University of Houston- Victoria Work Group Case for Development of a Destination University in Victoria
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1 University of Houston- Victoria Work Group Case for Development of a Destination University in Victoria The region surrounding the University of Houston- Victoria is in need of increased educational opportunities for traditional and adult college students, in particular for first- generation students identified in the Closing the Gaps initiative. A mere 18% of Coastal Bend high school graduates earn a college degree, compared to 24% statewide and 37% nation- wide, indicating a high regional need for degree programs for student populations who have historically not been served by higher education. Victoria s geographic location, within a two- hour drive from major metropolitan areas, makes it an attractive destination for students from across the region. This document outlines directions for developing the University of Houston- Victoria into a self- sustaining, destination university. Working with community partners such as Victoria College, UHV will serve as a student- centered, accessible, and affordable university for young men and women. As a beacon for students who may not yet believe that higher education is available to them, a destination University of Houston- Victoria would provide baccalaureate/post- baccalaureate higher education and real- world skills development as well as attract at- risk, first- generation students that the Closing the Gaps initiative was meant to address. As evidenced by the excellent 2010 report by the Victoria Economic Development Corporation s Crossroads Commission on Education and the recent formation of the Victoria Alliance, Victoria benefits from civic- minded stakeholders who will rally to 1
2 support this higher education initiative. The Association of Governing Boards (AGB) will submit a report providing specific estimates about the resources required to implement the recommendations of the UHV Group. Charge #1: UHV as a Self- Sustaining Destination University The State of Texas has provided resources for academic programs, facilities, and support services that positioned institutions throughout the state for sustained growth. UT- Permian Basin received $99 million in TRBs in 2007 for academic facilities and a convocation center. Texas A&M International University received nearly $200 million in TRBs for a new science building, planetarium, and an arts complex. UT- Tyler received over $71 million in funding for facility renovation, an academic health center, and construction on its Palestine site. UT- Brownsville spent almost $34 million erecting a Science and Technology Center. Peer institutions received an average of $135 million for downward expansion. UHV received $25 million, but no funding for downward expansion tied to construction. Proof of the success of institutions that received sufficient resources can be seen in the enrollment increases on those campuses. UT- Tyler s enrollments now exceed 7,500. TAMIU has reached 7000 students, while UTPB and UTB have 5,000 and 7,600 respectively. The University of Houston- Victoria currently enrolls 1,400 face- to- face students, up 300% since downward expansion occurred in To reach 6,000 students in Victoria within ten years, the campus will require resources similar to those provided to the peer institutions listed above. This request is consistent with the UH Board of Regents public vote in February 2014, in which they urged 2
3 sufficient resources be found to assist UHV with its goal of becoming a destination university. Academic Facilities and Programs The examples of institutions like TAMIU, UT- Tyler, and UTPB, whose current enrollments approximate UHV s desired enrollment of 6,000 students on the Victoria campus by 2025, suggest that UHV will require an additional 289 faculty members, an additional $82 million in operating budget, in which the University generates over 50% through tuition, and an additional 565,000 square feet of usable facilities space. In addition, UHV will build four additional sports programs to support the student athletes who comprise a large percentage of admitted true freshman and transfers. Sufficient space for expansion will be a major factor in development. Peer institutions (TAMIU, UTT, and UTPB) have, respectively, 300 acres, 204 acres, and 644 acres for campus expansion and development. UHV has 19 acres. UHV s expansion will require additional land and sufficient financial resources to construct academic facilities, which will be covered in the AGB Report. UHV has shown a clear pattern of growth in the years following downward expansion. In 2009, the year Governor Perry signed the enabling legislation establishing UHV as a four- year institution, UHV generated no student credit hours at the first- or second- year levels. By 2014, UHV was generating over twenty percent of its student credit hours with courses taken by freshmen and sophomores (nearly 9,000 SCHs of the 40,000 total SCHs). In 2009, zero freshmen and sophomores lived 3
4 in residence halls at the Victoria campus. In 2014, over 500 students are living in residence halls. To accelerate aggressive enrollment growth, UHV will require new programs that both complement and augment the present program inventory. Proposed programs may include the following: 1. Applied Sciences a. BS in Computer Engineering b. BS in Electrical Engineering c. BAAS in Engineering Technology d. BAAS in Oil and Gas e. BAAS in Electronics f. BS in Environmental Science g. BAAS and BS in Radiological Technology h. BA in Agribusiness or Agricultural Finance 2. Arts a. Minors in Music, Theater b. BAIS in Arts 3. Social Sciences a. BS in Political Science b. BA in Medical Sociology c. BA/MPA in Public Administration d. BA/BS in Social Work e. MS in Gerontology 4. Professional Programs a. BBA in Aviation Management b. BS in Aeronautics c. BS in Kinesiology d. BSN and MSN in Nursing e. BS in Athletic Training f. BS in Athletic Training g. BS in Physical Therapy h. BSIS in Educational Interventions for Autism i. BS in Agriculture Finance j. BBA/MBA in International Business Management k. MBA in Actuarial Science l. MA in Health Studies m. M.Ed in Educational Technology 4
