Purpose	The purpose of this survey was to ask students attending The University of Texas at Austin during fall 1998 how satisfied they were with the service they received from The Texas Union.
Sample	A random sample of  3,015 students was selected from the 48,906 students attending The University of Texas at Austin during the fall semester 1998.
Data Collection	A survey was mailed to all students with a cover letter explaining the purpose of the survey.  A business reply envelope was included for returning the completed survey.  A reminder letter was mailed out about two weeks after the initial survey and another copy of the survey with a reminder letter was mailed out about two weeks after the second mailing.  A total of 1,216 students returned the survey, a 40% return rate.
Survey Respondents	Overall, the survey respondents were highly similar to the overall student population with respect to ethnicity, class level and college of enrollment.  A larger percentage of women (55%) returned the survey than found in the UT population. The data collection procedures for this survey resulted in a very representative sample of students and their responses can be taken to reflect the larger student population, with the minor exception noted above.  Though more women returned the survey, their response ratings did not differ systematically from those of men.

Directions:  Please read each item carefully and mark the most appropriate response.

1. For each item listed below, please rate your satisfaction with the service it provides.  Use this scale to make your rating.

Satisfaction with Service
1 = Poor
2 = Below Satisfactory
3 = Satisfactory
4 = Good
5 = Excellent
6 = Do not use this service

A.  Union Food Services

Satisfaction with Service
1 = Poor
2 = Below Satisfactory
3 = Satisfactory
4 = Good
5 = Excellent
6 = Do not use this service

2.  If you have nay comments or suggestions about any of our services, please use the space below and the back of this page to tell us about them.

The level of diversity and the wide range of expectations of today's college student, necessitate a comprehensive student services program which requires the development and ongoing support of a wide range of services, facilities, and experiences responsive to the needs of all members of the campus community. Successful colleges and universities throughout the country have initiated and have maintained a strong commitment to creating an effective campus life experience, which includes a comprehensive program of out?of?classroom involvement and participation, a successful and whole commitment to quality service, and the creation of thoughtfully designed and efficient services, programs and spaces that respond to the needs and priorities of the contemporary campus population.

An effective and well?conceived campus center or student union located on the campus of a comprehensive university is an effective vehicle to translate what has been noted above, and typically has three fundamental aspects to its mission:
 

Student Development and Student Leadership: The student center should be the primary leadership development and programming agency for the campus. The student center should be committed to supporting student activities and campus programming efforts that provides a wide variety of opportunities for student participation in group leadership, decision making and organizational effectiveness. The student center should support the coordination of a comprehensive and diverse schedule of social, recreational and cultural
programs for the campus community.

Services and Facilities: The student center should be the primary location for the  provision of necessary services, products and support facilities for the university  community. Student center facilities should include spaces for lounging, forstudying, for small group interaction and conversation as well as meeting and
multipurpose spaces that effectively respond to the meeting and convocation needs of the university community. By centralizing the availability of products and services, the student center can create a synergistic environment, helping to bring together the many diverse constituencies that make up the campus community.

Meeting and Community: The student center should be the primary meeting place for members of the university community. The physical environment of the student center should support both formal and informal interaction between faculty, staff and students and should be a principle gathering place on campus. Such an environment can have significant impact toward developing a strong sense of identity with the university and a strong sense of camaraderie among its members.

During a two day on?site visit to the university, the external review team had extensive discussions with management, support staff, faculty and students, all who were involved as leaders or as users of the programs and services offered through the Texas Union.

An analysis and review of the mission and goals of the primary units under the administration of the Director of the Texas Union confirms a strong commitment to the creation of a comprehensive union and student development program. The Texas Union has in the past, and continues, to play a significant and positive role in creating a
successful and comprehensive student development, service and retail environment for members of The University of Texas community.

CHARGE AND EXPECTATIONS
 

Dr. Cynthia Cherrey, Associate Vice President for Student Affairs at the University of Southern California, Dr. Thomas Keys, Assistant Vice President for Student Affairs and Director of the Student Union, Oklahoma State University and Mr. Manuel R. Cunard, Executive Director of the National Association of College Auxiliary Services were invited to conduct an external review and assessment of the major agencies and units that make up the Texas Union organization. Dr. James Vick, Vice President for Student Affairs, requested the on-site assessment and review.

