Guia Para La Implantacion y Evaluacion Del Plan de Accion Sistemico de La UPR

8/7/2019 Guia Para La Implantacion y Evaluacion Del Plan de Accion Sistemico de La UPR

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UPR Action Plan: Agenda for Implementation and AssessmentPage 2

ACTIONS COMMISSIONSACTION ACTIVITIES RESPONSIBLE TIMEFRAME EXPECTED OUTCOMESDESCRIPTION AND

EVIDENCE OF OUTCOMES

campaignsEVIDENCE AT UNITLEVEL

Commissions ActionNo. 6:Evidence that the UPRAction Plan isimplemented, that it isassessed, and the dataare used for conti nuous

improvement of theinstitution's processes.

Commissions ActionNo. 9:Evidence thatcommunication betweenthe CentralAdministration and theinstitution and within the

institution, is clear,timely, and accurate,and that the sources ofsuch communicationsare clearly defined andmade available to allconstituents (Standard 4).

Maintain communityinformed aboutprogress onimplementation andassessment of theAction Plan

Receive feedback fromthe community for theimprovement of theplan and betteraccomplishment ofgoals (Certification No.53 (2010-2011), Boardof Trustees)

VP for Academic AffairsAssistants to the VP forAcademic AffairsChancellors

Continuous Constituents informed

Feedback and dataused for continuousimprovement

Incorporate feedbackfrom the UniversityBoard (Certification No.8, 2010-2011)

Call for feedback to the

Action Plan

Cartero ACCommunications,Webpage postings,press releases andmedia interventions

Feedback received

Data collected

Updates introduced toimprove Action Plan

EVIDENCE AT UNITLEVEL

Commissions ActionNo. 8Evidence that stepshave been taken toimprove sharedgovernance, especiallyin documenting howcampus input issolicited and consideredin decision making atthe System level.

Charge a Focal Group

includingexperts incommunication toassess theeffectiveness of internaland externalcommunication duringthe past year and makerecommendations forimprovement.

SEEAPPENDIX:THE 7

COMMITTEES OF 7 OFTHE UNIVERSITY OFPUERTO RICO

SEEAPPENDIX:THE 7

COMMITTEES OF 7 OFTHE UNIVERSITY OF

PUERTO RICO

SEEAPPENDIX:THE 7


PUERTO RICO

SEEAPPENDIX:THE 7


PUERTO RICO

2.Broaden andstrengthen the

Commissions Action

No. 8:

Carry out periodicforums of the President

VP for Students Affairs Semiannually Sustainedcommunication and

Invitations, attendancelists, agendas and


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opportunities foreffectivecommunicationbetween theadministration andthe universitycommunity toreceive input abouttheir concerns andsituations thataffect theinstitution, as wellas to sharedevelopments andachievements.

Evidence that steps havebeen taken to i mproveshared governance,especially i ndocumenting howcampus input is solicitedand considered indecision making at theSystem level.

Commissions Action

No. 9:Evidence thatcommunication betweenthe CentralAdministration and theinstitution and within theinstitution, is clear,timely, and accurate,and that the sources ofsuch communications

are clearly defined andmade available to allconstituents (Standard 4).

and staff with electedleaders to the StudentCouncils of all units andstudent representativesto the University Board.

initiatives resulting frominput received minutes of meetings:

- President and Staffwith Student Repsto the Senates andUniversity Board,and GeneralStudent Councils

- Board of Trusteeswith Student Repsto the UniversityBoard

- Board members,President and Staffwith Presidents ofGeneral StudentCouncils

Conduct regular unitvisits by senior leadersand hold informationaland listening sessionsopen to all constituents.

Senior LeadersSpecial Assistant to thePresident

Semiannually Sustainedcommunication andinitiatives resulting frominput received

Invitations, attendancelists, agendas andminutes of meetings

Carry out periodic

meetings ofChancellors and staffwith elected leaders tothe Student Councilsand the AcademicSenate.

Chancellors EVIDENCE AT UNIT

LEVEL

Commissions ActionNo. 8:Evidence that steps havebeen taken to i mproveshared governance,

Conduct periodic on-line surveys aboutsituations and issues

that concern and affectthe university

VP for Academic AffairsAssistants to the VP forAcademic Affairs

Directors Offices ofPlanning and

January, 2011

Continuous

Series of surveysdeveloped

Findings of surveysrelayed to the


with Directors Offices ofPlanning and


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especially i ndocumenting howcampus input is solicitedand considered indecision making at theSystem level.

community. Institutional Studies appropriate officers foraction Institutional Studies

Pilot surveys developed

Calendar for surveys

Surveys administered

Reports on results andanalyses of surveys

3.Ensureopportunities forstudents to freelyparticipate andprovide input indecisions thatdirectly affectthem.

