TEEX Strategic Plan—FY 2018

STRATEGIC PLAN — FY 2018 ONE TEEX

ONE
StrategicTEAM
Plan
Texas A&M Engineering Extension Service
May 2017

Serving
300 by 30

Serving 300,000 by 2030 1

2 ONE TEEX  ONE TEAM
 TEEX Strategic Plan—FY 2018

CONTENTS
FROM THE DIRECTOR . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
INTRODUCTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
MISSION, VISION, VALUES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
TEEX IMPERATIVES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11
ENGAGEMENT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
1.1 Goal: Establish a Strong, Visible, Living, and Evolving TEEX Lifestyle
of Safety . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .14
1.2 Goal: Employees are Positively Engaged in Serving Customers and
Helping TEEX Succeed. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15
ADAPTABILITY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
2.1 Goal: Retain the Ability to Make a Difference Worldwide. . . . . . . . . . . . . . . 18
2.2 Goal: Provide Customers the Best Value . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
2.3 Goal: Infrastructure is in Place to Meet the Mission . . . . . . . . . . . . . . . . . . 22
INNOVATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25
3.1 Goal: Continual Innovation in Systems, Processes, Organization,
Products, and Services. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26
3.2 Goal: Technology Adoption Improves Customer Service
and Efficiency. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .27

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4 ONE TEEX  ONE TEAM
 TEEX Strategic Plan—FY 2018

FROM THE DIRECTOR

In December 2016, a group of 66 TEEXans from all parts of the agency came together to brainstorm
on how we can achieve our goal of “One TEEX • One TEAM serving 300,000 by 2030.” As I expected,
their suggestions and recommendations were adaptive and innovative. Thirteen participants contin­
ued to work to refine these recommendations, presented their ideas to the Executive Committee, and
after several months of collaboration and teamwork, developed this Strategic Plan.
Most Strategic Plans are developed by a select few within an organization behind closed doors. And,
although the Plan’s launching is usually accompanied by fanfare and pats on the back, it usually gets
put in the bottom of a pile, never again to see the light of day. Not this one.
What lies ahead in this plan was developed by the future leadership of TEEX, and it shows. It is
forward thinking, results-oriented, and creates a road map that will guide us to 300,000 participants
served annually by 2030. The development of this plan is not the end. Rather, it is the beginning of a
focused effort that will bear big results.
Congratulations to the team that devoted their time and effort to produce a watershed document that
will prepare TEEX for future success!
Gary Sera,
Director, Texas A&M Engineering Extension Service

Thank You to the TEEX Strategic Plan 2018 Team Members for Making a Difference
Clint Arnett Brett Dixon Sheridan Jones Howard Meek Derek Seim
Catherine Barzak Bill Dozier Chuck Jones Debbie Mendez Matt Sherwood
Bette Bittner Kim Everett Merribeth Kahlich Jason Moats Jeff Stine
Christina Foley Lisa Mutchler
Maura Casey Chastity Lamb Kathy Stone
Larry Frye Antone Nemec
Tony Casper Rickie Lemons Rebecca Tate
Judy Godeaux Veronica Orozco
Devalle Clay Ashley Lewis Jesse Watkins
Vickie Gonzales Prashant Pandy
Carla Collins Jennifer Linnell Antonio Watson
Brenda Grays Debbie Patranella
John Coppernoll Melissa Host Gordon Lohmeyer Melinda Pittman Andrew Wenzel
Monica Cortez Chris Houghton James Matney Courtney Reynolds Steve Williams
Tony Crites Phyllis Hughes Shelby McGary Lee Santo Jim Yeager
Lisa Cumby Rosanna Jones Jamie McKinnerney Candice Scott Londa Zavodny

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INTRODUCTION
The Texas A&M Engineering Extension Service (TEEX) Strategic Plan provides a way forward to
achieve our agency vision. It assumes that we will continue to perform our mission with Safety by
choice…NOT by chance as our highest priority and that we will meet requirements of federal, state,
and local laws, as well as Texas A&M University System policies and regulations. We will continue to
build a culture of Ethics and Compliance that focuses on customer service.
The TEEX Strategic Plan, which supports the TEEX vision, is joined by a family of other plans that
support the TEEX mission. Individual divisions of TEEX may also have strategic plans.
The TEEX Strategic Plan has three imperatives:
 Engagement
 Adaptability
 Innovation
Goals are included for each imperative, along with strategies for achieving the goal and the method
for measuring success in achieving the goal.
The Strategic Plan is dynamic and reviewed annually to ensure it continues to provide the guidance
TEEX needs to achieve our vision. We are confidant this plan will lead us to be able to serve 300,000
participants by 2030.