This report contains observations and recommendations gathered from information collected during the December, 1999 consultation visit to the Texas Union located on the campus of The University of Texas.  The primary purpose of the review was to assess the overall effectiveness of the Texas Union.  More specifically, the consultants were asked to:

1. Provide a perspective on the financial stability of the Texas Union,
2. Comment on the formal and informal relationships existing between the Union staff and other constituencies on campus,
3. Attempt to benchmark the Texas Union in relation to other peer unions and universities,
4. Identify the strengths and weaknesses of the Texas Union,
5. Review the programs and services in relation to the role of the Texas Union,
6. Review the physical plant and possible plans for growth.
 

PROCESS AND PROCEDURES

The process used was to a) review policy statements, promotional materials, budget and operational reports and a well documented historical review of the Texas Union; b) observe the operations of the facility and c) conduct a series of interviews with students, faculty and staff.

The consultants used semi-structured interviews.  Questions were open-ended to encourage the emergence of perceptions and beliefs.  Each interview was approximately 60 to 90 minutes in length. The consultants combined their own experience in and understanding of higher education, student affairs, student union and activities programs with the materials and responses provided. It should be noted that the observations are based on limited information garnered in a rather short period of time.  Any external consultation is at best a “snapshot” assessment of an organization.
 

PARTICIPANTS

The selection of faculty, staff and students was done in conjunction with Dr. Jim Vick, Vice President for Student Affairs.  The consultants met with the vice president; the director of the Texas Union; the Texas Union Associate Director for the budget; student representatives from the Daily Texan, student government, Texas Union Council and other student leaders; the Union staff, student affairs staff and the Texas Union Board.
 

DATA ANALYSIS

The report contains observation in the following areas: the union role, physical plant, campus culture, partnering and outreach of the staff, funding, student development and programs, services and marketing efforts.  The report concludes with summary comments. Recommendations for change and future development are included within the Summary of Findings section of the report.

The information gathered from the comprehensive review will hopefully provide information that will assist in the verification of existing priorities and the development of new priorities and strategies for the future. The statements of findings and conclusions included in the report present a perspective of the Texas Union developed over a very narrow time period with limited opportunity to address issues in any detail. Every effort has been made by the consultant team to present an honest assessment of the current conditions related to financial resources, facilities, programs and services, and student development priorities of the Texas Union.

SUMMARY OF FINDINGS
 

The summary information presented in this section was obtained from interviews, meetings and discussions held during a two-day visit to the University. Additional information was gained from publications and documents made available to the consultant team prior to their time on campus. In an effort to provide clarity to the information presented, the summary comments of this report includes the following sections:
 

 The Role of the Texas Union
 Physical Plant
 Campus Culture
 Partnerships and Collaboration
 Finances and Funding
 Student Development and Programs
 Services Available
 Marketing and Public Relations

THE ROLE OF THE TEXAS UNION

Traditionally, the purpose of a college union is to provide services, develop student leaders, and to be the center for community on a campus.  At this time, the predominant perception of the Texas Union is as a place to meet, eat, and sleep but not as the community hub of the University or the primary focus of student leadership development. A number of decisions made over the past decade have significantly impacted the sense of clarity of role as well as the ability of the Texas Union to effectively and efficiently respond to the role expectations identified.

Some of the more remarkable decisions and changes made on campus that have impacted the Texas Union are as follows:
 

1. The decision to construct a comprehensive Student Services facility on campus, pulling a number of priority services and programs from the Texas Union.
2. Decisions made during the past two decades that have precluded the ability for the Texas Union to increase student fees in response to annual fixed cost and operating cost increases.
3. The established philosophy of the University as related to the de-centralized nature of decision making and the opportunity for individual departments to become engaged in the provision of services and facilities beyond their specific charge.
4. The lack of vision and direction by the University over the years in recognizing the need to expand Texas Union facilities and services as the student population increased.

The Union leadership must actively seek opportunities for collaboration beyond its walls with other entities on campus or in the nearby community (such as the Co-op).  At present, the Union is perceived by some student leaders and a number if campus departments as resistant to partnerships and collaboration. Such collaboration and outreach is critical because the Union building itself is critically undersized to be able to meet the demands placed on it by such a large population.
 
