Monitoring Report to the Middle States Commission on Higher … · 2010-10-13 · UPRM Action Plan Secure continuity ... 2010 the Middle States Commission on Higher Education (MSCHE)

Monitoring Report to the Middle States Commission on Higher Education

UNIVERSITY OF PUERTO RICO AT MAYAGÜEZ

September 3, 2010

Prepared by Chancellor’s Office

Date of Team Visit September 12 – 16, 2010

Chair of Visiting Team Dr. John C. Cavanaugh

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Table of Contents

Page

Introduction 2

Standard 4: Leadership and Governance 4

Principal Governing Bodies at UPRM: Their Compositions and Roles 4

The Chancellor’s Office 5

The Administrative Board 5

The Academic Senate 6

The General Student Council 6

Events Related to Students’ Walkout and Closing of the UPRM’s Gates 7

Future Actions by UPRM 9

Standard 11: Educational Offerings 11

Guarantee Sustained Length, Rigor, and Depth of the Educational Offerings 12

Actions taken during the student conflict that would be used to keep the continuity of the academic offerings in case of another unexpected event 18

Standard 3: Institutional Resources 20

Overview 20

UPRM Action Plan Secure continuity and institutional effectiveness with available resources

Maintain and nurture additional sources of funding to continue advancing institutional

education, research and research priorities

22 22

31

Conclusion 33

Appendixes 34

Uprm Monitoring Report: Standard 4. Action Plans 35


Uprm Monitoring Report: Standard 3. Actions Plans 47

In addition, the attached CD contains the following documents:

1. Institutional Profile submitted to the Middle States Commission on Higher Education 2. Academic Catalogs

a. UPRM Undergraduate Catalog b. UPRM Graduate Catalog

3. UPRM Faculty Handbook 4. UPRM Student’s Regulations 5. UPR Student’s Regulations 6. UPRM Organizational Chart 7. IPEDS Financial documents

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INTRODUCTION

On June 24, 2010 the Middle States Commission on Higher Education (MSCHE) acted to note

receipt of the voluntary information report submitted by the UPR Vice Presidency for Academic

Affairs on June 1, 2010; and to place UPR on probation because of a lack of evidence that the

institution is in compliance with Standard 4 (Leadership and Governance) and Standard 11

(Educational Offerings). In addition, the MSCHE requested a monitoring report due by September

1, 2010. This Monitoring Report from UPRM is in response to such request.

The mission of the University of Puerto Rico at Mayagüez (UPRM) is [1] to form educated, cultivated

citizens capable of critical thinking and professionally prepared in the fields of agricultural sciences, engineering, natural

sciences, humanities, arts, and business administration capable of contributing to the educational, cultural, social,

technological and economic development of Puerto Rico and of the international community within a democratic and

collaborative framework. [2] To promote research and creative endeavors to meet the needs of our local and

international society while preserving, transmitting, and advancing knowledge. [3] To provide excellent service that will

contribute to the sustainable and balanced development of our society. [4] To share knowledge so that it becomes

accessible to all. To accomplish its mission, during the 2009-10 academic year, UPRM offered 96

academic programs attended by 13,828 students (21.2% of the UPR system student population) in

the fields of agricultural sciences, engineering, natural sciences, humanities, arts, and business

administration. About 91.2% of our students are enrolled in undergraduate programs. During the

same academic year, the UPRM institutional budget was $159,497,960 (15.4% of the total UPR

budget); for the 2010-11 academic year, the total assigned funds are $142,143,079 (about 15.2% of

the total UPR budget) and we expect to maintain about the same student enrollment. The UPRM

mission is supported and carried out by 2,085 employees; 38.9% of them are faculty members.

UPRM academic offerings consist of 96 programs including 53 bachelor’s degrees, 38 master’s

degrees and 5 doctoral degrees. The College of Business Administration offers 7 bachelor’s degrees

and 4 master degrees. The College of Arts and Sciences offers 27 bachelor’s degrees, 12 masters’

degrees, and 2 doctoral degrees. The College of Agricultural Sciences offers 12 bachelor’s degrees

and 9 master’s degrees. The College of Engineering offers 7 bachelor’s degrees, 13 master’s degrees

and 3 doctoral degrees. Six of the engineering bachelor’s degrees are accredited by ABET. The

offerings in Engineering and Agricultural Sciences distinguish our unit from others in the system

since we are the only unit that confers degrees in those areas. In addition, UPRM offers a Teacher

Preparation Program, recently accredited by NCATE. Students from this program consistently

perform among the highest scores in the teacher certification exams.

Last academic year (2008-2009) UPRM conferred 1719 degrees, 1513 undergraduate and 206

graduate, reflecting an increase of 2.32% from the total degrees conferred in 2008 and of 4.56%

from the total degrees conferred in 2007.

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Table 1. Degrees Conferred During the Last Three Academic Years

2008-2009 2007-2008 2006-2007

Total 1719 1680 1644

Undergraduate 1513 1481 1446

Graduate 206 199 198

Our graduates are highly sought after, evidence of which is the annual Job Fair who comes to recruit

among our students. Government agencies such as the Defense Contract Management Agency,

Federal Energy Regulatory Commission, NASA, National Air and Space Intelligence Center,

National Security Agency, Naval Audit Service, Transportations Security Administration, US Army

Corps of Engineers and private companies such as Abbot Laboratories, Boeing Company, General

Electric Company, General Motors Corporation, Johnson & Johnson, Kraft Foods, Microsoft

Corporation are among those who participate on said fairs.

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STANDARD 4: LEADERSHIP AND GOVERNANCE

Summary of Commission Action

“The University of Puerto Rico System (UPR), the principle public system for the

Commonwealth, consists of eleven campuses, each holding separate accreditation. On April

21, the students at one campus of the University of Puerto Rico system declared a 48-hour

strike, protesting actions taken by the UPR system central administration and closed down

the gates of the campus. Students at other campuses, including, UPR - Mayaguez, voted to

join the strike and closed ten of the eleven campuses of the UPR system. On May 17, 2010,

Commission staff met with senior University system officials and board members concerning

the ongoing strike. At the time, the University system agreed to provide a voluntary report,

received by the Commission on June 1, 2010 responding to the Commission’s concerns…

On June 24, 2010, the Middle States Commission on Higher Education placed the

institution on probation because of a lack of evidence that the institution is in compliance with

Standard 4 (Leadership and Governance) and Standard 11 (Educational Offerings).

MSCHE also requested a monitoring report due by September 1, 2010, documenting

evidence that the institution has achieved and can sustain ongoing compliance with (1)

Standard 4 (Leadership and Governance), including but not limited to the development

and implementation of clear institutional policies specifying the

respective authority of the different governance bodies and their

respective roles and responsibilities in shared governance...

Standard 4. Leadership and Governance: that requires a system of

governance that clearly defines the roles of institutional constituencies in

policy development and decision making, with sufficient autonomy to

assure institutional integrity and to fulfill its responsibilities of policy and

resource development, consistent with the institution’s mission.

OVERVIEW: PRINCIPAL GOVERNING BODIES AT UPRM: THEIR COMPOSITIONS AND ROLES

The UPR has a system of governance that clearly defines the roles of institutional constituencies in

policy development and decision making; their roles are mainly defined in the University Law and in

the UPR General Regulations. The top governing bodies at the University of Puerto Rico at Mayagüez

are the Chancellor, the Administrative Board and the Academic Senate. Students have

representations in the Administrative Board and in the Academic Senate. Current regulations

provide these bodies with the necessary independence to guarantee UPRM integrity; the regulations

also allow them to accomplish their policy and resource-development duties according to UPRM’s

strategic plan. Since the recent Commission’s actions involve student activities that resulted in a

student walkout and the closing of UPRM campus gates, in this section we have also included a

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short description of the General Student Council (GSC). Although the GSC is not a governing

body, it is UPRM students’ official voice, it represents them in all events, and it played a role in these

student activities.

THE CHANCELLOR’S OFFICE

The Chancellor directs and exercises administrative and academic authority within UPRM pursuant

to university regulations. After consulting the UPRM Academic Senates, the Chancellor is

nominated by the President of the University for consideration by the Board of Regents. According

with the Law of the University of Puerto Rico, the duties of the Chancellor are

(1) Guiding and supervising the University personnel in their educational, technical, research and

administrative functions.

(2) Formulating the UPRM proposed budget based on the recommendations of the departments,

colleges, and other units; this proposed budget, after approval by the Administrative Board, is

submitted to the President and the University Board.

(3) Represent UPRM at events, ceremonies and academic functions.

(4) Chairing the Academic Senate, the Administrative Board and the Campus Faculty Meetings.

After consultation with the relevant faculty or the Academic Senate, appointing the deans with

simultaneous notification to the President and the Board of Trustees. The Board of Regents

summons and hears the Chancellor and the President to evaluate these appointments and

notifies its decision within 60 days. Deans remain in Office at the will of the Chancellor. With

the approval of the Board of Regents and, in consultation with the faculty, the Chancellor

appoints the directors of the Agricultural Experimental Station and the Agricultural Extension

Service.

(5) Appointing the directors of departments and other units attached to any college, with the

recommendation of the Dean, after consulting the department.

(6) Appointing or hiring University staff of its institutional unit. The deans propose appointments

or recruitments of teaching staff on the recommendation of the Director of the Department,

after consulting the members of the department or unit.

(7) Appointing lecturers visitors and, with the approval of the President, all other kinds of visiting

staff.

(8) Resolving appeals presented against decisions of the deans.

(9) Submitting an annual report on the activities of its institutional unit to the President and the

Board of Trustees.

THE ADMINISTRATIVE BOARD

Another governing body at UPRM is the Administrative Board that is composed by the

Chancellor, who presides it, the deans of Academic Affairs, Student Affairs, and Administrative

Affairs, the deans of the academic colleges (Engineering, Arts & Sciences, Business Administration,

and Agricultural Sciences), two senators elected from among the elected faculty members of the

Academic Senate, and a student elected annually by their peers. The functions of the Administrative

Board are

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(1) Advise the Chancellor in the performance of their duties.

(2) Develop projects and development plans for the UPRM.

(3) Consider the draft budget of the respective institutional unit submitted by the rector.

(4) At the proposal of the Chancellor, consider and grant academic-rank promotions, academic and

administrative tenures, administrative and academic leaves of UPRM personnel, in accordance

with the UPR General Regulations.

THE ACADEMIC SENATE

The Academic Senate is the official forum of the academic community for discussing general

issues of concern regarding the operation of the UPRM and for discussing other matters in which it

has jurisdiction. It is composed by

(1) The UPR President.

(2) The UPRM Chancellor who also presides it.

(3) Seven deans: (1) Arts & Sciences, (2) Engineering, (3) Business Administration, (4) Agricultural

Sciences, (5) Academic Affairs, (6) Students, and (7) Administration.

(4) Twenty nine faculty representatives elected, among tenured faculty members, by the faculty of

their corresponding colleges.

(5) One elected counselor.

(6) The Director of the Counselor Office.

(7) One elected librarian.

(8) The Director of the Library.

(9) Nine student representatives.

In addition to discussing general issues regarding the operation of the UPRM, the Academic Senate

is especially concerned with

(1) Determining the general orientation of education programs and research at UPRM, coordinating

the efforts of the faculties and departments.

(2) Establishing general rules for hiring, retention, promotion and leaves applicable to the faculty

members of UPRM.

(3) Establishing general requirements for admission, promotion and graduation of students.

(4) Participating in the consultations on the appointment of the Deans of Students, Administration,

and Academic Affairs.

(5) Electing their representatives to the UPRM Administrative Board and the University Board.

(6) Making recommendations to the Board of Trustees on the creation or reorganization of schools,

colleges, and departments.

(7) Making recommendations to the University Board on the draft of the UPR General Regulations

presented by the Board.

THE GENERAL STUDENT COUNCIL

University regulations recognize the right of students to participate in university government, and to

channel and contribute with ideas and initiatives for the improvement of the UPRM. The General

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Student Council (GSC) constitutes student's official forum for analysis, discussion and study of the

needs and aspirations of students at UPRM and the forum for the effective participation of students

in all aspects of UPRM’s activities. The Chancellor’s Office annually allocates reasonable and

necessary resources (offices, equipment and funds) to the GSC to carry out the functions described

in the General Student Regulations of the UPR. The GSC consists of a President, the student

representatives to the Administrative Board and to the University Board, and the president of each

of the Students Council of the colleges of the colleges of Engineering, Arts & Sciences, Business

Administration and Agricultural Sciences. The overall responsibilities of the GSC are

1. Officially represent the student body in all events.

2. Serve as a forum for student discussion and clarification of the issues that affect students and

the university community.

3. Present, to the UPRM authorities, their views and recommendations on situations affecting

their constituencies and the operations of UPRM.

4. Conduct and sponsor cultural, social, recreational, scientific, academic, educational, and

counseling activities that complement students’ college education.

5. Formulate its rules according with the General Student Regulations.

6. Participate in the processes for the creation and amendment of student regulations and policies

and academic and institutional regulations.

7. Participate in the selection process and evaluation of the Students’ Ombudsman.

8. Convene students meetings.

9. Meet with the Chancellor and the Dean of Students at least once a semester.

10. Choose its board members from its own members.

11. Create committees in accordance with its regulations.

Moreover, the UPR Student Regulations gives General Student Council the following duties and

responsibilities:

1. Propose to the Academic Senate, Chancellor and other university forums, formulation of rules

or institutional policies on any matter they consider relevant and receive an official response.

2. Make recommendations to the University Board, the President and the Board of Trustees on

proposals arising from the Academic Senates, Administrative Boards and other similar bodies.

3. Receive, as approved, a copy of all certifications and documents arising from the regulatory

bodies and officials mentioned in the preceding paragraph.

4. Consult with general student councils from other UPR units on decisions that impact the

university as a system, through the procedures and structures provided for such consultations.

EVENTS RELATED TO STUDENTS’ WALKOUT AND CLOSING OF THE UPRM’S GATES

The following paragraphs are a summary of the events that lead to the closing of the UPRM’s gates

by students protesting actions taken by the UPR system central administration and cost increase in

summer-session tuition approved by the UPRM Administrative Board on March 18, 2010. The

registration costs for the years 2009 and 2010 summer sessions approved by the UPRM

Administrative Board are shown in Table 2.

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Table 2. Comparison of summer session costs.

Number of credits 1 2 3 4 5 6

2009 $94 $141 $188 $235 $282 $329

2010 $95 $190 $285 $380 $475 $570

Increase $1 $49 $97 $145 $193 $241

On April 12, 2010 the UPRM General Student Council rejected the increase in tuition costs for the

summer session. On April 13, 2010, the UPRM Chancellor, Dr. Jorge Rivera Santos, met with the

GSC President, Mr. Luis C. Mercado-Millán, and explained the reasons behind the summer tuition

increases.

On April 21, 2010, students at UPR-Río Piedras declared a 48-hour walkout from classes and

academic activities and closed the campus gates protesting for actions taken by the central

administration of the UPR system; among these actions was a proposed revision of the tuition

waiver rules. On April 22, the UPRM GSC convened a general student meeting to discuss these

issues. A motion for staging a 24-hour walkout was presented, discussed and voted but it was not

approved. However, a group of students in the assembly unilaterally decided to join the walkout at

UPR Rio Piedras and closed UPRM campus gates. Within days, ten campuses joined this protest

that soon became an indefinitely student walkout from classes and academic activities at the UPR

system.

On April, 23, 2010, the UPR-Mayagüez Campus administration, through the Chancellor’s Office and

the Dean of Administration, filed a civil injunction at the Mayagüez Superior Court against students

or any other persons involved in the campus gates closing. The UPR-Mayagüez Campus

administration obtained three preliminary restraining orders to forbid the defendants from closing

the Mayagüez Campus gates and to interfere with institutional activities. Any defendant that failed to

follow the court’s orders established in this injunction faced criminal or civil penalties and may have

to pay damages.

On April 29, 2010 a group of students meet at the central court yard of the UPRM campus; they

designate themselves as the Negotiating Committee and the official UPRM students representatives in

all business related to the student walkout. Moreover, in this meeting they issue a 48-hour ultimatum

to the UPRM administration to eliminate the summer tuition increases or face an indefinite walkout

and campus closing. On April 30, the Chancellor met with Negotiating Committee and representatives

of the UPRM GSC to find a resolution to the conflict and avoid an indefinite student walkout.

Unfortunately, although the GSC did not support an indefinite walkout, no agreement could be

reached with the Negotiating Committee.