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ABOUT TEEX
Every day millions of Americans are touched by training delivered at TEEX facilities or training
delivered directly to communities in every state and territory. Our students represent individuals
seeking entry- and professional-level career training and advancement. From training in fire
and emergency services to water and wastewater management, from economic and workforce
development to cybersecurity, from law enforcement to urban search and rescue, TEEX makes a
difference by delivering the training that keeps our communities and infrastructure safe and secure.
TEEX is the recognized leader in training for emergency response, industrial safety, and public
works. TEEX has continually expanded our mission by providing training for individuals in a vast
array of professional disciplines, meeting the needs of an ever-changing and diverse workforce.
Through its partnership with the National Domestic Preparedness Consortium (NDPC) and the
National Cybersecurity Preparedness Consortium (NCPC), TEEX is delivering training across the
country that allows communities to prepare and practice for possible threats. TEEX training enables
communities to be more resilient in times of natural and man-made disasters.
Extension is more than just part of our name. TEEX reaches out to communities through our
extension programs. The TEEX Product Development Center (PDC) captures the spirit of the
extension mission by assisting entrepreneurs in testing and improving products. We strengthen the
workforce through advanced manufacturing training programs.
TEEX enterprise programs allow for reinvestment in training facilities that provide our students with
essential experiential learning opportunities. The Brayton Fire Training Field is the largest liquid-
fueled fire training facility in the United States. The Emergency Operations Training Center provides
simulation-based emergency management training to jurisdictions of all sizes. Disaster City® is the
gold standard in search and rescue training facilities, and TEEX delivers training for all 28 FEMA
Urban Search and Rescue teams.
TEEX responds in times of disaster. As the sponsoring agency for Texas Task Force 1 (TX-TF1), the
most deployed team in the FEMA system, TEEX makes a difference in communities both near and far.

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MISSION, VISION, VALUES
Mission
TEEX makes a difference by providing training, developing practical solutions, and saving lives.

Vision
TEEX is an adaptive and innovative service agency making a difference worldwide.

Values
S Safety We place safety and well-being above all by focusing on prevention and response.
T Teamwork We embrace collaboration and encourage involvement.
A Adaptability We rapidly adjust to the needs of our team members, our customers, and our environment.
R Respect We value the unique skills and ideas of every individual.
S Stewardship We commit to the wise management of our human, natural, and material resources.

STAR
of Service

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 TEEX Strategic Plan—FY 2018

TEEX IMPERATIVES

ENGAGEMENT
Employee engagement is the driving force for our Strategic Plan. It is not a program.
Employee engagement occurs when an employee’s professional goals align with TEEX
goals. Frequent and effective communication allows the employee to understand how what
they do affects the overall mission and goals of TEEX and how they can serve customers.
Engagement supports the imperatives of adaptability and innovation because engaged
employees seek innovative ways to better serve customers. They make adaptive changes to
achieve personal and agency success.

ADAPTABILITY
The world changes constantly and brings new opportunities and sometimes eliminates old
ones. TEEX must adapt to meet changing circumstances. Our success depends upon our
ability to anticipate and respond to threats and opportunities. We must cope with high-
impact events and recover quickly, but we must also cope with extended periods of difficulty.
Success comes from monitoring the dynamic environment, regularly assessing processes
and the organizational structure, and then making process and organizational changes when
needed. We become more adaptable as an agency through crisis preparation, building flexible
processes and structures, and monitoring emerging issues. Strategically we focus on building
adaptability so that when we need to adapt to thrive, we can do it quickly.

INNOVATION
Closely linked to adaptability is innovation. Creativity becomes innovation when we take an
idea and actually do something. Innovation may be in our products, but just as importantly,
it may be in our processes and managerial approaches. Ultimately TEEX is our product.
Strategically we strive to create a culture that fosters innovation by focusing efforts on
achieving results.

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12 ONE TEEX  ONE TEAM
 TEEX Strategic Plan—FY 2018

ENGAGEMENT
Employee engagement is the driving force for
our Strategic Plan. It is not a program. Employee
engagement occurs when an employee’s professional
goals align with TEEX goals. Frequent and effective
communication allows the employee to understand
how what they do affects the overall mission and
goals of TEEX and how they can serve customers.
Engagement supports the imperatives of adaptability
and innovation because engaged employees seek
innovative ways to better serve customers. They make
adaptive changes to achieve personal and agency
success.