 

The de-centralized nature of the campus has had a significant effect on the long-term growth and success of the Texas Union. Activities and operations that were at one time essential and unique to the Union, including such standard services and programs as cash food operations and student leadership development are now being provided on campus by other departments. Some of the present diversity and expansion of service provision is to be expected of course, and is inevitable at a large and comprehensive university.  But the fact remains that if the Union is to retain its vital role as a major educational program and service provider on the campus, it must create new opportunities and develop new partnerships with other agencies across the campus to make its presence felt, known, and appreciated.

The issues of the decentralized nature of the campus, the entrepreneurial perspective held by many campus departments, and Union location on the western edge of campus the present Texas Union facility simply cannot adequately and effectively serve The University of Texas community.  Over time, many segments of the campus community have established relationships with alternative service providers and retail outlets for services and products traditionally provided through the Union enterprise. It will take a significant effort to change the nature of these important and established relationships with outside agencies. There is however, a significant potential for radical growth of all services and programs offered through the Texas Union. It will require however, an ongoing effort to create new conditions of service and support that will ultimately form the framework for new loyalties and business/service relationships.

The Texas Union must immediately respond to the challenges and opportunities available in moving beyond its present walls and work with others to provide programs, services, and a sense of community for the community.

In many respects the Texas Union can be compared to a vintage yacht, or perhaps a fine old home. It has a strong heritage and history, and after many long years of service, it continues to maintain a strong sense of charm and it is quite appealing and serviceable. The Texas Union is thought of as very comfortable by the limited number of persons it can accommodate and support. The facility is obviously well maintained. The Texas Union however, is grossly undersized for the constituency it is expected to serve, just as the vintage yacht might be considered to be undersized for the ocean in which it functions.

The Texas Union is undersized so significantly that even its dedicated staff and leadership have called into question, its continued viability if there are not major changes initiated soon. The existing physical plant of the Texas Union facility encompasses a total of 157,472 square feet. The total space available for services, programs and activities to support the students, faculty and staff of the university cannot adequately serve as the focal point for campus life in a campus community of almost 70,000 in total population (@50,000 students).

According to the Council for the Advancement of Standards in Higher Education (CAS Standards), "The college union's physical plant should be proportional in size to the size and nature of the student body, the campus population, and the institution’s mission.” (The Book of Professional Standards for Higher Education, 1999, p. 56.)  The Association of College Unions International recommends allocating approximately 10 s/f per student for Union facilities. Many believe that an institution, which is predominantly commuter, requires up to 12-14 square foot per FTE to adequately respond to the special needs of a commuter population.  In the case of the Texas Union, only slightly over three square feet per FTE is presently available. The result of limited space available has been the substantial growth of alternate services and facilities both on campus and in the surrounding community, further de-centralizing the campus.

Several students who participated in interviews on campus agreed that the Union Building was not nearly large enough to serve the entire campus. The limited nature of services, spaces and programs that has resulted from too few meeting rooms, too few seats and re-located programs and agencies has had a major effect on the over-all success of the Texas Union. The Union has experienced limited effectiveness not only because of its size, but also as a result of its location. One student reported that the facility is so small, it has become inconsequential, and maybe even useless, particularly since the opening of the new Student Services Center. The students interviewed realize that the facility is limited in its capacity to provide services, programs, meeting, and study space, but until recently have not been willing to support a fee structure needed to invest in a larger facility or multiple facilities.

The consultants, however, found much to be celebrated about the Texas Union.  The greatest of which is the foresight of its leadership to allocate a fixed portion of the student fee for building repairs and equipment purchases. The decision to encumber fees for such capital improvements generates $545,000 annually for the on going care and maintenance of the physical plant. This significant available resource insures a commitment to maintaining a physical plant that has a unique place in the history and culture of the University.  As a result, the building is extremely well maintained, furnished, and equipped. These funds would appear to be well used and appropriately allocated for the intended use.  It should become more widely known that these are “set aside funds” to be used for this purpose, in order to counter the attitude that the Union is “without resources on the one hand, but seems to always have money for major improvements.”

Based on available statistics and usage reports, the union building is heavily used, both formally and casually, by a segment of the student community as a place to eat, lounge, study, recreate, and meet.  It is heavily used for structured activities and programs, as evidenced by reports of the number of scheduled events.  Based on available information, those who use the Union continually express a high level of satisfaction with its performance and the services rendered, according to a January, 1999 Student Satisfaction Survey.  This information should be made available to the campus community to counter the anecdotal reports that paint a less than satisfactory picture of the Union as being crowded, dark, with bland food, and hard to use.

