January 23,

 Balance state’s higher education long range plan and agency operations in the required strategic plan;  Involve agency staff in the development of the next strategic plan;  Lay out agency-specific goals, objectives and outcomes. 2

3 Vision Mission Values Analyze Strengths Weaknesses Opportunities Threats Develop Agency Goals Develop Objectives related to Goals Develop Strategies related to Objectives and Goals Develop Action Plans related to Strategies, Objectives, and Goals Review Performance Measures and Results

The Texas Higher Education Coordinating Board promotes access, affordability, quality, success and cost efficiency in the state’s institutions of higher education. Our mission is to enhance higher education opportunities through the development of a statewide strategic plan and policy recommendations that inspire and advance student success, resulting in a globally competent workforce that positions Texas as an international leader in an increasingly complex world economy. 4

The THECB will promote access to and success in quality higher education across the state with the conviction that access and success without quality is mediocrity and that quality without access and success is unacceptable. The Coordinating Board’s core values are: Accountability: We hold ourselves responsible for our actions and welcome every opportunity to educate stakeholders about our policies, decisions, and aspirations. Efficiency: We accomplish our work using resources in the most effective manner. Collaboration: We develop partnerships that result in student success and a highly qualified, globally competent workforce. Excellence: We strive for preeminence in all our endeavors. 5

The THECB will be recognized as an international leader in developing and implementing forward-looking higher education policy to accomplish our mission. 6

COLLABORATION  Develop collaborative partnerships with stakeholders designed to increase access, success, and quality in higher education as measured by consensus on legislative priorities and other policies. Objective 1: Develop legislative recommendations and policies through shared interests and consensus as measured by adoption of recommendations, introduction of joint legislative initiatives, and stakeholder involvement. Strategy 1: Train staff in consensus building processes and practices appropriate to their duties. Strategy 2: Develop internal and external processes for identifying legislative priorities and recommendations. Strategy 3: Conduct negotiated rulemaking as statutorily required and on other higher education issues. Strategy 4: Present at system governing boards meetings. Objective 2: Message shared interests, policies, and legislative recommendations as measured by media analytics, number and variety of messengers, and number of joint statements with stakeholders as signatories. Strategy 1: Have regular staff face-to-face and virtual interaction with stakeholders. Strategy 2: Develop and allocate staff and resources to define and disseminate messaging. Strategy 3: Collect institutional input and feedback for the purpose of issuing white papers. 7

FUNDING  Define and obtain funding by communicating the need and establishing relationships with key stakeholders as measured by percent of state financial aid funds appropriated and external funding received. Objective 1: Increase state financial aid funding as measured by percent of state financial aid funds appropriated. Strategy 1: Communicate need and establish relationships with key stakeholders. Objective 2: Communicate resource needs for joint legislative priorities and maintain state’s primary data and policy resource. Strategy 1: Improve technology tools to keep stakeholders’ and funders informed and maximize input. Strategy 2: Engage stakeholders in formula funding needs. Strategy 3: Engage stakeholders in alternative funding models. Objective 3: Obtain funding to market and support access and success programs for students and to support necessary infrastructure as measured by increased funds obtained. Strategy 1: Conduct a landscape analysis of potential funding opportunities both locally and nationally. Strategy 2: Increase development opportunities to improve access and success to scale current projects. 8

POLICY  Serve as the primary resource for data and policy analysis as measured by data and reports requested by stakeholders and THECB data citations by others. Objective 1: Develop focused reports that impact critical topics as measured by number of focused reports published. Strategy 1: Develop a process to identify needed and unneeded reports. Objective 2: Assure data quality and effective processes as measured by documentation of processes and data quality review activities. Strategy 1: Form an internal task force to develop and implement data governance. Strategy 2: Provide cross training for compliance monitors and staff with overlapping responsibility to ensure consistency and accuracy. Strategy 3: Document processes and regularly update and disseminate written policies. 9

POLICY  Serve as the primary resource for data and policy analysis as measured by data and reports requested by stakeholders and THECB data citations by others. Objective 3: Use data for analysis targeted to mission and goals as measured by the data produced and used for the development and support of agency goals. Strategy 1: Develop internal fellows program that allows policy makers in agency to better understand data collection and analysis. Objective 4: Improve communication, data accessibility, and ease of use and understanding of data as measured by participation in training on accessing and using data and data requests. Strategy 1: Hold regular data use sessions for internal and external groups. Strategy 2: Improve the design of web-based applications which provide end-user a better experience. Strategy 3: Develop a systematic way to obtain customer feedback about data products and services. Strategy 4: Make formal presentations to stakeholders and at national conferences. 10

SUCCESS  Support and empower students to succeed as measured by college going rates, number of graduates, and workforce participation. Objective 1: Analyze and publicize promising practices regarding tools, resources, and services that can be used to improve student access and success as measured by number of institutions that have adopted promising practices. Strategy 1: Provide tools, resources and services to students to better access and complete higher education. Strategy 2: Improve communication with institutional administrators through meetings on promising practices. Strategy 3: Obtain K-12 input on student needs. Strategy 4: Collect institutional input and feedback for the purpose of issuing focused reports. Objective 2: Provide tools, resources and services to institutions of higher education and K-12 to achieve students’ postsecondary and workforce success as measured by college going rates, number of graduates, and workforce participation. Strategy 1: Increase development opportunities to improve access and success to scale current projects. Strategy 2: Re-engage P-16 Councils, local chambers, and other local service organizations to improve access, success, and quality policies. 11

 Integrate Survey of Employee Engagement results  Town Hall meetings with CB staff  Align with LBB Strategic Planning Instructions  Agenda item for April meeting: Contingent on LBB Instruction publication 12