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ENGAGEMENT
1.1 Goal: Establish a Strong, Visible, Living, and Evolving
TEEX Lifestyle of Safety
TEEX’s highest priority is safety. We place safety and well-being above all by focusing on
prevention and response. Our Environmental Health and Safety Program and annual
plan are the result of our commitment to the safety, security, and well-being of our
employees, participants, students, and visitors. TEEX employees at all levels strive to
have a safety mind-set that adapts to situations and extends beyond work into their
entire lifestyle. TEEX strives to meet the standards of the Occupational Safety and Health
Administration (OSHA) Voluntary Protection Program (VPP) at the highest level (Star).

Strategies
1.1.1 Employees at all levels live Safety by choice…NOT by
chance
1.1.2 Provide security to TEEX facilities and on-site persons.

Measure of Success for Goal

TEEX achieves OSHA Voluntary Protection Program (VPP) criteria as
evaluated by a third party in FY 2022

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 TEEX Strategic Plan—FY 2018

ENGAGEMENT
1.2 Goal: Employees are Positively Engaged in Serving
Customers and Helping TEEX Succeed
Employees who want to serve customers and help TEEX succeed are the most valuable
asset the agency has. Neutral employees do little to further the mission of the agency.
Disengaged employees sabotage customer service and the mission. Building strong
leadership leads to positive engagement. We strive to create a service-oriented, ethical
culture where employees feel invested in providing excellent customer experiences and
helping TEEX succeed.

Strategies
1.2.1 Make the Mission, Vision, Values, TEEX Code of Conduct,
and the TEEX Strategic Plan known to all full-time, wage,
and student employees.
1.2.2 Train and develop current and future leaders.
1.2.3 Make the evaluation and performance management
system processes purposeful.
1.2.4 Make sure all employees (full-time, wage, and student)
know of all resources available to them for mission
success and personal help.
1.2.5 Utilize engagement surveys to provide information to
improve engagement.
1.2.6 Use the TEEX Annual Report to build employee awareness
of agency successes as well as challenges.

Measure of Success for Goal

Employee engagement survey shows at least 75% positive engagement.

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16 ONE TEEX  ONE TEAM
 TEEX Strategic Plan—FY 2018

ADAPTABILITY
The world changes constantly and brings new
opportunities and sometimes eliminates old ones.
TEEX must adapt to meet changing circumstances.
Our success depends upon our ability to anticipate
and respond to threats and opportunities. We must
cope with high-impact events and recover quickly,
but we must also cope with extended periods of
difficulty. Success comes from monitoring the
dynamic environment, regularly assessing processes
and the organizational structure, and then making
process and organizational changes when needed.
We become more adaptable as an agency through
crisis preparation, building flexible processes
and structures, and monitoring emerging issues.
Strategically we focus on building adaptability so that
when we need to adapt to thrive, we can do it quickly.

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 2.1 Goal: Retain the Ability to Make a Difference Worldwide
ADAPTABILITY
TEEX needs resources to provide services. The ability to tap into multiple resource
streams and to utilize available funds wisely is critical to our continued relevancy. A
well-developed marketing approach will allow us to reach a larger customer base and to
focus on their needs.

Strategies
2.1.1 Use comprehensive environmental scanning to guide the
decision-making process for existing, new, or expanded
programs, infrastructure, facilities, and/or outreach.
2.1.2 Adapt the collective TEEX marketing efforts to broaden the
agency’s customer base and increase awareness of the TEEX
brand.
2.1.3 Solicit and utilize internal and external stakeholders’ feedback
to align with current and future needs.
2.1.4 Seek, enhance, and expand the identification and pursuit of
funding opportunities.
2.1.5 Seek, enhance, and expand federal and state legislative
relationships.
2.1.6 Develop and implement resources to support the agency’s
growth and viability.

Measure of Success for Goal

Increase participants by 4.75% annually until 2030, beginning with FY 2018.
Increase earned revenue by 9% annually until 2030, beginning with FY 2018.

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ADAPTABILITY

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 2.2 Goal: Provide Customers the Best Value
ADAPTABILITY

Adapting to provide affordable quality is important to long-term success. Our offerings

should provide our customers a proper balance of quality and price. Marketplace
awareness, to include knowledge of offerings and pricing, is necessary to position
our products. We improve the value of our products by improving their portability
for customers through agreements with institutions of higher education that allow
customers to receive and apply credit from TEEX courses. Utilizing innovation and
emerging technologies, when appropriate, will enhance our ability to present a better
value proposition to our customers.