An observation about the assignment of space in the facility is that it would appear that decisions made related to space allocations have been budget driven.  This is not surprising since about half of the Union operating budget comes from self-generated revenues.  Even with the amount of space allocated to income generation, there still appeared to be a lack of services available to students, beyond food, beverages, and recreation.  There also appeared to be a limited number of lounges and meeting/catering rooms.  One area that may need to be reviewed for possible alternative uses is the Art Gallery.  This appeared to be a rather large area, which might be reduced to allow remaining space to be used for other purposes.  (This suggestion is being made without any information as to how the need for art presentation space is being provided by other agencies throughout the campus.)

Of particular note is the significant lack of adequate public space and retail space based on the size of the campus population. Although existing cash food outlets provide excellent diversity and variety of product and environment, available food services and associated seating should be increased at least three fold to even begin to respond to the acknowledged need on campus. With the commuter population approaching 30,000 students, there is no limit to the potential growth of quality cash food operations, particularly operations that respond specifically to home replacement meal programs and take out services. Unfortunately, even with an acknowledged need and a commitment to respond, the limited space available makes the issues nearly impossible to resolve at this time.  With this in mind, collaboration and partnership relationships should be aggressively developed with campus agencies as well as with community agencies in an effort to identify options for expansion of food services opportunities on campus.

The increase of general retail services available to the community should also be considered as a significant growth opportunity for the Texas Union. At present only limited services are available to the campus community. Every effort should be made to assess the campus population regarding what services and products would be supported. This information should be used with other expansion justification statistics to form the foundation for expansion plans of the Texas Union or the development of plans for the creation of a Union Annex on campus.

The unfortunate reality of the present situation is that there is very little that can be done to address the significant and diverse needs of a campus as large and as diverse as The University of Texas with a single facility the size of the Texas Union. The additional dilemma that has been addressed over the past two decades relates to the “land locked” position of the Texas Union. Although the addressed possibility of expanding to the current undergraduate library location would have considerable impact on much needed space; this would still leave the Union out of the “mainstream” of the campus.  Considering the size and nature of the university, a more effective solution to the issues of providing services, programs and activities to the campus would be the development of several smaller facilities, or annexes, strategically located throughout the campus.

It should be noted that considerable information is available related to needs, priorities and previously identified expansion strategies for the Texas Union. Literally volumes of valid and timely information, assessments, and strategies have been developed by the leadership of the Texas Union and are available for review. The available information presents a much more comprehensive and contextual story of the need for a different approach to the provision of services and programs at The University of Texas.

The consultants’ brief visit to this facility can only serve to reinforce that those who are representing the Texas Union are telling the right story.  The facility is inadequate only in relation to its size and that of the campus population.  If there is to continue to be a viable, responsive and financially stable Union at The University of Texas, the need to expand the Texas Union or to develop a plan for the development of a Union Annex must be addressed.
 

PARTNERING AND OUTREACH

The University of Texas has been characterized as a decentralized and highly political institution.  As such, it would appear to be a very “relational” in nature, which is to say that accomplishments are more likely to occur through cultivated alliances with other colleagues and campus agencies, than attempting to achieve the same outcomes independently.  To put this into context of the Texas Union, there may be more to be achieved through partnerships formed with academic colleges and campus agencies, than continuing to advance the Union’s cause through current methods.

Some of the possible partnerships or business collaborations that should be considered as high priority and immediate initiatives include the following:

Development of a partnership with Residence Life Food Services in the expansion of cash food operations throughout campus. The Texas Union should take a major leadership role in initiating this important relationship and in the provision of cash food services to the campus community with annex locations created throughout the campus. The potential for expansion of cash food service volume and revenues presents the single largest and most viable opportunity for significant increases in sales and service for the Texas Union.

The development of a strong working business relationship with the Texas Cooperative Bookstore. Such a partnership could include the creation of Annex locations throughout the campus and at the Texas Union providing book and supply sales to members of the campus community. The potential for expansion of retail sales is almost unlimited based on the size of the campus population.
 

