Dr. Karen Haynes, President of the University of Houston - Victoria (UHV) has

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1 Executive Summary - University of Houston - Victoria 1 Dr. Karen Haynes, President of the University of Houston - Victoria (UHV) has begun to include the Survey of Organizational Excellence in the strategic plan of the University. She believes that from the results and continued use of the survey, UHV can improve its performance in providing quality education to the regional community. The success of UHV validates how the use of the survey in higher education institutions can improve the services provided within educational institutions. Compact with Texans UH-Victoria is an upper-level/graduate institution serving a largely rural area of fifteen counties surrounding Victoria. It also is the managing partner of the University of Houston System off-campus teaching center in Sugar Land. UH-Victoria is committed to effective teaching, community outreach, collaboration with others, and responsiveness to students. The university has systematic processes in place for assessment, communications, and implementation with regard to meeting these commitments. The Agency The University of Houston - Victoria is one of the 4 universities with the University of Houston System. It has been in existence since 1973 and is classified as a small upper-level and graduate university. UHV serves 15 counties, which covers the area between Houston and Corpus Christi. Half of the students are classified as graduate students and 77% of the students attend part-time. Dr. Karen Haynes says that the average age of UHV students is 32 years old. Twenty-seven percent take courses off 1 Office of Organizational Excellence, Forum 2001 Best Practices in State Government. 1

2 campus. Some of the services that UHV provides are complete degree programs at two suburban off-campus teaching centers, UHS at Sugar Land and UHS at Cinco Ranch. These programs are delivered through in-person instruction, interactive television, and through online delivery. The University collaborates as well with other colleges in the coverage area. UHV shares the library facility with Victoria College and also shares baccalaureate curricula with Victoria and three other community colleges. UHV also has a strong academic outreach program that offers courses and occasional cohort degree programs in other communities, and programs are delivered to Victoria by other institutions. Challenges and Strategic Interventions When the University began to undergo some organizational structure changes, there were some problems within the institution that needed to be addressed. One of the problems was there was out of policy compliance within the institution. UHV also had poor fiscal stewardship, and was in need of a strategic plan for enrollment growth and to establish a permanent location. After identifying what problems UHV was facing, the administration implemented the first phase of their strategic plan for internal issues. This plan included inviting all full-time faculty and staff to talk with Dr. Haynes and offer any suggestions about how to work through some of these problems. Another component was that the budget process was re-opened and made public to the employees. UHV also redirected the search for the new Provost and initiated a plan to obtain a permanent campus. The second phase of their strategic plan focused on external issues. Through the second phase, UHV expanded regional outreach and representation. They also created a plan for 2

3 growth and identity. This included interventions such as creating new logos and color schemes for the University. UHV also established outreach goals and initiated a large fund raising campaign. The leadership challenges at UHV that needed to be addressed included regaining the trust of the employees, developing open communication within and outside of the organization, creating inclusive processes within the organization, as well as obtaining community support for the programs the University was trying to expand. The results that were achieved by implementing the strategic plan occurred both internally and externally. Internal to the organization, trust was regained in the administration, the lines of communication opened up, the budget process was made public, and policy compliance was obtained. From an external perspective, UHV created a new identity, a permanent campus was established, community participation was created through the use of 16 round table discussions held over a period of two years, and there were multiple fund raising campaigns that began at that time. Some of the results seen as improvements in State Performance Measures included an increase in enrollment by 28%, retention rates remained high at 85%, and graduation rates remained high as well at 74%. UHV also was able to increase enrollment by expanding access through distance education with 18% of classes being taken online and 5% of courses being taken by interactive television. UHV also has their entire MBA program available online. UHV s enrollment growth was supported by various interventions. There was technology training provided for faculty and staff, technology support staff increased, the multi-media classroom space expanded, 3

4 competitive compensation packages were targeted for recruiting faculty, and customer service training was mandated. Use of the Survey of Organizational Excellence The University of Houston - Victoria participated in the SOE for the first time in At that time, UHV ranked in the top 5 of all universities participating in the survey in all five dimensions of the survey. The University also scored over 300 on all 20 constructs of the survey. Areas that UHV had identified from the survey as strengths of the institution included strategic orientation, adequacy of environment, benefits, external communication and time and stress management. Some areas of concern for UHV included the holographic construct, supervisor effectiveness, fairness, team effectiveness, and employee empowerment. UHV used the results of the survey to validate what they already knew about their performance level and identify weaker areas. UHV used a comprehensive approach to measuring the perceptions of its external customers. These measurement tools included student and alumni satisfaction surveys, student evaluations of instruction and instructors, a job placement survey, a survey on the effectiveness of student registration and billing, and UHV participated in the ACT Student Satisfaction Survey. These measurements among others allowed UHV to identify various areas they could improve performance. UHV measured internal customers by using work order satisfaction surveys, training session satisfaction surveys, unit performance assessments, academic program reviews, and by using suggestions box items. Intervention Strategies The University of Houston - Victoria has implemented some strategies to improve their level of performance. One strategy has been to conduct an internal organizational 4

5 culture review. This has been followed by a compensation process and policy review to determine where changes need to be made. UHV was able to accomplish change within their institution by connecting its employees to the mission of the institution. They were also able to enhance employees empowerment by celebrating accomplishments, no matter how small or big, and allowed for a supportive climate of respect. Change was able to occur within this organization in the areas that needed to be addressed for a couple of different reasons. First, there was a high emphasis on technology access for all faculty, staff, and students. Second, there was a high priority on physical work conditions being the best that can be offered from this institution. UHV employees also put pressure on themselves to achieve instead of having the pressure come from management. Conclusion UHV has identified the components to aid in its success. These components include a leader who is strong in relationship and stewardship skills to help create a good internal organizational climate. This will serve to improve customer service and continue to improve or sustain external measures of success. 1 Supervisor Effectiveness Fairness Team Effectiveness Diversity Fair Pay Physical Environment Benefits Employment Development Change Oriented Goal Oriented 347 5

6 11 Holographic Strategic Quality Internal Availability External Job Satisfaction Time and Stress Burnout Empowerment 304 6

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