Read UPR-Utuado-Monitoring-Report.pdf text version

Monitoring Report

to the Middle States Commission on Higher Education

University of Puerto Rico at Utuado

September 1, 2010

Prepared by

Director of the Office of Planning and Institutional Research/ MSCHE Accreditation Liaison Officer Dr. Luz Méndez

Date of Team Visit

September 12-16, 2010

Chair of Visiting Team

Dr. John C. Cavanaugh

Table of Contents UPR-UTUADO MONITORING REPORT

INTRODUCTION

Overview of the UPR-Utuado - Characteristics UPR-Utuado's context on the issues or topics addressed in the report (Commission's Actions to be addressed on the report)

UNIT PLAN OF ACTION

STANDARD 4 ­ LEADERSHIP AND GOVERNANCE Summary, Discussion and Analysis of Actions of the University of Puerto Rico at Utuado ­ Past, Current and Future Overview Foster and Enhanced Institutional Climate and Identity Cultivate an Open University Culture Revisit and Empower Leadership and Governance at all Levels

STANDARD 11 ­ EDUCATIONAL OFFERINGS

Summary, Discussion and Analysis of Actions of the University of Puerto Rico at Utuado ­ Past, Current and Future Overview Guarantee Sustained Length, Rigor, and Depth of the Academic Offerings

STANDARD 3 ­ INSTITUTIONAL RESOURCES

Summary, Discussion and Analysis of Actions of the University of Puerto Rico at Utuado ­ Past, Current and Future Overview Secure Continuity and Institutional Effectiveness with Available Resources Maintain and Nurture Additional Sources of Funding to Continue Advancing Institutional Education and Research Priorities

CONCLUSION APPENDIXES OF SUPPORTING DOCUMENTATION INCLUDED IN CD

1. 2. 3. 4. 5. 6. 7. 8. Current Catalog Faculty Handbook Student Handbook UPR Utuado's governance structure (organizational chart) Audited Financial Statements 2007, 2008 and 2009 IPEDS Finance 2009-10 UPR Utuado's Institutional Profile 2009 Additional Supporting Documents --Plan of Action

i

University of Puerto Rico at Utuado

Monitoring Report to MSCHE (September, 2010)

LIST OF TABLES

Table 1-- UPR Utuado's Faculty Profile (2007-08 to 2009-10) Table 2-- Talent Search Activities Performed during the UPR System-Student Conflict Table 3-- Future Plan of Action for Standard 4--Leadership and Governance Table 4-- First Four Day Response from Faculty and Student Body (June 30th to July 3rd) Table 5-- Comparison on UPR-Utuado's 2008-2009 to 2009-2010 Partial/Total Withdrawals Table 6-- Grade Comparison 2007-08 to 2009-10 Table 7-- UPR-Utuado Recruitment Performance during UPR System-Student Conflict Table 8-- Reasons for Total Withdrawals After UPR System-Student Conflict (June ­July 2010 Period) Table 9-- Comparison of UPR-Utuado Total Withdrawals of Academic Years: 2009-10, 2008-09, and 2007-08 Table 10--Comparison of Main Reason Given for Total Withdrawals Academic Years: 2007-08, 2008-09, 2009-10 (Second Semester) Table 11--Board of Trustee's Institutional Guidelines Table 12--UPR-Utuado General Fund for Fiscal Years 2009-10 and 2010-11 Table 13--UPR-Utuado's Projected Budget for Fiscal Years 2010 through 2015 (as of July 1st) Table 14--UPR-Utuado General Fund for Current Fiscal Year 2010-2011 Table 15--UPR-Utuado Projected General Leger Distribution by Budget Line and Fiscal Years 2010-11 to 2014-15 Table 16--UPR-Utuado's Faculty Growth from 2007-08 to 2009-10 Table 17--UPR-Utuado's Faculty Degree Distribution from 2007-08 to 2009-10 Table 18--UPR-Utuado's Student Enrollment Growth from 2007-08 to 2009-10 Table 19--UPR-Utuado's Energy/Water/Gas Expense Reduction (2007-08 to 2009-10) Table 20--UPR-Utuado's Photocopier Rental Reduction (Effective 2010) Table 21--New Sponsored Projects Operating at the UPR­Utuado during Fiscal Year 2010­2011 Table 22--UPR-Utuado Additional Funds Distribution Fiscal Years 2007-08 to 2009-10

ii

University of Puerto Rico at Utuado

Monitoring Report to MSCHE (September, 2010)

LIST OF WEB LINKS

INTRODUCTION

http://www.uprutuado.edu/pdf/MSA-2010/In_1_Cert78_79_86_Council.pdf http://www.uprutuado.edu/pdf/MSA-2010/In_2_Cert_86_1978_79_Council_H_Educ.pdf http://www.uprutuado.edu/pdf/MSA-2010/In_3_Cert_25-1979-80_Council_H_Edu.pdf http://www.uprutuado.edu/pdf/MSA-2010/In_4_Cert_77_1998_99_BoardTrus.pdf http://www.uprutuado.edu/pdf/MSA-2010/In_6_ORG_chartUPRutu2010_11.pdf http://www.uprutuado.edu/pdf/MSA-2010/In_5_cer135-2009-10_BoardTrustees.pdf http://www.uprutuado.edu/pdf/MSA-2010/In_7_catalog2008-10.pdf http://www.uprutuado.edu/pdf/MSA-2010/In_8_MISvisVALUESuprUTUADO.pdf http://www.uprutuado.edu/pdf/MSA-2010/In_9_PROGRESSletterNOV2008.pdf http://www.uprutuado.edu/pdf/MSA-2010/In_10_STRATEGICplan2006-11.pdf http://www.uprutuado.edu/pdf/MSA-2010/1_5_ReportDEANSHIPadm.pdf http://www.uprutuado.edu/pdf/MSA-2010/1_6_envPROThealthsecurityREPORTS.pdf http://www.uprutuado.edu/pdf/MSA-2010/In_11_MSCHEletterJUNE_25_10.pdf http://www.uprutuado.edu/pdf/MSA-2010/In_12_letterOFliaisonDESIGNATION.pdf

UPR-UTUADO'S PLAN OF ACTION STANDARD 4--LEADERSHIP AND GOVERNANCE

http://www.uprutuado.edu/pdf/MSA-2010/1_1_Ley_Núm1351942_1.pdf http://www.uprutuado.edu/pdf/MSA-2010/1_2_University_Law_1966_.pdf http://sindicos.upr.edu/regl-pol-norm.htm). --1_2b http://www.uprutuado.edu/pdf/MSA-2010/1_3_ADMorgGOVunivOFpuertoRICO.pdf http://www.uprutuado.edu/pdf/MSA-2010/1_7_Voluntary_Report_1.pdf

http://www.uprutuado.edu/pdf/MSA-2010/1_8_MSCHE-UPRcorrespondence.pdf

http://www.uprutuado.edu/pdf/MSA-2010/1_9_CertMEDIATIONmeetings.pdf

http://www.uprutuado.edu/pdf/MSA-2010/1_10_E-mailMEETING_UPDATESuprSTATUS.pdf

http://www.uprutuado.edu/pdf/MSA-2010/1_11_MEETINGS_administrativeSTAFF.pdf 1-12--See http://www.rectorainforma.blogspot.com/

iii

University of Puerto Rico at Utuado

Monitoring Report to MSCHE (September, 2010)

http://www.uprutuado.edu/pdf/MSA-2010/1_14_EXTsessionACAsenate_June24_10.pdf http://www.uprutuado.edu/pdf/MSA-2010/1_15_meeACTINGchanAdmBOARD.pdf http://www.uprutuado.edu/pdf/MSA-2010/1_28_PRESSactivities.pdf http://www.uprutuado.edu/pdf/MSA-2010/1_16-INFsystemsDETAILEDreport.pdf http://www.uprutuado.edu/pdf/MSA-2010/1_17_ReportDEANSHIPstudentAFFAIRS.pdf http://www.uprutuado.edu/pdf/MSA-2010/1_18_Admission'sOfficeFollow-Up.pdf http://www.uprutuado.edu/pdf/MSA-2010/1_19_Cert32_2005-06BOARDtrustees.pdf http://www.uprutuado.edu/pdf/MSA-2010/1_20_TELECONprevAGwomenVIOLENCE.pdf http://www.uprutuado.edu/pdf/MSA-2010/1_21_PREagaWOvioCONVENTION.pdf http://www.uprutuado.edu/pdf/MSA-2010/1_22_PREagaWOvioPROPOSAL.pdf http://www.uprutuado.edu/pdf/MSA-2010/1_23_UTUADO'SheadSTARTprogram.pdf http://www.uprutuado.edu/pdf/MSA-2010/1_24_1stPasoFinoBREEDERSCon.pdf http://www.uprutuado.edu/pdf/MSA-2010/1_25_PHOTOSpasoFINOconvention.pdf http://www.uprutuado.edu/pdf/MSA-2010/1_26_TalentSEARCHreport.pdf

http://www.uprutuado.edu/pdf/MSA-2010/1_26b_CS-2009-10-31--Academic-Senate_UPR_Utuado.pdf http://www.uprutuado.edu/pdf/MSA-2010/1-26c__Certification-CS-2009-10-32--AcademicSenateUPR-Utuado.pdf

http://www.uprutuado.edu/pdf/MSA-2010/1-26d__ACCREDITATIONncateACBSP.pdf http://www.uprutuado.edu/pdf/MSA-2010/1_27_UTUADOcityHALLforMEETINGS.pdf

STANDARD 11--EDUCATIONAL OFFERINGS

http://www.uprutuado.edu/pdf/MSA-2010/2_1PresSTATEMENTmsCHEdetermination.pdf http://www.uprutuado.edu/pdf/MSA-2010/2_2_FacultyMeeting_July-20-2010.pdf http://www.uprutuado.edu/pdf/MSA-2010/2_3_Non-teachingPERSONNELmeeting.pdf http://www.uprutuado.edu/pdf/MSA-2010/2_4_VOLUNreportCHEofPUERTOrico.pdf http://www.uprutuado.edu/pdf/MSA-2010/2_5Cert_2009_10_30AdmBOARD_1.pdf http://www.uprutuado.edu/pdf/MSA-2010/2_6_MEETINGagendaASdirectors.pdf

http://www.uprutuado.edu/pdf/MSA-2010/2_7_REPORTfacultySTUDENTbodyRESPONSE.pdf

http://www.uprutuado.edu/pdf/MSA-2010/2_8_addendumHUMANresources.pdf http://www.uprutuado.edu/pdf/MSA-2010/2_9classREPOSplanCERTIFICATION.pdf http://www.uprutuado.edu/pdf/MSA-2010/2_10_ACADEMICreleaseTIME.pdf

iv

University of Puerto Rico at Utuado

Monitoring Report to MSCHE (September, 2010)

http://www.uprutuado.edu/pdf/MSA-2010/2_11_CONCLUDINGsemFOLLOWupREPORT.pdf http://www.uprutuado.edu/pdf/MSA-2010/2_11b_FINALtestSCHEDULE_2NDsem09-10.pdf

http://www.uprutuado.edu/pdf/MSA-2010/2_12_ACADEMICeventsRESEARCHcommunityPROJECTS.pdf

http://www.uprutuado.edu/pdf/MSA-2010/2_13_LIBRARYreport_1.pdf

http://www.uprutuado.edu/pdf/MSA-2010/2_14_ALTERNATIVESummerSessionCalendar.pdf

http://www.uprutuado.edu/pdf/MSA-2010/2_15_gathered_JULY29_TEPA1007.pdf http://www.uprutuado.edu/pdf/MSA-2010/2_16_AlternativesTEPA1007calendar.pdf http://www.uprutuado.edu/pdf/MSA-2010/2_17_Adm_Bo_2009_10_14.pdf http://www.uprutuado.edu/pdf/MSA-2010/2_18_TEPA1007_StudentASSsheet.pdf http://www.uprutuado.edu/pdf/MSA-2010/2_19_RETENTIONprocedures.pdf

http://www.uprutuado.edu/pdf/MSA-2010/2_20_AnnotatedBIBLIOGRAPHYuprSYSTEMstudentCONFLICT.pdf http://www.uprutuado.edu/pdf/MSA-2010/2_21_RAZONESbajasTOTALES-2007-08_AL_2009-10.pdf