5 n. MBA in Construction Management o. Ed.D. in Educational Leadership The above list of proposed degree enhancements considers workforce and employment opportunities. UHV has traditionally been a resource for adult learners and those already employed. These new degree programs tie directly into workforce development and will provide employment opportunities for UHV s graduates within Victoria, the region, and across the state. Enrollment Management The implementation of UHV s updated Enrollment Management Plan will support the growth in faculty, staff, programs, and facilities. Recruitment and retention tactics will include best practices in the following areas: marketing and branding; fundraising through major gifts, corporate sponsorships, foundation awards, and alumni donations; extramural grants for research, equipment, training and facilities; new technologies for online delivery (e.g. telepresence); and pedagogical resources for faculty and staff training. Additional administrative positions will be necessary to implement and manage the enrollment management plan, including a vice president for student affairs, a vice president for advancement, and a creative services director. Additional Revenue Streams, Niche Markets Most public institutions now operate in a highly differentiated marketplace, catering to both traditional student populations and adult populations, as well as delivering programs in different modalities (ITV, hybridized programming, online only access, compressed face- to- face programs) and to specialized niche markets. 5
6 To increase its instructional revenues, UHV also plans to add students to its academic programs through the following strategies: 1. Dual Credit Students. While not competing with Victoria College, UHV will offer dual credit options for high school students who wish to enter college with a head start. 2. Additional 2+2 agreements. UHV will collaborate with community colleges that are bound by their service regions and cannot recruit from other areas. A new RN- to BSN degree could be a degree shared by UHV and Victoria College. With joint admissions, VC could matriculate additional students that UHV recruits into its freshman class, enhancing enrollments for both institutions. Possibilities include BAAS degrees for engineering technology and oil & gas, among others. 3. Prior Learning Assessment and Experiential Learning. 4. Military and Veterans Outreach. 5. International Students. Finally, UHV will work to further develop its reputation for excellence in specific academic areas, particularly in computer science (digital gaming, simulation, robotics), health studies, creative writing, publishing, and possibly international business management in order to establish a recognizable and singular academic identity throughout the state and nation. Student Services, Student Life State resources will only address academic programs and buildings. UHV will require private gifts, corporate donations, foundation awards, student fees, and 6
7 other revenue sources in order to secure facilities and support operations within Student Affairs. For example, a 40,000 sq. ft. Student Center, estimated to cost $20 million, would house a food court, health center, coffee house, arcade and movie room, meeting rooms, charging stations, study and recreation spots, commuter lounge, space for student organizations, and offices for Student Affairs and Student Life. A 40,000 sq. ft. recreational center costing $18 million would offer a weight room, cardio room, multi- use exercise rooms and courts, a walking/running track, and locker rooms. Residence halls are currently at 90% capacity. UHV s enrollment will be limited until additional beds, up to 1000, can be added. The Athletics programs will require new fields, equipment, and buildings. Adding men s and women s basketball, women s volleyball, and football would increase the number of student athletes from 150 to 400. Some State resources could be used to assist in the development of facilities if related academic programs were in place (i.e. kinesiology, occupational therapy, physical therapy). Charge #2: Determine how to separate UHV s destination operations from its extension operations The goal for a transition out of Sugar Land is to maintain service to our partners in Southwest Houston and other areas until such time as UHV is no longer reliant on the revenue from this outreach endeavor and other institutions in the University of Houston System are in place to meet the educational needs of students, school systems, and businesses in the area. 7
8 The time frame for transition out of the Sugar Land campus will be two to five years in stages, and possibly include transfer of programs to another extension site. During this transition period, UHV will institute aggressive plans to increase enrollments in Victoria and online. Becoming economically self- reliant and independent of outreach programs should be achievable with an enrollment of around 6,000 students; with proper support, self- reliance for the Victoria campus is likely to occur in 10 years. However, future extension programs are still desirable as a part of the university s mission to serve the educational needs, promote the economic well- being, and advance quality of life for the community through teaching, research, and service excellence. The UH Victoria Work Group recommends the following actions: A. Allow a phase out of UHV classes and programs in Sugar Land on a timeline consistent with programs developed by UH at that center and identified in the Sugar Land Work Group Report. Before transitioning out of the Sugar Land site, it will be necessary to evaluate each program s needs individually so academic and accreditation needs tied to orderly relocation are met. B. Continue a revenue stream to UHV through programs in face- to- face, online, ITV, and hybrid formats. C. Focus resources on UHV s development of a destination campus in Victoria designed to enroll 6,000 FTE students in 10 years. D. Facilitate orderly transfer of extension site operations to UH or another UHS campus once UHV s destination campus and online programs can operate 8
9 without the need for revenue generated from outreach sites in the greater Houston area. Conclusions UHV will continue its expansion as a destination institution, serving students in multiple locations and offering face- to- face, online, and hybrid courses. The university will invest in attracting and retaining highly qualified faculty and staff who promote excellence in teaching, research, and learning. The UH Victoria Work Group looks forward to supporting an attractive, well- maintained, destination university that can benefit students and the local economy, be a source of pride and a unique educational offering for the University of Houston System, and become another institution of access for the State of Texas. 9
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