University of Houston Victoria
Survey of Organizational
Effectiveness Meeting
July 13, 2001
Presentation by
Dr. Karen Haynes, President
University of Houston-Victoria
WHO WE
ARE
Mission
Provide quality education
Enhance the economic, social,
cultural and professional life of the
regional community
Institutional Description
• One of four universities in the
University of Houston-System
• Small, upper-level/graduate
institution
• Service area of 16 counties
Service Area
Institutional Demographics
•
•
•
•
•
50% graduate
77% part-time
14% Hispanic & 7% African American
27% off campus
44% undergraduates are 1st generation in
college
WHAT WE
DO
Strategic Goals
• Effective teaching and learning
• Collaboration in delivering
programs & services
• Outreach and partnerships
with community organizations
Collaboration with UH System Institutions:
• Complete degree-programs at two
suburban off-campus teaching centers
UH System at Sugarland
UH Center at Cinco Ranch
• Delivered by:
In person
Interactive-television
Online delivery
Collaboration with Community Colleges:
Shared campus with The Victoria
College, jointly supported library
Shared baccalaureate curricula
with Victoria and three other
community colleges
Academic Outreach:
Courses and occasional cohort
degree programs offered in other
communities
Programs delivered to Victoria
by other institutions
WHAT WE’VE
DONE
Presenting Problems: 1995
• Out of policy compliance
• Poor fiscal stewardship
• In need of a strategic course for:
Enrollment growth
Permanence
First Phase: Internal
Invited all full-time faculty and
staff to talk with me
Re-opened and made public the
budget process
Redirected Provost search
Initiated plan for a permanent
campus
Second Phase: External
Expanded regional outreach and
representation
Created a plan for growth and
identity
Established outreach goals
Initiated fund raising
Leadership Challenges: 1995
• Regain trust
• Open communications
• Create inclusive processes
• Obtain community support
Results to Date: Internal
• Trust regained in
administration
• Lines of communication opened
• Budget process made public
• Policy compliance obtained
Results to Date: External
• New identity created
• Permanent campus
established
• Community participation
created through roundtables
• Multiple fund raising
campaigns began
Results to Date: State Performance Measures
•
•
•
•
•
Enrollment increased - 28%
SCH increased - 21%
Retention rate remained high - 85%
Graduation rate remained high - 74%
ExCet pass rate over - 91%
Enrollment Growth
Average Enrollment per Semester
Average 1,394
Average 1,781
1996-1997
2000-2001
on-campus
79%
73%
21%
27%
off-campus
Enrollment Growth
SCH Fall 1996 & Spring 1997
SCH Fall 2000 & Spring 2001
Total 20,281
Total 24,510
Regular 98%
2%
Regular 77%
ITV
5%
Online
18%
Financial Resource Reallocation
Operating Budgets
$8.8 Million
$13.7 Million
FY 1997
FY 2001
6%
15%
$0.5 Million
Reallocation
$2.1 Million
Reallocation
Faculty Resource Reallocation
Faculty 1996-1997
Total 39
Faculty 2000-2001
Total 51
on-campus
Faculty 1996-1997
on-campus
72%
22%
off-campus
6%
vacant
Technology Utilization
Faculty 2000-2001
62%
online
Enrollment Growth Supported by:
Technology training provided
Technology support staff increased
Multi-media classroom space
expanded
Competitive compensation targeted
Customer service training
mandated
HOW WE
USED THE
SURVEY
Survey of Organizational Excellence, 1999
UHV ranked in top 5 of all 22
universities in all 5 Dimension
On all 20 constructs, UHV
ranked over 300
Survey of Organizational Excellence, 1999
UHV Areas of Strength
Workplace
Dimension
Constructs
General Organizational
Strategic Orientation
389
Physical Work Setting
Adequacy of Environment
Benefits
Communication Patterns
External Communication
381
375
380
Personal Demands
Time & Stress Management
382
Score
Survey of Organizational Excellence, 1999
UHV Areas of Concern
Workplace
Dimension
Constructs
Score
General Organizational
Holographic
318
Team Perceptions
Supervisor Effectiveness
Fairness
Team Effectiveness
303
319
321
Personal Demands
Empowerment
304
UHV Measures: External Customers
Student satisfaction
Alumni satisfaction
Student evaluation of instruction
Job placement survey
Student registration and billing
The ACT Student Satisfaction Survey
UHV Measures: Internal Customers
Work order satisfaction
Satisfaction surveys on training
Unit performance assessments
Academic program reviews
Suggestion Box items
STRATEGIES
WE’VE
EMPLOYED
Present Focus: Summer 2000 - Now
Internal organizational culture
review
Compensation process and
policy review
How UHV Did It?
•
•
•
•
•
Connect employees to mission
Enhance employees empowerment
Celebrate accomplishments
Support climate of respect
Use humor
Why These Occur at UHV?
• a high emphasis on technology access
for all faculty, staff, and students
• a high priority on physical work
conditions being the best that can be
offered
• employees put pressure on themselves
to achieve instead of management
doing that
WHAT ALL
THIS MEANS
Survey: Key Ingredients
•Visionary
Leadership
•Internal Data
•External Data
Leadership Skill Clusters
Administrative
Leadership
Stewardship
Relationship
Entrepreneurial
Leadership Findings
1. Most effective are equally strong in first
four.
2. Strong relationship and stewardship skills,
often perceived effective and successful.
3. Less strong administrative skills okay if
strong in above.
4. Weak relationship and/or stewardship never
perceived as effective.
Source: Presidential Review in Colleges and Universities by Edward Penson
and published by the American Association of Colleges and Universities.
What All This Means
Relationship
&
Stewardship
Good
Internal
Climate Improved
Customer
Services
Improved
or
Sustained
External
Measures