On May 3, 2010 the General Student Council conducted a student referendum on the indefinite

student walkout; 5,750 students (41.6%) participated in the referendum and the indefinite student

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walkout was approved by 44 votes. The same day, representatives of the UPR-Mayagüez

administration and students attended a first court hearing. In this hearing, both parties agreed to

participate in a mediation process to solve the issues in controversy.

The mediation process was initiated at the Eugenio María de Hostos School of Law in Mayagüez. A

delegation from the Chancellor’s Office and members from the Academic Senate of the UPRM met

with the Negotiating Committee and representatives of the UPRM GSC in five different occasions

through this process. In mid-May, the Negotiating Committee unilaterally ended this negotiation

process, and initiated negotiations with UPR Board of Trustees. The UPRM GSC, who did not

support the indefinite walkout, did not participate in the negotiations with UPR Board of Trustees.

On May 7, 2010, representatives of the UPR-Mayagüez administration and the defendants (students)

attended a second court hearing. On trial, the UPRM administration submitted its testimonial and

documentary evidence. On May 14, 2010 both parties appeared to a third court hearing. The UPRM

administration and two of the defendants signed a settlement agreement in which the students

accepted to permanently adhere to the Court’s order. This agreement was accepted by the court. On

Jun 17, 2010 the court issued a partial dictum against two other defendants (one student and one

citizen) that refused to appear to court and that failed to adhere to the court’s injunction.

On May 24, the UPRM GSC convened another student general assembly to discuss the continuing

walkout and gate closings. The assembly started at 9:30 am and finished around 4:00 pm. After

several hours of discussion of the issues and parliamentary procedures, the motion to end the

student walkout and continue negotiating with open gates was presented. A motion for a secret vote

was presented; many students opposed this motion and when it was voted, it was defeated. The

motion to end the walkout was voted by a show of hands and it was defeated also. As a result, the

UPRM gates continued closed.

Almost a month later, on June 21, 2010 representatives of the UPR system administration reached

an agreement with representatives of the students to end the walkout from classes and academic

activities. With this agreement all the campuses of the system were reopened administratively.

Because of the activities inside the Mayagüez Campus related to the Central American & Caribbean

Games, classes could not resumed but until August 2, 2010. Currently, a court hearing is pending to

determine the legal tender of some defendants and if they have to pay damages for their actions

against UPRM. Also, UPRM is working on the Notification of Charges against students who

violated the university rules and regulations.

FUTURE ACTIONS BY UPRM

As a result of a critical self-assessment of the events and circumstances that surrounded the student

conflict and its disrupting consequences, UPRM has decided to implement strategies that strengthen

both its governance and its institutional climate, and that reinforce its commitment to guaranteeing

access to the campus to all its constituencies and to maintaining an open university.

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Some of the actions that are being developed and implemented at all levels to enhance, support, and

enrich UPRM climate of cooperation, civility, respect, and professionalism are

Meet with unions and students’ organizations to brainstorm on alternatives to confront the

current financial situation and minimize its negative impact on our constituencies.

To nurture and support an agreement among the various sectors based on collaboration and

respect, to deal with conflicts that might emerge in the university community.

Develop an education campaign about the significance of preserving accreditation by various

agencies and about the requirements to meet, on a continuous basis, these requirements and the

impact of failure to comply with them.

Actions are being implemented to strengthen governance and to guarantee compliance with the

dispositions of the UPR Law, the UPR General Regulations, the requirements for institutional

license and accreditation, and other governance policies. Among these actions is the establishment

of a committee comprised of representatives of all UPRM constituencies to revise, align, and adjust

current regulations, protocols and guidelines to ensure their compliance. This revision must be based

on past recent experience and the new fiscal conditions facing UPRM. The review must ensure the

effective and responsible participation in the development of UPRM policies within the prerogatives

and defined spaces for action of each recognized organization and governing body.

Finally, UPRM wants to promote an Open University culture that encourages freedom to share

information, ideas, and actions, guaranteeing the rights and responsibilities of its constituencies. The

objective is to expand participation from the different sectors of the UPRM community for input in

the decisions that affect them. This participation must occur within the regulations, procedures and

protocols defined in the University of Puerto Rico Law, General Bylaws and applicable institutional

policies. This enhanced participation must improve transparency in the decision-making processes

and must enrich the decision-making process by the speedy communication of key decisions to the

UPRM community.

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STANDARD 11 : EDUCATIONAL OFFERINGS



Commonwealth, consists of eleven campuses, each holding separate accreditation. On

April 21, the students at one campus of the University of Puerto Rico system declared a

48-hour strike, protesting actions taken by the UPR system central administration and

closed down the gates of the campus. Students at other campuses, including, UPR -

Mayaguez, voted to join the strike and closed ten of the eleven campuses of the UPR

system. On May 17, 2010, Commission staff met with senior University system officials

and board members concerning the ongoing strike. At the time, the University system

agreed to provide a voluntary report, received by the Commission on June 1, 2010

responding to the Commission’s concerns… On June 24, 2010, the Middle States

Commission on Higher Education placed the institution on probation because of a lack of

evidence that the institution is in compliance with Standards 4 and 11 (Educational

Offerings). MSCHE also requested a monitoring report due by September 1, 2010,

documenting evidence that the institution has achieved and can sustain ongoing compliance

with Standard 4 and Standard 11, Educational Offerings, documenting evidence

that the institution is providing the appropriate program length

required for the granting of credits and degrees.

Standard 11. Educational Offerings. The institution’s educational

offerings display academic content, rigor, and coherence appropriate

to its higher education mission. The institution identifies student

learning goals and objectives, including knowledge and skills, for its

educational offerings.

The academic activities at the University of Puerto Rico at Mayagüez (UPRM) were interrupted

during the period from May 3 until June 21, 2010 owing to a student conflict. At the moment when

the interruption began, we had ten (10) days of class left to complete the semester. During this

period, administrative operations of the Mayagüez Campus remained functional through a center

established in the Darlington Building, an off-campus facility of UPRM, facility that also houses the

Food Science & Technology Laboratory. The use of these facilities allowed for the continuity of

processes related to educational offerings.

Given the interruption, the Middle States Commission on Higher Education placed UPRM on

probation because of lack of evidence that the institution is in compliance with this standard. The

Commission asked to provide evidence that the institution has achieved and can sustain ongoing

compliance with the standard, including but not limited to a plan for assuring the rigor, continuity,

and length of courses affected by the institution’s closure. It is thus the objective of this section of

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the monitoring report to present and discuss the actions, mechanisms, and strategies taken by

UPRM to assure the content, rigor, breadth, and length of its academic offerings as we complete the

2009-2010 academic year.

GUARANTEE SUSTAINED LENGTH, RIGOR, AND DEPTH OF THE EDUCATIONAL OFFERINGS

1. Implement institutional policies in alignment with licensing and accreditation requirements to ensure content, rigor, breath and length of undergraduate and graduate courses, in order to comply with their specific learning goals and objectives.

The Chancellor sent a letter to the academic community informing its members of the Middle States

Commission’s actions and its requirements to comply with standards.

The Administrative Board approved an amended calendar June 3, 2010 (Certification 09-10-187

Junta Administrativa) to complete the contact hours needed to finish the semester. To accomplish

this, ten days were added to the academic calendar. Two days were provided for review and to

assure continuity (August 2 and August 3). Classes were scheduled to begin August 4 and finish

August 14 (including Saturdays). Final exams begin August 17 and finish August 23 (including

Sunday) and grades are to be turned in August 25.

Although the calendar was approved in June, due to UPRM’s previous commitments, the semester

could not resume until August 2, 2010. During the days of July 17, 2010 to August 1, 2010 UPRM

became one of the sub-venues for the XXI Central American and Caribbean Games held in

Mayagüez, housing water sports, tennis, racquetball, and boxing competitions as well as housing

three delegations in our hotel facilities and the international press center in the Business

Administration Building.

The calendar was distributed to the academic community through our web page. In addition, the

Academic Deans sent electronic copies of the calendar to the Directors and Program Coordinators

who in turn sent electronic copies to their professors, along with a request to comply with its

requirements.

Within the two month interruption between the day the student conflict began (May 4) and the day

the semester resumed (August 2), temporary, substitute, and part-time contracts expired. To assure

the completion of the required contact hours and that the students were provided with the content,

breadth, and rigor of their courses, the professors’ contracts were amended so they could complete

their obligations to the students and to the university. In the case of professors who retired or

resigned during the student conflict, they coordinated with their Directors to complete course work,

grading, and grade submittal before leaving. The Directors in turn either completed the semester for

the professors or requested the help of qualified members of their faculty to complete the

professors’ work ad honorem.

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As for the teaching assistants, their financial aid was extended to cover the additional weeks added

to the amended calendar so that they could also comply with their courses’ or laboratories’

requirements.

2. Define strategies and actions taken and in progress to ensure content, rigor, breath and length of undergraduate and graduate courses, internships, dissertations, thesis, research projects, and other academic activities.

The amended academic calendar (Certification 09-10-187 Junta Administrativa) provided for two

days of review to bring the students up to date in their courses. Thus, although the semester

officially resumed August 2, 2010, classes did not start until August 4, 2010. August 2 and August 3,

2010 were scheduled for professors and students to review the content material covered before the

student conflict, to clear doubts about said material, and to lead the students to the end of the

semester. During these two days professors met with their students, reviewed and discussed their

courses’ topics, returned graded material, collected pending assignments, discussed assignments and

projects to be turned in by the end of the semester. They also kept extended office hours to hold

one-on-one meetings with students to individually revisit skills, concepts, and material.

Some courses were completed through meetings in different facilities outside RUM during the first

days of the conflict using online lectures or formal meetings.

When the semester resumed, departmental and faculty meetings were held. Compliance with the

academic calendar was discussed in those meetings. In addition, the Academic Deans asked their

Directors and Program Coordinators for Departmental Reports of strategies and actions taken and

in progress to ensure content, rigor, breadth, and depth of their academic activities. These reports

list a variety of strategies such as individual and group presentations, lectures, class activities,

individual meetings with students, and informal meetings to complement formal class time. The use

of electronic resources stands out as a means not only to bring the students up to date but also to

complement the courses and their content. Some professors used online venues such as WebCT,

Moodle, blogs, e-mails, and well as Facebook to update, provide course-related documents, and

communicate with their students. These documents included online lectures, selected readings, and

review take-home tests. Other professors have web pages for their courses and those pages include

lectures, homework, complementary problems, and old exams. Exams and class reports given during

the last week of classes reflected the required covered material for each course.

Directors verified that classes and laboratories were offered as indicated at the beginning of the

semester. To evidence the compliance, academic deans and directors visited classrooms and

laboratories during class time and conducted informal interviews with professors and students. They

also sent written reports to the Dean of Academic Affairs attesting to the compliance.

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Arrangements were made during the semester’s interruption to facilitate and provide for the

continuation of research projects. Administrative research support was maintained at a lower pace.

Undergraduate and graduate students and personnel working on research projects were granted

access to the university and its facilities to continue their work. Students from the College of

Agricultural Sciences continued their research on and off campus. Their facilities for research

include the Agricultural Experiment Stations, the Agricultural Extension Service offices, and the

Food Science and Technology Laboratory. Professors and graduate students went to their

destinations in official cars.

Some of the academic activities in our campus include the participation in practicums, COOP

programs, and internship during the semester. Students enrolled in teaching or nursing practicums

continued their practical and clinical laboratories in conjunction with the Department of Continuing

Education and Professional Studies and the Faculty of Arts and Sciences. The sites for these courses

were located off-campus in area schools and hospitals and their contracts stipulated May deadlines.

Students registered in these courses completed their work as scheduled. Students enrolled in the

COOP program and internships in the College of Engineering during this semester continued their

work supervised by faculty members who are processing the required reports associated with these

activities

Required summer practicums and other summer internships were not officially offered since the

summer session was cancelled. The summer session was officially cancelled by the Administrative

Board to allow faculty and students to pursue summer internships and faculty exchange. This action

was taken after realizing that even if the student conflict was resolved there would not be sufficient

time to finish the semester before the Central American and Caribbean Games began. In the College

of Agricultural Sciences, some students, voluntarily, decided to go to their programmed institution

during the six week period of the practicum and complete their work. They were advised that no

grade would be given for the internship. Other students had internships programmed in some

institutions abroad and took the decision to work on their internships. They were also advised that

there was no official summer session and that no grades would be given for those internships. At

the moment, the Faculty is analyzing situation to see if credit can be given to these students who

completed their work. In the College of Engineering, students were allowed to go on summer

internships even though there was no summer session. The students participating in internships

were advised or monitored by the Department Directors through electronic and phone

communications. Since they could not officially register in any summer course, the Faculty is also

analyzing the situation to see if credit can be given to these students. An alternative could be to

register them in the courses and grade their work during the fall semester since the final reports of

their work will be received at said time. In the College of Business Administration, communications

were sent to the students informing them that internships and COOP programs were on a voluntary

basis and not for grades. These students participating in internships or summer jobs have arranged

with faculty alternative ways to comply with their courses’ work. Students who do not comply with

the contact hours due to research internships or other academic-related commitments will be given a

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final grade of Incomplete until the student can make up the missing work. As for the summer

courses required by specific curricula, the different Colleges are analyzing the possibility of offering

said courses during the fall semester.

The scheduling of all thesis/dissertation defenses during this period of general interruption was

successfully managed. Since the Summer Session was officially not offered due to this prolonged

interruption, those students who were planning to defend during this period were also

accommodated as part of this extended Second Semester (2009-2010). The Director of the Office

of Graduate Studies was able to reschedule these defenses. The only criterion that was strictly

adhered to (as has always been done) for permitting a thesis/dissertation defense to proceed, or be

re-scheduled, was that ALL (in a handful of cases - majority) of the Examining Committee members

had to be present, which included members of the Thesis Committee and the assigned Graduate

Representative. Those students who were not able to defend during this period owing to personal

philosophical differences, other personal commitments or conflicts, had an opportunity to

reschedule their thesis/dissertation defenses during the month of August 2010 once the UPRM re-

opened officially for classes on August 2, 2010. During this extended Second Semester (2009-2010),

a total of 109 theses/dissertations were scheduled for defense. These were attended to as follows:

Theses/Dissertations defended before the conflict period: 20 (18.35%)

Theses/Dissertations defended during the conflict period: 58 (53.21%)

Theses/Dissertations defended after the conflict period: 31 (28.44%)

In addition the Office of Graduate Studies processed the results of these examinations and issued

completion certifications for the Office of the Registrar.

3. Achieve institutional student learning outcomes as defined for academic programs and courses.

Given the special situation at UPRM (semester resumed August 2 due to the commitment to the

Central American and Caribbean Games), the institutional student learning assessment data for this

semester (i.e. grades distribution, total and partial withdrawals, incompletes, and academic degrees

granted) will not be available until the end of August. The last day to turn in grades for the semester

is August 25. This data is needed to prepare a comparative analysis with the data of the previous

year. The analysis will be available for the members of the Middle States Commission on their visit

during the month of September.

4. Implement measures to assure access to the learning and research resources, and availability of other essential student services.

During the time of the interruption learning and research resources were still available to students.

Our General Library was able to provide its services through its web page. Its users were able to

search the library’s catalogue and access information and databases on its website. Personnel were

16 | P a g e

available at the Darlington Building to answer questions and provide information to those who

contacted them either personally or through the Library’s website. On the administrative side, the

Director of the Library acknowledged and processed the receipt of library materials during the

period.

Once the campus opened, the General Library moved to facilitate the use of the library’s non-

electronic resources. A grace period was granted to return borrowed materials and no fines were

collected from the day the conflict began to the day classes resumed. The main building could not be

opened for a month until fungi developed during the time it was closed could be removed and the

air conditioner vents and ducts could be cleaned. The General Library continued providing services

(office, circulation, interlibrary loans, and acquisitions, cataloguing) through the Marine Sciences

Library location. The Library also set up an Information Desk at Monzón Building to provide help

with services such as information, virtual reference, and live chat. Communication sent to the

university community through the library’s website, e-mails, Facebook, and twitter included the

services offered, their location, and the schedule. The General Library re-opened August 1, 2010 and

published the calendar for the month, including extended schedule, in their website.

Access was also granted to facilities such as the Environmental Laboratory, the Seismic Strong

Motion Program, the Transportation Technology Transfer Center, and Civil Infrastructure Research

Center facilities that allowed students to continue their research. Videoconferencing facilities were

also made available for research and educational meetings.

When the campus opened, faculties and departments moved to provide additional access to the

learning and research resources to our students. Resource centers such as the General Library,

computer centers, laboratories and study areas extended their working hours. Some departments

provided additional personnel to work extended hours in their laboratories.