Commissions ActionNo. 7:Evidence ofimplementation of cl earinstitutional policiesspecifying therespective authorit y ofthe different governancebodies and theirrespective roles and

responsibilities inshared governance.

Implement theelectronic votemechanism forstudents elections andassemblies asmandated by Law

VP for Student AffairsDirector for LegalAffairsChancellors

September October2010

Broader participation ofstudent body indecisions that affectthem

Amendments to theLaw

Bylaws issued

Electronic voteimplemented incompliance with theLaw


I.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 therights and responsibilities of all members of the University community with the continuity of the institutional education, research and service mission.

ACTIONS COMMISSIONSACTION ACTIVITIESRESPONSIBLE

SYSTEM AND UNITTIMEFRAME EXPECTED OUTCOMES

DESCRIPTION ANDEVIDENCE OF OUTCOMES

1.Encouragecommitment withan OpenUniversity Culture

in all sectors of theUniversity

Commissions ActionNo. 7:Evidence ofimplementation of clearinstitutional policies

specifying the

Advise on the need forongoing andsustainable compliancewith accreditation and

licensing standards andcriteria regarding

PresidentVP for Academic AffairsSenior LeadersCommunications Office

Director

Continuous Increased awareness ofinternal and externalcommunity of the needfor continuity of the

University endeavor


Cartero ACcommunications


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Community toguarantee thecontinuity of theeducation,research andservice mission.

respective authority ofthe different governancebodies and theirrespective roles andresponsibilities inshared governance

continuity of academicofferings to maintaineligibility for fundingfrom the HigherEducation Act andother external funds toadvance theinstitutions mission.

Webpage postings

Press releases, news,articles, mediainterventions

Multimedia informationcampaigns

Commissions Action

No. 7:Evidence ofimplementation of clearinstitutional policiesspecifying therespective authority ofthe different governancebodies and theirrespective roles andresponsibilities in

shared governance

Disseminate the Codeof Conduct contained inthe Students GeneralRegulations and itsrelevance to maintaineligibility for fundingfrom the HigherEducation Act andother external funds toadvance the

institutions mission.

VP for Student AffairsDirector of Legal AffairsChancellors

February 2011 Increased awareness oflaws and regulationsregarding desirableconducts in theUniversity environment

Draft Code of Conduct

Cartero ACcommunication

Posting of Code ofConduct in CentralAdministrationwebpage

Directive to Chancellorsfor its dissemination atcampus level

Code of Conductincluded withundergraduatefreshman admissionnotification

EVIDENCE AT UNITLEVELCommissions ActionNo. 7:Evidence ofimplementation of clearinstitutional policiesspecifying therespective authority ofthe different governancebodies and theirrespective roles and

Charge an OpenUniversity Committeewith: (a) drafting anInstitutional OpenUniversity Statement;(b) recommendingstrategies, measuresand protocols

conducive to sustained

SEEAPPENDIX:THE 7

COMMITTEES OF 7 OF

THE UNIVERSITY OF

PUERTO RICO

SEEAPPENDIX:THE 7

COMMITTEES OF 7 OF

THE UNIVERSITY OF

PUERTO RICO

SEEAPPENDIX:THE 7

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responsibilities inshared governance. compliance withpolicies that support

continuity of theinstitutional mission.

Commissions ActionNo. 7:Evidence ofimplementation of clearinstitutional policiesspecifying therespective authority ofthe different governancebodies and theirrespective roles andresponsibilities inshared governance

Require from all

administrators at alllevels a writtencommitment with anOpen UniversityCulture.

Require from all usersof the University net toaccept commitmentwith an Open University

Culture as a conditionto log in.

President

ChancellorsVP for Academic Affairs

VP for Research andTechnologyInformation SystemsOfficer

When Board of

Trustees issuesInstitutional OpenUniversity Statement

When Board ofTrustees issuesInstitutional OpenUniversity Statement

Governance explicitly

committed with theOpen University Culture

Increased awareness ofthe need to embracethe Open UniversityCulture

Commitments signed

by administrators at alllevels

Increased awareness ofthe need to embracethe Open UniversityCulture

Require from allstudents uponregistration a writtencommitment with theOpen University Cultureand Students Code of

Conduct.