STANDARD 3--INSTITUTIONAL RESOURCES

http://www.uprutuado.edu/pdf/MSA-2010/2_1_A_letterPRESIDENTJanuary8_2009.pdf http://www.uprutuado.edu/pdf/MSA-2010/2_1_B_letterPRESIDENTMarch10_2009.pdf http://www.uprutuado.edu/pdf/MSA-2010/2_1_C_letterPRESIDENTMay13_2009.pdf

http://www.uprutuado.edu/pdf/MSA-2010/2_1_F_FISCALbudgetLINKEDtoPLANNING.pdf

http://www.uprutuado.edu/pdf/MSA-2010/2_1_G_letterPRESIDENT_APRL_13_2009.pdf http://www.uprutuado.edu/pdf/MSA-2010/2_1_H_certificationsADMboard_budget.pdf http://www.uprutuado.edu/pdf/MSA-2010/2_1_I_BUDGETmeasures.pdf

http://www.uprutuado.edu/pdf/MSA-2010/2_1_J_LETTERchancellor_FacultyACCREDITATION.pdf

http://www.uprutuado.edu/pdf/MSA-2010/2_1_K_Certification130_ExternalRESOURCES_CouncilHeDUCApr.pdf

v

University of Puerto Rico at Utuado

Monitoring Report to MSCHE (September, 2010)

MEMBERS OF THE MONITORING REPORT COMMITTEE

Dr. Iris Mercado Acting Chancellor/Rector Dr. Luz Méndez Director of the Office of Planning and Institutional Research/ MSCHE Accreditation Liaison Officer Prof. Osvaldo Lamboy Acting Dean of Academic Affairs Prof. Ana Arce Acting Dean of Student Affairs Dr. Luis Tapia Acting Dean of Administratives Affairs Mrs. Edna Rodríguez Administrative Secretary of the Office of Planning and Institutional Research

vi

University of Puerto Rico at Utuado

Monitoring Report to MSCHE (September, 2010)

INTRODUCTION

Overview of the Unit--Characteristics

The University of Puerto Rico at Utuado (UPR-Utuado) was created by Joint Resolution #9 of the Legislative Assembly of the Commonwealth of Puerto Rico on December 1, 1978, by Certification #78-79-86 and Certification #86 (1978-79) of the Council of Higher Education. The initial authorized academic offerings were identified in Certification #25 1979-80 of the Council of Higher Education, consisting of associate degree programs in agricultural technology, professional fields (education and business) the arts and sciences. The College began operations in August, 1979 with an enrollment of 195 students. In 1999, through Certification #077 1998-99 of the Board of Trustees autonomy was granted to the College as one of eleven University of Puerto Rico (UPR) System campuses, and created the positions of Chancellor and Deans, as well as the deliberative bodies of the Administrative Board and the Academic Senate. In the year 2000, the College acquired its present official name (See Organizational Chart of UPR-Utuado 2010-11). Three decades after its foundation, the UPR-Utuado has an academic offering of 22 programs leading to degrees at the associate and bachelor's level, a 121-member faculty, a student enrollment of 1,623, modern and expanding physical facilities, relevant research and teaching projects, and a consolidated budget of close to $14,226,336.00. (See Certification# 135 2009-2010 of the Board of Trustees). Initially, the institution's physical facilities were located in a small 1.5 acre lot belonging to the Municipality of Utuado. In 1982, a 118 acre farm was purchased in the Utuado neighborhood (barrio) known as Salto Arriba, on Highway #123, Kilometer 52.7, and has been the Campus location since 1992. The University of Puerto Rico at Utuado has a unique academic profile trained to serve: transfer, associate and bachelor degree programs (See UPR-Utuado's Academic Catalog). Moreover, the academic mission, (See UPR-Utuado's Mission, Vision and Values) with a predominant emphasis in agricultural programs, reflects the enrollment growth in the fields of education and business administration as well as emerging initiatives towards offerings in the life sciences. The campus milieu (118 adjoining acres, the largest contiguous extension of all eleven system campuses, and singular location valued for its Taino Indian heritage) presents an optional and distinctive environment appropriate for the study of the liberal arts within an agricultural setting. The dramatic growth in the academic and physical realms has consolidated, in the central region of the Island, an intellectual community with academic credentials in a variety of disciplines. Table I presents various components of the UPR-Utuado faculty profile: 1) a gradual but definitive increase in the number of faculty with doctoral degrees, or their equivalent (34%), 2) tenured/tenured track (65%), and 3) working full time (72%).

Introduction

`

Page 1 of 35

University of Puerto Rico at Utuado

Monitoring Report to MSCHE (September, 2010)

Table 1 UPR Utuado's Faculty Profile (2007-08 to 2009-10) Faculty Profile Academic Preparation Bachelor's Master's Doctorate Juris Doctor Academic Rank Full Professor Associate Professor Assistant Professor Instructor Contract Type Tenured Tenure Track Service Contract Classification Full time Part Time Total Faculty Members Academic Years 2007-08 0 81 30 4 21 20 27 47 58 7 50 88 27 115 0% 70% 26% 3% 18% 17% 23% 41% 50% 6% 43% 77% 23% 2008-09 0 83 43 4 21 24 37 48 59 17 54 89 41 130 0% 64% 33% 3% 16% 18% 28% 37% 45% 13% 42% 68% 32% 2009-10 0 77 41 3 20 22 37 42 57 22 42 87 34 121 0% 64% 34% 2% 17% 18% 31% 35% 47% 18% 35% 72% 28%

The UPR-Utuado faculty is committed and focused on the academic development of first generation college students, particularly those with limited economical and educational resources. They have also become actively involved in: 1) research projects related to sustainable agricultural and environmental practices, 2) recognized projects of literary and artistic creation; and 3) leadership positions in the UPR System and its Board of Trustees, professional evaluating committees and organizations, as well as in outreach. Throughout the years, surpassing the complexities of the island's current economy and its effects on higher education, a stable evolution has occurred in UPR-Utuado's student enrollment and conferred degrees. Graphs (1 and 2) present the facts of enrollment growth and degrees conferred from 2007-08 to 2009-10. The first to second year retention rates for the last five years average 64%. The three-year graduation rate has increased gradually during the previous five years and reached 27.6% with the cohort 2003.

Introduction

`

Page 2 of 35

University of Puerto Rico at Utuado

Monitoring Report to MSCHE (September, 2010)

Graph 1

Graph 2

This development is mainly attained with systemic and institutional planning and the increase of spaces and institutional resources. Assessment efforts, with roots in institutional priorities dating from the decade of the 1980's, has kept a vigorous presence in UPR-Utuado institutional life. Both a Strategic Planning Committee (since 1983) and an Assessment Committee (since 1996) have been working together for the growth and excellence of this institution. The Institution's Progress Letter to MSCHE on Implementation of Planning and Assessment at UPR-Utuado, November 2008, offers updated information on these fundamental issues. New opportunities arise and are planned for institutional development and strengthening (See UPR-Utuado's Strategic Plan 2006-11). Several specific plans, in the context of the strategic plan, seek to address these issues. The budget distribution for 2010-11 will be optimized to fund the progressive implementation of these plans.

` Page 3 of 35

Introduction

University of Puerto Rico at Utuado

Monitoring Report to MSCHE (September, 2010)

Unit Context on the Issues or Topics Addressed in the Report

On April 23, 2010, the students of UPR-Utuado initiated a student manifestation that impeded the entrance to campus community (students, faculty, non-teaching personnel, and visitors). This demonstration was interrupted on April 27th when the students abandoned the main gates and allowed the campus community to renew their academic and administrative work during the regular schedule. That same morning, the student body met in a Student Assembly during the universal hour (10:00 to 11:30 a.m. academic recess). After their debate, they openly voted and favored to declare an indefinite strike, officially beginning at 12:30 p.m. Procedures were taken by the students for faculty and administrative personnel to abandon the premises by 2:00 p.m. Once again the students (mainly members of the UPR-Utuado Student Council) turned to the main campus gates to renew their protest. On June 18, 2010, a student assembly met in campus facilities (El Bohío Center) to announce the conclusion of the student strike. Once the event concluded, the students began to clean the main gate area. (See Evidence that Outstanding Matters of the Deanship of Administrative Affairs were maintained before, during and after the Student Strike Crisis). After fulfilling the necessary reports requested by UPR Central Administration on institutional facilities status (See Environmental Protection, Health and Security (EPHS) Reports), classes at UPR-Utuado began on June 30, 2010.

Commission's Actions to be Addressed on this Report

The following document is submitted as a request by the Commission on Higher Education of the Middle States Association of Colleges and Schools (MSCHE) on June 25, 2010 (See MSCHE Letter sent to UPR on June 25, 2010/Status of Accreditation). This monitoring report completed by the University of Puerto Rico at Utuado, details the manner in which this institution preserved its system of governance, resources, and academic-administrative obligations with its student body and community during the indefinite Student Strike of April--June 2010. This report was compiled using official UPR System and UPR-Utuado documents that evidence the institutional decisionmaking and procedures performed during the student crisis. The Planning and Institutional Research Office (PIRO), served as the backbone of the document, giving the report consistency and form with the recommendations of the UPR Central Academic Affairs Office (See Designation of Liaison to Prepare Report and Minutes of first meeting). This report delineates the progress of the areas under MSA examination: Standard #4 Standard #11 Standard #3 Conclusion Appendixes Leadership and Governance Educational Offerings Institutional Resources

Introduction

Page 4 of 35

University of Puerto Rico at Utuado

Monitoring Report to MSCHE (September, 2010)

UPR-UTUADO'S PLAN OF ACTION

Standard 4: Leadership and Governance

Summary, Discussion and Analysis of Actions of UPR-Utuado-Past, Current and Future

This section documents evidence of the existence and implementation of clear institutional policies specifying the respective authority of the different governance bodies and their respective roles and responsibilities in shared governance. It also reports on the actions taken by UPR-Utuado to evidence its compliance with institutional policies during the UPR System-Student Conflict. All new UPR System's policies and norms for leadership and governance being considered after the conflict will be integrated in time at UPR-Utuado. After the conflict, institutional authorities at UPR-Utuado have considered the development of forms and mechanisms that will invigorate the pro-institutional response for mediation/communication with the constituents. These are still under the ActingChancellor and Deanships' evaluation. An update on these issues will be offered during the official MSCHE visit.

Overview

On March 12, 1903, the University of Puerto Rico (UPR) opened its doors as an institution of higher education, according to the enactment approved by the Second Legislation Assembly. Expanded autonomy as an institution was obtained by Law No. 135 of 1942. The actual University Law (1966) amended in 1993), clearly delineates the institution's governing structure, including the composition, duties, and responsibilities of each university constituent in the development of policies and in the decision-making process. The internal management of each institutional unit is governed by applicable dispositions of law, UPR General By-Laws, and general application complimentary by-laws, as well as by resolutions adopted by the Board of Trustees, by the guidelines established by the University President, and by the rules and regulations adopted by each institutional governing body (http://sindicos.upr.edu/regl-pol-norm.htm). All of the autonomous units within the University of Puerto Rico System have deliberative bodies essential for college governance (See Administrative Organization and Governance of the University of Puerto Rico System).