5. Implement strategies and measures for guarantee continuity of processes such as: admission, registration, and financial assistant programs, and other essential student services.

In the case of the Mayagüez Campus, administrative operations remained functional through a

center established in the Darlington Building, an off-campus facility of UPRM, facility that also

houses the Food Science & Technology Laboratory. The use of these facilities allowed for the

continuity of processes related to educational offerings.

One of these processes was the admissions process for the 2010-2011 academic year. By the time

the student conflict began (May 4), letters of admissions had already been sent to students. The

following day (May 5) a communication was sent to students who had not reserved their space

extending their deadline to May 8, 2010. The deadline for the process of reconsideration was

17 | P a g e

extended by Central Administration to May 10, 2010. UPRM evaluated 282 students who applied for

reconsideration.

A communication was sent through the UPRM web page to inform that the services of the

Admissions Office would be offered at the Darlington Building. The communication included the

extension of the deadline to turn in the high school graduation certificate to September 6, 2010.

Personnel of the Admissions Office provided information and orientation to students, parents, and

visitors from the facilities in the Darlington Building. In addition, the Director of Admission

provided personal orientation of the admission process through the phone. Personnel of the

Admissions Office also received and accepted documents from admitted new students.

Personnel of the Offices of Financial Aid and Medical Services ascribed to the Office of the Dean of

Students also worked during the student conflict period at the Darlington Building. Both offices

posted messages in the UPRM web page informing students of the documents they needed to turn

in. Personnel were also at hand to answer questions to students, parents, and visitors who stopped

by the facilities and to receive some of the documents new students had to hand in. The Office of

Financial Aid re-scheduled the students’ appointments with financial officers.

Once the university opened, new students stopped by both offices to turn in the requested

documents and to set up new appointments with their assigned financial officers.

Personnel of the Registrar’s Office were also able to work from the Darlington Building. During the

time of May 4 to June 23, they were able to process applications for official transcripts requested

both on line and by mail. They also processed certificates for regular students, and study permits for

other institutions. These personnel also received and advised students on the different services the

office offers.

Individual faculties continued processing reconsiderations to admission, transfers from other

campuses, and applications for our students to study in other campuses or universities. These

applications would then be turned in to the personnel of the Registrar’s office for their processing.

Once the university opened, and at a meeting with the other units’ registrars, academic calendars of

the eleven units of the system were articulated to coordinate the beginning and completion dates of

the academic session between the units of the system and admission processes to allow transfer of

students from one unit to another and fulfillment of course and program requirements. The

Registrars agreed to send to each unit the list of students who had applied for transfer or study

permit in their unit. These students, in turn, would be give priority in the academic progress

evaluation for purposes of suspension, probation, and financial aid. First priority in evaluation

would be given though to students who had applied for graduation and need a degree certification to

attend graduate school.

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Our Registrar also contacted graduate schools from our system and from other institutions in the

island to discuss the date UPRM will issue degree certifications for those students who complete the

requirements for their degrees this semester and have applied to their schools. These schools agreed

to send UPRM the list of students admitted by them, and UPRM agreed to give priority to these

students in the evaluation process once grades are turned in by professors.

The Office of Graduate Studies was also able to continue its work. The implementation of the

Apply Yourself online admission system since 2008 allows for the processing of applications without

having to be physically on campus. The only documents that are received physically by mail or

courier service are the academic transcripts, conduct certificate and the documents of economic

solvency. Most of the applications for the academic year 2010-2011 and their documents had

already been processed when the conflict started. Applications for students whose documents were

received during the conflict were processed by the Director of the Office of Graduate Studies

(OGS), who also provided information requested by graduate students and by applying students

through e-mail communication and personally from the administrative center located at the

Darlington Building.

It is possible, due to the delayed processing of Form I-20’s, for some international students whose

supporting documents were received late, that they may not have sufficient time to obtain their

student visas and arrive this semester. For students who are unable to arrive on time, or for other

unavoidable reasons, the OGS typically defers their admission for one full year at the applicant’s

request.

The Office of Graduate Studies, through its Associate Director, initiated the process of managing

the graduate assistantships during the conflict period. In coordination with the Payroll Office the

assistantship payments were done by direct deposit or checks. Nevertheless, given the limited time

the payroll personnel was allowed to enter campus, some of the payments were done late.

Finally the Office of Graduate Studies was able to schedule 58 theses/dissertations defenses using

Off-campus locations that had adequate meeting room facilities such as VTEC, BDTC, Mayagüez

Mayor’s Office’s meeting room, CIAPR “La Casita” meeting room, as well as meetings rooms at

the Darlington Building and the attached Food Science and Technology Laboratory.

ACTIONS TAKEN DURING THE STUDENT CONFLICT THAT WOULD BE USED TO KEEP THE

CONTINUITY OF THE ACADEMIC OFFERINGS IN CASE OF ANOTHER UNEXPECTED EVENT

The actions taken during and after the student conflict in UPRM to provide for the continuity of the

academic offerings proved to be effective in ensuring the content, rigor, breath and length of

undergraduate and graduate courses, internships, dissertations, theses, research projects, and other

academic activities. They also provided an overview of the actions UPRM might take in case of

another unexpected event. In such case, UPRM will:

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• Maintain constant and consistent communications between the Chancellor and the university

community about the compliance with the institutional policies and requirements for

accreditation.

• Amend the academic calendar to provide for the length, content, and breadth required to

comply with requirements for accreditation.

• Distribute the amended academic calendar electronically to members of the university

community.

• Update constantly and consistently the UPRM webpage.

• Encourage professors to develop and use different strategies to help both professors and

students to comply with the length, rigor, and depth of the academic offerings.

• Provide for students registered in internships and practicums.

• Encourage professors and students to continue with their research activities.

• Encourage the defenses of theses and dissertations.

• Continue offering library services through the UPRM webpage.

• Encourage the use of the electronic library resources to continue academic work.

• Encourage communication between professors and students via “Mi Portal,” UPRM’s

communication site in its webpage.

• Continue the use of the Darlington Building, an off-campus facility of UPRM, to provide basic

services to our students.

• Continue to offer the services of the Registrar’s Office from an external facility.

• Continue to offer the services of the Admissions Office from an external facility.

• Continue to offer the services of the Office of Graduate Studies from an external facility.

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STANDARD 3: INSTITUT IONAL RESOURCES



Commonwealth, consists of eleven campuses, each holding separate accreditation. On

April 21, the students at one campus of the University of Puerto Rico system declared a

48-hour strike, protesting actions taken by the UPR system central administration and

closed down the gates of the campus. Students at other campuses, including, UPR -

Mayaguez, voted to join the strike and closed ten of the eleven campuses of the UPR

system. On May 17, 2010, Commission staff met with senior University system

officials and board members concerning the ongoing strike. At the time, the University

system agreed to provide a voluntary report, received by the Commission on June 1,

2010 responding to the Commission’s concerns… On June 24, 2010, the Middle

States Commission on Higher Education placed the institution on probation because of

a lack of evidence that the institution is in compliance with Standards 4 and 11.

MSCHE also requested a monitoring report due by September 1, 2010,

documenting evidence that (i) the institution has the availability and

accessibility of the necessary resources to achieve the institution’s

mission and goals; (ii) that there is a long term financial plan, that

includes steps to improve the institution’s finances and the

development of alternative funding sources.

OVERVIEW

To provide a wider context to the current financial situation, it is necessary summarize the

operational framework of the UPR system. The University of Puerto Rico is an eleven academic-

campus system coordinated by the President of the University and governed by the Board of

Trustees. Each campus is directed by a chancellor. This structure does not inhibit the centralization

of several of the campus’s activities; particularly, those related to the administration of fiscal and

human resources, but it ensures that each campus has access and can request the necessary resources

to achieve the institution’s mission and goals. The operational budget allotments to the academic

units are approved by the Board of Trustees as recommended by the President of the University.

Allotments to the units are calculated based on the previous-year recurring budget plus recurrent

budget additions to finance salaries and benefit increases, operational expenses of new buildings and

other earmarked purposes and priorities that are centrally identified.

As a result of the global recession which, according to Puerto Rico Planning Board figures, started

impacting the Island’s economy since 2006, PR Government Appropriations have steadily declined

and currently reflects a reduction of approximately 14% in tax revenues which aggravates central

21 | P a g e

government’s deficit. Consequently, the UPR budget confronts a proportional decline for the

current and upcoming fiscal years. Through Certification No. 135 (2009-2010), of the Board of

Trustees the approved budget of the UPR for fiscal year 2010-2011 was disclosed. The approved

budget for UPRM was $142,143,079 (about 15.2% of the total UPR budget), representing a

$17,354,881 decrease in funds when compared to the previous fiscal year’s revised budget.

Although the 10.9% reduction in UPRM budget for this fiscal year is smaller than the 14% to 16%

reduction that we had anticipated and reported in our last Periodic Review Report, this reduction

still presents several additional operational challenges. However, the UPRM administration is

committed to guaranteeing the stability and sustainability of long-term operations; maintaining

excellence in all academic activities; and diversifying and increasing the sources of funds to mitigate

the negative impact of the current financial situation. Funds have been allocated to the different

units [1] to assure the stability and sustainability of program offerings by maintaining our academic

infrastructure and necessary staff for the administrative support; [2] to sustain the essential operating

expenses; and [3] to sustain continuous improvement and assessment of important academic and

service processes. As a verification of this commitment, we present the following two tables. Table 3

compares the current allocation of institutional resources with last year's in the different UPRM

units; for example, the College of Engineering in FY 2009-10 received $24,076,765 ($19,164,300

from the UPR General Fund + $4,912,465 from ARRA funds); this fiscal year, it will receive

$22,832,938 or $1,243,827 less than last year; however, to mitigate the loss of the ARRA funds, the

College of Engineering was allocated $3,668,638 more from the UPR General Fund than last year

allocation. Table 4 shows the principal expense accounts that have been affected to absorb most of

the budget reduction. As evidenced in these tables, the distribution of funds was made to minimize

the impact on academic and support services to students.

Table 3. Two-year comparison of resource allocation and changes.

General Funds

General Funds ARRA funds 2010-11 Gen. fund allocs. Net change

College of Arts and Sciences 38,183,993$ 8,947,446$ $ 44,818,925 6,634,932$ (2,312,514)$

College of Engineering 19,164,300 4,912,465 22,832,938 3,668,638 (1,243,827)

College of Agriculture Sciences 7,008,688 1,207,130 7,835,012 826,324 (380,806)

College of Business Administration 3,981,395 911,839 4,571,389 589,994 (321,845)

Academic Affairs 8,927,007 - 8,320,857 (606,150) (606,150)

Division of Continuing Education 1,555,852 17,933 1,550,939 (4,913) (22,846)

Dean of Students 5,441,901 5,888,966 447,065 447,065

Research and Development Center 2,221,858 - 2,092,196 (129,662) (129,662)

Dean of Administration 24,387,439 - 22,848,198 (1,539,241) (1,539,241)

Chancellor's Office 6,385,533 - 4,626,758 (1,758,775) (1,758,775)

General accounts 29,500,636 - 16,756,901 (12,743,735) (12,743,735)

TOTAL 146,758,602$ 15,996,813$ 142,143,079$ (4,615,523)$ (20,612,336)$

2009 - 2010Unit

Change

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Table 4. Summary of expense accounts where most of the

FY 2010-11 reductions have occurred or will occur.

Expense account Adjustment

Elimination of sick-leave reimbursements – Faculty $ (2,741,409.00)

Elimination of sick-leave reimbursements - Non-faculty $ (1,520,225.00)

Reduction of Christmas bonus $ (1,345,392.00)

Reduction of UPRM contribution to retirement system $ (1,063,046.00)

Reduction on technology investments $ (700,514.00)

Elimination of faculty allowances $ (465,590.00)

Elimination of HEEND special bonuses $ (300,942.00)

Elimination of summer session expenses $ (2,080,749.00)

Elimination of financial aid to faculty members for Ph. D. studies $ (1,192,412.00)

Reduction in allocation for graduation ceremony $ (150,383.00)

Elimination of uniforms for maintenance personnel $ (82,686.00)

Reduction in legal services expenses $ (40,894.00)

Total reduction $ (11,684,242.00)

The budget distribution was discussed and agreed upon by the Chancellor and the deans of UPRM.

All these budget cuts were informed in a timely manner to all constituents affected by decisions and

to the college community by certifications from the responsible governing body (available in our

university Web pages) and by mass emails to all university personnel. Deans informed department

heads and proceeded to allocate funds to the departments according to their needs; deans of

academic colleges are notifying, answering questions and discussing the budget allocation with their

faculty in their regular monthly meetings.

UPRM ACTION PLAN

The present financial circumstances require the cooperation from all sectors of the University

community. Reductions in operating expenses identified as non-essential, and identification of

additional funding sources is crucial. Presently, the University Administration is implementing a

number of options to confront the budget decline. The UPRM’s Action Plan to preserve compliance

with Standard 3 has two main dimensions: (1) Secure continuity and institutional effectiveness with

available resources and; (2) Maintain and nurture additional sources of funding to continue

advancing institutional education, research and research priorities.

SECURE CONTINUITY AND INSTITUTIONAL EFFECTIVENESS WITH AVAILABLE RESOURCES

The Board of Trustees, the UPRM Administrative Board and the Office of the President have

recommended other actions to deal with the decline in resources; these actions are

Faculty promotion moratorium: Instructors, assistant professors, associates professors, and

other faculty personnel will not be considered for promotion during this fiscal year; this is the

second consecutive year that this directive from the Board of Regents has been in effect. Salaries

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increases due to promotions are estimated to save between $435,000 and $542,000 the first year,

and between $900,000 and $1,050,000 the second year. However, this policy is not sustainable

and it has been the most controversial. Consequently, there is a firm commitment from UPRM

administration to lift this moratorium as soon as the financial situation improves.

Hiring moratorium: No new tenure-track appointments will be made during the FY 2010-11 and

the number of adjunct-faculty contracts will be considerably reduced. To minimize the effects of

these directives on course offerings, deans and department directors will diminish or eliminate

faculty release time for special assignments, and will grant release time for research only to those

faculty members with external funding.

Since FY 2009-10, the Administrative Board imposed a moratorium on all sabbatical leaves.

Sabbatical leaves approved during the previous year, FY 2008-09, amounted to $961,515.

A 5% reduction in the extra-salary compensation for directors, associate directors, deans, and

associate and assistant deans, chancellor, and other faculty in administrative duties. This measure

has had no measurable impact on the motivation of faculty in administrative positions.

A substantial reduction in travel funds for both faculty and administrative personnel.

About a 67% reduction in funds for extra compensation for faculty members teaching courses

or carrying out administrative duties beyond their regular workloads.

About a 15% reduction in available institutional funds for graduate assistantships. Most of these

reductions are in discretionary research-assistantship funds assigned to departments.

About a 25% reduction in operational, materials, supplies, and maintenance costs.

The plans and actions described above are workable and realistic, and they are already being

implemented. The table below presents a five-year projected budget that takes into account the

execution of the financial measures described above, and the UPR forecasted budget allocation for

our campus. The reduction in salary expenses during the FY 2011-12 will be accomplished by

sustaining the hiring moratorium and by not filling most of the positions of employees that resign or

retire.

Table 5. UPRM Five-year projected budget

Expenses 2010-11 2011-12 2012-13 2013-14 2014-15

Salaries $92,113,221 $87,627,017 $90,624,496 $92,664,902 $94,769,475

Fringe Benefits $30,710,166 $29,214,484 $30,213,831 $30,894,094 $31,595,750

Teaching Assistantships $3,313,026 $3,151,671 $3,259,481 $3,332,868 $3,408,563

Materials, services and supplies $15,559,113 $14,801,335 $15,307,648 $15,652,299 $16,007,789

Travel expenses $228,794 $217,651 $225,096 $230,164 $235,392

Equipment $218,759 $208,105 $215,223 $220,069 $225,067

Total $142,143,079 $135,220,264 $139,845,776 $142,994,397 $146,242,036

The following figure shows the distribution of funds between salaries and fringe benefits (85% to

87%) and operational expenses (teaching assistantships, materials, services and supplies, travel, and

equipment) for the next 5 years.

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Because of the budget cuts, the distribution of the UPRM budget for FY 2010-11 to 2014-15 has

been a difficult one. Accordingly, to easy this process, the Chancellor promoted and supported an

informed and shared decision making procedure that linked planning and budget allocation. The

Chancellor, his staff and the deans gathered in several working meetings to evaluate and decide on

various budget simulations. The decisions, taken by the UPRM leadership and outlined above,

guarantee that our campus will continue to operate with its characteristic academic excellence

notwithstanding the financial challenges during the next fiscal years. The following table shows the

forecasted resource allocation by activity during the next five years.

