and involve LSC-North Harris campus and centers. 4.5.2 Explore additional areas/locations on bus routes.

Goal 4MAINTAIN AFFORDABILITY AND ACCESSIBILITY.

5.1 Strengthen system-wide orientation programs for all employees.5.1.1 Create a Best Start program for employees, including system-wide orientation and campus-specific information. 5.1.2 Make a comprehensive online orientation program for adjuncts that is easily accessible; include diversity and information about student populations at particular locations.

5.2 Expand active mentoring and professional development programs for all employees.5.2.1 Create a formal mentoring program, both at the outset of employment and after substantial time in the system.5.2.2 Survey employees to identify specific training needs. Requested training to be offered on demand.5.2.3 Eliminate inconsistency with adjunct certification and training.

5.3 Foster a culture of feedback and continuous performance improvement.5.3.1 Offer training to supervisors for effective assessment and performance feedback for subordinates.

5.4 Provide employee compensation package competitive with benchmark employers.

5.5 Promote an inclusive workplace that celebrates and values all.5.5.1 Expand diversity recruitment and marketing strategies to identify other recruitment sources. 5.5.2 Promote faculty and staff strengths, qualities, and diversity with an on-campus campaign.

5.6 Maximize human resources to achieve system mission and goals.5.6.1 Use internal cross-training to offer professional development at less expense.

Goal 5RECRUIT AND RETAIN TALENTED FULL AND PART-TIME FACULTY, ADMINISTRATORS AND STAFF.

Our Framework

6.1 Promote electronic communications.6.1.1 Hold student, faculty, and staff focus groups regarding communication needs and suggestions.6.1.2 Send automated early alerts (texts or social media) encouraging students to meet with advisors from entry into the college through completion.

6.2 Strengthen interpersonal communication within system.6.2.1 Establish regular joint meetings with counterparts within campus and system.

6.3 Continuously improve LSCS website.6.3.1 Conduct research of most frequently used and needed items to streamline and improve website. 6.3.2 Conduct a “trend” study examining most used and searched for items on website.

6.4 Maintain a consistent emergency/ crisis notification and response plan.6.4.1 Maintain and improve LSCS notification plan by improving campus Emergency Response Team and setting up a notification system directly on website.

6.4.2 Make emergency plans part of division meetings and new faculty orientation.6.4.3 Have a centralized location on website for each emergency action plan (fire, chemical spill, threatening individual, etc.).

6.5 Continue LSCS brand to improve system recognition, cohesion and pride.6.5.1 Continue to monitor brand styleguides to eliminate diluting the brand.6.5.2 Expand communication through the use of social networking.

6.6 Promote system-wide connectivity.6.6.1 Create more, frequent, and better updates to contacts and telephone directory (systematic and centralized).6.6.2 Provide training on phone system.

Goal 6ENHANCE INTERNAL AND EXTERNAL SYSTEMS OF COMMUNICATION.

7.1 Refine business procedures across system.

7.2 Increase revenues and decrease costs.7.2.1 Encourage faculty to load course materials to Angel rather than printing syllabi and handouts.7.2.2 Develop strategic plan to increase partnerships with local businesses, which include creating new academic programs, facilities rental, equipment purchases, and corporate sponsorship of classrooms.

7.3 Maximize efficient use of state, local, and federal funds.7.3.1 Investigate supplemental funding and grants from local and state programs for existing and future projects.

7.3.2 Replicate the efforts of the LSC-Victory Center to enhance local and state funding.7.3.3 Create annual efficiency report of currently funded grant programs.

7.4 Identify resources for innovative projects.7.4.1 Create a campus-wide taskforce to explore innovative projects.

Goal 7STRENGTHEN EFFICIENCIES IN OPERATIONS.

Our Framework

8.1 Strengthen relationships with local, national, and global profit and non- profit entities.8.1.1 Ensure high visibility and promotion of programs, including awareness of what is happening throughout LSCS.8.1.2 Present at national conferences to expand visibility.8.1.3 Partner with local corporations to create true apprenticeship and internship programs, including welding and manufacturing.8.1.4 Identify active community groups and non-profit entities to engage in partnerships.

8.2 Engage in partnerships to develop programs in existing and emerging career areas. 8.2.1 Increase partnerships with universities. 8.2.2 Collaborate with universities to establish a fully transferable AAS degree in electronics.

8.3 Promote enrollment in technical programs to meet projected workforce needs.8.3.1 Develop comprehensive marketing plan.8.3.2 Formalize acceptance notification of students who have been selected into the workforce program.

8.4 Expand relationships with P-12 to inspire/promote postsecondary education.8.4.1 Develop Summer Workforce Camp with hands-on experiences for middle and high school students.8.4.2 Develop LSC-North Harris P-16 Council.8.4.3 Continue P-12 communications in all grade levels through SOAR and College Connections.

Goal 8DEVELOP AND SUSTAIN MUTUALLY BENEFICIAL PARTNERSHIPS.