In addition to the two major initiatives mentioned, there are a host of additional opportunities available that should be given serious consideration. Some of the more viable possibilities for partnerships with other agencies or colleges to achieve “win – win” outcomes are as follows:
 

(1) Working with Residential Life to broaden the meal equivalency program.
(2) Establishing alliances with college deans to establish “mini-unions in already existing facilities.
(3) Seeking some creative alliance with the Co-op Bookstore for services to be rendered through the Union     and for the expanded use of available technology in the provision of textbooks and related educational supplies.
(4) Opening the Union to the editorial staff of the Daily Texan and to the student leadership by openly sharing and discussing the wealth of information that is available about the Union and its operations.  If there is nothing to hide (which the consultants believe to be true), then become an open book, and celebrate the Union’s wonderful story.

As mentioned previously, the Texas Union has a relatively good base of services already established, primarily through its food services, recreational facilities, meeting and conference activities and the various Union programs offered. There is however, a need to better understand the nature of use (or lack of use) of the Texas Union by the larger campus community. Union leadership should initiate a process of assessing the campus population in an effort to better understand why students, faculty and staff visit the Union, other than to, eat, meet, rest, or study. It is important to have a sense of what other reasons (services) would bring people to the Union prior to making a commitment to add or modify existing services and facilities.  It is commonly accepted that individual visits to the Union for any combination of services, products or programs have a multiplier effect.  People come for one reason and as a result of being in the Union, discover other opportunities, products or services they were not aware of. All new opportunities to add services and ultimately bring community members into the Union should be explored aggressively.

Under consideration at this time is whether or not to place a University Welcome Center in the Union.  The consultants agree that this would meet the test suggested above.  What better way to introduce first time visitors or prospective students to the Union, than have them come to the Union to be welcomed to the University?  It is realized that this may not produce income for the facility, but it should invoke the multiplier effect.

Opportunities to serve other student organizations are available through co-op funding and perhaps through the equipment and technology available in the programming area to help promote and advertise their programs. The latter service could possibly generate a limited amount of funds for the Programming Department if a modest fee is charges for these services.

Meeting services were criticized as being hard to use.  The process of scheduling facilities, arranging for food services and equipment should be evaluated to streamline these services into more of a “one stop shop.” Union leadership should consider the creation of an Events Planning Department for the Union, consolidating all “reserved use” and meeting management activities under a single department. Such a decision would eliminate redundancies and would insure the development of the most efficient and customer oriented systems.

It should be noted that there are an unlimited number of additional income generating services and retail operations that might be considered for placement in the Union or satellite operations. These might include, postal services, Texas University memorabilia and softgoods, hair styling, check cashing, travel agency, banking, and music sales (CD and tapes sales) just to name a few. Such services and products could be offered through small independent businesses operating on a space rental basis, and do not have to be self-operated.  Every additional service or product will have a significant effect in expanding and diversifying the user population of the Texas Union.

As mentioned previously, a major potential income generating service is the bookstore operation.  There is no doubt that the Texas Cooperative Bookstore has experienced a high degree of success in providing excellent service and value to the members of the campus community for many years. The Coop program continues to be an important part of the special culture of the university and is permanently woven into the UT fabric. There are however, many opportunities for significant expansion of sales and ultimately revenue with the expansion and diversification of venues for the Coop. Every effort should be made to form a strong coalition with this entity to enable at least a base of operations in the Union or a satellite, with the rental income or a percentage of the gross to be received by the Union.

FUNDING

From the available information and published data, the funding base of the Texas Union is relatively solid. There are several significantly positive aspects of its funding base that should have had an ongoing positive impact on the overall success of the enterprise. First is the aforementioned assignment of $5.00 of the student fee for building improvements and equipment.  Second is a similar assignment of $2.00 of the student fee for Union Programs that guarantees a funding base for a very fundamental priority of any college union.  These two encumbrances assure that the maintenance of the facility and the program component cannot be compromised in favor of other administrative or general service needs in the future. Third, an existing student fee is dedicated to funding the existing building bond retirement.  Fourth is the $3,066,000 endowed reserve established specifically for operations, which yields approximately $175,000 in annual interest. These funding sources establish a rather significant and substantial base for the annual operations of the Texas Union.

The current legislation allowing the fee to be increased up to 10% each academic year at the recommendation of the Student Fee Advisory Committee (and without a student referendum) is a watershed occurrence for the Texas Union. In time this should resolve the present critical financial issues and permit the Union to respond in a timely fashion to un-funded mandates and escalating operating costs into the future.

The consultants recommend that the student fee issues be set aside at least for the time being, in favor of focusing positively on what the Union does well. There should be some comfort in the fact that a student fee of  $33.94 for a Union building and program the size of the Texas Union, which generates approximately one half of the total operating budget, is a favorable position.