VP for Research andTechnologyInformation SystemsOfficers

When Board ofTrustees issuesInstitutional OpenUniversity Statement

Increased awareness ofthe need to embracethe Open UniversityCulture, and of the lawsand regulationsregarding desirable

conducts in theUniversity environment

Signed commitmentswith Open UniversityCulture and StudentsCode of Conduct

EVIDENCE AT UNIT

LEVEL

Commissions ActionNo. 7:Evidence ofimplementation of clearinstitutional policiesspecifying therespective authority ofthe different governance

bodies and theirrespective roles and

Require administratorsat all levels toparticipate in trainingson conflict managementstrategies

Coordinate conflictmanagement trainings

PresidentSpecial Assistant to thePresident

Special Assistants tothe VP for Academic

Continuous

February 2011

Strengthened skills toprevent and manageconflictive situations

Call for trainings

Attendance lists,agendas and minutes


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responsibilities inshared governance at all levels of theinstitution AffairsSpecial Assistant to the

President

of trainings toChancellors and seniorstaff

Special Assistant to thePresidentChancellors

Starting March 2010 Calendar for trainings

Attendance lists,agendas and minutesof trainings toChancellor s staffs

2.Culminate theincorporation ofcampuses to theirsurroundingcommunities inaccordance withthe goals of theUPR PlanningAgenda Ten for

the Decade andthe OpenUniversity Cultureto ensureuninterruptedfulfillment ofinstitutionalmission andcommitments with

its internal andexternalstakeholders.

Commissions ActionNo. 7:Evidence ofimplementation of clearinstitutional policiesspecifying therespective authority ofthe different governancebodies and theirrespective roles and

responsibilities inshared governance

Implement theArchitectural Plan forthe integration ofcampuses to theircommunities inaccordance with theirrespective masterplans.

Chancellors, Designand ConstructionDirector, VP forAcademic Affairs,Assistants to the VP forAcademic Affairs

Phase I beginning onSeptember 2010

Uninterrupted fulfillmentof institutional missionand commitments withits internal and externalstakeholders

Architectural PlanProgress Report

Status Reports

Community ServiceInitiative ProgressReport


3.Develop strategiesfor ongoing andsustainablecompliance with

relatedaccreditation and

Commissions ActionNo. 7:Evidence ofimplementation of clearinstitutional policies

specifying the

Develop and implementa Security Plan inpartnership with stateand/or city

governments toimprove security in

PresidentChancellorsExecutive DirectorOffice of the President

Executive Secretary tothe University Board

Since November 2010 Steps towards aSecurity Plan inpartnership with stateand city governments


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licensingrequirements andCertification 90(2004-2005) of theBoard of Trusteesand dispositions inthe General andStudents Bylaws,which mandatecontinuity of the

institutionaleducation,research andservice mission.

respective authority ofthe different governancebodies and theirrespective roles andresponsibilities inshared governance

campuses andsurroundingcommunities.

Commissions ActionNo. 7:Evidence ofimplementation of clearinstitutional policiesspecifying the

respective authority ofthe different governancebodies and theirrespective roles andresponsibilities inshared governance.

Extend the UPRIdentification CardsProject in PolicyStatement Num. R-0708-03 (2009-2010) to

all members of theUniversity Communityas a key element forthe success of theSecurity Plan.

Chancellors EVIDENCE AT UNITLEVEL

I.C.REVISIT AND EMPOWER LEADERSHIP AND GOVERNANCE AT ALL LEVELS

GOAL: Revisit the roles and responsibilities of all constituents of the institutions leadership and governance to foster an environment that stimulates and enforcescompliance with the best practices in University rules and regulations, leadership, governance and institutional integrity accreditation standards, to ensure an empoweredand committed leadership effectively supporting the accomplishment of the institutions mission in a manner appropriate to their charge.




1.Honor theagreements with

students inCertification Num.

Commissions ActionNo. 8:Evidence that stepshave been taken to

Do not apply summarysanctions in connection

with the April June2010 student conflict.

Chancellors April June 2010 All agreements havebeen honored by the

UPR

Agreement signed bycourt assisted

mediation


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131 (2009-2010)of the Board ofTrustees.

improve sharedgovernance, especiallyin documenting howcampus input issolicited and consideredin decision making atthe System level.

Expedite appealingprocesses related tothe April June 2010conflict.

Appoint ex judges asExamining Officers toevaluate administrativeactions.

Postponeimplementation ofStabilization Fee to thesecond academicsession of year 2010-2011.

Board of Trustees

Chancellors

Board of Trustees

When submitted

As needed

Certification Num. 131(2009-2010) of theBoard of Trustees

All Examining Officersappointed are ex

judges


Comply with theCalendar of Activities

set in Certification 131for the establishment ofthe new TuitionExemption Policy.