9.1 Expand IT security initiatives, procedures, and awareness.9.1.1 Create campus awareness program in support of LSCS technology security policies.

9.2 Develop a System-wide strategic plan for LSC-Online.

9.3 Create a technology training guideline for faculty, staff, and students.9.3.1 Provide training mentors and develop a communication campaign for new services and equipment in order to encourage participation in the use of new technology. 9.3.2 Create and make available user guides in various formats for technology equipment in the classrooms.

9.4 Improve and increase IT resources that enable agility and innovation.9.4.1 Increase training on Reddot CMS to streamline workflow processes.

9.5 Expand access to new and emerging technologies.9.5.1 Organize proof-of-concept workshops for innovative technology.9.5.2 Convene brown bag lunch and learn meetings to share information about new applications.

9.6 Recruit and retain talented IT professionals to increase technology effectiveness, efficiency, and value.

Goal 9LEVERAGE TECHNOLOGY TO INCREASE AND ENHANCE EDUCATION, OPERATION, AND INNOVATION COMPETITIVENESS.

Our Framework

10.1 Build innovative, environmentally sustainable learning facilities.10.1.1 Create an innovative classroom design committee to research the classroom design limitations and opportunities.10.1.2 Identify a traditional classroom to redesign, pilot and assess for two semesters. 10.1.3 Engage a consultant to develop a Master Landscape Plan to include nature areas in undeveloped land, sports fields, lake for irrigation water supply, pedestrian trails, etc. 10.1.4 Develop facilities at the centers for community use to accommodate a minimum of 100 people.10.1.5 Explore alternative energy usage ideas to expand campus energy efficiency leading to a decrease in energy consumption.

10.2 Strengthen security measures across system.10.2.1 Ensure all college employees, contractors and visitors wear visible identification.10.2.2 Create a committee to investigate the best practices of door key distribution strategies such as in the state governmental offices.10.2.3 Identify strategic areas of active camera placement.10.2.4 Improve existing interior and exterior campus door key systems (mechanical and electronic).

10.3 Promote facility management to support growth.10.3.1 Train appropriate staff to correctly input room usage. 10.3.2 Audit utilization of classroom, office, lab, etc. during peak and off peak hours.

10.4 Maximize efficient utilization of space.10.4.1 Adopt a campus-wide policy that maximizes space utilization on a building-by-building basis. 10.4.2 Maximize use of online and hybrid options to open up classroom space.

10.5 Continuously monitor trends to anticipate growth.10.5.1 Forecast program, enrollment and personnel growth.10.5.2 Monitor program interest, and survey community businesses to find degree plans that may experience a growth surge.

Goal 10PLAN AND MANAGE SUSTAINABLE QUALITY GROWTH.

About Lone Star College

Each employee at Lone Star College represents a LSC promise to help people improve their lives through training and education.

That promise becomes an integral part of the LSC brand and reputation. The brand of Lone Star College is not just a logo, a design or a color scheme. It is how a phone gets answered, how an employee treats a student, how a course is taught and how a student advisory session is conducted. It’s all of these things and more.

The system’s six colleges—LSC-CyFair, LSC-Kingwood, LSC-Montgomery, LSC-North Harris, LSC-Tomball, and LSC-University Park—provide educational excellence for students of all ages with a multitude of educational needs. Through its progressive partnerships with four-year universities, LSCS can also offer seamless opportunities to obtain bachelor’s and master’s degrees at one of its two University Centers.

As the largest college system in the greater Houston area and the fastest-growing in the state of Texas, Lone Star College is well-positioned for even more growth. But accomplishing the goals, mission and vision of Lone Star College requires input and participation by the entire Lone Star College family. The Lone Star College reputation depends on it.

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Board of Trustees Randy Bates, J.D., ChairDavid Holsey, D.D.S., Vice ChairPriscilla Kelly, SecretaryDavid A. Vogt, Assistant SecretaryRobert J. Adam, J.D.Thomas J. Forestier, J.D.Linda S. Good, J.D.Stephanie MarquardBob Wolfe, J.D., CPA

Dr. Richard Carpenter, Chancellor

LSC-CyFair9191 Barker Cypress Rd.Cypress, TX 77433-1383281.290.3200

LSC-Kingwood20000 Kingwood Dr.Kingwood, TX 77339-3801281.312.1600

LSC-Montgomery3200 College Park Dr.Conroe, TX 77384-4500936.273.7000

LSC-North Harris2700 W.W. Thorne Blvd.Houston, TX 77073-3499281.618.5400

LSC-Tomball30555 Tomball ParkwayTomball, TX 77375-4036281.351.3300

LSC-University Park20515 SH 249 (SH 249 and Louetta Road)Houston, TX 77070-2607 281.290.2600

Opening doorsto student success and completion.

LSC-University Center at Montgomery3232 College Park Dr.The Woodlands, TX 77384-4500281.618.7140

LSC-University Center at University Park20515 SH 249 (SH 249 and Louetta Road)Houston, TX 77070-2607 281.290.2600