Further, the consultants do not feel the position expressed in Appendix G of Book two of the document entitled A Failure to Thrive: The Texas Union at The University of Texas is a realistic one. It is relatively uncommon for a college union these days to expect to be fully funded from student fees and general university budgets.  Most must rely on at least some net income from retail and service centers to subsidize operations.  To expect otherwise means that the Texas Union student fee would have to increase an additional $21.00 to meet this year’s projected balanced budget. With the history of resistance to fee increases, it may be unrealistic to expect the Union to operate totally on fee support. The Texas Union must face the reality that generated revenue streams are an important necessity to its financial future. In doing so, the University must be more committed to providing and protecting opportunities for the Union to develop revenue streams that are profitable enough to cover deficits due to insufficient student fees.

The major funding issue to be addressed is the development of an adequate and stable revenue stream from generated sources. There is already a good base upon which to build, through food, beverages, informal classes, and recreation. The Union needs to explore other alternatives for generating new sources of revenue, other than fee support.  A needs assessment ought to be conducted among the campus community to determine what additional cash services are needed, and then aggressively establish or attract those services into the Union or other satellite operations.  Just as important as negotiating a viable contract with a private vendor, is the need to develop internal agreements within the University to protect the Union’s right to offer the income generated services, without undue competition within the campus community.
 
 

As would be expected based on the strong history and commitment to education, the student development and student leadership efforts of the Texas Union continue to be at the core of the Texas Union philosophy and continue to receive significant resources. Union programs and activities continue to enhance the social and cultural experiences of literally thousands of campus community members. Scores of students are actively involved in Union Program Board activities, expanding their potential as leaders and establishing strong and long lasting loyalties to the Union and to the University.

The consultants spoke with numerous students who are actively involved with Union Program Board functions as well as student who are employed by the Union. In all cases, students were extremely satisfied with the special experiences that resulted from their relationship with the Union and felt that the Union experience had helped them better prepare for their future.  Many students felt that the role they played in the Texas Union was the premier experience of their academic career at the university.

By all standards, the Texas Union continues to have a major and remarkable impact on the students it serves and particularly on the students who participate as leaders or who are employed by the Union. The Texas Union responds successfully as the primary facility responsible for translating student development theory to operational priorities and programs.

As stated in the historical documents available that provide insight to the Texas Union’s development, an important priority as always been placed on student development and leadership as an integral part of the day to day activities of the Texas Union. It is apparent that all professional staff of the Texas Union are committed to the development of the students with whom they work. The best way to encourage development is to lead by example. The director encourages staff development by allowing time and resources for the professional staff to expand their skills and abilities. It was evident that this orientation transcends from the professional staff to the students.

Virtually all areas, agencies and departments assessed by the review team including the agencies supported by the Texas Union, expressed a strong commitment to student development as an important part of their responsibilities. Through the various departments of the Texas Union and with leadership from the professional staff, a variety of student organizations and agencies supported by the Texas Union Program Council and the Union Advisory Board.

Student development, as noted on several occasions in this report, is evident as a strong component of the Division of Student Affairs and Texas Union philosophy. Not only is it well documented, it is genuinely practiced. This commitment to student development was observed on repeated occasions and appears to be reinforced by staff and students. This commitment is also evident in the operation areas and general service areas of the center where students are given positions of significant responsibility as managers. The programs and services offered through the Program Department of the Texas Union are balanced with ample offerings of speakers, lively arts, concerts and other special events. All of this is demonstrative of a student development commitment.

Leadership learning experiences are also present within the student employment offerings. Students are given significant responsibilities in all departments, including, but not limited to, the building operations, scheduling and retail areas. What is not apparent, however, is how the student employees from the different areas of the Texas Union interact. Interaction among the students can be better facilitated. The students need to celebrate their common denominator. As student employees of the Texas Union, their common denominator should be an understanding, appreciation and commitment to the important role of the Texas Union on the Austin campus.
 