Table 6. Five-year budget distribution. Summary by activity

2010-2011 2011-12 2012-13 2013-14 2014-15

Total $142,143,079 $135,220,264 $139,845,776 $142,994,397 $146,242,036

1. Instruction $79,164,582 $75,400,164 $77,979,396 $79,735,098 $81,546,014

2. Research $3,807,189 $3,621,767 $3,745,658 $3,829,991 $3,916,976

3. Community Services $0 $0 $0 $0 $0

4. Academic Support $11,013,007 $10,385,492 $10,740,751 $10,982,579 $11,232,011

5. Student Services $8,390,872 $7,982,210 $8,255,260 $8,441,126 $8,632,838

6. Institutional Support $12,493,684 $11,885,202 $12,291,762 $12,568,511 $12,853,962

7. Maintenance of Facilities $26,560,747 $25,267,155 $26,131,475 $26,719,824 $27,326,675

8. Fellowships and Aid to Students $0 $0 $0 $0 $0

9. Auxiliary Enterprises $712,998 $678,273 $701,475 $717,268 $733,559

Alloted

Budget ActivityProjected

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The Chancellor has also requested that academic and administrative deans reported on their units’

most urgent needs and assessed the consequences that the lack of funds may have on academic

offerings and student services. This report, that establishes priorities for short and long term budget,

was submitted to the President of the University of Puerto Rico. Both the budget distribution and

the report on requested funds were submitted to the Administrative Board of UPRM for approval.

As illustrated in the previous tables and graphs, budgetary decisions at UPRM were made to

minimize budget cuts at the academic colleges and absorb these reductions in the general accounts.

UPRM is making extraordinary efforts to maintain its academic offerings to sustain its current

graduation rates. Our commitment to an excellent education is widely recognized and is evidenced

by the increasing number of high school graduates that apply to study in the campus. Academic

departments and service offices are taking different measures to operate efficiently and to maintain

quality. For example, the College of Arts and Sciences has increased its use of qualified graduate

students for teaching basic courses and laboratories; this action reduces the costs of academic

offerings and, at the same time, maintains a healthy population of students in graduate programs.

Another measure in place is the increase in the number of courses offered in large sections (30 to 50

students), allowing them to sustain a revised release time policy for research. This policy limits

research release time to six credits (half time), except in those cases in which the research project

pays a portion of the professor’s salary. These actions are sustainable because demand and

enrollment in most of our graduate programs are growing. Moreover, several departments are

revising their programs to reduce the minimum number of credits required for completion; as a

consequence, these programs will be more in tune with similar programs in prestigious universities

in the United States, they will be more attractive to students, and they will become more cost

effective. All these measures and policies are subject to regular assessment and subject to changes

and corrections in case that ill effect are detected as a result of their implementation.

Finally, detailed budget projections by types of expenses and by UPRM activities and units are shown on pages 25 to 30.

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Budget Projections

University of Puerto Rico at Mayaguez

General Fund - UPR

Fiscal Years 2009-2010 to 2014-2015 (Projected)

2011-12 2012-13 2013-14 2014-15

5020 Salaries - Faculty 51,300,515 48,802,019 50,471,401 51,607,762 52,779,860

5040 Compensations - Faculty 787,385 749,037 774,659 792,101 810,091

5060 Bonuses - Faculty 941,374 895,526 926,160 947,012 968,520

5100 Salaries - Non Faculty Personnel 36,911,513 35,113,806 36,314,953 37,132,582 37,975,924

5130 Compensations - Non Faculty Personnel 217,408 206,820 213,894 218,710 223,677

5150 Bonuses - Non Faculty Personnel 1,000 951 984 1,006 1,029

5160 Other payments - Faculty and Non Faculty 1,746,212 1,661,166 1,717,990 1,756,670 1,796,567

5190 Hourly Students 207,814 197,693 204,455 209,059 213,807

92,113,221 87,627,017 90,624,496 92,664,902 94,769,475

5200 Employer's Share - Federal and State 8,710,700 8,286,462 8,569,918 8,762,870 8,961,889

5260 Other Employer's Share - Pension Fund 10,778,512 10,253,565 10,604,311 10,843,066 11,089,330

5273 Employer's Share - Employees' Health Insurance 11,199,954 10,654,481 11,018,941 11,267,032 11,522,925

5340 Other Benefits 21,000 19,977 20,661 21,126 21,606

30,710,166 29,214,484 30,213,831 30,894,094 31,595,750

6020 Materials (Supplies) 1,670,792 1,589,419 1,643,789 1,680,799 1,718,972

6070 Libraries' Reference Material 1,870,047 1,778,970 1,839,823 1,881,247 1,923,973

6080 Parts and Acc. for Equipment Repairs 74,421 70,796 73,218 74,867 76,567

6100 Maintenance Expenses 533,944 507,939 525,314 537,142 549,341

6140 Leasing Expenses 201,578 191,761 198,320 202,785 207,391

6160 Communications Services 100,883 95,970 99,253 101,487 103,792

6171 Telephone 522,506 497,058 514,061 525,635 537,573

6200 Prof. Services, Consult. And Non-Prof. Services 548,685 521,962 539,817 551,971 564,507

6300 Other Services and Misc. Expenses 159,733 151,954 157,151 160,690 164,339

6314 Bank Charges 4,500 4,281 4,427 4,527 4,630

6364 Student Health Insurance 1,044,907 994,017 1,028,019 1,051,165 1,075,039

6370 Insurance Premiuns 23,740 22,584 23,356 23,882 24,425

6381 Electricity 7,440,772 7,078,383 7,320,515 7,485,336 7,655,340

6382 Water and Sewer 737,478 701,561 725,559 741,895 758,745

6383 Gas 8,107 7,712 7,976 8,156 8,341

6384 Fuels 264,750 251,856 260,471 266,336 272,385

6385 Garbage Pick-up 34,950 33,248 34,385 35,159 35,958

6400 Travel Expenses en Misiones Oficiales 207,841 197,718 204,482 209,086 213,834

6500 Institutional Projects and Community Activities 15,953 15,176 15,695 16,049 16,413

6530 Accreditation Expenses 5,000 4,756 4,919 5,030 5,144

7110 Library Acquisitions 80,000 76,104 78,707 80,479 82,307

7300 Equipment-Non-Capital ($200≤Cost<$1,000) 61,715 58,709 60,718 62,085 63,495

7500 Capital Equipment (Cost ≥ $1,000) 77,044 73,292 75,799 77,505 79,266

8010 Scholarship, Stipends and Special Projects 3,313,026 3,151,671 3,259,481 3,332,868 3,408,563

9980 Fund Transfer (In/Out) - Budget Office Exclus. Use 317,320 301,866 312,192 319,220 326,471

19,319,692 18,378,762 19,007,449 19,435,401 19,876,811

TOTAL 142,143,079$ 135,220,264$ 139,845,776$ 142,994,397$ 146,242,036

Title

TOTAL EMPLOYER'S SHARE AND OTHER BENEFITS

TOTAL PERSONNEL SERVICES

TOTAL SERVICES, SUPPLIES AND OTHER EXPENSES

BudgetProjected

Fiscal Year

2010-2011

Code

26 | P a g e

Budget distribution by programs (activities) and UPRM units

PROGRAMS AND UNITS 2010-11

BUDGET

PROJECTED

2011-12 2012-13 2013-14 2014-15

UPRM TOTAL $12,935,155 $12,304,814 $12,725,726 $13,012,247 $13,292,299

INSTRUCTION $79,164,582 $75,400,164 $77,979,396 $79,735,098 $81,546,014

Academic Programs

College of Arts and Sciences

Chemistry $4,720,992 $4,496,500 $4,650,313 $4,755,015 $4,863,009

Biology $4,587,128 $4,369,002 $4,518,453 $4,620,186 $4,725,118

PhD in Applied Chemistry $71,741 $68,330 $70,667 $72,258 $73,899

Mathematics $4,508,895 $4,294,489 $4,441,392 $4,541,389 $4,644,532

MS in Computing Sciences $174,788 $166,477 $172,171 $176,048 $180,046

English $3,200,179 $3,048,005 $3,152,269 $3,223,242 $3,296,447

Humanities $3,550,293 $3,381,470 $3,497,141 $3,575,879 $3,657,093

Social Sciences $3,445,311 $3,281,480 $3,393,731 $3,470,140 $3,548,953

Physics $2,962,491 $2,821,619 $2,918,139 $2,983,841 $3,051,609

Marine Sciences $3,092,378 $2,945,330 $3,046,081 $3,114,664 $3,185,403

Hispanic Studies $2,142,918 $2,041,018 $2,110,836 $2,158,361 $2,207,381

Nursing $1,697,473 $1,616,755 $1,672,060 $1,709,706 $1,748,536

Physical Education $2,046,754 $1,949,427 $2,016,112 $2,061,504 $2,108,325

Geology $1,162,094 $1,106,834 $1,144,696 $1,170,469 $1,197,052

Economics $1,036,119 $986,850 $1,020,607 $1,043,586 $1,067,288

Industrial Biotechnology $104,766 $99,784 $103,198 $105,521 $107,918

MS in Geology $222,776 $212,183 $219,441 $224,381 $229,478

College of Engineering

Electrical Engineering $5,420,264 $5,162,521 $5,339,116 $5,459,326 $5,583,317

Civil Engineering $3,578,890 $3,408,707 $3,525,310 $3,604,682 $3,686,550

General Engineering $3,339,339 $3,180,547 $3,289,345 $3,363,405 $3,439,793

Chemical Engineering $2,608,238 $2,484,212 $2,569,190 $2,627,035 $2,686,699

Mechanical Engineering $2,679,968 $2,552,531 $2,639,846 $2,699,282 $2,760,587

Industrial Engineering $2,016,443 $1,920,558 $1,986,254 $2,030,975 $2,077,102

PhD in Civil Engineering $339,383 $323,245 $334,302 $341,829 $349,592

MS in Computational Engineering $96,849 $92,244 $95,399 $97,547 $99,762

PhD in Chemical Engineering $343,927 $327,573 $338,778 $346,406 $354,273

PhD in Comp. and Infor. Science Eng. $613,996 $584,799 $604,804 $618,421 $632,466

Computer Eng. Acad. Prog $43,418 $41,353 $42,768 $43,731 $44,724

College of Agriculture

Crops and Agro Environment Sciences $2,408,265 $2,293,748 $2,372,210 $2,425,621 $2,480,711

Animal Science $1,494,680 $1,423,605 $1,472,303 $1,505,452 $1,539,643

Agricultural Engineering and Biosystems $799,790 $761,759 $787,816 $805,554 $823,849

Agricultural Education $480,921 $458,052 $473,721 $484,387 $495,388

Agricultural Economics $429,353 $408,936 $422,925 $432,447 $442,269

27 | P a g e


BUDGET

PROJECTED

2011-12 2012-13 2013-14 2014-15

Food Science and Technology $158,630 $151,087 $156,255 $159,773 $163,402

International Programs $100,006 $95,251 $98,509 $100,727 $103,014

College of Business Adm. $4,475,576 $4,262,754 $4,408,571 $4,507,830 $4,610,210

On line Education $11,879 $11,314 $11,701 $11,965 $12,236

Teaching Candidates Program $1,550,939 $1,477,189 $1,527,720 $1,562,116 $1,597,594

Deanship of Academic Affairs

Reserve Officers Training Corps

o Army $102,275 $97,412 $100,744 $103,012 $105,352

o Air Force $89,851 $85,578 $88,506 $90,499 $92,554

Institutional General Accounts

Summer Session $0 $0 $0 $0 $0

Laboratories Strengthening Program $1,536,984 $1,463,898 $1,513,974 $1,548,061 $1,583,220

Christmas Bonus $31,767 $30,256 $31,291 $31,996 $32,723

Liquidation of Sick and Ordinary Leave $617,235 $587,884 $607,994 $621,683 $635,803

Social Security $1,063,091 $1,012,539 $1,047,175 $1,070,752 $1,095,071

Medicare $273,779 $260,760 $269,680 $275,752 $282,015

State Drivers Social Security $3,213 $3,060 $3,165 $3,236 $3,310

Unemployment Insurance $85,743 $81,666 $84,459 $86,361 $88,322

Working Accident Compensation

Insurance

$1,358,544 $1,293,943 $1,338,205 $1,368,335 $1,399,412

UPR Retirement System $479,086 $456,305 $471,914 $482,539 $493,498

Medical Insurance $1,656,833 $1,578,048 $1,632,028 $1,668,773 $1,706,674

Prescriptions plan $20,000 $19,049 $19,701 $20,144 $20,602

Uniforms $59,000 $56,194 $58,117 $59,425 $60,775

Night Shift Bonus $69,331 $66,034 $68,293 $69,831 $71,417

RESEARCH $3,807,189 $3,621,767 $3,745,658 $3,829,991 $3,916,976

Research and Development Center $1,733,490 $1,649,064 $1,705,474 $1,743,872 $1,783,478

Sea Grant $215,126 $204,649 $211,649 $216,414 $221,330

Hemispheric Cooperation Center (CoHemis) $143,580 $136,587 $141,259 $144,440 $147,720


Maritime Section $315,242 $299,889 $310,147 $317,130 $324,333

Dean's Research Office $76,668 $72,934 $75,429 $77,127 $78,879

Seismic Network $57,602 $54,797 $56,671 $57,947 $59,263


"Biological Nitrogen Fixation"

Laboratory

$550 $523 $541 $553 $566

Milk-dairy Project $190,000 $180,746 $186,929 $191,138 $195,479

Lajas Agricultural Substation Laboratory $283,365 $269,564 $278,785 $285,062 $291,536

Alzamora Farm $787,832 $749,462 $775,099 $792,550 $810,551

Special Undergraduate Research Projects $3,734 $3,552 $3,674 $3,756 $3,842

28 | P a g e


BUDGET

PROJECTED

2011-12 2012-13 2013-14 2014-15

COMMUNITY AND EXTENSION

SERVICES $0 $0 $0 $0 $0

ACADEMIC SUPORT SERVICES $11,013,007 $10,385,492 $10,740,751 $10,982,579 $11,232,011


Office of the Dean of Academic Affairs $1,000,225 $943,233 $975,498 $997,461 $1,020,115

Office of the Graduate Studies Program $15,230 $14,362 $14,853 $15,188 $15,533

Faculty Professional Enhancement

Center

$60,377 $56,937 $58,884 $60,210 $61,578

Microfilming Center $135,284 $127,576 $131,940 $134,910 $137,974

General Library $5,420,894 $5,112,014 $5,286,882 $5,405,917 $5,528,694

Automatic Library System $101,547 $95,761 $99,037 $101,266 $103,566


Office of the Dean of Arts and Sciences $1,251,110 $1,179,822 $1,220,181 $1,247,653 $1,275,989

College of Engineering

Office of the Dean of Engineering $1,643,105 $1,549,482 $1,602,485 $1,638,565 $1,675,780