Foster and Enhanced Institutional Climate and Identity

As previously stated in the UPR System's Voluntary Report to MSCHE, UPR-Utuado was fully conscious of the impact an indefinite illegal student strike would have upon its mission fulfillment and license/accreditation/funding compliance. Previous correspondence between MSCHE and UPR foresaw that issues regarding UPR System's governance could eventually build up in tensions between the System and its community (See MSCHE/UPR correspondence). Therefore, the possible strike rumors motivated UPR-Utuado's authorities to early begin to monitor campus community actions while preparing for any upcoming protest. Several prevention actions were taken to strengthen institutional climate and identity:

UPR Utuado's Plan of Action

Page 5 of 35

University of Puerto Rico at Utuado

Monitoring Report to MSCHE (September, 2010)

Actions

Weeks before the conflict, Acting Chancellor and Deans' Mediation meetings were held with the UPRStudent Council and Labor Unions. When UPR-Utuado officials met with the students, the student body in general stated to understand the graveness of the actions being considered. However, the pressures of the UPR-Rio Piedras' Student Council upon the local student council prevailed. The following measures were taken by the Acting Chancellor to keep informed on UPR Systemic decision-making and notify others on conflict status: 1. E-mail meeting updates on UPR-Utuado status with UPR President's Office 2. Meetings with administrative staff were held to keep personnel updated with the events. 3. The Acting Chancellor's blog (See http://www.rectorainforma.blogspot.com/) and letters to the campus community were made to keep them informed. 4. An extraordinary session of the Academic Senate was held on June 24, 2010 to discuss the pending issues and the UPR System-Student Conflict. 5. Two meetings were also held with the Acting Chancellor and Administrative Board to discuss the following issues: 1) Evaluate and approve the amendment made to the Second Semester Academic Calendar 2009-2010, and Evaluate the Summer Academic Calendar 2009-2010 for TEPA 1007: Food Processing Practicum. In various occasions, Utuado's radio station, 1530 WUPR, was also used as a mechanism to inform the campus and external community on UPR System-Student conflict and other institutional issues. The UPR-Utuado press representative visited the Horizons news program to keep the campus/external community informed on the following matters Press Activities during the UPR SystemStudent Conflict):

Wednesday, May 19, 2010--Information and guidelines for new students and parents regarding the UPR System-Student conflict Tuesday, May 25, 2010--Chancellor calls a meeting for student officers and management personnel. Wednesday, June 3, 2010--Progress update on UPR System-Student conflict Friday, June 5, 2010--Open discussion on UPR-Utuado's academic programs with the community Thursday, June 10, 2010--Interview made with UPR-Utuado's faculty member, Dr. Yolanda Molina, on her experience as an artist and professor. Tuesday, June 15, 2010--Interview with UPR-Utuado's faculty member, Dr. Reniel Rodríguez, on Otoao's Archaeologist Society and his teaching experience Friday, June 18, 2010--Chancellor's calls a staff meeting to discuss issues related to possible UPR System-Student conflict resolution. Thursday, June 24, 2010--Interview made with student members of the negotiating committee on ending of strike and resumption of classes at UPR-Utuado.

UPR Utuado's Plan of Action

Page 6 of 35

University of Puerto Rico at Utuado

Monitoring Report to MSCHE (September, 2010)

Friday, June 25, 2010--Inform the community on off-campus activities concerning UPR-Utuado and the Horse Breeders' Convention. Friday, July 2, 2010--Inform the campus and external community on the MSA Monitoring Report Visit to UPR-Utuado.

Overall, to establish communication system between university and government authorities in order to fulfill its mission, UPR-Utuado performed the following activities: Acting Chancellor and Deans constantly met with UPR President and staff Deans held meetings with their staff to establish the fulfillment of institutional duties before, during and after campus closure. A form to evidence meetings and decisions during conflict crisis was developed. To facilitate the implementation of measures that assures mutual support, respect and collaboration between the constituents: The Acting Chancellor and Deans held mediation meetings with Student Council and Labor Unions. Among the current activities are: Designate a Committee to develop and include a section on Mediation for Student Conflicts to the current Student Manual Offer workshops and conferences on Conflict Management for campus community. These are to be scheduled and promptly offered. To foster ongoing and transparent communication with all constituents the Institution accomplished the following: The Acting Chancellor and UPR-Utuado Press Representative kept the internal/external community informed on the student strike and other institutional issues via blogs, e-mails and radio The Acting Chancellor and Deans met with Academic Senate, Administrative Board and Deanships' personnel. Among the activities being scheduled are: Offer orientation on Campus Constituents Rights and Duties for campus community

UPR Utuado's Plan of Action

Page 7 of 35

University of Puerto Rico at Utuado

Monitoring Report to MSCHE (September, 2010)

To explain institutional and external accountability (MSCHE, DE, HEA and licensing agencies)to the campus community the Acting Chancellor keeps the internal/external community informed on these issues through meetings, e-mails and letters.

Cultivate an Open University Culture

As soon as the UPR-Utuado's Student Council announced its strike, numerous procedures were promptly taken to: 1) protect campus infrastructure, and 2) assure fulfillment of administrative and academic procedures, and offer 3) media updates to UPR-Utuado's community that comply with Open University standards.

Acting Chancellor's Actions

The instant the UPR-Students' Council denied the entrance to the campus grounds, a strategy of noconfrontation was adapted. This tactic had proven to be favorable in past UPR-Utuado's labor union/student manifestations. It would not only protect facilities and campus population; but also, keep dialogue between the groups in conflict. Due to this implemented plan of respect among the parties, the local Student Council made various entrance concessions to several members of the administrative personnel and faculty (See Evidence that Outstanding Matters of the Deanship of Administrative Affairs were maintained before, during and after the Student Strike Crisis). The Acting Information System's Director entered to maintain institutional network and support finance procedures (See Information System's Detailed Report). The Acting Finance Director and thirteen (13) employees also entered to perform: 1) payroll processes of April and May, and 2) payment for suppliers. The Program Trio Talent Search Office was given access to obtain boxes of material for its College Board Review. Entrance was given to an official vehicle for institutional purposes (e.g. Admission's personnel, messengers, etc.). Several external visitors were allowed entry during the strike: 1) Representatives of the Seismic Red of Puerto Rico (UPR-Mayaguez) to gather necessary data from the seismic monitoring system located on campus, 2) Members of the Utuado City Hall were also allowed to enter in order to measure campus parking area for asphalt paving, and 3) Owners of art collections being exhibited at Library and Resource Center were allowed to pick-up their pieces of art. Daily access was given to Mr. José Carmona, maintenance employee, who was in charge of feeding the Paso Fino horses that are used for courses under the Continuous Education Program. Dr. Marisol Davila, Director of the Agricultural Technology Department, also entered every day to maintain Agricultural Technology projects. All members of the campus security were immediately requested to be available for duty: 24 hours, on holidays and if necessary, extended shifts. Coordination was also made with Utuado's state police for support during the strike period. Campus security collaborated with the activation of water pumps and the maintenance of air-conditioning systems belonging to laboratories/the storage room for volatile substances.

UPR Utuado's Plan of Action Page 8 of 35

University of Puerto Rico at Utuado

Monitoring Report to MSCHE (September, 2010)

Deanship of Administrative Affairs' Actions (ADAD)

The Deanship of Administrative Affairs worked diligently before, during, and after the student strike to ensure the coordination, supervision, and fulfillment of administrative process vital for the Institution's welfare. The following summarizes the tasks performed by ADAD offices (See Evidence that Outstanding Matters of the Deanship of Administrative Affairs were maintained before, during and after the Student Strike Crisis). Various tasks were performed by the Finance Office : 1) All necessary procedures for the May and June payroll, 2) payments corresponding to Social Security, Medicare, Child Support Administration and taxes, completed electronically, 3) payments concerning student loans, part-time employees/students were also timely made, 4) salary reductions for the UPR Retirement Office were performed and verified, 5) trips were made to UPR-Medical Sciences in order to print salary checks for June 10th, 6) a special report on Department of Education Accounts was sent to the UPR Central Administration's Office, and 7) personnel assisted the Admission's office during their Phone Call Marathon to inform New Students of the relocation of their Orientation Day. The Human Resources' Office (HR) kept contact with UPR Central Administration's HR Office to keep UPR-Utuado officials notified on issues concerning: hiring procedures, contracts, certifications, licenses, contracts registered at Comptroller's Office and instructions dealing with the student strike. Transactions with the HRS System were performed so personnel would not be affected. Moreover, UPR-Utuado personnel were kept informed on HR matters during the strike period via telephone. Correspondence was daily picked-up by the Messengers' Office at the Utuado's Post Office and Arecibo's UPS station. Transportation was also provided for employees assisting official meetings. After the strike, all Maintenance Office employees were allowed to enter and worked briskly in optimizing physical facilities. Reconditioning of campus grounds was a top priority after the student strike. The Landscaping Director and employees were assisted by other ADAD-personnel offices that voluntarily offered their time and loaned equipment to accelerate grass-cutting/clean-up processes. Furthermore, the Office also received collaboration from the Utuado Fire Department and Utuado's Emergency Management Office who loaned equipment (trucks and drivers) for pavement-sanitizing purposes.

Deanship of Student Affairs' Actions (STAD)

The Deanship of Student Affairs was fully activated to serve their population during the student strike. Their efforts throughout the conflict complied with all the institutional demands required during that particular period. The following summarizes the tasks performed by STAD offices (See Evidence that Outstanding Matters of the Deanship of Student Affairs were maintained before, during and after the Student Strike Crisis): The Admission's Office staff worked non-stop with the assistance of other STAD offices throughout the whole students' strike from various facilities to offer 2010-2011 New Students'

UPR Utuado's Plan of Action

Page 9 of 35

University of Puerto Rico at Utuado

Monitoring Report to MSCHE (September, 2010)

orientation, document assistance, federal aid information and counseling on issues dealing with UPR-Utuado and the current crisis. Personnel also worked the logistics and rescheduling of the Orientation Day at Utuado's City Hall Theatre. Workers kept constant communication with Acting Dean/Chancellor, and traveled in various occasions to UPR's Central Administration to keep updated on UPR admissions and crisis issues (See Admission's Office Follow-ups for 2010-11 Freshmen). The Student's Ombudsperson, Mrs. Marisol Ocasio, assisted the Acting Chancellor in prevention/mediation processes, and met with the President of the UPR-Utuado Student Council, according to the Board of Trustees' Certification #32, 2005-2006. She also performed the following tasks: 1) assisted the Acting Dean in offering orientation to New Students via telephone and working during the Orientation Day, 2) participated in a teleconference on Prevention against Women Violence on May 25, 2010, 3) represented UPR-Utuado at the Prevention against Women Violence Convention at Las Vegas, Nevada during June 14-18, 2010; and 4) worked on the Prevention against Women Violence Proposal. Various activities were performed by the Financial Aid Office: 1) New Students' Financial Aid orientation was given on campus during the indefinite strike announcement, 2) Students/Work participants' payroll was revised via telephone with Information System's Office Director, Mrs. Maricelys Rivera, 3) Oracle System adjustments/cancellations of the 2010-2011 academic year were performed via computer, 4) personnel also assisted the Admission's office on their New Students' Orientation Day at the Utuado's City Hall Theatre; and 5) constant communication was kept with Acting Dean/Chancellor and UPR System officials on: 1) Oracle System mishaps and 2) Pell grant funds' status. The Counseling and Orientation Office personnel constantly went to Acting Dean, Acting Chancellor's and Admission's Office meetings; and worked at offices located at Utuado's City Hall. Personnel also assisted the Admission's office in: 1) sending admission documents to New Students, 2) prepared promotion material and planned on the logistics for New Students' Orientation Day, 3) worked in: Orientation Day Phone Call Marathon, and at the Orientation Day at the Utuado's City Hall Theatre. The Office Director also represented UPR-Utuado at Central Administration meetings, and from this location contacted new students for UPR-Utuado purposes. The Health Services' Office personnel constantly went to Acting Dean and Acting Chancellor's meetings, and worked at offices located at Utuado's City Hall. Personnel also prepared new students health records, and helped the Admission's office during their Phone Call Marathon and Orientation Day at the Utuado's City Hall Theatre. Personnel from the Athletics' Office performed try-outs for new College runners, and went to various events: 1) UPR-Central Administration meetings for athletic directors, and 2) Athletic Interuniversity League (LAI) meetings.

