Zhichao Liu

The University of Houston-Clear Lake's strategic document outlines its mission, goals, and planning process. It details the university's priorities and initiatives for fiscal year 2018, focusing on Student Access and Success, Academic and Research Excellence/National Competitiveness, University Infrastructure and Administration, and Community Advancement. The plan also addresses a three-year financial strategy (FY2018-FY2020) to manage budget reductions and declining graduate enrollment, with an overarching aim to enhance educational access, maintain program quality, and strengthen community engagement within the Houston-Galveston metropolitan region.

The FY2020 Annual Plan and Budget for the University of Houston-Clear Lake outlines strategic goals and initiatives to be addressed during Fiscal Year 2020. Derived from an ongoing strategic planning process, the plan focuses on four major priorities: Student Access and Success, Academic and Research Excellence/National Competitiveness, University Infrastructure and Administration, and Community Advancement. These priorities aim to advance the university's mission by fostering student achievement, ensuring financial stability, strengthening partnerships, investing in human capital, and developing a transformative student experience through dedicated budget allocations and initiatives.

This document outlines the University of Houston-Clear Lake's goals and priorities for fiscal year 2012. It emphasizes academic excellence, a student-centered campus, robust infrastructure, and mutually beneficial partnerships. Key priorities for FY 2012 include Student Access and Success, Academic and Research Excellence/National Competitiveness, University Infrastructure and Administration, and Community Advancement, all aimed at enhancing the region's educational, economic, and cultural environment.

This document outlines the University of Houston Clear Lake's annual plan and budget for Fiscal Year 2025, detailing strategic objectives and financial allocations. It focuses on four major priorities: Student Access and Success, Academic and Research Excellence/National Competitiveness, University Infrastructure and Administration, and Community Advancement. The plan aims to achieve the 'UHCL Impact' by transforming student lives through experiential learning, translating knowledge into actionable solutions via research, and fostering community partnerships. It also addresses operational challenges by implementing reallocations and reductions to ensure sustainability and support critical initiatives.

Key discussion topics included concerns surrounding the Celonis Audit feature within the voucher approval path, clarification on proper procedures for charging registration expenses (stipulating they should not be on Travel cards), and guidance on handling candidate airfare expenses. There was an update regarding recent changes to the Concur site, with requests for departments to familiarize themselves with the new interface. The Council reviewed the Copier Management Plan, which aims to consolidate equipment to realize anticipated annual cost savings of approximately $4,893 by November 30, 2024, through equipment consolidation and retirement of unused units. Additionally, a proposal was presented to raise the food waiver limit from $100 to $250 for outside vendors utilizing P-Cards. A significant administrative challenge regarding return-to-work retirees was discussed, focusing on compliance with reporting requirements set by the 83rd Legislative Session, the resulting TRS surcharge of 16.5% for retirees receiving both pension and TRS Care insurance, and the need to simplify the related reporting and termination processes.