Accreditation Activities - ABET $105,384 $99,379 $102,779 $105,093 $107,480


Office of the Dean of Agriculture $159,333 $150,254 $155,394 $158,893 $162,501

Office of the Associate Dean $437,113 $412,207 $426,307 $435,905 $445,805

EEA - Instruction $43,328 $40,859 $42,257 $43,208 $44,190

SEA - Instruction $61,846 $58,322 $60,317 $61,675 $63,076

College of Businees Administration

Office of the Dean $95,813 $90,354 $93,444 $95,548 $97,718


Membership fees $36,583 $34,499 $35,679 $36,482 $37,310

Day Care Center $418,935 $395,064 $408,578 $417,778 $427,266

UPR-M Museum of Art $26,900 $25,367 $26,235 $26,826 $27,435

STUDENT SERVICES $8,390,872 $7,982,210 $8,255,260 $8,441,126 $8,632,838

Dean of Students

Office of the Dean of Students $690,717 $657,077 $679,554 $694,854 $710,635

Counseling $1,503,474 $1,430,250 $1,479,175 $1,512,478 $1,546,829

Medical Services $872,325 $829,840 $858,227 $877,549 $897,480

Economic Assistance $1,026,768 $976,761 $1,010,174 $1,032,917 $1,056,377

Employment Place Center $219,346 $208,663 $215,801 $220,660 $225,671

Social and Cultural Activities $236,491 $224,973 $232,669 $237,907 $243,311

Boarding Services $31,522 $29,987 $31,013 $31,711 $32,431

Health Promotion and Prevention $126,106 $119,964 $124,068 $126,861 $129,742

Band, Orchestra and Musical Groups $140,059 $133,238 $137,795 $140,898 $144,098

Foreign Students Exchange Program $139,798 $132,989 $137,539 $140,635 $143,829

Student Council $21,616 $20,563 $21,267 $21,745 $22,239

Life Quality Program $96,228 $91,541 $94,673 $96,804 $99,003

29 | P a g e


BUDGET

PROJECTED

2011-12 2012-13 2013-14 2014-15

NCAA $321,336 $305,686 $316,143 $323,261 $330,602

Athletic Activities $379,407 $360,929 $373,275 $381,679 $390,348


UPR-M Catalog $1,680 $1,598 $1,653 $1,690 $1,728

Student's Health Insurance $1,044,907 $994,017 $1,028,019 $1,051,165 $1,075,039


Registrar Office $1,138,288 $1,082,850 $1,119,891 $1,145,105 $1,171,113

Admissions Office $245,007 $233,074 $241,047 $246,474 $252,072

Chancellor’s Office

Student's Ombudsman $95,797 $91,131 $94,249 $96,371 $98,559


Commencement Ceremony $50,000 $47,565 $49,192 $50,299 $51,442

Strengthening of Student Services $5,000 $4,756 $4,919 $5,030 $5,144

Freshman Year Program $5,000 $4,756 $4,919 $5,030 $5,144

INSTITUTIONAL SUPPORT $12,493,684 $11,885,202 $12,291,762 $12,568,511 $12,838,962

Office of the Chancellor $868,945 $826,625 $854,901 $874,149 $892,959

Budgeting Office $485,566 $461,917 $477,718 $488,474 $498,985

Press $313,714 $298,435 $308,644 $315,593 $322,384

Institutional Research $173,219 $164,783 $170,419 $174,256 $178,006

Institutional Planning $140,495 $133,652 $138,224 $141,336 $144,378

Legal Counseling $160,323 $152,515 $157,732 $161,283 $164,754

Adm. Board & Academic Senate $343,721 $326,981 $338,166 $345,780 $353,220

Continuous Improvement and Assessment $51,799 $49,276 $50,962 $52,109 $53,231

Computing Center $1,502,104 $1,428,947 $1,477,827 $1,511,100 $1,543,616

Environmental Management $45,240 $43,037 $44,509 $45,511 $46,490

Dean of Students

Alumni Office $83,773 $79,693 $82,419 $84,275 $86,088


Addnl. Comp. to Academic Senators $60,000 $57,078 $59,030 $60,359 $61,658

Telephone $513,586 $488,573 $505,285 $516,662 $527,780

Legal Counseling Contracts $85,000 $80,860 $83,626 $85,509 $87,349

Discretional Fund $252,320 $240,031 $248,242 $253,831 $259,293

Dean of Administration

Office of the Dean of Administration $791,020 $752,495 $778,236 $795,758 $812,881

Equal Opportunity Office $96,916 $92,196 $95,350 $97,496 $99,594

Finances $513,903 $488,874 $505,597 $516,981 $528,105

Human Resources $1,154,003 $1,097,799 $1,135,352 $1,160,915 $1,185,895

Relations with Personnel $146,003 $138,892 $143,643 $146,877 $150,038

Accounting $322,358 $306,658 $317,148 $324,289 $331,267

Special Funds Projects $223,815 $212,915 $220,198 $225,155 $230,000

Account Payable $174,228 $165,743 $171,412 $175,271 $179,043

30 | P a g e


BUDGET

PROJECTED

2011-12 2012-13 2013-14 2014-15

Account Receivable $183,206 $174,283 $180,245 $184,303 $188,269

Loans and Debt Collecting $211,345 $201,052 $207,929 $212,611 $217,186

Pre-Audit $273,999 $260,654 $269,571 $275,640 $281,571

Purchasing $321,395 $305,742 $316,201 $323,320 $330,277

Property $742,036 $705,896 $730,043 $746,480 $762,543

Payrolls $185,173 $176,154 $182,180 $186,282 $190,290

Printing $338,997 $322,487 $333,518 $341,027 $348,366

Communication Services $397,593 $378,229 $391,167 $399,974 $408,581

Transportation and Motor Pool $1,337,889 $1,272,730 $1,316,266 $1,345,902 $1,374,863

GROUNDS AND BUILDING

OPERATION AND MAINTENANCE $26,560,747 $25,267,155 $26,131,475 $26,719,824 $27,326,675


University Security $3,077,504 $2,927,620 $3,027,766 $3,095,936 $3,166,249

Director of Grounds and Buildings $1,493,114 $1,420,395 $1,468,982 $1,502,057 $1,536,171

Building Cleaning Service $4,760,782 $4,528,917 $4,683,839 $4,789,295 $4,898,068

Mechanics $998,123 $949,511 $981,991 $1,004,101 $1,026,906

Grounds and Gardens $974,243 $926,794 $958,497 $980,078 $1,002,337

Maintenance and Renovations $1,371,679 $1,304,874 $1,349,510 $1,379,894 $1,411,234

Electricity $758,895 $721,934 $746,630 $763,440 $780,779

Small Constructions $692,409 $658,687 $681,218 $696,556 $712,376

Engineering $300,136 $285,518 $295,285 $301,934 $308,791

Occupational Health and Safety $294,436 $280,096 $289,677 $296,199 $302,927


Magueyes Island Maintenance $1,055,361 $1,003,962 $1,038,304 $1,061,682 $1,085,794

Chemistry Building Maintenance $1,672,111 $1,590,674 $1,645,087 $1,682,126 $1,720,329

Biology Building Maintenance $1,321,936 $1,257,554 $1,300,571 $1,329,853 $1,360,056

Sports Facilities Complex $341,799 $325,152 $336,275 $343,846 $351,655


Values Transportation Contract $13,800 $13,128 $13,577 $13,883 $14,198

Electric Utilities $6,493,054 $6,176,822 $6,388,114 $6,531,942 $6,680,293

Water and Sewer $535,583 $509,498 $526,927 $538,791 $551,028

Gas $260,250 $247,575 $256,044 $261,809 $267,755

Elevators Maintenance $108,437 $103,156 $106,684 $109,086 $111,564

Insurance Premiums $2,595 $2,469 $2,553 $2,611 $2,670

Solid Waste Disposal $34,500 $32,820 $33,942 $34,707 $35,495

UNIVERSITY ENTERPRISES $712,998 $678,273 $701,475 $717,268 $733,559


Book Store $462,684 $440,150 $455,206 $465,455 $476,027

Hotel - Athletics Resident Management $250,314 $238,123 $246,269 $251,813 $257,532

31 | P a g e

MAINTAIN AND NURTURE ADDITIONAL SOURCES OF FUNDING TO CONTINUE ADVANCING

INSTITUTIONAL EDUCATION, RESEARCH AND RESEARCH PRIORITIES.

UPRM faculty is aggressively writing research proposals for external funding; research projects are

an excellent source of funding for needed research assistantships, equipment, and travel funds to

academic and educational conferences. These external funds support the sustained improvement of

UPRM’s educational and research goals and objectives. Many senior researchers have young faculty

members in their research teams. In addition to the financial rewards of these partnerships, they

keep junior faculty motivated and engaged in academics. The following table shows the UPRM

Research and Development Center’s forecast of external funds by source for academic year 2010-2011.

Table 7. External Funds by Source Projected for Academic Year 2010-2011

Source Continuing Newly

Approved

Submitted and pending for approval

Total

State funds $2,143,898 $348,360 $55,900 $2,548,158

Private funds $5,351,698 $748,777 $30,573 $6,131,048

Federal funds $18,298,619 $4,456,048 $26,202,427 $48,957,094

TOTAL $25,794,214 $5,553,185 $26,288,900 $57,636,299

Research efforts from all four academic colleges increase funds from overhead costs. Excluding

equipment and assistantships, between 8% and 50 % of the budget of each research project is

charged to overhead or indirect costs.

Twenty five percent of these indirect costs are

kept by the UPR Central Administration to be

used as matching funds in future project

proposals and 75 % returns to UPRM. This

75% is distributed as follows: 41.25% goes to

the Research and Development Center to pay

for facilities, administrative expenses, and

UPRM matching funds; 18.75% goes to a

Research Endowment managed by the

Chancellor’s Office, 7.5% returns to the

principal investigator (PI); 3.75% returns to

the department of the PI, and 3.75% returns

to the PI dean’s office.

Central Administration

25.00%

R&D Center41.25%

Chancellor's Office

18.75%

PI7.50%

PI's Dept3.75%

PI's College3.75%

32 | P a g e

The graph shows the revenues from

indirect costs reimbursements

during the last 10 years. For FY

2010-11 we estimate an increase

between a 3.7% and 12.3% for a

total revenue from indirect costs

between $2.16 and $2.34 million.

Finally, the current financial conditions have required that UPRM takes a closer look at its schedule

for new academic program development and implementation. UPRM administration is pondering

the implementation of its seven academic programs already in the approval process: (i) BS in

Software Engineering and Computer Science & Engineering, (ii) MS in Materials Science and

Engineering, (iii) MS in Applied Statistics, (iv) BS in Computer Science, (v) PhD in Mechanical

Engineering, (vi) PhD in Electrical Engineering and (vii) PhD in Bioengineering. However, in an

effort to continue and advance initiatives to growth and expand sources of funding to support the

accomplishment of the UPRM mission and goals, the Chancellor, in consultation with the Dean of

Academic Affairs and the academic deans, has identified two programs (the MS in Materials Science

and Engineering and the PhD in Mechanical Engineering) that are crucial for the academic

development of our campus. These programs have already in place the entire faculty required for

their implementation and they have been very effective securing external funding. These two

programs require little additional investment and their prompt approval will increase UPRM revenue

from research funds.

$1.00

$1.20

$1.40

$1.60

$1.80

$2.00

$2.20

$2.40

00-01 01-02 02-03 03-04 04-05 05-06 06-07 07-08 08-09 09-10 10-11

Mil

lio

ns

Revenue from indirect costs

33 | P a g e

CONCLUSION

This Monitoring Report has shown that UPRM is making tough budgetary decisions and moving

forward in all its academic programs and research and service initiatives. The current difficult

financial situation has been an excellent opportunity for assessment and improvement of several

administrative procedures and to ponder our expending priorities. As a result of this introspection

and self-analysis, UPRM will become a more efficient and leaner organization in the short term.

Moreover, the UPR system has already initiated the revision, development and implementation of

clear institutional policies that clearly specify the authority of the different governance bodies and

their respective roles and responsibilities in shared governance to assure that in future students

conflicts the university remains open and fully operational.

Although academic activities were interrupted during the second semester of the academic year

2010-2011 by a student conflict, UPRM was able to comply with the rigor, continuity, and length of

its offerings. The Administrative Board approved an amendment to the Academic Calendar to cover

the contact hours of the ten class days left to complete the semester. This amendment also included

two days for professors to meet with students and review the material covered during the semester

and bring the students up to date with their work. Professors also used a variety of strategies to

ensure the rigor, breadth, and content of their courses. From extended office hours, to the use of

electronic resources, complementary extra meetings, and class activities, students were provided

different alternatives to conclude their work for the semester.

Those students involved in practicums or internships outside campus completed their work.

Graduate students who had scheduled their thesis or dissertations defenses for the period of the

student conflict successfully defended their work. Those graduate students who by personal

philosophical differences could not defend during the student conflict did so when the semester

resumed the first two weeks of August.

The students who seemed to be mostly affected were those who, by curricular requirement, had to

take a summer course. Since no summer session was offered, these students could not register for

their courses or internships. Nevertheless, some of these students did, on their own, participate in

internships and complied with their requirements. At the moment, the different Colleges are

analyzing the situation to decide if credit can be given to the students who completed their work. As

for the summer courses required by specific curricula, the different Colleges are analyzing the

possibility of offering said courses during the fall semester.

Today UPRM is completely prepared and ready to welcome the MSCHE onsite evaluation that will

verify the information provided in this report and the UPRM’s viable and continuing compliance

with the Commission's high accreditation standards.

34 | P a g e

APPENDIXES

Page



Uprm Monitoring Report: Standard 3. Actions Plans 47

The attached CD contains the following documents:

1. Institutional Profile submitted to the Middle States Commission on Higher Education

2. Academic Catalogs

a. UPRM Undergraduate Catalog

b. UPRM Graduate Catalog

3. UPRM Faculty Handbook

4. UPRM Student’s Regulations

5. UPR Student’s Regulations

6. UPRM Organizational Chart

7. IPEDS Financial documents

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elem

ents

of

Stan

dar

d 4

, th

e fo

llow

ing

acti

on

pla

n is

org

aniz

ed in

th

ree

str

ateg

ies:

Str

engt

hen

ing

the

Inst

itu

tio

nal

Clim

ate

an

d I

den

tity

, Op

en U

niv

ersi

ty,

and

Str

engt

hen

ing

of

Go

vern

ance

.

A

. ST

REN

GTH

ENIN

G T

HE

INST

ITU

TIO

NA

L C

LIM

ATE

AN

D ID

ENTI

TY

GO

AL:

Gu

aran

tee

fre

edo

m o

f sp

eech

wh

ile s

afeg

uar

din

g th

e ri

ghts

an

d a

cces

s o

f al

l mem

ber

s o

f th

e c

om

mu

nit

y, a

nd

em

bra

cin

g th

e U

niv

ersi

ty

as a

div

erse

an

d v

alu

able

sp

ace

for

lear

nin

g, r

esea

rch

, an

d s

ervi

ce.

OB

JEC

TIV

E: D

evel

op

an

d im

ple

men

t ac

tio

ns

at a

ll le

vels

to

su

pp

ort

an

inst

itu

tio

nal

co

mm

un

icat

ion

clim

ate

of

colla

bo

rati

on

, co

urt

esy,

res

pec

t an

d p

rofe

ssio

nal

ism

th

at a

ssu

res

the

stre

ngt

hen

ing

of

the

Un

iver

sity

iden

tity

.

AC

TIO

NS

AC

TIV

ITIE

S R

ESP

ON

SIB

LE

SYST

EM A

ND

UN

IT

TIM

EFR

AM

E P

RES

ENT

AN

D E

XP

ECTE

D

OU

TCO

MES

Imp

rove

co

mm

un

icat

ion

s cl

imat

e b

ased

on

res

pec

t o

f th

e va

rio

us

sect

ors

of

the

UP

RM

co

mm

un

ity

Mee

t w

ith

un

ion

s an

d s

tud

ents

’ org

aniz

atio

ns

to

bra

inst

orm

on

alt

ern

ativ

es.

Bra

inst

orm

ing

sess

ion

s am

on

g re

pre

sen

tati

ves

of

all

mem

ber

s o

f co

mm

un

ity.

Ch

ance

llors

an

d

Dea

n o

f St

ud

ents

A

cad

emic

Ye

ar 2

01

0-

20

11

Agr

eem

ent

amo

ng

the

vari

ou

s se

cto

rs o

n

a n

ew s

tyle

to

dea

l w

ith

co

nfl

icts

Edu

cati

on

cam

pai

gn o

f th

e im

po

rtan

ce o

f ac

cred

itat

ion

by

vari

ou

s ag

enci

es a

nd

th

e re

qu

irem

ents

to

mee

t o

n a

co

nti

nu

ou

s b

asis

an

d im

pac

t o

f fa

ilure

to

co

mp

ly w

ith

th

ese

req

uir

emen

ts.

Giv

e a

pre

sen

tati

on

at

the

beg

inn

ing

of

each

ac

adem

ic s

eme

ster

to

th

e m

emb

ers

of

the

Aca

dem

ic

Sen

ate

of

the

curr

ent

eco

no

mic

an

d f

inan

cial

sta

tus

of

the

Un

iver

sity

an

d t

he

stra

tegi

es a

nd

pla

n t

hat

h

ave

bee

n im

ple

men

ted

or

pro

po

sed

to

ad

dre

ss t

he

nee

ds

of

all a

ffec

ted

par

ties

(th

e ac

adem

ia,

rese

arch

ers

and

un

iver

sity

co

mm

un

ity)

W

ork

sho

ps

on

-lin

e o

f o

ur

righ

ts a

nd

res

po

nsi

bili

ties

, ju

stic

e an

d e

qu

ity.