UPR Utuado's Plan of Action

Page 10 of 35

University of Puerto Rico at Utuado

Monitoring Report to MSCHE (September, 2010)

Deanship of Academic Affairs' Actions (ACAD)

Although the Deanship of Academic Affairs' main objective of delivering instruction within the classroom setting was impeded during the student strike period, a large number of its administrative personnel and faculty was fulfilling its responsibilities with UPR-Utuado in other matters, such as: research, publication, committee and student practicum responsibilities, among others) also important within the academy. The Continuing Education Program (CEP), office under ACAD, performed the following activities to fulfill its institutional commitment: The Continuing Education Program was contracted by Utuado's Head Start Program to offer Child Development Associate Training to its infants/pre-school personnel. During the strike period, coordination meetings and training were offered at Head Start facilities. The CEP personnel and other members of the UPR-Utuado community worked diligently in the logistics of the 1st Paso Fino Breeders' Convention celebrated June 25-27, 2010. This coordination began during the month of January and was not affected by the student strike (See more photos). Standard #11 on Educational Offering presents more detailed information on Academic Affairs Deanship endeavors during the conflict. Federal Funded Programs at UPR-Utuado, Talent Search, did not interrupt its services during the strike period. During the months of May and June, its personnel continued to offer school visits, student orientation, follow-ups via telephone, e-mail and personal contact. Personnel Meetings were held at Antonia Reyes Padilla (May 6, 10, and 24). Moreover, a College Board Review was organized and offered to its participants on June 10th and 11th at the SU Francisco Ramos School (Utuado). The following table summarizes Talent Search activities performed during this period:

Table 2 Talent Search Activities Performed during the UPR System-Student Conflict Date April 26-30 Town Utuado School Francisco Ramos Inocencio Montero Antonia Reyes Padilla Francisco Jordán Luis Muñoz Rivera Judith A Vivas Adjuntas José Emilio Lugo Purpose Group Orientation Preparation of academic records Adapting to College Life Workshop Pell-Grant form assistance Group Orientation to New TS Participants Record Up-dates Orientation on College Board Review Orientation on College Board Review Group Orientation to New TS Participants Pell-Grant form assistance Group Orientation Learning Styles

May 3-7

Utuado

Francisco Ramos

UPR Utuado's Plan of Action

Page 11 of 35

University of Puerto Rico at Utuado

Monitoring Report to MSCHE (September, 2010)

Date

Town

School Antonia Reyes Padilla Luis Muñoz Rivera

Purpose Cont. Pell-Grant form assistance Cont. Orientation on College Board Review Pell-Grant form/College Board Test form assistance Pell-Grant form assistance Record Up-dates Record Up-dates College Board Test form Assistance Record Up-dates Cont. Pell-Grant form Assistance Record Up-dates Record Up-dates Cont. Orientation on College Board Review Pell-Grant form/ College Board Test form assistance New TS Participants Record Preparation Record Up-dates College Board Review Logistics Calls to TS College Board Review Participants (reschedule location) Calls to TS College Board Review Participants (reschedule location) College Board Review College Board Review Evaluation Administrative work at TS Office

Judith A Vivas Francisco Jordán Lares Adjuntas Domingo Aponte Collazo José Emilio Lugo

May 10-14

Utuado

Antonia Reyes Padilla Francisco Ramos Inocencio Montero Luis Muñoz Rivera

Francisco Jordán Adjuntas May 24-28 May 31June 4 Utuado Utuado Adjuntas June 7-11 June 14 June 15-22 June 23-25 Utuado Utuado Utuado José Emilio Lugo Antonia Reyes Padilla Luis Muñoz Rivera José Emilio Lugo Francisco Ramos Francisco Ramos UPR-Utuado

No services were performed.

UPR Utuado's Plan of Action

Page 12 of 35

University of Puerto Rico at Utuado

Monitoring Report to MSCHE (September, 2010)

Talent Search personnel also collaborated with the UPR-Utuado Admission's Office for New Students' Orientations and participated in TRIO Programs Annual Conferences on May 10-14th 2010 (See Evidence of Collaboration of Talent Search Personnel with the UPR Admission's Office in New Students' Orientations, and Participation in Trio Programs Annual Conferences on May 10-14th 2010). In general, in order to ensure the continuity, fiscal and academic integrity of the Institution during the closure: The Acting Chancellor and Deanships established a no-violence strategy to secure both infrastructure and campus community. The Acting Chancellor and Deanships kept personnel active in procedures that ensure institutional integrity and continuity. Furthermore, to guarantee the institution's openness during future conflicts, UPR-Utuado established the activities previously stated as on-going procedures, and will execute all guidelines offered by the UPR President concerning these issues.

Revisit and Empower Leadership and Governance at all Levels

Since the 2006 Periodic Review Report, UPR-Utuado has fulfilled with policies requirements concerning the shared governance of its institutional components. Members of all institutional governing bodies and committees are periodically advised on their roles in institutional leadership, and their duties of approving institutional mission, vision, goals and strategic plans (See Academic Senate Certification 2009-10 31 and Certification 2009-10-32). Since February 2010, UPR-Utuado's Institutional Planning Committee is in the process of developing the up-coming institutional strategic plan. These documents will eventually be approved after wide discussion with community constituents. During the past five years, the Academic Senate and other academic-accreditation committees have labored incessantly to fulfill its goal of offering academic programs of excellence. Its work has been rewarded with receiving full accreditation of its bachelor degress' programs in Education--NCATE, Office System and Business Administration--ACBSP (See Accreditation Letters). During the strike period, various requests were made to government authorities in order for UPRUtuado personnel to meet and work in administrative/academic purposes. The Utuado City Hall became the headquarters for UPR-Utuado's endeavors during the student conflict. Meetings were also held at the Utuado City Hall (Legislative Assembly Room) to discuss pending issues and the UPR System-Student Conflict. In addition to this, Administrative/academic activities that had been planned during the academic semester were transferred and offered in both public and private facilities. These events were as follows: 1) Otoao's Archaeologist Society Initiation, 2) Horse Breeders Convention, 3) Head Starts Child Development Associate Training, and 4) College Board Review.

UPR Utuado's Plan of Action

Page 13 of 35

University of Puerto Rico at Utuado

Monitoring Report to MSCHE (September, 2010)

Moreover, several administrative reports were submitted during and after the conflict: 1) The Student Ombudsperson submitted Prevention against Women Violence Proposal on June 25, 2010, and 2) Three (3) Environmental Protection, Health and Security (EPHS) reports to inform on the campus grounds and infrastructure status. The following reports were made and certified to fulfill UPR System requests: 1) June 24, 2010--Inspection Report on UPR-Utuado's Physical Installations for Class Commencement after UPR System--Student Conflict, 2) June 25, 2010--Recommendation Report to Determine UPR-Utuado's Labor/Class Commencement after UPR System--Student Conflict, and 3) June 29, 2010--Inspection Report and Recommendations for UPR-Utuado's Class Commencement after UPR System--Student Conflict. To facilitate the revision of systemic and institutional policy structures, UPR-Utuado with the guidance of UPR President's Office began to examine possible changes of Systemic policy structures. The process and its final amendments will promptly be informed to the campus community through letters and orientations

UPR Utuado's Plan of Action

Page 14 of 35

University of Puerto Rico at Utuado

Monitoring Report to MSCHE (September, 2010)

Standard 11: Educational Offerings

Summary, Discussion and Analysis of Actions of UPR-Utuado - Past, Current and Future

This section documents evidence of actions taken by UPR-Utuado to evidence its compliance to assure the length, rigor and continuity of all academic offerings after the UPR System-Student Conflict. All new UPR System's policies and norms for educational offerings being considered after the conflict will be integrated in time at UPR-Utuado. After the conflict, institutional authorities at UPR-Utuado have considered the development of forms and mechanisms that will strengthen the compliance of these issues. These are still under the Acting-Chancellor and Academic Affairs' Deanships' evaluation. An update on these issues will be offered during the official MSCHE visit.

Overview

Understanding the uncertainty that overcomes all members of the campus community after a prolonged strike, UPR-Utuado with UPR's Central Administration guidance immediately established procedures to assure the fulfillment of its educational offering (See Presidents' Statement on MSCHE Determination) and Acting Chancellor's Meetings with Faculty and non-teaching personnel. Although the classroom setting was off limits to the campus population, personnel of the UPR-Utuado's Deanships joined in academic and administrative tasks to assure the Institution's academic rigor, length and continuity.

Guarantee Sustained Length, Rigor, and Continuity of Academic Offerings Academic Affairs' Deanship (ACAD)

In order to comply with the required contact hours UPR-Utuado's academic calendar was constantly up-dated by ACAD officials according to the daily development of the student strike (See Amendments to Academic Calendar Second Semester 2009-10). As previously stated in the UPR System's Voluntary Report to CHE of Puerto Ric (See page 3--Table on Academic Calendar Adjustment), UPRUtuado's academic calendar was adjusted to fulfill the academic offering contact hours (See UPRUtuado Final Academic Calendar for Second Semester 2009-2010). Academic rigor is the constant search for excellence, and it requires a total commitment from administrators, faculty and student body. Thus, the following procedures took place to meet the institutional expectations. Although classes were resumed on June 30, 2010, a meeting with the academic department directors was held on June 29th to inform on the strategies to be implemented for the fulfillment of contact hours (See Meeting Agenda and Assistance). The various reports were requested to determine the immediate response of all academic constituents to comply with academic duties. A Class Commencement Follow-up Report was requested by ACAD to the academic department directors to measure: 1) First FourDay of Class Response from faculty and student body, 2) Faculty Reasons for Absence and Course Reposition (official trip/previously planned vacations), 3) Students' Reasons for Absence, and 4) Partial/Total Withdrawals. According to Class Response, the following was reported:

UPR Utuado's Plan of Action

Page 15 of 35

University of Puerto Rico at Utuado

Monitoring Report to MSCHE (September, 2010)

Table 4 First Four Day Response from Faculty and Student Body (June 30th to July 3rd) Academic Department Agricultural Technology Business and Office Systems Education Languages and Humanities Natural Sciences Percentage Faculty 84% 95% 100% 100% 95% Student 82% 65% 100% 65% Math Courses: Biology Courses: 56% 51%

Ninety percent (90%) or more of the faculty and 50% or more of the students immediately responded to their academic duties. According to the faculty, the main reasons given by students who were absent during the first four days were: 1) summer job duties, and 2) previously planned vacations. (See Certification from Academic Affairs Dean on Faculty and Student Body Response). Faculty members under contract service received their salary on time and were notified by ACAD and the Human Resources Office of how contact hours were to be performed (See Addendum from Human Resources Office). Professors who were absent during the period due to professional trips or previously planned vacations were requested to hand-in a Class Reposition Plan. Additionally, faculty with academic release time was also required to inform on duties/investigations performed (See Certification from Academic Affairs Dean on Academic Release Time).

Table 5 Comparison on UPR-Utuado's 2008-2009 to 2009-2010 Partial/Total Withdrawals Partial/Total Withdrawals Partial Withdrawals Total of Final Grades Conferred Percent of Partial Withdrawals/ Final Grades Conferred Total Withdrawals Semester Enrollment Percent of Total Withdrawals/ Semester Enrollment 2007-2008 First Semester 911 7,358 12% 44 1,604 3% Second Semester 731 6,413 11% 48 1,452 3% 2008-09 First Semester 819 7,695 11% 75 1,682 4% Second Semester 775 6,477 12% 55 1,522 4% 2009-10 First Semester 737 7,144 10% 63 1,623 4% Second Semester 876 6,135 14% 103 1,471 7%

UPR Utuado's Plan of Action

Page 16 of 35

University of Puerto Rico at Utuado

Monitoring Report to MSCHE (September, 2010)

According to the findings: Partial withdrawals during the first to second semester decreased from the academic years of 2007-08 to 2008-08 (2007-08: 911 to 731; 2008-09: 819 to 775). Nevertheless, the numbers increased during the first to second semester of 2009-10 (737 to 876). Total of final grades conferred remained more or less the same during the 2007-08 to the 2009-10 academic years. Total withdrawals remained continuous during the first and second semester of 2007-08, but somewhat decreased from the first to second semester in 2008-09. Interestingly, the increase is perceived from the first to second semester in 2009-10 producing a 7% increase between total enrollment and total of withdrawals. In other words, when comparing partial/total withdrawals during these academic semesters, the strike event did affect the total number of partial/total withdrawals. When making a grade comparison analysis for the academic years of 2008-09 and 2009-10, the following can be stated:

Table 6 Grade Comparison 2007-08 to 2009-10 Grade A B C D F Incompletes* Academic Year 2007-08 First Second Semester Semester 26% 27% 22% 24% 23% 21% 7% 7% 9% 10% * * Academic Year 2008-09 First Second Semester Semester 23% 26% 22% 23% 23% 21% 9% 7% 12% 11% * * Academic Year 2009-10 First Second Semester Semester 23% 25% 22% 25% 22% 17% 9% 6% 14% 13% * 330

*Data on incompletes of previous academic years could not be determined since the system eliminates the I when the official grade is confirmed.