MARKETING AND PUBLIC RELATIONS

Value?based development can indeed benefit all students, but what will it take to get students and members of the larger student community to participate in the offerings of the Texas Union? The provision of a variety of services and products to a particular population can have significant impact only if the given population is aware of the offerings. Enticing any student, leader and non?leader, as well as any member of the campus community to any program or service is largely environmental. That is, in order to get involved and in order to be in a position to use a service or purchase a product, community members must first be attracted to the place where the programs, services and products are offered. What is the Texas Union doing to make itself attractive to students and to the larger community? How is it that members of the campus community are forming their opinions about the Texas Union? How are existing assessment mechanisms being used to help mold students' impressions of the Union? Individual programs offered by Texas Union Program Counsel appear to be well promoted. However, what is done to promote the offices, services and programs of the Union as a whole?

It is strongly recommended that consideration be given by the Texas Union administration to the establishment of a dedicated marketing strategy, including the creation of a part time or full-time marketing position. This position should be charged with the development of marketing strategies that present the services, programs and products of all Texas Union departments and agencies to the larger campus community.
 
 

In addition to the conclusions and recommendations contained in the body of this report, the consultants felt it important to place focus on and emphasize certain findings. Listed below are a number of summary comments that are intended to point out those issues thought to be most significant.

• The Texas Union has for many years worked to provide the finest services, facilities and programs possible to The University of Texas Community. Unfortunately, during the past decade, the well maintained but extremely undersized Union physical space has not been able to successfully respond to a growing population with changing interests and priorities. To reverse this trend, there must be a significant increase in available square footage to provide expanded spaces and services. Whether the new space is created as a new Union annex located at any one of the recommended sites, or as an addition to the existing Union, a significant increase in available space is essential if the Texas Union is to experience continued success.

Based on accepted standards for Unions without a major Bookstore operation and on a campus with a majority commuter population, the Texas Union should have minimum of 300,000 gross feet of space. By all standards, this would be the minimum size required to adequately provide the variety and scope of services and facilities necessary for a campus community of over 50,000.

It is recommended that the University begin a comprehensive assessment of possible expansion options and annex sites for the expansion of Texas Union facilities. A comprehensive needs assessment should be initiated followed by the development of a full Space Program Plan. Without expansion of the Texas Union, The University of Texas community will ultimately find needed services and facilities that may be provided by others. The essence of a successful Union facility and program on campus will be lost, and lost as well, will be the unlimited opportunities for personal growth and development and strong sense of community and camaraderie that results from a successful Union experience.

The consultants are not in a position to recommend specific sites for possible expansion. However, it is suggested that the basic concepts of central location and primary traffic flows be taken into consideration as decisions are made. Depending of course on location, bus routes and transportation centers may need to be re-positioned on campus to better accommodate new Union facilities.
 

• There is no doubt that the Texas Union must be more aggressive in the development of new opportunities for services and revenue generation. Although there has been limited history of collaboration and partnerships, the Texas Union must seek out such relationships both on and off campus in an effort to expand their presence on the campus.

• Although there has been an ongoing effort to establish a stronger fee base, the Texas Union should not pursue expanded fees other than those fees required to meet the justified operating budget shortfalls. Any additional fee requests, particularly those required for major expansion or annex development, should be requested only after a comprehensive needs assessment is conducted and only after the Texas Union completes an in depth study of its role on campus and its mission within the division of Student Affairs. The Texas Union’s present ambiguous role makes it very difficult to determine appropriate direction or effective use of resources. Once established, it is essential that the newly articulated role of the Union is supported  and defended at the highest levels of the University.

• The potential for expansion of Union services, (particularly food related services) should be a major focal point of the ongoing efforts of the Union administration. Partnerships and collaborations on campus are essential if this effort is to achieve any level of success, considering the limited availability of expansion space in the Union facility.

• Possible Union expansion options that have been discussed, including the first two floors of the Undergraduate Library, which should be given careful and immediate consideration, F-11 parking lot, and the end section of the existing stadium, should all be studied in detail. Every effort should be made to insure that all valid information is available regarding possible Union expansion in the event an opportunity for partnership or collaboration becomes available.

• Because the Texas Union Food Service contract is coming up for renewal, Union leadership should give serious consideration to possible expansion opportunities both in the Union and at remote locations.  Contract considerations could be developed to include much of the required capital investment necessary to create an expanded cash food service presence on campus.

In conclusion, it was evident that the Texas Union staff has a good sense of its strengths and a grasp of the areas where improvement is needed.  The observations and resulting recommendations are not all encompassing but rather provide an initial entrée for further discussion. The most important outcome from this report is that it should serve as a catalyst for continual discussion and dialogue that results in appropriate actions taken to ensure the success of the Texas Union.

Updated June 1, 2000.

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