Strategies
2.2.1 Gather market intelligence to make strategic business
decisions to offer customers relevant products.
2.2.2 Leverage instructor qualifications and relevant experiences of
TEEX personnel as differentiators.
2.2.3 Seek, research, and integrate validated training
methodologies, techniques, technology, and facilities to
provide the best value
2.2.4 Utilize articulation, accreditation, Continuing Education Units
(CEUs) and other methods that allow portability of TEEX
credits and add value to the TEEX brand.
2.2.5 Increase efficiency and standardize curriculum development
through a unified team effort to ensure consistent reliability
and the highest quality to meet customer needs.
2.2.6 Ensure a consistently positive and effective customer service
experience through a unified team effort.
2.2.7 Develop and implement a unified sales and marketing
strategy.

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 TEEX Strategic Plan—FY 2018

ADAPTABILITY
Measure of Success for Goal
Achieve agency accreditation by 2020.
Offer online evaluations of at least 80% of TEEX courses in FY 2018
Achieve customer satisfaction from evaluations that are at least 80% positive in
FY 2018

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 2.3 Goal: Infrastructure is in Place to Meet the Mission
ADAPTABILITY

TEEX training requires a wide range of infrastructure and equipment assets. Our
infrastructure and facilities allow students to experience realistic situations. This
infrastructure is not limited to the built environment. Our Information Technology
Infrastructure is also a vital part of the infrastructure needed to deliver TEEX services
and training. Additionally, equipment used in training, as well as the means to present
mobile training, may all be considered part of our infrastructure. Infrastructure requires
substantial resources to build or obtain, and continued resources to maintain. We must
adapt our infrastructure to changing requirements and use innovation to provide the
infrastructure that best supports the mission. Both long- and short-term planning are
necessary to anticipate needs and ensure that infrastructure is in place when needed.

Strategies
2.3.1 Foster an innovative environment that enhances human
capital, facilities, technology, and business practices to set
TEEX apart from all others.
2.3.2 Develop and maintain a comprehensive agency Capital
Improvement Plan to address cross-divisional and adaptability
requirements for maintaining and enhancing infrastructure.
2.3.3 Expand State, Federal and private funding that includes
infrastructure development, to support current and future
training.
2.3.4 Establish and maintain an agency funding mechanism to
support the Capital Improvement Plan (CIP).
2.3.5 Cultivate relationships with external partners to expand
infrastructure capabilities

Measure of Success for Goal

Infrastructure capacity meets 4.75% participant growth each year

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24 ONE TEEX  ONE TEAM
 TEEX Strategic Plan—FY 2018

INNOVATION
Closely linked to adaptability is innovation.
Creativity becomes innovation when we take an
idea and actually do something. Innovation may
be in our products, but just as importantly, it may
be in our processes and managerial approaches.
Ultimately TEEX is our product. Strategically we
strive to create a culture that fosters innovation by
focusing efforts on achieving results.

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 3.1 Goal: Continual Innovation in Systems, Processes,
INNOVATION
Organization, Products, and Services
Innovation is more than just the latest invention or technological marvel. It includes
being innovative in designing the best processes to meet our mission, along with
crafting an organization structured to best meet the needs of those we serve. We
broadly define innovation so that we are continually looking for the best ways to meet
customer needs.

Strategies
3.1.1 Create a culture of innovation by empowering employees to
pursue and share innovative ideas both within TEEX and with
A&M System partners to promote growth.
3.1.2 Recognize, reward, and celebrate innovation.
3.1.3 Build a TEEX team based on agency culture and values that
incorporate innovation.
3.1.4 Leverage information technology (IT) to foster innovation
through improved information-sharing and efficiencies.

Measure of Success for Goal

Agency will have a combined total of 12 innovations reported during each
semi-annual review by divisions, Texas Task Force 1, and headquarters.

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3.2 Goal: Technology Adoption Improves Customer

INNOVATION
Service and Efficiency
Adopting the right technologies, together with innovative application, will improve
customer service and efficiency.

Strategies
3.2.1 TEEX will enhance employees’ expertise and understanding of
current, new, and emerging technologies.
3.2.2 TEEX will promote a culture that embraces technology
and information-sharing that enhances the customer
experience.
3.2.3 Enhance the TEEX customer website and employee portals to
be dynamic and customer-focused.
3.2.4 Leverage technology to provide innovative products and
services to our customers.
3.2.5 Leverage technology to connect students/customers to TEEX
training and services.

Measure of Success for Goal

Agency will have a combined total of 12 customer improvements reported
during each semi-annual review by divisions, Texas Task Force 1, and
headquarters.

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