Overall, passing grades (D or more) have a 76% average in the academic years being examined. A and B grades were higher during the second semesters of all academic years. Failing Grades (F) had a 11.5% average. Job and personal circumstances confronted during the academic calendar extension could be some of the reasons for the number of incomplete grades (330). A Concluding Semester Follow-up Report was also requested by ACAD to the academic department directors to report: 1) Student's Assistance to Final Exams, 2) Final Exams' Copies, 3) Final Grades per Course, and a 4) Faculty Contact Hours Fulfillment Form. A Faculty and Student Survey is in progress to measure: academic rigor, compliance, length, and continuity fulfillment after calendar period was accomplished. Results will be available during official visit. The Director of the Registrar's Office also submitted evidence on the Final Test Schedule to ACAD and the transfers and special permission students (Data will be available on file). A report was requested to the faculty to inform on any participation in academic events, research, community projects and/or other academic endeavors during the conflict period. (See Certification from Academic Affairs Dean, data on file). In addition to this, the following proposals were submitted by the faculty during the student strike: 1) i3 - Investing in Innovations (Federal Department of Education), collaborative Proposal with UPR-Mayaguez and UPR-Aguadilla was submitted on May

UPR Utuado's Plan of Action Page 17 of 35

University of Puerto Rico at Utuado

Monitoring Report to MSCHE (September, 2010)

12, 2010, and 2) Agro-ecological Aspects of Tropical Forests (Federal Department of Agriculture), collaborative Proposal with the University of Michigan was submitted on June 10, 2010. Although the physical facilities at UPR-Utuado were not available to the internal/external community, the Library Resource Center's electronic portal was functioning and available to the campus community (students, faculty and researchers). The community had constant access to databases, e-books, catalogues on-line, on-line reserve and didactic materials, among others. Mr. José Oliveras, service coordinator, worked via remote in order to keep these services available (See Report on Library Resource Center during the UPR System-Student Conflict). During the strike period, the Director of the Registrar's Office evaluated different calendar alternatives for the Summer session (See Alternatives for Summer Session Calendar). Nonetheless, after intensive deliberation among the university officials, on June 30th, end of fiscal year, it was decided that the Summer Session would not be offered. UPR-Utuado's Summer Session has only one curriculum sequential course, TEPA 1007: Food Processing Practicum. The Dean of Academic Affairs, the Registrar's Office Director, and members of the Agriculture Technology department gathered on July 29 to find solutions that would benefit the students needing TEPA 1007. Additional input was received also by the industry. The possible options given were: 1) practice alternatives, 2) 2011 January-May session, and 3) two 2010-2011 Summer Sessions (See Alternatives for TEPA 1007 Calendar). Since the alternatives would also significantly impact administrative/fiscal procedures, directors/personnel input from the following offices were also considered: Registrar, Financial Aid, Budget, Finance and Cashier Offices. Issues that were considered in this meeting were: 1) the academic progress and number of graduates among those needing TEPA 1007, 2) the possibility of Summer federal funding for TEPA 1007, 3) the time required for the effective performance of both administrative and fiscal processes, and 4) the effect of TEPA 1007 being offered after the closing of the fiscal year. After considering academic, administrative, and fiscal factors, the UPR-Utuado's Administrative Board determined not to offer TEPA 1007 during this Summer Session. This decision was taken on July 29, 2010. (See Administrative Board Meeting 2009-10-14). However, two alternatives were offered to the fifteen (15) students willing to take the practicum: 1) take the course during the academic year 2010-2011 (August-December), or the second semester (January-May); 2) offer an additional Summer course for these students. The proposed alternatives give each student the opportunity of accomplishing their academic degree within their academic timeline (See TEPA 1007 Student Assistance Sheet).

Student Affairs' Deanship (STAD)

As earlier stated, the Deanship of Student Affairs (STAD) with the assistance of other deanship employees performed endless tasks to guarantee the recruitment of the new student body for the 2010-2011 academic year. Their effort has assured the entrance of 478 freshmen for the new academic year. An evaluation of the New Students Admission's process was submitted to the Acting Chancellor. Two different admission processes were performed: 1) simultaneous and 2) reconsideration. These were the results of their performance (See Report on Admission Status):

UPR Utuado's Plan of Action

Page 18 of 35

University of Puerto Rico at Utuado

Monitoring Report to MSCHE (September, 2010)

Table 7 UPR-Utuado Recruitment Performance during UPR System-Student Conflict Date April 27 Tasks Orientation Day #1: New students visited the campus and received financial aid and health documents. Admission letters were sent to those who did not assist. Results A total of 236 were reconsidered; 209 of these confirmed their enrollment to UPR-Utuado

May 18-21

Orientation Day #2: New students visited the Utuado City Hall Theatre to received official documents. Admission letters were again sent to those who did not assist. Emails and phone calls were also made to confirm seating and offer any assistance. UPR-Utuado Admission's Director worked actively from UPR Central Administration to answer students' inquiries and inform them via e-mail/phone on the enrollment process. In progress A total of 625 confirmed their enrollment to UPR-Utuado: 354 were simultaneous admission and 271 were reconsiderations. In progress

May22-July 28

July 29- Ago

Once the Institution returned to its regular campus activities, the Orientation Office quickly reinforced its retention procedures (See UPR-Utuado Retention Procedures) acknowledging that the media covering the UPR System-Student Conflict could increase the number of total withdrawals on campus (See Annotated Bibliography on UPR System-Student Conflict). Hence a study was performed to measure the number/reasons for total withdrawal after the conflict period (See Report on Reasons for Total Withdrawals 2007-2008 to 2009-2010). It is an institutional procedure that before a withdrawal is completed; the student must be interviewed by a counselor in order to determine the reason of the student's departure. Thus, according to the data shown in the following table, seventeen (17) students stated personal problems as their reason for total withdrawal. No clear explanation was given by these students. However, a total of twelve (12) students clearly declared that the strike had affected their motivation to study, job schedules, personal budget (e.g. transportation and boarding). Students that indicated their desire to transfer to a private institution (10) explained that it was in order to pursue a technical/shorter career (See Reasons for Total Withdrawals: 2007-2008 to 2009-2010 for more specific details).

UPR Utuado's Plan of Action

Page 19 of 35

University of Puerto Rico at Utuado

Monitoring Report to MSCHE (September, 2010)

Table 8 Reasons for Total Withdrawals After UPR System-Student Conflict (June ­July 2010 Period) Reasons to Withdraw Car accident Difficulties in adapting to college life; far from home Economical difficulties Family health problem Health problems Moving to distant area Moving to USA Personal Problems Poor academic performance Poor course attendance Problems at the job Problems with transportation Pregnancy Transfer to Private Institution Student Crisis No reply

Source: Orientation Office * Students have the opportunity of giving more than one answer.

Total­83* 1 2 6 2 3 1 4 17 9 2 6 5 1 10 12 2

When comparing the current number of withdrawals to those of previous academic years, the following evidence was found:

Table 9 Comparison of UPR-Utuado Total Withdrawals of Academic Years: 2009-10, 2008-09, and 2007-08 Academic Year Second Semester (January-May) 2009-10 2008-09 2007-08 Source: Registrar's Office Total Withdrawals Jan-April 23 19 11 May Strike 30 37 June--July 80 0 0 TOTAL 103 49 48

UPR Utuado's Plan of Action

Page 20 of 35

University of Puerto Rico at Utuado

Monitoring Report to MSCHE (September, 2010)

The academic year of 2008-09 begins to demonstrate the influence the island's economical crisis has on family dynamics, job stability and eventually, student retention. This statement is confirmed when analyzing the main reasons given by the students for total withdrawal during the 2007-08, 2008-09 and 2009-10 academic years:

Table 10 Comparison of Main Reason Given for Total Withdrawals Academic Years: 2007-08, 2008-09, 2009-10 (Second Semester) Reasons to Withdraw Personal /family problems Transfer to another institution Difficulties adapting to college life Poor academic performance Job difficulties/relocation Economical problems Moving to the USA Student Crisis 2007-08 13 12 11 2 7 6 6 2008-09 16 12 12 10 8 5 4 2009-10 17 10 2 9 6 6 4 12

Personal/family problems, transfers to other institutions to pursue technical degrees, job and residence relocations, difficulties adapting to college life, are among the main reasons for students' total withdrawals. Hence, all of these issues, including the strike, directly or indirectly revolve around the island's financial instability, and interestingly reveals how it is affecting higher education (See Reasons for Total Withdrawals: 2007-08 to 2009-10 for more specific details). By and large, UPR-Utuado preformed the following actions to employ institutional policies in alignment with licensing and accreditation requirements in order to ensure content, rigor, breath and length of undergraduate and courses: The UPR President offered a statement to the institutional community to inform and require compliance with licensing and accreditation requirements related to academic program length and instruction contact hours to assure institutional mission. The Acting Chancellor also gave a statement to the academic community to reaffirm and require compliance of institutional policies. The academic calendar was amended to ensure required instruction contact hours, in compliance with courses learning goals and objectives, rigor and depth. Contracts of faculty and teaching assistants or implementation of any other acceptable mechanism were also amended to assure completion of required instruction contact hours and other related institutional obligations.

UPR Utuado's Plan of Action

Page 21 of 35

University of Puerto Rico at Utuado

Monitoring Report to MSCHE (September, 2010)

In order to define strategies and actions taken and in progress to ensure content, rigor, breath and length of undergraduate courses, and other academic activities, the Institution performed the following: Departmental and faculty meetings were held to implement class commencement protocols and ensure academic rigor, length and continuity. A class commencement protocol with strategies to ensure the fulfillment of students duties during unexpected events have been established as on-going duties of the ACAD deanship. The Acting Chancellor also established communication with the deans and directors of academic departments requiring departmental reports of strategies and actions taken and in progress. A development of protocols for the implementation and evaluation of best practices have been made at academic/management levels. To achieve institutional student learning outcomes as defined for academic programs and courses, UPR-Utuado has evaluated the impact of the campus closure with comparative analysis reports of student learning assessment data (i.e. grades distribution, total and partial withdrawals, incompletes, and academic degrees granted) of second semesters: 2008-09 and 2009-10. These reports have been established as on-going procedures for academic/ strategic planning purposes in addition to the following activities that are in progress: Establish periodical University life workshops to strengthen students critical thinking skills and retention Deanship's analysis on academic courses dealing with: 1) the conversion of courses to hybrid courses, and 2) the identification of core/sequential courses that can be hindered by unexpected events in order to strengthen them with viable alternatives for completion. To implement measures to assure access to the learning and research resources, and availability of other essential student services, the following institutional actions were performed: As appropriate, student services/library hours were extended. The digitalization of course materials for electronic access and usage was increased. At present the following action are in progress: A departmental analysis and survey to determine: Faculty's academic compliance Students' satisfaction of institutional services during closure and current needs.

UPR Utuado's Plan of Action Page 22 of 35

University of Puerto Rico at Utuado

Monitoring Report to MSCHE (September, 2010)

The development of a plan for academic/student services' during unexpected events To implement strategies and measures for guarantee continuity of processes such as: admission, registration, and financial assistant programs, and other essential student services, the University has: Coordinated 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. Established agreements of collaboration for the use of external facilities for academic and administrative activities under extraordinary situations. Established alternatives for students who have been admitted to graduate schools, abroad or in Puerto Rico, and must comply with admission requirements, including the degree completion in very exceptional cases.

UPR Utuado's Plan of Action

Page 23 of 35

University of Puerto Rico at Utuado

Monitoring Report to MSCHE (September, 2010)

Standard 3: Institutional Resources

Overview

This section documents evidence of compliance with Standard 3 emphasizing the measures being implemented to secure continuity and institutional effectiveness with available resources and the development of alternative funding resources. All the UPR System's policies and norms for institutional resources being considered to improve cost effectiveness in light of financial constraints have been integrated systematically at UPR-Utuado. Alternative external funding is an on-going process at UPR-Utuado, an update on these issues will be offered during the official MSCHE visit.