Th

e w

ork

sho

ps

sho

uld

be

req

uir

ed

to a

ll th

e co

mm

un

ity

and

sh

ou

ld c

ou

nt

as

pro

fess

ion

al h

ou

rs (

PH

) o

r co

nti

nu

ing

edu

cati

on

un

its

(CEU

)

Ch

ance

llor

and

B

ud

get

Off

ice

Dir

ecto

r

20

10-

20

13

R

ein

forc

emen

t o

f th

e U

PR

M in

stit

uti

on

al

clim

ate

of

colla

bo

rati

on

.

Iden

tify

an

d im

ple

men

t a

acti

viti

es t

o d

emo

nst

rate

th

at

Dev

elo

p b

roch

ure

s an

d v

ideo

clip

s th

at s

ho

w h

ow

U

PR

M a

dm

inis

trat

ors

hav

e ch

ange

d u

nila

tera

l sty

les

Ch

ance

llor

and

D

ean

s 2

01

0-2

01

3

Rei

nfo

rcem

ent

of

the

UP

RM

inst

itu

tio

nal

37

B.

OP

EN U

NIV

ERSI

TY

GO

AL:

Pro

mo

te a

n O

pen

Un

iver

sity

cu

ltu

re t

hat

en

cou

rage

s fr

eed

om

to

sh

are

info

rmat

ion

, id

eas,

an

d a

ctio

ns,

gu

aran

tee

ing

the

righ

ts a

nd

re

spo

nsi

bili

ties

of

all m

emb

ers

of

the

un

iver

sity

co

mm

un

ity.

OB

JEC

TIV

E: E

xten

d t

he

par

tici

pat

ion

op

po

rtu

nit

ies

of

the

dif

fere

nt

sect

ors

of

the

inst

itu

tio

nal

co

mm

un

ity

for

inp

ut

in t

he

dec

isio

ns

that

aff

ect

them

an

d w

ith

in t

he

dis

po

siti

on

s an

d f

ram

e o

f ac

tio

ns

esta

blis

hed

in t

he

Un

iver

sity

of

Pu

erto

Ric

o L

aw, G

ener

al B

ylaw

s an

d a

pp

licab

le in

stit

uti

on

al

po

licie

s.

AC

TIO

NS

AC

TIV

ITIE

S R

ESP

ON

SIB

LE

SYST

EM A

ND

UN

IT

TIM

EFR

AM

E P

RES

ENT

AN

D E

XP

ECTE

D

OU

TCO

MES

Imp

rove

tr

ansp

are

ncy

in

th

e d

ecis

ion

-m

akin

g p

roce

ss

Rev

ise

dec

isio

n-m

akin

g p

roce

sses

to

incl

ud

e ra

pid

co

mm

un

icat

ion

of

key

dec

isio

ns.

Pu

blis

h s

ynth

eses

of

rele

van

t an

d p

erti

nen

t d

ecis

ion

s in

w

hic

h a

rep

rese

nta

tive

of

each

gro

up

can

co

ntr

ibu

te a

s au

tho

r o

r d

ele

gate

in a

key

mem

ber

of

the

team

. Sh

are

thes

e in

blo

gs w

ith

m

emb

ers

of

oth

er u

niv

ersi

ties

to

sti

mu

late

inte

ract

ion

. Max

imiz

e th

e u

se o

f U

PR

M w

ebp

age,

ele

ctro

nic

new

slet

ters

, cir

cula

rs a

nd

Ga

ceta

C

ole

gia

l, C

art

ero

, Fa

ceb

oo

k, a

nd

Tw

itte

r.A

n a

nn

ual

pre

sen

tati

on

by

the

Ch

ance

llor

to t

he

enti

re u

niv

ersi

ty c

om

mu

nit

y to

sh

ow

ho

w h

e h

as

imp

lem

ente

d t

he

dif

fere

nt

stra

tegi

es t

hat

aff

ect

ou

r st

akeh

old

ers

and

th

e b

enef

it o

r im

pac

t o

f th

ose

dec

isio

ns

on

a s

ho

rt-m

ediu

m o

r lo

ng

ran

ge.

Ch

ance

llor,

ac

adem

ic s

enat

e,

and

ad

min

istr

ativ

e b

oar

d

Two

yea

rs

Rap

id c

om

mu

nic

atio

n

and

imp

rove

d

un

der

stan

din

g o

f im

po

rtan

t d

ecis

ion

s at

al

l lev

els.

UP

RM

ad

min

istr

ato

rs a

re

sen

sib

le t

o t

he

nee

ds

of

all

mem

ber

s o

f th

e co

mm

un

ity

thro

ugh

ou

t th

e ye

ars.

D

ocu

men

t h

ow

we

hav

e b

eco

me

a co

mp

etit

ive,

h

igh

ly-r

anke

d, H

isp

anic

wit

h a

str

on

g fe

mal

e co

mp

on

ent

inst

itu

tio

n in

lear

nin

g, r

esea

rch

, co

mm

un

ity

serv

ice

in a

ll fa

cult

ies

wit

hin

th

e U

PR

sy

stem

iden

tity

an

d im

pro

ved

co

llab

ora

tio

n.

Rev

isio

n o

f th

e p

ub

lic p

olic

y o

f n

o c

on

fro

nta

tio

n.

Ad

op

t an

d im

ple

men

t C

entr

al A

dm

inis

trat

ion

pu

blic

p

olic

y o

f n

o c

on

fro

nta

tio

n.

Ad

min

istr

ativ

e B

oar

d

38

Bro

aden

th

e p

arti

cip

atio

n

of

all s

ecto

rs

in t

he

d

ecis

ion

-m

akin

g p

roce

ss

Rev

ise

dec

isio

n-m

akin

g p

roce

sses

to

incl

ud

e p

arti

cip

atio

n o

f al

l re

leva

nt

sect

ors

.

Ch

ance

llor,

se

nat

e, a

nd

ad

min

istr

ativ

e b

oar

d

Two

yea

rs

Hig

her

deg

ree

of

dec

isio

n a

ccep

tan

ce b

y al

l sec

tors

invo

lved

C.

STR

ENG

THEN

ING

OF

GO

VER

NA

NC

E G

OA

L: C

om

plia

nce

wit

h t

he

dis

po

siti

on

s o

f th

e U

PR

Law

, th

e U

PR

Gen

eral

Byl

aws,

th

e re

qu

irem

ents

fo

r in

stit

uti

on

al li

cen

se a

nd

ac

cred

itat

ion

, an

d p

olic

ies

that

go

vern

inst

itu

tio

nal

op

erat

ion

s, r

ole

s an

d r

esp

on

sib

iliti

es o

f m

emb

ers

in g

ove

rnan

ce, l

ead

ersh

ip, a

nd

th

e ad

viso

ry f

un

ctio

ns,

an

d o

ther

rec

ogn

ized

org

aniz

atio

ns

by

the

inst

itu

tio

n.

O

BJE

CTI

VE:

Dev

elo

p, d

efin

e, r

evis

e, a

nd

alig

n t

he

dis

po

siti

on

s, r

ole

s an

d r

esp

on

sib

iliti

es e

stab

lish

ed in

law

an

d b

ylaw

s to

en

sure

an

eff

ecti

ve a

nd

re

spo

nsi

ble

par

tici

pat

ion

wit

hin

th

e p

rero

gati

ves

and

def

ined

sp

aces

fo

r ac

tio

n o

f ea

ch r

eco

gniz

ed o

rgan

izat

ion

an

d g

ove

rnan

ce e

nti

ty.

AC

TIO

NS

AC

TIV

ITIE

S R

ESP

ON

SIB

LE

SYST

EM A

ND

UN

IT

TIM

EFR

AM

E A

CTU

AL

AN

D E

XP

ECTE

D

OU

TCO

MES

Esta

blis

h a

co

mm

itte

e th

at in

clu

des

lega

l ad

viso

rs a

nd

rep

rese

nta

tive

s o

f al

l m

emb

ers

of

the

com

mu

nit

y to

rev

ise,

re

def

ine,

ad

apt,

an

d d

evel

op

dis

po

siti

on

s to

en

sure

co

mp

lian

ce b

ased

on

pas

t ex

per

ien

ce a

nd

th

e n

ew c

ircu

mst

ance

s th

e u

niv

ersi

ties

wit

h s

tro

ng

UG

an

d g

rad

uat

e p

rogr

ams

will

fac

e in

th

is m

illen

niu

m

Imp

lem

ent

a re

visi

on

pla

n o

f al

l d

isp

osi

tio

ns,

ro

les,

an

d r

esp

on

sib

iliti

es in

re

leva

nt

law

s an

d b

ylaw

s C

reat

e a

colu

mn

in G

ace

ta C

ole

gia

l d

iscu

ssin

g a

spec

ific

sec

tio

n o

r ar

ticl

e o

f U

PR

M la

w, b

ylaw

s an

d it

s ra

tio

nal

e, a

nd

b

enef

its

for

the

un

iver

sity

co

mm

un

ity

Ch

ance

llor,

se

nat

e, a

nd

ad

min

istr

ativ

e b

oar

d

Thre

e se

me

ster

s Se

cto

rs w

ill a

bid

e la

ws

and

byl

aws

even

in

dif

ficu

lt s

itu

atio

ns

39

MO

NI

TO

RI

NG

RE

PO

RT

: S

TD

11

.AC

TI

ON

PL

AN

S

MID

DL

E S

TA

TE

S C

OM

IMIS

SIO

N

ON

HIG

HE

R E

DU

CA

TIO

N

Cal

l B

ox 9

000

May

agüez

, P

R 0

0681-9

000

Fri

day

, Sep

tem

ber

03, 2010

Un

iver

sity

of

Puer

to R

ico

M

ayag

üez

Cam

pus

Off

ice

of

the

chan

cello

r

40

AC

TIO

N P

LA

N O

F T

HE

UN

IVE

RS

ITY

OF

PU

ER

TO

RIC

O A

T M

AY

AG

UE

Z

A

PP

EN

DIX

II

Sta

nd

ard

11:

Aca

dem

ic O

ffer

ing

s

Afte

r a

criti

cal a

naly

sis

of t

he c

ircum

stan

ces

rela

ted

to

the

stud

ent

conf

lict

and

its im

pact

on

the

acad

emic

offe

rings

, fr

amed

by

the

rele

vant

ele

men

ts o

f S

tand

ard

11, t

he c

once

rns

and

expe

ctat

ions

incl

ude

d in

the

Com

mis

sion

’s a

ctio

n an

d e

xpre

ssed

dur

ing

the

guid

ance

vis

it, th

e fo

llow

ing

plan

of a

ctio

n w

as o

rgan

ized

in o

ne

mai

n st

rate

gy: L

eng

th, r

igo

r, a

nd

dep

th o

f th

e ac

adem

ic o

ffer

ing

s.

A. L

EN

GT

H, R

IGO

R A

ND

DE

PT

H O

F T

HE

AC

AD

EM

IC O

FF

ER

ING

S

GO

AL

: T

he in

stitu

tion’

s ac

adem

ic o

fferin

g di

spla

y ac

adem

ic c

onte

nt, l

engt

h, r

igor

and

coh

eren

ce th

at a

re a

ppro

pria

te to

its

mis

sion

. O

BJE

CT

IVE

: E

stab

lishm

ent o

f act

ions

, mec

hani

sms

and

stra

tegi

es to

ass

ure

acad

emic

offe

ring

cont

ent,

rigor

, bre

ath

and

leng

th.

AC

TIO

NS

A

CT

IVIT

IES

RE

SP

ON

SIB

LE

S

YS

TE

M A

ND

UN

IT

TIM

EF

RA

ME

E

VID

EN

CE

OF

AC

TU

AL

AN

D E

XP

EC

TE

D R

ES

UL

TS

1. I

mpl

emen

t ins

titut

iona

l pol

icie

s in

al

ignm

ent w

ith li

cens

ing

and

accr

edita

tion

requ

irem

ents

to e

nsur

e co

nten

t, rig

or,

brea

th a

nd le

ngth

of u

nder

grad

uate

and

gr

adua

te c

ours

es, i

n or

der

to c

ompl

y to

th

eir

spec

ific

lear

ning

goa

ls a

nd o

bjec

tives

.

Pre

side

nt’s

sta

tem

ent t

o th

e in

stitu

tiona

l co

mm

unity

to in

form

and

req

uire

co

mpl

ianc

e w

ith li

cens

ing

and

accr

edita

tion

requ

irem

ents

rel

ated

to a

cade

mic

pro

gram

le

ngth

and

inst

ruct

ion

cont

act h

ours

to

assu

re in

stitu

tiona

l mis

sion

.

Pre

side

nt

P

resi

dent

’s s

tate

men

t to

info

rm a

cade

mic

co

mm

unity

Cha

ncel

lor’s

sta

tem

ent t

o th

e ac

adem

ic

com

mun

ity to

rea

ffirm

and

req

uire

co

mpl

ianc

e of

inst

itutio

nal p

olic

ies.

Cha

ncel

lor

July

201

0 P

olic

y in

form

ed a

nd

impl

emen

ted.

Am

ende

d ac

adem

ic c

alen

dar

to e

nsur

e re

quire

d in

stru

ctio

n co

ntac

t hou

rs, i

n co

mpl

ianc

e w

ith c

ours

es le

arni

ng g

oals

and

ob

ject

ives

, rig

or a

nd d

epth

. D

ean

of A

cade

mic

Affa

ir’s

stat

emen

t to

the

acad

emic

com

mun

ity to

req

uire

com

plia

nce

with

the

amen

ded

acad

emic

cal

enda

r

Adm

inis

trat

ive

Boa

rd

Dea

n of

Aca

dem

ic

Affa

irs

App

rove

d in

Ju

ne 2

010

Tak

es e

ffect

in

Aug

ust

2010

July

201

0

Am

ende

d ac

adem

ic

cale

ndar

Im

port

ance

of

com

plia

nce

with

the

cale

ndar

and

its

goal

s

41

O

BJE

CT

IVE

: E

stab

lishm

ent o

f act

ions

, mec

hani

sms

and

stra

tegi

es to

ass

ure

acad

emic

offe

ring

cont

ent,

rigor

, bre

ath

and

leng

th.

AC

TIO

NS

A

CT

IVIT

IES

RE

SP

ON

SIB

LE

S

YS

TE

M A

ND

UN

IT

TIM

EF

RA

ME

E

VID

EN

CE

OF

AC

TU

AL

AN

D E

XP

EC

TE

D R

ES

UL

TS

Dis

trib

utio

n of

am

ende

d ac

ade

mic

ca

lend

ar to

pro

fess

ors

Aca

dem

ic D

eans

, D

irect

ors

June

and

Ju

ly 2

010

info

rmed

. P

rofe

ssor

s in

form

ed

of th

e am

ende

d ac

adem

ic c

alen

dar

and

the

impo

rtan

ce o

f co

mpl

ying

with

the

cale

ndar

and

its

goal

s.

Am

ende

d co

ntra

cts

of fa

culty

and

teac

hing

as

sist

ants

or

impl

emen

tatio

n of

any

oth

er

acce

ptab

le m

echa

nism

to a

ssur

e co

mpl

etio

n of

req

uire

d in

stru

ctio

n co

ntac

t ho

urs

and

othe

r re

late

d in

stitu

tiona

l ob

ligat

ions

.

Cha

ncel

lor

A

ugus

t 201

0

Am

ende

d co

ntra

cts

2. D

efin

e st

rate

gies

and

act

ions

take

n an

d in

pro

gres

s to

ens

ure

cont

ent,

rigor

, bre

ath

and

leng

th o

f und

ergr

adua

te a

nd g

radu

ate

cour

ses,

inte

rnsh

ips,

dis

sert

atio

ns, t

hesi

s,

rese

arch

pro

ject

s, a

nd o

ther

aca

dem

ic

activ

ities

.

Pro

visi

on o

f tw

o da

ys o

f rev

iew

to b

ring

the

stud

ents

up

to d

ate

in th

eir

cour

ses.

D

epar

tmen

tal a

nd fa

culty

mee

tings

.

Adm

inis

trat

ive

Boa

rd

Dea

ns a

nd d

epar

tmen

tal

dire

ctor

s

Aug

ust 2

, A

ugus

t 3,

2010

A

ugus

t 201

0

Am

ende

d ac

adem

ic

cale

ndar

M

eetin

gs d

urin

g re

gula

r cl

ass

hour

s to

re

view

topi

cs c

over

ed

in c

ours

es.

Ext

ende

d of

fice

hour

s fo

r in

divi

dual

m

eetin

gs.

Dep

artm

enta

l Rep

orts

of

str

ateg

ies

and

actio

ns

42

O

BJE

CT

IVE

: E

stab

lishm

ent o

f act

ions

, mec

hani

sms

and

stra

tegi

es to

ass

ure

acad

emic

offe

ring

cont

ent,

rigor

, bre

ath

and

leng

th.

