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SET UP SLIDE

SET UP SLIDE. 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

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SET UP SLIDE

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  1. SET UP SLIDE

  2. Survey of Organizational Effectiveness Meeting July 13, 2001 Presentation by Dr. Karen Haynes, PresidentUniversity of Houston-Victoria

  3. WHO WE ARE

  4. Mission • Provide quality education • Enhance the economic, social, cultural and professional life of the regional community

  5. Institutional Description • One of four universities in the University of Houston-System • Small, upper-level/graduate institution • Service area of 16 counties

  6. Service Area

  7. InstitutionalDemographics • 50% graduate • 77% part-time • 14% Hispanic & 7% African American • 27% off campus • 44% undergraduates are 1st generation in college

  8. WHAT WE DO

  9. Strategic Goals • Effective teaching and learning • Collaboration in delivering programs & services • Outreach and partnerships with community organizations

  10. 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

  11. Collaborationwith Community Colleges: • Shared campus with The Victoria College, jointly supported library  • Shared baccalaureate curricula with Victoria and three other community colleges

  12. Academic Outreach: • Courses and occasional cohort degree programs offered in other communities • Programs delivered to Victoria by other institutions

  13. WHAT WE’VE DONE

  14. Presenting Problems: 1995 • Out of policy compliance • Poor fiscal stewardship • In need of a strategic course for: • Enrollment growth • Permanence

  15. 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

  16. Second Phase: External • Expanded regional outreach and representation • Created a plan for growth and identity • Established outreach goals • Initiated fund raising

  17. Leadership Challenges: 1995 • Regain trust • Open communications • Create inclusive processes • Obtain community support

  18. Results to Date: Internal • Trust regained in administration • Lines of communication opened • Budget process made public • Policy compliance obtained

  19. Results to Date: External • New identity created • Permanent campus established • Community participation created through roundtables • Multiple fund raising campaigns began

  20. 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%

  21. Enrollment Growth Average Enrollment per Semester Average 1,781 Average 1,394 1996-1997 2000-2001 on-campus 79% 73% 21% 27% off-campus

  22. Enrollment Growth SCH Fall 1996 & Spring 1997 SCH Fall 2000 & Spring 2001 Total 24,510 Total 20,281 Online Regular 98% Regular 77% 18% ITV 2% 5%

  23. Financial Resource Reallocation Operating Budgets $8.8 Million $13.7 Million FY 2001 FY 1997 6% 15% $0.5 Million Reallocation $2.1 Million Reallocation

  24. Faculty Resource Reallocation Faculty 2000-2001 Faculty 1996-1997 Total 39 Total 51 on-campus on-campus Faculty 1996-1997 72% 6% 22% vacant off-campus

  25. Technology Utilization Faculty 2000-2001 62% online

  26. Enrollment Growth Supported by: • Technology training provided • Technology support staff increased • Multi-media classroom space expanded • Competitive compensation targeted • Customer service trainingmandated

  27. HOW WE USED THE SURVEY

  28. 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

  29. Survey of Organizational Excellence, 1999 UHV Areas of Strength Workplace Dimension Constructs Score 389 General Organizational Strategic Orientation Physical Work Setting Adequacy of Environment 381 Benefits 375 Communication Patterns External Communication 380 Personal Demands Time & Stress Management 382

  30. Survey of Organizational Excellence, 1999 UHV Areas of Concern Workplace Dimension Constructs Score 318 General Organizational Holographic Team Perceptions Supervisor Effectiveness 303 Fairness 319 Team Effectiveness 321 Personal Demands Empowerment 304

  31. UHV Measures: External Customers • Student satisfaction • Alumni satisfaction • Student evaluation of instruction • Job placement survey • Student registration and billing • The ACT Student Satisfaction Survey

  32. UHV Measures: Internal Customers • Work order satisfaction • Satisfaction surveys on training • Unit performance assessments • Academic program reviews • Suggestion Box items

  33. STRATEGIES WE’VE EMPLOYED

  34. Present Focus: Summer 2000 - Now • Internal organizational culture review • Compensation process and policy review

  35. How UHV Did It? • Connect employees to mission • Enhance employees empowerment • Celebrate accomplishments • Support climate of respect • Use humor

  36. 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

  37. WHAT ALL THIS MEANS

  38. Survey: Key Ingredients • Visionary Leadership • Internal Data • External Data

  39. Leadership Skill Clusters • Administrative • Leadership • Stewardship • Relationship • Entrepreneurial

  40. 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.

  41. What All This Means Relationship & Stewardship Good Internal Climate Improved Customer Services Improved or Sustained External Measures

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