Systemic Strategies

The UPR Board of Trustees' offered institutional guidelines for implementing control measures with the following certifications:

Table 11 Board of Trustee's Institutional Guidelines Certification Board of Trustees' Certification #81 January 25 (2009-2010) Guidelines Unit expenses must be within the assigned UPR budget. Assigned allocations for fringe benefits for employees and regular expenses (electricity, gas, insurance, etc.) are guaranteed by UPR. UPR unit Chancellor is responsible of keeping its expenses within the assigned budget and establishing controls and mechanisms for a sound administration. The UPR unit will submit reports of its internal adjustment and budget projections The UPR President will be responsible of evaluating the budget procedures and administration according to this certification. UPR units' Budget Offices will certify that resources are available in the establishment of new academic programs and revisions. The UPR unit should have a reliable data base for institutional studies. The UPR unit's Budget and Finance Offices will provide essential input reports for the UPR financial statements and other fiscal purposes: Due date 15 Jul 2010. At the request of the Board of Trustees, the President's Office will provide fiscal information for analysis. Board of Trustees' Certification #135 June 28 (2009-2010) Unit expenses must be within the assigned UPR budget, exceptions must be authorized by the Board of Trustees. Assigned allocations for fringe benefits and regular expenses are guaranteed by UPR. Additional personnel recruitment by the units must be within the assigned

UPR Utuado's Plan of Action

Page 24 of 35

University of Puerto Rico at Utuado

Monitoring Report to MSCHE (September, 2010)

Certification

Guidelines budget and authorized by the President. The UPR unit/Chancellor is responsible of keeping its expenses within the assigned budget and establishing controls and mechanisms for a sound administration. The President's Office has the responsibility to evaluate and perform followup procedures. The Board of Trustees and University Board will only consider new projects under the assigned budget. In order to optimize academic offering (according to space availability and in accordance to public law and security) a minimum of 30 students per course was established. The UPR unit should have a reliable data base for institutional studies. UPR units' Budget Offices will certify that resources are available in the establishment of new academic programs and revisions. The UPR unit's Budget and Finance Offices will provide essential input reports for the UPR financial statements and other fiscal purposes: Due date 15 Jul 2011. At the request of the Board of Trustees, the President's Office will provide fiscal information for analysis. The UPR unit will prepare a report on the distribution of allocations as submitted by the Chancellor to the Administrative Board. The Unit's Financial Office will perform insistent action to provide to the collection of due money/services. With the approval of the 2010-11 budget, a reduction will be made in the payment of compensations, administrative benefits, and patron contributions as follows: Administrative Compensations - 5 percent Christmas Bonus 50 Faculty Administrative Bonus - 5 Special Bonus 100 Executive Allowances 100 Sick leave 100 Ordinary leave100

The global recession according to Puerto Rico Planning Board figures, began impacting the Island's economy since 2006. Puerto Rico's Government Appropriations have steadily declined and currently reflects a reduction of approximately 14% in tax revenues which aggravate central government 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 of fiscal year 2010-2011 was disclosed. The approved budget for UPR Utuado was $14,226,336.00, representing a $1,767,137.00 decrease in funds as demonstrated when compared to the previous fiscal year's budget shown in the following table:

UPR Utuado's Plan of Action

Page 25 of 35

University of Puerto Rico at Utuado

Monitoring Report to MSCHE (September, 2010)

Table 12 UPR-Utuado General Fund for Fiscal Years 2009-10 and 2010-11

Budget 2009-10 $15,993,473.00 2010-11 $14,226,336.00 Difference/Reduction (1,767,137.00)

The present financial circumstances will require the cooperation from all university sectors. Reductions in operating expenses identify as non-essential and identification of additional funding sources is vital. At present the University administration is implementing a number of options to confront the budget crisis. The UPR-Utuado action plan to preserve compliance with standard 3 has two main elements: 1) Secure continuity and institutional effectiveness with available resources and, 2) maintain and nurture additional sources of funding to continue advancing institutional education, services, and resource priority.

Secure Continuity and Institutional Effectiveness with Available Resources

From 2009 to 2010, various letters were sent by the UPR President to the UPR community that establishes measures to cope with the global economic crisis and its impact on the UPR System. Among these strategies is the Policy for Energy Cost Reduction established (See Board of Trustees' Certification #9 2008-2009). On January 2010, the UPR President established particular strategies for the University crisis. The UPR-Utuado is in the process of developing and implementing a long-term financial plan for the up-coming years considering factors such as projected economies and future revenues (government appropriations, tuition and fees, federal funds, special state funds, rent earnings, and among others. UPR-Utuado's Prevention Measures for Budget Adjustments for Fiscal Years: 2011-2015 The fiscal year 2011-2012 projects a reduction of $714,729 in the salary account. This budget reduction will be accomplished considering the possible retirement of thirteen (13) employees which represent a payroll of $592,152 and a total of $122,577 in fringe benefits. A slight budget increase is foreseen for the University during the 2012-2015 fiscal years. This increase will be used to strengthen vital areas that have been hindered by past budget reductions, such as: academics, summer session, institutional investigation and general community services. Understanding that not all 30-year employees retire immediately, other precaution measures have been taken, which are: institutional travel adjustments, gasoline usage and electricity bills. The Learning Resource Center (library) will receive the installment of solar panels for energy efficiency and savings. In addition, the use of photocopying machines have been maximize at administrative areas and by the use of access codes. A campaign for the use of electronic mailing has promoted mailing and paper costs. With the help of the Learning Resource Center personnel, UPR-Utuado is

UPR Utuado's Plan of Action Page 26 of 35

University of Puerto Rico at Utuado

Monitoring Report to MSCHE (September, 2010)

increasing the digitalization of course documents (e.g. syllabi and materials) and their electronic usage. The purchase of equipment and materials has been limited to fulfill institutional priorities. Academic resources are being maximized by increasing in maximum students per course in order to reduce the costs of additional compensations. A voluntary campaign for the offering of AdHonorem courses is also being promoted. Administrative personnel are being motivated to use their strengths in other areas of work. The following table demonstrates the budget projections for UPR-Utuado for the future fiscal years:

Table 13 UPR-Utuado's Projected Budget for Fiscal Years 2010 through 2015 (as of July 1st) 2010-2011 2011-2012 $ 13,522,026 $ 8,985,114 $ 3,637,937 $ $ $ 841,118 12,857 45,000 2012-2013 2013-2014 2014-2015 $ 14,624,204 $ 9,492,904 $ 3,705,009 $ 1368,434 $ $ 12,857 45,000

UPR-Utuado General Fund Salaries Fringe Benefits Materials, Services Supplies and

$ 14,226,336 $ 9,577,266 $ 3750,095 $ $ $ 841,118 12,857 45,000

$ 13,984,578 $ 14,299,440 $ 9,203,189 $ 3,694,862 $ $ $ 1028,670 12,857 45,000 $ 9,330,339 $ 3,662,574 $ 1248,670 $ $ 12,857 45,000

Travel Expenses Equipment

The subsequent table demonstrates the institutional budget distribution for the 2010-2011 fiscal year:

Table 14 UPR-Utuado General Fund for Current Fiscal Year 2010-2011 Program Area Total Academic Support * Instruction Student Services Institutional Support Maintenance & Operation Budget $14,226,336.00 1,269,430.00 6,340,690.00 1,478,786.00 2,463,712.00 2,673,718.00 Percentage 100 9 45 10 17 19

* Investigation has been integrated to Academic Support and external Research funding.

UPR Utuado's Plan of Action

Page 27 of 35

University of Puerto Rico at Utuado

Monitoring Report to MSCHE (September, 2010)

Trends in UPR-Utuado spent budget for these fiscal years are presented as follows:

Graph 4 UPR-Utuado's Projected Budget Allocation to Salaries/Fringe Benefits and Operational Expenses

Table 15 UPR-Utuado Projected General Leger Distribution by Budget Line and Fiscal Years 2010-11 to 2014-15

Program I. Instruction

2010-2011 $ 6,340,690 $0 $ 1,269,430 $ 1,478,786 $ 2,463,712 $ 2,673,718

2011-2012 $ 6,026,778 $0 $ 1,206,584 $ 1,405,575 $ 2,341,740 $ 2,541,349

2012-2013 $ 6,232,938 $0 $ 1,247,858 $ 1,453,656 $ 2,421,844 $ 2,628,282

2013-2014 $ 6,373,273 $0 $ 1,275,953 $ 1,486,385 $ 2,476,372 $ 2,687,457

2014-2015 $ 6,518,020 $0 $ 1,304,932 $ 1,520,143 $ 2,532,615 $ 2,748,494

II. Research III. Academic Support IV. Student Services V. Institutional Support VI. Facilities & Maintenance TOTAL

$ 14,226,336 $ 13,522,026 $ 13,984,578 $ 14,299,440 $ 14,624,204

UPR Utuado's Plan of Action

Page 28 of 35

University of Puerto Rico at Utuado

Monitoring Report to MSCHE (September, 2010)

Action Plan for Securing Continuity and Institutional Effectiveness with Available Resources

The main goal of the second part of UPR-Utuado's action plan for continued compliance with Standard 3 is to continue existing initiatives and develop new ones to increase and diversify sources of funding to support the accomplishment of the institutional mission and goals. The Acting Chancellor has intensified efforts to increase and diversify sources of additional funding. Federal and state grants and other sources, such as alumni, parents, students, and private donors, provide the institution with resources to supplement revenues coming from state and tuition sources. The table below illustrates trends in this area. All budget changes were announced by the Acting Chancellor during faculty and non-teaching meetings (See Faculty and non-teaching personnel meetings.) Even though the UPR-Utuado unit has received fewer funds due to the systemic reductions, the institution has strategically planned (See Fiscal Budget Linked to Planning) to: 1) reinforce its academic and student services, 2) reduce administrative costs, and 3) efficiently comply with internal/external auditing. The following actions are being implemented at UPR-Utuado: The strengthening of the academic service at UPR-Utuado in spite of budget constraints has been obtained by serving a constant number of students, and strengthening the PhD faculty in order to achieve both institutional standards of excellence and accomplish accreditation requirements (See President's Letter of April 13th 2009). Although the financial restraints have caused the implementation of several controls in operational areas and significant adjustments to various allocations (See Budget Measures); this has not affected the institutional academic offerings, student services and accreditation compliance (See Chancellor's Letters requesting Faculty for Accreditation Purposes). Budget reductions have not impeded UPR-Utuado to contract the best human resources to offer its academic services. The subsequent table demonstrates the increase of faculty members and its academic preparation per academic years (2007-08 to 2009-2010):

Table 16 Table UPR-Utuado's Faculty Growth from 2007-08 to 2009-10 Academic Year 2007-08 2008-09 2009-10 Part Time 50 54 42 Tenure 58 59 57 Tenure Track 7 17 22 Total 115 130 121

UPR Utuado's Plan of Action

Page 29 of 35

University of Puerto Rico at Utuado

Monitoring Report to MSCHE (September, 2010)

In addition, the table below reveals the faculty's academic preparation according to gender and academic year:

Table 17 UPR-Utuado's Faculty Degree Distribution from 2007-08 to 2009-10 Academic Preparation Doctor's Degree Master's Degree Juris Doctor Bachelor's Degree TOTAL 2007-08 F 18 41 0 0 M 12 40 4 0 Subtotal 30 81 4 0 115 F 23 34 0 0 2008-09 M Subtotal 20 43 49 83 4 4 0 0 130 F 24 35 0 0 2009-10 M Subtotal 17 41 42 77 3 3 0 0 121

From 2007-08 to 2009-10, there has been a gradual increase among the total number of faculty, and those having a PhD degree. Student enrollment has also remained constant as seen in the following table:

Table 18 UPR-Utuado's Student Enrollment Growth from 2007-08 to 2009-10 Academic Year 2007-2008 2008-2009 2009-2010 Student Enrollment 1,604 1,682 1,623

The current crisis has allowed the maximization of resources at UPR-Utuado, such as: 1) the usage of electronic communication to reduce printed copies, 2) the optimum usage of electricity, water, office materials, etc., and 3) strict controls for the purchase of equipment, material and services, as seen in the tables below:

Table 19 UPR-Utuado's Energy/Water/Gas Expense Reduction (2007-08 to 2009-10) Academic year 2007-2008 2008-2009 2009-2010 Energy $ 546,319.10 $ 592,200.27 $ 414,054.11 Water Gasoline $ 50,413.91 $ 56,917.97 $ 46,539.39

Expense

$ 83,338.08 $ 116,105.23 $ 76,356.53

UPR Utuado's Plan of Action

Page 30 of 35

University of Puerto Rico at Utuado

Monitoring Report to MSCHE (September, 2010)

Moreover, the reduction of photocopiers (rental) on campus represents a $25,684.92 savings to the institutional budget.