AC

TIO

NS

A

CT

IVIT

IES

RE

SP

ON

SIB

LE

S

YS

TE

M A

ND

UN

IT

TIM

EF

RA

ME

E

VID

EN

CE

OF

AC

TU

AL

AN

D E

XP

EC

TE

D R

ES

UL

TS

Impl

emen

tatio

n an

d ev

alua

tion

of s

trat

egie

s an

d ac

tions

take

n an

d in

pro

gres

s.

ta

ken

and

in p

rogr

ess

to

ensu

re c

onte

nt, r

igor

, br

eadt

h, a

nd d

epth

of

acad

emic

act

iviti

es.

C

hanc

ello

r’s c

omm

unic

atio

n to

the

dean

s an

d di

rect

ors

of a

cade

mic

dep

artm

ents

re

quiri

ng d

epar

tmen

tal r

epor

ts o

f str

ateg

ies

and

actio

ns ta

ken

and

in p

rogr

ess.

Cha

ncel

lor

Aug

ust 2

010

Cam

pus

Rep

ort o

f st

rate

gies

and

act

ions

ta

ken

and

in p

rogr

ess

to

ensu

re c

onte

nt, r

igor

, br

eath

and

dep

th o

f ac

adem

ic a

ctiv

ities

.

D

evel

opm

ent o

f pro

toco

ls fo

r th

e im

plem

enta

tion

and

eval

uatio

n of

bes

t pr

actic

es.

Dea

n of

Aca

dem

ic

Affa

irs

P

roto

cols

In

deve

lopm

ent

3. A

chie

ve in

stitu

tiona

l stu

dent

lear

ning

ou

tcom

es a

s de

fined

for

acad

emic

pr

ogra

ms

and

cour

ses.

Com

para

tive

anal

ysis

of s

tude

nt le

arni

ng

asse

ssm

ent d

ata

(i.e.

pre

and

pos

t tes

ts,

grad

es d

istr

ibut

ion,

tota

l and

par

tial

with

draw

als,

inco

mpl

etes

, and

aca

dem

ic

degr

ees

gran

ted)

agg

rega

ted

by c

ours

es

and

prog

ram

s du

ring

seco

nd s

emes

ter

2010

with

thos

e of

the

seco

nd s

emes

ter

of

the

prev

ious

yea

r.

Offi

ce o

f Pla

nnin

g an

d A

cade

mic

Res

earc

h;

Aca

dem

ic D

ean,

and

D

epar

tmen

tal D

irect

ors

Sep

tem

ber

2010

C

ompa

rativ

e A

naly

sis

Rep

ort a

nd a

ctio

ns

take

n ba

sed

on

asse

ssm

ent d

ata.

**

*Giv

en th

e sp

ecia

l si

tuat

ion

at R

UM

(s

emes

ter

resu

med

A

ugus

t 2 d

ue to

co

mm

itmen

t to

Cen

tral

A

mer

ican

and

C

arib

bean

Gam

es),

the

stat

istic

s fo

r th

is

sem

este

r w

ill n

ot b

e av

aila

ble

until

the

end

of

Aug

ust.

Las

t day

to tu

rn

in g

rade

s fo

r th

e

43

O

BJE

CT

IVE

: E

stab

lishm

ent o

f act

ions

, mec

hani

sms

and

stra

tegi

es to

ass

ure

acad

emic

offe

ring

cont

ent,

rigor

, bre

ath

and

leng

th.

AC

TIO

NS

A

CT

IVIT

IES

RE

SP

ON

SIB

LE

S

YS

TE

M A

ND

UN

IT

TIM

EF

RA

ME

E

VID

EN

CE

OF

AC

TU

AL

AN

D E

XP

EC

TE

D R

ES

UL

TS

sem

este

r is

Aug

ust 2

5.

The

ana

lysi

s w

ill b

e av

aila

ble

for

the

Mid

dle

Sta

tes

Com

mis

sion

vi

sit.

4. Im

plem

ent m

easu

res

to a

ssur

e ac

cess

to

the

lear

ning

and

res

earc

h re

sour

ces,

and

av

aila

bilit

y of

oth

er e

ssen

tial s

tude

nt

serv

ices

.

Ens

ure

avai

labi

lity

of fa

cilit

ies

and

stud

ent

serv

ices

. E

xten

d se

rvic

e ho

urs,

as

appr

opria

te.

Dep

artm

enta

l Dire

ctor

s M

ay, J

une,

Ju

ly, A

ugus

t 20

10

Dep

artm

enta

l Rep

orts

of

impl

emen

ted

mea

sure

s E

xten

ded

hour

s of

re

sour

ce c

ente

rs.

Add

ition

al p

erso

nnel

to

wor

k ex

tend

ed h

ours

. U

se o

f ele

ctro

nic

reso

urce

s.

Ava

ilabi

lity

of m

eetin

g fa

cilit

ies.

E

nsur

e av

aila

bilit

y of

libr

ary

serv

ices

Libr

ary

Dire

ctor

M

ay, J

une,

Ju

ly, 2

010

Acc

ess

to e

lect

roni

c re

sour

ces.

E

xten

ded

hour

s.

Pro

vide

alte

rnat

ive

faci

litie

s to

pro

vide

se

rvic

es.

Info

rm th

e co

mm

unity

of

the

libra

ry’s

se

rvic

es a

nd

sche

dule

.

5. Im

plem

ent s

trat

egie

s an

d m

easu

res

for

Coo

rdin

atio

n of

beg

inni

ng a

nd c

ompl

etio

n V

ice

Pre

side

ncy

for

July

, 201

0 A

cade

mic

cal

enda

rs

44

O

BJE

CT

IVE

: E

stab

lishm

ent o

f act

ions

, mec

hani

sms

and

stra

tegi

es to

ass

ure

acad

emic

offe

ring

cont

ent,

rigor

, bre

ath

and

leng

th.

AC

TIO

NS

A

CT

IVIT

IES

RE

SP

ON

SIB

LE

S

YS

TE

M A

ND

UN

IT

TIM

EF

RA

ME

E

VID

EN

CE

OF

AC

TU

AL

AN

D E

XP

EC

TE

D R

ES

UL

TS

guar

ante

e co

ntin

uity

of p

roce

sses

suc

h as

: ad

mis

sion

, reg

istr

atio

n, a

nd fi

nanc

ial

assi

stan

t pro

gram

s, a

nd o

ther

ess

entia

l st

uden

t ser

vice

s.

date

s of

the

acad

emic

ses

sion

bet

wee

n th

e un

its o

f the

sys

tem

and

adm

issi

on

proc

esse

s to

allo

w tr

ansf

er o

f stu

dent

s fr

om

one

unit

to a

noth

er a

nd fu

lfillm

ent o

f cou

rse

and

prog

ram

req

uire

men

ts.

Aca

dem

ic A

ffairs

; C

hanc

ello

rs; D

eans

, R

egis

trar

s; P

lann

ing

Offi

ce D

irect

or;

Adm

issi

ons

Dire

ctor

; F

inan

cial

Ass

ista

nt

Pro

gram

s D

irect

ors;

H

ealth

Dire

ctor

artic

ulat

ed

Coo

rdin

atio

n w

ith G

radu

ate

Sch

ools

, bot

h fr

om o

ur s

yste

m a

nd p

rivat

e in

stitu

tions

, da

te fo

r de

gree

cer

tific

atio

n

Reg

istr

ar

Aug

ust 2

010

List

of s

tude

nts

adm

itted

in

gra

duat

e sc

hool

s

Pro

vide

con

tinui

ty to

the

serv

ices

of t

he

Reg

istr

ars

Offi

ce.

Reg

istr

ar

May

, Jun

e 20

10

Pro

cess

tran

scrip

ts,

regu

lar

stud

ents

ce

rtifi

cate

s, s

tudy

pe

rmits

.

Pro

vide

con

tinui

ty to

the

adm

issi

ons

proc

ess

for

the

2010

-201

1 ac

adem

ic y

ear.

Adm

issi

ons

Dire

ctor

M

ay 5

, 201

0 M

ay 2

010

June

, 201

0

Dea

dlin

e to

res

erve

sp

ace

exte

nded

to M

ay

8, 2

010.

D

eadl

ine

to a

pply

for

Rec

onsi

dera

tion

exte

nded

to M

ay 1

0,

2010

. E

valu

ated

282

stu

dent

s w

ho a

pplie

d fo

r re

cons

ider

atio

n.

Com

mun

icat

ion

sent

45

O

BJE

CT

IVE

: E

stab

lishm

ent o

f act

ions

, mec

hani

sms

and

stra

tegi

es to

ass

ure

acad

emic

offe

ring

cont

ent,

rigor

, bre

ath

and

leng

th.

AC

TIO

NS

A

CT

IVIT

IES

RE

SP

ON

SIB

LE

S

YS

TE

M A

ND

UN

IT

TIM

EF

RA

ME

E

VID

EN

CE

OF

AC

TU

AL

AN

D E

XP

EC

TE

D R

ES

UL

TS

Sep

tem

ber

6,

2010

thro

ugh

UP

R w

eb p

age

abou

t the

Adm

issi

ons

Offi

ce s

ervi

ces

bein

g of

fere

d at

the

Dar

lingt

on

Bui

ldin

g an

d th

e

exte

nded

dea

dlin

e.

stud

ents

. D

eadl

ine

to tu

rn in

the

high

sch

ool g

radu

atio

n ce

rtifi

cate

Pro

vide

con

tinui

ty to

the

grad

uate

ad

mis

sion

pro

cess

. D

irect

or o

f Offi

ce o

f G

radu

ate

Stu

dies

M

ay, J

une

2010

P

roce

ss a

pplic

atio

ns fo

r st

uden

ts w

hose

do

cum

ents

wer

e re

ceiv

ed d

urin

g th

e

Str

ike.

P

rovi

de in

form

atio

n re

ques

ted

by g

radu

ate

stud

ents

and

by

appl

ying

stu

dent

s.

Pro

vide

con

tinui

ty to

gra

duat

e as

sist

ansh

ips.

D

irect

or o

f Offi

ce o

f G

radu

ate

Stu

dies

; A

ssoc

iate

Dire

ctor

of

Offi

ce o

f Gra

duat

e S

tudi

es

May

, Jun

e,

2010

C

oord

inat

ion

with

the

Pay

roll

Offi

ce a

nd th

e C

ompu

ter

Cen

ter

Pro

vide

con

tinui

ty to

fina

ncia

l ass

ista

nce

prog

ram

s.

Dire

ctor

of F

inan

cial

A

ssis

tanc

e O

ffice

Ju

ne 2

010

Re-

sche

dulin

g of

dat

es

with

fina

ncia

l offi

cers

.

Pro

vide

con

tinui

ty to

med

ical

ser

vice

s.

Dire

ctor

of M

edic

al

Ser

vice

s Ju

ne 2

010

Com

mun

icat

ion

with

the

list o

f med

ical

do

cum

ents

nee

ded

46

O

BJE

CT

IVE

: E

stab

lishm

ent o

f act

ions

, mec

hani

sms

and

stra

tegi

es to

ass

ure

acad

emic

offe

ring

cont

ent,

rigor

, bre

ath

and

leng

th.

AC

TIO

NS

A

CT

IVIT

IES

RE

SP

ON

SIB

LE

S

YS

TE

M A

ND

UN

IT

TIM

EF

RA

ME

E

VID

EN

CE

OF

AC

TU

AL

AN

D E

XP

EC

TE

D R

ES

UL

TS

Agr

eem

ents

of c

olla

bora

tion

for

the

use

of

exte

rnal

faci

litie

s fo

r ac

adem

ic a

nd

adm

inis

trat

ive

activ

ities

und

er e

xtra

ordi

nary

si

tuat

ions

. A

gree

men

ts fo

r th

e us

e of

ext

erna

l fa

cilit

ies

for

thes

es/d

isse

rtat

ion

defe

nses

.

Cha

ncel

lor;

Aca

dem

ic

and

Adm

inis

trat

ion

Dea

ns

Dire

ctor

of O

ffice

of

Gra

duat

e S

tudi

es

May

, Jun

e 20

10

Col

labo

ratio

n A

gree

men

ts

UP

RM

use

d th

e fa

cilit

ies

of th

e D

arlin

gton

Bui

ldin

g fo

r ad

min

istr

ativ

e ac

tiviti

es a

nd s

ome

thes

es d

efen

ses.

O

ff-ca

mpu

s lo

catio

ns

with

ade

quat

e m

eetin

g ro

om fa

cilit

ies

use

d fo

r th

esis

-dis

sert

atio

ns

defe

nses

47

MO

NI

TO

RI

NG

RE

PO

RT

: S

TD

3.A

CT

IO

N P

LA

NS

MID

DL

E S

TA

TE

S C

OM

IMIS

SIO

N

ON

HIG

HE

R E

DU

CA

TIO

N

C

all B

ox 9

000

May

agüez

, P

R 0

0681-9

000

Fri

day

, Sep

tem

ber

03, 2010

Un

iver

sity

of

Puer

to R

ico

May

agüez

Cam

pus

Off

ice

of

the

chan

cello

r

48

Act

ion

Pla

n o

f th

e U

niv

ers

ity

of

Pu

ert

o R

ico

at

Ma

ya

gu

ez

Sta

nd

ard

3: I

nst

itu

tio

na

l R

eso

urc

es

In t

he

con

text

of

the

con

cern

s an

d e

xpec

tati

on

s co

nta

ined

in t

he

Co

mm

issi

on

’s A

ctio

n,

the

inte

rnal

an

d e

xter

nal

en

viro

nm

enta

l fa

cto

rs r

elat

ed t

o

the

inst

itu

tio

nal

fin

ance

s, a

nd

th

e re

leva

nt

ele

men

ts in

Sta

nd

ard

3,

the

follo

win

g ac

tio

n p

lan

is o

rgan

ized

in t

wo

str

ateg

ies:

Fin

anci

al M

easu

res

to

Pro

mo

te C

on

tin

uit

y o

f O

per

atio

ns

and

Inst

itu

tio

nal

Eff

ecti

ven

ess

and

, Ad

dit

ion

al F

un

din

g So

urc

es

A.

Fin

an

cia

l m

ea

sure

s to

pro

mo

te c

on

tin

uit

y o

f o

pe

rati

on

s a

nd

in

stit

uti

on

al

eff

ect

ive

ne

ss

GO

AL:

To

dev

elo

p a

nd

imp

lem

ent

fin

an

cia

l mea

sure

s in

res

po

nse

to

th

e cu

rren

t fi

sca

l sta

te o

f th

e in

stit

uti

on

th

at

pro

mo

tes

con

tin

uit

y in

op

era

tio

ns

wh

ile m

ain

tain

ing

aca

dem

ic e

xcel

len

ce a

nd

inst

itu

tio

na

l eff

ecti

ven

ess.

OB

JEC

TIV

E: T

o m

ain

tain

th

e h

igh

qu

alit

y o

f a

cad

emic

off

eri

ng

s a

nd

ser

vice

s th

rou

gh

th

e im

ple

men

tati

on

of

fin

an

cia

l mea

sure

s th

at

per

mit

th

e in

stit

uti

on

to

su

sta

in lo

ng

-te

rm o

per

ati

on

s in

lig

ht

of

curr

ent

fisc

al c

on

stra

ints

.

AC

TIO

NS

AC

TIV

ITIE

S R

ESP

ON

SIB

LE

SYST

EM A

ND

UN

IT

TIM

EFR

AM

E P

RES

ENT

AN

D E

XP

ECTE

D O

UTC

OM

ES

No

pro

mo

tio

ns

for

assi

stan

t an

d

asso

ciat

e p

rofe

sso

rs r

ega

rdle

ss o

f th

eir

acad

emic

per

form

ance

.

The

pro

mo

tio

n m

ora

tori

um

has

b

een

in p

lace

sin

ce la

st y

ear.

B

oar

d o

f Tr

ust

ees

Fisc

al Y

ear

20

10

-20

11

Th

is m

easu

res

save

d b

etw

ee

n $

43

5,0

00

an

d $

54

2,0

00

th

e f

irst

ye

ar;

and

bet

wee

n $

90

0,0

00

an

d $

1,0

50

,00

0 t

he

sec

on

d y

ear.

H

ow

eve

r, t

his

po

licy

is n

ot

sust

ain

able

an

d it

has

bee

n t

he

mo

st

con

tro

vers

ial.

Co

nse

qu

entl

y, t

her

e i

s a

firm

co

mm

itm

ent

fro

m

UP

RM

ad

min

istr

atio

n t

o l

ift

this

mo

rato

riu

m a

s so

on

as

the

fi

nan

cial

sit

uat

ion

imp

rove

s.

