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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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Presentation Transcript
slide3

Survey of Organizational

Effectiveness Meeting

July 13, 2001

Presentation by

Dr. Karen Haynes, PresidentUniversity of Houston-Victoria

mission
Mission
  • Provide quality education
  • Enhance the economic, social, cultural and professional life of the regional community
institutional description
Institutional Description
  • One of four universities in the University of Houston-System
  • Small, upper-level/graduate institution
  • Service area of 16 counties
slide8

InstitutionalDemographics

  • 50% graduate
  • 77% part-time
  • 14% Hispanic & 7% African American
  • 27% off campus
  • 44% undergraduates are 1st generation in college
strategic goals
Strategic Goals
  • Effective teaching and learning
  • Collaboration in delivering programs & services
  • Outreach and partnerships with community organizations
collaboration with uh system institutions
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
Collaborationwith Community Colleges:
  • Shared campus with The Victoria College, jointly supported library 
  • Shared baccalaureate curricula with Victoria and three other community colleges
academic outreach
Academic Outreach:
  • Courses and occasional cohort degree programs offered in other communities
  • Programs delivered to Victoria by other institutions
presenting problems 1995
Presenting Problems: 1995
  • Out of policy compliance
  • Poor fiscal stewardship
  • In need of a strategic course for:
        • Enrollment growth
        • Permanence
first phase internal
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
Second Phase: External
  • Expanded regional outreach and representation
  • Created a plan for growth and identity
  • Established outreach goals
  • Initiated fund raising
leadership challenges 1995
Leadership Challenges: 1995
  • Regain trust
  • Open communications
  • Create inclusive processes
  • Obtain community support
results to date internal
Results to Date: Internal
  • Trust regained in administration
  • Lines of communication opened
  • Budget process made public
  • Policy compliance obtained
results to date external
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
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%
slide22

Enrollment Growth

Average Enrollment per Semester

Average 1,781

Average 1,394

1996-1997

2000-2001

on-campus

79%

73%

21%

27%

off-campus

enrollment growth
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%

slide24

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

faculty resource reallocation
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

technology utilization
Technology Utilization

Faculty 2000-2001

62%

online

enrollment growth supported by
Enrollment Growth Supported by:
  • Technology training provided
  • Technology support staff increased
  • Multi-media classroom space expanded
  • Competitive compensation targeted
  • Customer service trainingmandated
survey of organizational excellence 1999
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 19991
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

survey of organizational excellence 19992
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

uhv measures external customers
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
UHV Measures: Internal Customers
  • Work order satisfaction
  • Satisfaction surveys on training
  • Unit performance assessments
  • Academic program reviews
  • Suggestion Box items
present focus summer 2000 now
Present Focus: Summer 2000 - Now
  • Internal organizational culture review
  • Compensation process and policy review
how uhv did it
How UHV Did It?
  • Connect employees to mission
  • Enhance employees empowerment
  • Celebrate accomplishments
  • Support climate of respect
  • Use humor
why these occur at uhv
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
slide39

Survey: Key Ingredients

  • Visionary Leadership
  • Internal Data
  • External Data
leadership skill clusters
Leadership Skill Clusters
  • Administrative
  • Leadership
  • Stewardship
  • Relationship
  • Entrepreneurial
leadership findings
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.

slide42

What All This Means

Relationship

&

Stewardship

Good

Internal

Climate

Improved

Customer

Services

Improved

or Sustained

External

Measures