Table 20 UPR-Utuado's Photocopier Rental Reduction (Effective 2010) Location Division of Continuing Education Chancellor's Student Council Title V Proposal Dept. of Education and Social Sciences Dept. of Business Administration and Office Systems Dept. of Languages and Humanities Dept. of Natural Sciences Total Model Xerox WC 7655 Xerox WC 7655 Xerox WCP 232 Xerox WCP 232 Xerox WCP 232 Xerox WCP 232 Xerox WCP 232 Xerox WCP 232 Serial Number VDR 549490 VDR 549466 URR 896369 URR 896395 URR 893718 URR 896563 URR 896528 URR 896576 Monthly rent $ 505.48 591.45 180.55 157.66 181.71 158.03 191.32 174.21 $ 2,140.41

Other mechanisms that are also being implemented are: 1) the increase of student capacity within classrooms to maximize the use of campus facilities, 2) the reinforcement of an earlyrepair/maintenance plan for vehicles, equipment and facilities, and 3) the implementation of an aggressive plan for reducing energy expenses among the campus community. These recommendations are viable, and serve to maximize the current budget while fulfilling the institutional mission, vision and goals of the Institution. Not only is UPR-Utuado concerned in maximizing its resources; but also, in fulfilling its administrative procedures with excellence. The unit has been constantly audited by various internal/external auditing offices: The Comptroller's Office of Puerto Rico, the Governmental Ethics Office', The Board of Trustees' Internal Auditing Office and the Ernst & Young firm. During the past five years, the audit's recommendations have been few and were implemented promptly. Overall, to ensure institutional operation beyond the current economical constraints, UPR-Utuado performed the following activities: 1. The UPR President made a statement to campus community to inform on budget crisis and require compliance with budget reductions. 2. The Board of Trustees' emitted Certifications #81 and #135 (2009-10) on Budget reductions to UPR units.

UPR Utuado's Plan of Action

Page 31 of 35

University of Puerto Rico at Utuado

Monitoring Report to MSCHE (September, 2010)

3. The Acting Chancellor and Administrative Dean develop UPR-Utuado's Budget Crisis plan: Reinforce academic services Reduce administrative costs Internal/external auditing compliance The implemented measures are: Maximize traditional course student capacity maximized (in progress) Maximize photocopying machines usage Institutionalize electronic mailing for paper cost reduction Purchase of equipment/services fulfilled to suit institutional priorities Reduce institutional travel, gasoline/ electricity usage Obtain economies with the retirement of 30-year employees To strengthen planning and budget allocation links, UPR-Utuado strategically plans to reinforce its academic/administrative services according to budget reductions. In addition to communicate budget changes in a timely matter, the Acting Chancellor continuously meets with the community when these are to be implemented.

Maintain and Nurture Additional Sources for Funding to Continue Advancing Institutional Education and Research Priorities

Procedures for External Resources Procurement and Management at the UPR-Utuado

All UPR units have personnel that help with different stages of the development and management of additional funding and sponsored projects. The External Resources Coordinator at the UPRUtuado is in charge of promoting the chancellors initiatives for additional funding. The coordinator also provides support and guidance to all university community members who wish to submit a formal grant proposal to any private or public agency. The following table presents the submitted and approved proposals for the 2010-11 fiscal year.

Table 21 New Sponsored Projects Operating at the UPR­Utuado during Fiscal Year 2010­2011

Proposal Integration of Interdisciplinary Techniques: Agricultural Biotechnology Weed management alternatives for organic coffee agroforestry systems of Puerto Rico Submitted to Submitted by Prof. Carlos Semidei 3 years/ July, 2010June 2013 Period Total Amount Awarded Interdisciplinary courses offered between UPR-Ponce and UPR-Utuado $150,000.00

US Forest Service USDA ­ Southern Sustainable Agriculture Research and Education

Dr. Mariangie Ramos

UPR Utuado's Plan of Action

Page 32 of 35

University of Puerto Rico at Utuado

Monitoring Report to MSCHE (September, 2010)

Proposal Effects of a long-term elevated CO2 on earthworm populations, bioturbation and carbon sequestration in soils, Submitted on May 10, 2010, Funds transferred from University of Illinois to UPRUtuado on August, 2010 Reducing Non-Renewable Energy Consumption at the University of Puerto Rico ­ Utuado

Submitted to

Submitted by

Period

Total Amount Awarded

National Science Foundation

Dr. Yaniria Sánchez

2 years August, 2010-July, 2012

$140.000.00

Commonwealth of Puerto Rico ARRA State Energy Program

Dr. Ángel Custodio

1 year

$100,000.00

The table only includes new projects. Other funded projects at UPR-Utuado are: Fiesta Project ($24,328.00) and Talent Search Program (US Department of Education) which has granted in a 5 year period $1,452,822.

Table 22

UPR-Utuado Additional Funds Distribution Fiscal Years 2007-08 to 2009-10

Funds Technology Fee Program Accreditation Legislative Scholarship Indirect Costs Regulatory Actions (Salaries, Fringe benefits, etc.) Student Council ADA Office Building Maintenance State and Federal Funds

Talent Search Domestic Violence Proposal Fiesta Proposal (Puerto Rico Traffic Commission) Hydroponic Infrastructure 292,267.00

Academic year 2007-08 $ 76,925.00 92,285.00 432,685.00 14,152.00 350,302.00 585.00 7,500.00 141,750.00 292,267.00

292,267.00 15,436.00 0 88,250.00

2008-09 $ 76,925.00 60,172.00 448,999.00 33,139.00 308,742.00 673.00 0 145.000.00 395,953.00

2009-10 $ 93,462.00 12,210.00 412,651.00 17,536.00 0 673.00 0 0 327,395.00

292,267.00 10,800.00 24,328.00 0

Total Additional Funds

$ 1,408,451.00

$1,324,748.00

$ 863,927.00

UPR Utuado's Plan of Action

Page 33 of 35

University of Puerto Rico at Utuado

Monitoring Report to MSCHE (September, 2010)

To reinforce external funding sources, UPR-Utuado: Searches for new external funding to ameliorate the impact of current budget crisis. The scheduling of workshops and conference on: Intramural Practices Grant Writingand Green College for campus community.

Conclusion

Page 34 of 35

University of Puerto Rico at Utuado

Monitoring Report to MSCHE (September, 2010)

CONCLUSION

According to the MSCHE Characteristics of Excellence in Higher Education Manual (CEHEM) established by the Middle States Commission of Higher Education: The primary goal of governance is to enable an educational entity to realize fully its stated mission and goals to achieve these in the most effective and efficient manner that benefits the institution and its students (CEHEM, p. 12). The University of Puerto Rico at Utuado understands that even though the events confronted during the student strike directly stalled the dynamics of the classroom experience; it was not able to detain other academic and administrative duties vital to our existence as an institution of higher education. The Acting Chancellor of our institution, Dr. Iris Mercado Ocasio, chief executive officer appointed by the UPR governing body, responsibly lead the institution toward the achievement of its goals (CEHEM, p. 12) with judicious decision-making that allowed both administrative/academic personnel to accomplish its roles and responsibilities. Moreover, the compromise and dedication of both non-teaching personnel and faculty allowed the institution to recover after the conflict within a timely manner to restore the premises and reinstate academic and administrative endeavors. As stated in this Manual: Institutional governance provides the means through which authority and responsibility are assigned, delegated and shared in a climate of mutual support and respect. (CEHEM, p.12). The following procedures testify that this was accomplished at UPR-Utuado: The no-conflict strategies encouraged by the Acting Chancellor and her staff kept communication channels open with local Student Council and the rest of its community. This also promoted an environment of respect to campus infrastructure and the campus community as a whole. The UPR-Utuado personnel (faculty and non-teaching personnel) was involved in carrying out the institution's mission and goals by fulfilling the expectations of both local and systemic chain of command. The implementation of systemic and institutional policies, meetings, academic/ administrative events, procedures, reports performed before, during and after the conflict demonstrate the institutional desire to surpass the hurdle and fulfill its academic and administrative duty with its community. Furthermore, the submitted reports attest of both faculty and students immediacy to respond and fulfill their commitment to academic excellence. Although no institution of higher education dreams of confronting difficulties such as these, the UPR System-Student Conflict allowed UPR-Utuado to strengthen and rethink itself in times where dynamical changes in the economy are becoming the norm. There is a strong workforce of institutional decision-makers and strategists at UPR-Utuado that maintain the Institution secure in these difficult times. Overall, this event has given the Institution the opportunity to vigorously bond the decision-making process to the institutional planning ...for thoroughly reviewing, analyzing and monitoring all institutional support (CEHEM, p.9). The two-month storm has left its aftermath, and the forceful winds of the economy still curl around us, but our past and present labor to comply with our academic duty exemplifies our zeal to conquer the barrier and regain the position among those who seek academic excellence.

Conclusion Page 35 of 35

UNIVERSITY OF PUERTO RICO ACTION PLAN: UPR-UTUADO

STANDARD 4 ­ LEADERSHIP AND GOVERNANCE

As a result of a critical self-assessment of the events and circumstances that surrounded the student conflict in context with the concerns and expectations contained in the Commission's Action, the related action by the US Department of Education, the internal and external environmental factors, and the relevant elements of Standard 4, the following action plan is organized in three prongs: Foster an Enhanced Institutional Climate and Identity, Cultivate an Open University Culture, and Revisit and empower Leadership and Governance at all levels A. Foster an Enhanced Institutional Climate and Identity GOAL: Optimize the flow and exchange of timely and accurate information and broaden opportunities for productive communication and input to all sectors of the University Community, to stimulate a climate of trust, collaboration, commitment and identification with the institution's mission, goals, and challenges. ACTIONS 1. Establish communication system between university and government authorities in order to fulfill its mission. ACTIVITIES Acting Chancellor and Deans meet with UPR President and staff RESPONSIBLE SYSTEM AND UNIT Acting Chancellor and Deans TIMEFRAME Before, during and after campus closure. CURRENT AND EXPECTED OUTCOMES Culture of mutual support between the constituents in order to fulfill systemic and institutional missions. UPR-Utuado immediately implements UPR guidelines. Acting Chancellor's Certification of Meetings Deans hold meetings with their staff to establish the fulfillment of institutional duties before/ during and after closure. Develop a form to evidence meetings and decisions during conflict crisis 2. Implement measures to assure mutual support, respect and collaboration between constituents (explain the ramification of their actions). Acting Chancellor and Deans hold mediation meetings with Student Council and Labor Unions. Designated Committee develops and includes a section on "Mediation for Student Conflicts" to the Student Manual Deans and personnel Before, during and after campus closure. Deanships' tasks fulfilled Actions fulfill institutional mission. Deanship reports, meetings/minutes Deans After campus closure. Form institutionalized

Acting Chancellor and Deans

Before, during and after campus closure.

Culture of dialogue and respect between the constituents. Acting Chancellor's Certification of Meetings

Acting Chancellor ACAD Dean Academic Senate

In progress

Committee appointed Section developed and approved by institutional body.

1

ACTIONS

ACTIVITIES Offer workshops and conferences on "Conflict Management" for campus community

RESPONSIBLE SYSTEM AND UNIT Deanships

TIMEFRAME Scheduled periodically each semester During and after campus closure

CURRENT AND EXPECTED OUTCOMES Workshops and conferences offered to the campus community. Internal/external community understands conflict issues and knows on external campus events taking place. Faculty/personnel/students immediately return to renew campus endeavors. Communication medias posted and periodically updated.

3.

Foster ongoing and transparent communication with all constituents.

Acting Chancellor and UPRUtuado Press Representative keep the internal/external community informed on the student strike and other institutional issues: · Blog · E-mail · Radio Acting Chancellor and Deans meet with Academic Senate, Administrative Board and Deanships' personnel.

Acting Chancellor and UPR-Utuado Press Representative

Acting Chancellor, Academic Senators, Administrative Board and Deans

Before, during and after campus closure.

Meetings held, minutes Administrative personnel and academic community understand conflict issues. Institutional commitment is strengthened. Academic calendar is updated. Faculty/ personnel return to renew campus endeavors.

Offer orientation on "Campus Constituents Rights and Duties " for campus community 4. Explain institutional and external accountability(MSCHE, DE, HEA and licensing agencies) Acting Chancellor keeps the internal/external community informed on institutional/ external accountability after the student strike and other institutional issues: · E-mail · Letters · Meetings

Deanships

Scheduled periodically each semester After campus closure

Orientation offered to the campus community.