No

new

ap

po

intm

ents

in t

enu

re

trac

k A

cad

emic

off

erin

gs m

ust

be

revi

sed

bec

ause

fac

ult

y lo

st b

y re

sign

atio

ns

and

ret

irem

ent

may

n

ot

be

sub

stit

ute

d. C

ou

rse

off

erin

g w

ill b

e p

rio

riti

zed

to

co

re

req

uir

ed c

ou

rse

s fi

rst,

fo

llow

ed

b

y a

limit

ed n

um

ber

of

elec

tive

s.

Ch

ance

llor

and

ac

adem

ic d

ean

s Fi

scal

Yea

r 2

01

0-2

01

1

Red

uct

ion

in t

he

nu

mb

er o

f el

ecti

ve c

ou

rses

an

d p

oss

ibly

in

grad

uat

e p

rogr

am o

ffer

ings

. Tem

po

rary

cen

tral

co

ntr

ol o

f th

e h

irin

g p

roce

ss t

o c

on

tro

l new

exp

end

itu

res:

new

ten

ure

tra

ck

app

oin

tmen

ts m

ust

ap

pro

ved

by

the

UP

R P

resi

den

t O

ffic

e.

Red

uce

d n

um

ber

of

serv

ice

cou

rses

49

El

imin

atio

n o

f fi

nan

cial

aid

fo

r fa

cult

y w

ork

ing

tow

ard

s a

Ph

D.

Facu

lty

mem

ber

s th

at w

ere

rece

ivin

g ai

d a

nd

per

son

nel

co

mm

itte

es

hav

e b

een

no

tifi

ed

of

this

dec

isio

n. I

n t

he

sho

rt r

un

, we

nee

d t

o r

eeva

luat

e th

e ex

isti

ng

pla

ns

and

lim

it s

cop

e o

f fu

ture

ac

tivi

tie

s in

volv

ing

the

se f

acu

lty

me

mb

ers.

Fo

cus

on

th

e m

ost

p

rod

uct

ive

acti

viti

es

that

can

be

spo

nso

red

wit

h e

xist

ing

facu

lty.

Ad

min

istr

ativ

e B

oar

d

Fisc

al Y

ear

20

10

-20

11

C

ost

elim

inat

ion

of

abo

ut

$1

.2 m

illio

n d

olla

rs p

er y

ear.

Th

ese

m

on

ies

wer

e u

sed

to

fu

nd

mo

st n

eed

ed t

each

ing

assi

stan

tsh

ips.

Th

ese

facu

lty

mem

ber

s w

ere

imp

ort

ant

for

the

futu

re

dev

elo

pm

ent

pla

ns

for

the

grad

uat

e an

d u

nd

ergr

adu

ate

pro

gram

s, r

ese

arch

pla

ns

and

inst

itu

tio

nal

ser

vice

s. P

rob

able

im

pac

ts a

re d

iffi

cult

to

pre

dic

t at

th

is t

ime.

Ho

we

ver,

th

e n

egat

ive

imp

act

of

the

com

bin

ed e

ffec

ts o

f "n

o p

rom

oti

on

s",

"se

vere

re

stri

ctio

ns

in n

ew a

pp

oin

tmen

ts"

an

d "

no

fin

anci

al a

id

for

Ph

. Ds"

wo

uld

be

dis

tre

ssin

g fo

r ac

adem

ic p

rogr

ams

if t

hes

e p

olic

ies

are

mai

nta

ined

fo

r m

ore

th

an a

co

up

le o

f ye

ars.

Red

uct

ion

of

add

itio

nal

co

mp

ensa

tio

n e

xpen

ses

Aca

dem

ic w

ork

load

re

vise

d.

Ad

dit

ion

al c

om

pen

sati

on

ex

pen

dit

ure

s w

ill b

e co

ntr

olle

d.

Dep

artm

ent

chai

rs

Fisc

al Y

ear

20

10

-20

11

C

ou

rse

off

erin

g w

ill b

e p

rio

riti

zed

to

co

re r

equ

ired

co

urs

es f

irst

, fo

llow

ed b

y a

limit

ed n

um

ber

of

ele

ctiv

es. T

he

max

imu

m

nu

mb

er o

f co

urs

e se

ctio

ns

will

be

rest

rict

ed, t

ho

ugh

red

uce

its

regu

lar

acad

emic

off

er t

o a

cco

mm

od

ate

the

sis

and

u

nd

ergr

adu

ate

rese

arch

as

regu

lar

wo

rklo

ad a

s o

pp

ose

d t

o

add

itio

nal

co

mp

ensa

tio

n.

5%

red

uct

ion

on

sal

ary

com

pen

sati

on

s fo

r d

irec

tors

, as

soci

ate

dir

ecto

rs, d

ean

s,

asso

ciat

e d

ean

s, a

nd

oth

er f

acu

lty

me

mb

ers

in a

dm

inis

trat

ive

po

siti

on

s.

Mo

nth

ly p

aym

ent

red

uct

ion

B

oar

d o

f Tr

ust

ees

Fisc

al Y

ear

20

10

-20

11

N

o n

et e

ffe

ct in

ou

r ac

adem

ic p

rogr

ams.

Co

lle

ge

of

Art

s a

nd

Sci

en

ces

Use

of

grad

uat

e st

ud

ents

to

tea

ch

bas

ic c

ou

rses

an

d la

bo

rato

ries

Th

e D

ean

of

Art

s an

d S

cien

ces

and

his

tea

m, a

lon

g w

ith

d

epar

tmen

t ch

airs

, ca

refu

lly

anal

yzed

aca

dem

ic d

eman

d a

nd

av

aila

ble

re

sou

rce

s.

Dep

artm

ent

Ch

airs

an

d A

rts

and

Sc

ien

ces

Dea

n

Firs

t an

d

seco

nd

se

me

ster

, ac

adem

ic y

ear

20

10

-20

11

Off

er m

ore

bas

ic c

ou

rses

an

d la

bo

rato

ries

at

a lo

wer

co

st.

P

rofe

sso

rs w

ho

tea

ch g

rad

uat

e co

urs

es

will

be

avai

lab

le t

o

teac

h u

nd

ergr

adu

ate

cou

rse

s.

Incr

ease

th

e n

um

ber

of

larg

e se

ctio

ns.

C

on

sult

atio

n o

f th

e D

ean

of

Art

s an

d S

cien

ces

and

his

tea

m w

ith

d

epar

tmen

t ch

airs

.

Dep

artm

ent

chai

rs

and

Art

s an

d

Scie

nce

s D

ean

Firs

t an

d

seco

nd

se

me

ster

, ac

adem

ic y

ear

20

10

-20

11

Mo

re s

tud

ents

are

tau

ght

and

ed

uca

ted

, wh

ich

bri

ngs

ab

ou

t re

du

ctio

ns

in o

per

atio

nal

an

d h

um

an r

eso

urc

es

cost

s.

Red

uct

ion

to

a m

axim

um

of

six

(6)

cred

its

of

rese

arch

rel

ease

tim

e fo

r fa

cult

y.

Det

erm

ined

in m

eeti

ng

of

De

an

wit

h A

sso

ciat

e D

ean

s o

f A

cad

emic

A

ffai

rs a

nd

Ad

min

istr

ativ

e A

ffai

rs.

Art

s an

d S

cien

ces

Dea

n

Firs

t an

d

seco

nd

se

me

ster

, ac

adem

ic y

ear

20

10

-20

11

Incr

ease

d a

vaila

bili

ty o

f p

rofe

sso

rs t

o t

each

co

urs

es, i

ncr

easi

ng

acad

emic

off

erin

gs, a

nd

co

st r

edu

ctio

ns,

giv

en t

hat

few

er

add

itio

nal

co

mp

ensa

tio

ns

and

par

t ti

me

hir

es a

re n

eed

ed t

o

cove

r re

leas

e ti

me.

50

Lo

ng

Term

: A

cu

rric

ula

r re

visi

on

o

f gr

adu

ate

pro

gram

s w

ill b

e ca

rrie

d o

ut

to r

edu

ce t

he

min

imu

m n

um

ber

of

cred

its

per

p

rogr

am. T

his

will

mak

e th

e p

rogr

ams

mo

re a

ttra

ctiv

e to

st

ud

ents

an

d w

ill m

ake

them

m

ore

on

a p

ar w

ith

“el

ite”

p

rogr

ams

in t

he

U.S

.

Co

nsu

ltat

ion

wit

h D

epar

tmen

t G

rad

uat

e C

om

mit

tees

, D

epar

tmen

t fa

cult

y, A

rts

and

Sc

ien

ces

Cu

rric

ulu

m C

om

mit

tee,

an

d A

rts

and

Sci

ence

s Fa

cult

y.

Co

mm

itte

es

and

Art

s an

d S

cien

ces

Dea

n

Ap

pro

xim

atel

y tw

o a

cad

emic

ye

ars

Incr

ease

d n

um

ber

of

grad

uat

ed s

tud

ents

an

d w

ill r

esu

lt in

o

ffer

ing

mo

re b

asic

co

urs

es a

nd

lab

ora

tori

es a

t a

low

er c

ost

.

Lon

g Te

rm:

Infr

astr

uct

ure

im

pro

vem

ents

to

incr

ease

o

ffer

ings

of

larg

e se

ctio

ns.

Co

llab

ora

tio

n b

etw

een

th

e A

rts

and

Sci

ence

s D

ean

’s O

ffic

es

and

B

uild

ings

an

d G

rou

nd

D

epar

tmen

t.

Bu

ildin

gs a

nd

G

rou

nd

s D

epar

tmen

t.

The

Off

ice

of

the

Dea

n w

ill p

rovi

de

fun

ds

and

fo

llow

up

.

Dep

end

s u

po

n

the

nat

ure

an

d

com

ple

xity

of

job

s.

Incr

ease

d c

ou

rse

off

erin

gs a

nd

stu

den

ts a

tten

ded

.

Co

lle

ge

of

En

gin

ee

rin

g

Red

uct

ion

of

grad

uat

e as

sist

ants

hip

s fu

nd

s.

Teac

hin

g as

sist

ants

hip

s h

ave

hig

hes

t fu

nd

ing

pri

ori

ty. S

om

e gr

adu

ate

stu

den

ts w

ill b

e h

ire

d in

a

per

-ho

ur

con

trac

t. G

rad

uat

e re

sear

ch a

ssis

tan

tsh

ips

wit

h

inst

itu

tio

nal

fu

nd

ing

wer

e el

imin

ated

. Fu

nd

ing

for

assi

stan

tsh

ips

for

rese

arch

will

h

ave

to c

om

e fr

om

ext

ern

al

fun

din

g.

Dep

artm

ent

Ch

air

Fisc

al Y

ear

20

10

-20

11

A

bo

ut

$1

80

,00

0 p

er y

ear

cost

red

uct

ion

.

Red

uce

d c

om

pu

ter

tuto

rin

g se

rvic

es

to u

nd

ergr

adu

ate

s.

Red

uce

d c

om

pu

tati

on

al t

uto

rin

g su

pp

ort

to

un

der

grad

la

bs/

cou

rses

. Fa

cult

y w

ill h

ave

to s

up

po

rt m

ore

gra

d s

tud

ents

wit

h r

esea

rch

gr

ants

to

kee

p u

p p

ub

licat

ion

rat

es. S

om

e in

stit

uti

on

al s

ervi

ce

will

be

scal

ed b

ack;

fo

r ex

amp

le, e

valu

atio

n o

f h

azar

d d

ue

to

bu

ildin

g se

ism

ic r

isk.

Red

uce

d f

un

din

g fo

r n

ew

gra

du

ate

stu

den

ts.

Op

erat

ion

al e

xpen

ses

red

uct

ion

: m

ater

ials

, su

pp

lies

and

m

ain

ten

ance

.

Pri

ori

tize

acq

uis

itio

n o

f ac

ade

mic

m

ater

ials

an

d s

up

plie

s. S

usp

en

d

all t

rave

l exp

ense

s u

sin

g o

per

atio

nal

acc

ou

nts

. Tea

chin

g an

d c

ou

rse-

rela

ted

exp

end

itu

res

bu

dge

t to

be

tigh

tly

con

tro

lled

. A

dm

inis

trat

ion

-rel

ated

co

mm

un

icat

ion

s ar

e b

ein

g se

nt

thro

ugh

em

ail a

nd

oth

er

elec

tro

nic

mea

ns.

Co

urs

e sy

llab

i w

ill b

e d

istr

ibu

ted

to

stu

den

ts

thro

ugh

ele

ctro

nic

mea

ns.

Use

fu

nd

s fr

om

res

earc

h in

dir

ect

cost

s

Dea

n

Fisc

al Y

ear

20

10

-20

11

O

per

atio

nal

bu

dge

t re

du

ctio

n a

bo

ut

30

% le

ss t

han

th

e to

tal

spen

t la

st y

ear.

Eq

uip

men

t w

ill b

e n

ot

up

grad

ed

to

late

st m

od

els.

R

edu

ced

pre

sen

ce a

nd

vis

ibili

ty o

f th

e C

olle

ge o

f en

gin

eer

ing

in

inte

rnat

ion

al f

oru

ms.

Li

mit

ed m

ater

ials

fo

r la

bo

rato

ries

.

Som

e so

ftw

are

licen

ses

will

no

t b

e re

new

ed o

r u

pd

ated

.

51

to p

urc

has

e, p

aper

, an

d o

ther

o

ffic

e su

pp

lies.

Iden

tify

ext

ern

al

spo

nso

rs o

f te

ach

ing

lab

s.

No

tem

po

rary

(ad

jun

ct)

pro

fess

ors

A

cad

emic

wo

rklo

ad a

nd

off

erin

gs

will

be

revi

sed

. Fo

r th

e n

ext

two

ye

ars,

a n

ew c

ou

rse

sch

edu

le w

as

pre

par

ed w

ith

ou

t th

e u

se o

f te

mp

ora

ry o

r ad

jun

ct p

rofe

sso

rs.

Dea

n a

nd

dep

artm

ent

chai

rs

Fisc

al y

ears

2

01

0-1

1 a

nd

2

01

1-1

2

Co

urs

e o

ffer

ing

will

be

pri

ori

tize

d t

o c

ore

req

uir

ed c

ou

rses

fir

st,

follo

wed

by

a lim

ited

nu

mb

er o

f el

ect

ives

. Th

e n

um

ber

of

stu

den

ts in

sec

tio

ns

of

elec

tive

co

urs

es

will

incr

ease

.

Red

uct

ion

or

elim

inat

ion

of

oth

er

wo

rklo

ad a

ssig

ned

to

pro

fess

ors

.

Res

tric

tio

n o

n r

esea

rch

rel

ease

ti

me

limit

ed t

o f

orm

al

inst

itu

tio

nal

agr

eem

ent.

Aca

dem

ic w

ork

load

re

vise

d

Co

urs

e o

ffer

ing

will

be

pri

ori

tize

d

to c

ore

req

uir

ed c

ou

rses

fir

st,

follo

wed

by

a lim

ited

nu

mb

er o

f el

ecti

ves.

R

elea

se t

ime

for

rese

arch

ac

tivi

tie

s w

ith

no

ext

ern

al f

un

din

g w

as e

limin

ated

.

Dep

artm

ent

chai

rs

Fisc

al Y

ear

20

10

-20

11

M

ore

pro

fess

ors

will

be

avai

lab

le t

o t

each

th

e re

qu

ired

co

urs

e se

ctio

ns.

Un

spo

nso

red

res

earc

h lo

ads

hav

e b

een

red

uce

d t

o a

bo

ut

50

% t

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53

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tro

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new

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tio

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d

Ten

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Co

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r

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nee

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exte

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nd

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th

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cello

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vern

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agen

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inco

me.

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“gre

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tain

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par

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on

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Dep

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Dep

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B

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Ye

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sp

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cilit

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fa

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Ath

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Fu

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of

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Ath

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tmen

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imp

rove

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ams

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mn

i in

itia

tive

s T

he

de

pa

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gro

up

s o

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rme

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t’s

ath

lete

s th

rou

gh

UP

RM

A

lum

ni O

ffic

e.

Ath

leti

c D

epar

tmen

t Ye

ar R

ou

nd

Fu

nd

s to

su

pp

ort

th

e A

thle

tic

Dep

artm

ent

Pro

gram

Monitoring Report to the Middle States Commission on Higher … · 2010-10-13 · UPRM Action Plan Secure continuity ... 2010 the Middle States Commission on Higher Education (MSCHE)

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