Acting Chancellor

Internal/external community knows about the impact of the strike on institutional eligibility and accreditation Appointment of an institutional liaison and committee to respond to MSCHE and prepare Monitoring Report Communication medias posted and periodically updated on these issues.

2

B. CULTIVATE AN OPEN UNIVERSITY CULTURE GOAL: Support an Open University Culture that values diversity of ideas, guarantees and encourages freedom of speech and the right to dissent, while safeguarding the rights and responsibilities of all members of the University community with the continuity of the institutional education, research and service mission. ACTIONS 1. Ensure the continuity, fiscal and academic integrity of the institution. ACTIVITIES Acting Chancellor and Deanships establish a no-violence strategy. RESPONSIBLE SYSTEM AND UNIT Acting Chancellor and Deans TIMEFRAME Before and during campus closure CURRENT AND EXPECTED OUTCOMES Students allow the entrance of certain university officials. Deanships' tasks fulfilled Actions fulfill institutional continuity and integrity. Acting Chancellor and Deanships keep personnel active in procedures that ensure institutional integrity and continuity. 2. Guarantee the institution's openness during future conflicts. UPR President offers Open University guidelines to be implemented by the Chancellor. Acting Chancellor and Deanships Before, during and after campus closure. Deanship personnel work at external facilities guaranteed the completion of both administrative and academic tasks. Deanships' reports UPR President, Acting Chancellor and Deans Before, during and after campus closure. UPR-Utuado implements UPR's guidelines. Some are still in progress.

C. REVISIT AND EMPOWER LEADERSHIP AND GOVERNANCE AT ALL LEVELS GOAL: Revisit the roles and responsibilities of all constituents of the institution's leadership and governance to foster an environment that stimulates and enforces compliance with the best practices in University rules and regulations, leadership, governance and institutional integrity accreditation standards, to ensure an empowered and committed leadership effectively supporting the accomplishment of the institution's mission in a manner appropriate to their charge. ACTIONS 1. Revise systemic and institutional policy structures. ACTIVITIES UPR President's Office begins the revision of Systemic policy structures. RESPONSIBLE SYSTEM AND UNIT Board of Trustees' UPR President, Chancellors and Boards TIMEFRAME During and after campus closure. CURRENT AND EXPECTED OUTCOMES In progress UPR-Utuado will timely implement UPR `s policy revisions.

Offer orientation on "Systemic Policy Revision " for campus community

Acting Chancellor and Deanships

Date to be announced

Orientation offered to the campus community.

3

ACTIONS 2. Strengthen governing bodies' decisionmaking in order to assist UPR-Utuado's executive officers and fulfill institutional autonomy.

ACTIVITIES Fulfillment of UPR-Utuado's boards and committees' meetings, certifications and reports

RESPONSIBLE SYSTEM AND UNIT Acting Chancellor Deans and Board/Committee members

TIMEFRAME Continuous institutional activity performed also during strike period.

CURRENT AND EXPECTED OUTCOMES Governing bodies (e.g. Academic Senate, Administrative Board, etc.) and Institutional committees fulfill their agenda at external facilities. · · · · Calendar amended Meetings held Reports handed-in BA Program's accredited

Accreditation letters, reports & meeting minutes 3. Define or clarify roles, responsibilities of governing bodies. Acting Chancellor meets with campus community (e.g. Academic Senate, Administrative Boards, academic committees, etc.) Acting Chancellor Deans and Board/Committee members Each Semester Meetings held Meetings minutes

4

ACTION PLAN OF THE UNIVERSITY OF PUERTO RICO AT UPR-UTUADO

Standard 11: Educational Offerings

After a critical analysis of the circumstances related to the student conflict and its impact on the academic offerings, framed by the relevant elements of Standard 11, the concerns and expectations included in the Commission's action and expressed during the guidance visit, the following plan of action was organized in one main strategy: Guarantee sustained length, rigor, and depth of the academic offerings. A. GUARANTEE SUSTAINED LENGTH, RIGOR AND DEPTH OF THE ACADEMIC OFFERINGS GOAL: Guarantee the continuity and the appropriate content, rigor, coherence and length of the institution's academic and research endeavors at all times, to support an effective and seamless student learning process and advancement toward their degrees in harmony with the Open University Culture. ACTIONS

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

ACTIVITIES

President's statement to the institutional community to inform and require compliance with licensing and accreditation requirements related to academic program length and instruction contact hours to assure institutional mission. Acting Chancellor's statement to the academic community to reaffirm and require compliance of institutional policies. Amended academic calendar to ensure required instruction contact hours, in compliance with courses learning goals and objectives, rigor and depth. Amended contracts of faculty and teaching assistants or implementation of any other acceptable mechanism to assure completion of required instruction contact hours and other related institutional obligations.

RESPONSIBLE SYSTEM AND UNIT

President

TIMEFRAME

July 6, 2010

CURRENT AND EXPECTED OUTCOMES

President's statement to inform academic community

Acting Chancellor's meetings

July 20 & 22, 2010

Policy informed via meetings and implemented. Amended academic calendar Final exams' calendar adjusted Amended contracts

Administrative Board Registrar's Office Acting Chancellor, Academic/Administrative Deans, and Human Resources' Office

June, 2010

After campus closure

1

ACTIONS

ACTIVITIES

RESPONSIBLE SYSTEM AND UNIT

TIMEFRAME

CURRENT AND EXPECTED OUTCOMES

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.

Departmental and faculty meetings to implement class commencement protocols and ensure academic rigor, length and continuity.

Deans and departmental directors

June 29,2010

Protocols established Departmental Follow-up and Concluding Reports

Establish orientation on class commencement protocol with strategies to ensure the fulfillment of students duties during unexpected events

Deans and departmental directors

Each semester

Meetings held

Chancellor's communication to the deans and directors of academic departments requiring departmental reports of strategies and actions taken and in progress.

Acting Chancellor's meeting with the faculty Academic Dean's meeting

July 20, 2010 June 29,2010

Meetings held Dean's Report to the Acting Chancellor

Development of protocols for the implementation and evaluation of best practices.

Academic Dean

June, 2010At present

Protocols and reports implemented and institutionalized Evaluate impact of campus closure Fulfillment of various Comparative Analysis Reports based on assessment data accomplished; others are still in progress.

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

Comparative analysis of student learning assessment data (i.e. grades distribution, total and partial withdrawals, incompletes, and academic degrees granted) second semesters: 2008-09 and 2009-10

Office of Planning and Academic Research; Academic Dean, and Departmental Directors

July 2010At present

2

ACTIONS

ACTIVITIES

Establish periodically University life workshops to strengthen students critical thinking skills and retention, Deanship's analysis on academic courses: Conversion of courses to hybrid courses Identify core/sequential courses that can be hindered by unexpected events

RESPONSIBLE SYSTEM AND UNIT

Academic/ Student Affairs' Deanships Dean and ACAD personnel

TIMEFRAME

After campus closure After the campus closure

CURRENT AND EXPECTED OUTCOMES

Periodically workshops established and offered. Analysis in progress to establish possible course conversions and strengthening of core/sequential courses. Faculty/Student Survey Report in progress

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

Departmental analysis and survey to determine: Faculty's academic compliance Students' satisfaction of institutional services during closure and current needs.

Academic Dean Student Affairs' Dean Departmental Directors

July 2010At present

Extend service hours, as appropriate. Establish academic/student services' emergency plan for unexpected events Increase the digitalization of course materials for electronic access and usage.

ACAD/STAD Service offices ACAD/STAD Deanships

After campus closure After campus closure- At present

Measures implemented Services offered Plan in progress

ACAD Dean Learning Resource Center

The digitalization of necessary course material in progress

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

Coordination of 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.

Vice Presidency for Academic Affairs; Chancellors; Deans Registrars; Planning Office Director; Admission Director; Financial Assistant Programs Directors; Health Director;

Before, during and after strike

Transfer students identified and assisted to accomplish transitions. Report submitted

Agreements of collaboration for the use of external facilities for academic and 3

Chancellor; Academic and Administration

During campus

Collaboration Agreements

ACTIONS

ACTIVITIES administrative activities under extraordinary situations. Alternatives for students who have been admitted to graduate schools, abroad or in Puerto Rico, and must comply with admission requirements, including the degree completion in very exceptional cases.

RESPONSIBLE SYSTEM AND UNIT Deans

TIMEFRAME closure

CURRENT AND EXPECTED OUTCOMES

Chancellor, Academic Dean, Student Dean Registrar

After campus closure

Graduate students identified and assisted to accomplish graduation.

Degrees conferred

4

ACTION PLAN OF THE UNIVERSITY OF PUERTO RICO AT UTUADO

Standard 3: Institutional Resources

In the context of the concerns and expectations contained in the Commission's Action, the internal and external environmental factors related to the institutional finances, and the relevant elements in Standard 3, the following action plan is organized in two strategies: Secure continuity and institutional effectiveness with available resources and, Maintain and nurture additional sources of funding to continue advancing institutional

education, research and research priorities.

A. ENSURE CONTINUITY AND INSTITUTIONAL EFFECTIVENESS WITH AVAILABLE RESOURCES GOAL: Secure continuity and effective accomplishment of the institutional mission and goals with the available resources by developing and implementing the appropriate financial measures.

ACTIONS 1. Ensure institutional operation beyond the current economical constraints. ACTIVITIES UPR President statement to campus community to inform on budget crisis and require compliance with budget reductions Board of Trustees' emits Certifications #81 and #135 (2009-10) on Budget reductions to UPR units Acting Chancellor and Administrative Dean develop UPR-Utuado's Budget Crisis plan: · Reinforce academic services · Reduce administrative costs · Internal/external auditing compliance RESPONSIBLE SYSTEM AND UNIT UPR-Presidents Chancellors TIMEFRAME Before, during and after strike CURRENT AND EXPECTED OUTCOMES UPR Presidents statements to the UPR community informing on budget crisis.

Board of Trustees UPR President Acting Chancellors Acting Chancellor Deans Budget Office

2009-10

UPR-Utuado implements budget reduction to the current budget Reduction of institutional expenses Plan and measures implemented: Traditional course student capacity maximized (in progress) Photocopying machines usage maximized Electronic mailing for paper cost reduction institutionalized Purchase of equipment/services fulfilled to suit institutional priorities

2009-present

1

ACTIONS

ACTIVITIES

RESPONSIBLE SYSTEM AND UNIT

TIMEFRAME

CURRENT AND EXPECTED OUTCOMES Institutional travel, gasoline/ electricity usage reduced Retirement of 30-year employees

2.

Strengthen planning and budget allocation link.

UPR-Utuado strategically plans to reinforce its academic /administrative services according to budget reductions.

Acting Chancellor Deans PIRO Office Budget Office

Continuous

Meetings held, minutes Continuous institutional decision-making based on strategic plan. Strategic Plan Revision and Update in progress

3.

Communicate budget changes in a timely matter

Acting Chancellor meets with the community to inform on budget reductions.

Acting Chancellor Deans Budget Office PIRO Office

July 20 & 22 2010

Changes informed via meeting and implemented.

B. MAINTAIN AND NURTURE ADDITIONAL SOURCES OF FUNDING TO CONTINUE ADVANCING INSTITUTIONAL EDUCATION, RESEARCH AND RESEARCH

PRIORITIES

GOAL: Continue and develop initiatives to increase and diversify sources of funding to support the accomplishment of the institutional mission and goals.

RESPONSIBLE SYSTEM AND UNIT

Acting Chancellor Deans Budget Office External Resources Coordinator Acting Chancellor and Deans

ACTIONS

1.

ACTIVITIES

UPR-Utuado searches for new external funding to ameliorate the impact of current budget crisis. Offer workshops and conference on: "Intramural Practices", "Grant Writing" and "Green College" for campus community

TIMEFRAME

Continuous

CURRENT AND EXPECTED OUTCOMES

New sponsored projects are obtained to increase institutional funding and reduce energy usage (solar panels).

Reinforce external funding sources.

Date to be scheduled

Workshop and conferences offered

2

Information

I

52 pages

Find more like this

Report File (DMCA)

Our content is added by our users. We aim to remove reported files within 1 working day. Please use this link to notify us:

Report this file as copyright or inappropriate

1044326


You might also be interested in

BETA
I
I