PresidentVP for Academic Affairs

University BoardBoard of Trustees

August 2010 April2011

New TuitionExemptions Policy

Posting of Policy Draft

Feedback Received

Reviewed Policy

University Boardsuggestions andrecommendations tothe Board of Trustees

Commissions ActionNo. 8:

Evidence that steps havebeen taken to i mproveshared governance,especially i ndocumenting howcampus input is solicitedand considered indecision making at theSystem level.

Commissions ActionNo. 9:

Draft a proposal for a

new Summer OfferingPolicy to supportcontinuity of Summerofferings with theavailable resources,taking into account therelatedrecommendations inCertification 131 andfeedback from the

Academic Senates.

University Board

VP for Academic AffairsExecutive Secretary tothe University Board

No later than April 2011 New Summer Offering

Policy issued by theBoard of Trustees

Agenda, minutes, of

University BoardAcademic AffairsCommittee

VP for Academic Affairsreports to theCommittee

Policy draft submittedto the Academic

Senates


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Evidence thatcommunication betweenthe CentralAdministration and theinstitution and within theinstitution, is clear,timely, and accurate,and that the sources ofsuch communicationsare clearly defined andmade available to all

constituents (Standard 4).Board of Trustees

Feedback received

Agenda, minutes, ofUniversity Board

Proposal for a newSummer Offering Policysubmitted to the Boardof Trustees

Agenda, minutes, ofBoard of TrusteesAcademic AffairsCommittee

Agenda, minutes, ofBoard of Trustees

Certification for NewSummer Offering Policy2.Enforce

compliance withthe Code ofConduct containedin the StudentsGeneralRegulations.

Commissions ActionNo. 7:Evidence ofimplementation of cl earinstitutional policiesspecifying therespective authorit y ofthe different governance

bodies and theirrespective roles andresponsibilities inshared governance

Continue administrativeactions in the units inconnection with thepast student conflict.

Chancellors In progress Implementation ofactions recommendedby Examining Officers.


3.Promote activeparticipation inleadership ofstudents thatmodel bestacademic

practices and

Commissions ActionNo. 7:Evidence ofimplementation of cl earinstitutional policiesspecifying therespective authorit y of

the different governance

Require all electedstudent leaders tomaintain eligibilitycriteria established inStudent Bylaws duringthe length of their

terms.

PresidentVP for Academic AffairsDirector of Legal Affairs

Board of Trustees

February 2011 Students Bylawsamended

Proposal to amendStudent Bylaws

Certification amendingStudents Bylaws


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No. 9:Evidence thatcommunication betweenthe CentralAdministration and theinstitution and within theinstitution, is clear,timely, and accurate,and that the sources ofsuch communicationsare clearly defined and

made available to allconstituents (Standard4).

Board suggestions andrecommendations tothe Board of Trustees

statement. issued by the Board ofTrustees

6.Revisegovernancestructurescomposition, rolesandresponsibilities toensure theireffectiveparticipation incarrying out theinstitution missionand goals incompliance withthe applicable lawand regulationsand accreditation

standardsregardinginstitutionalintegrity,leadership andgovernance, andbest practices.

Commissions ActionNo. 7:Evidence ofimplementation of cl earinstitutional policiesspecifying therespective authorit y of

the different governancebodies and theirrespective roles andresponsibilities inshared governance.

Charge an Ad HocCommittee to:(1) evaluate thecomposition, roles andresponsibilities of theadvisory bodies to thePresident andChancellors, inalignment with theapplicable laws,regulations andstandards, includingbenchmarking, tosustain the necessarybalance for effectiveshared collegial

governance; (2)develop guidelines forthe review of internalregulations governingand advisory bodies aswell as recognizedstudents organizations.

SEEAPPENDIX:THE 7

COMMITTEES OF 7 OF

THE UNIVERSITY OF

PUERTO RICO

SEEAPPENDIX:THE 7

COMMITTEES OF 7 OF

THE UNIVERSITY OF

PUERTO RICO

SEEAPPENDIX:THE 7

COMMITTEES OF 7 OF

THE UNIVERSITY OF

PUERTO RICO

SEEAPPENDIX:THE 7

COMMITTEES OF 7 OF

THE UNIVERSITY OF

PUERTO RICO

7.Ensure that allparticipants in

leadership andgovernance are

Appoint Chancellors President, Board ofTrustees

All Chancellorsappointed between

September 1, 2010 andOctober 26, 2010.

Certifications No.1,2,3,4,10,11,14,26,

and 27 (2010-2011) bythe Board of Trustees


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empowered andcommitted withtheir roles andresponsibilitiesand best practicesto effectivelycontribute incarrying out theinstitution missionand goals within

the applicable lawand regulationsand in compliancewith accreditationstandardsregardinginstitutionalintegrity,leadership and

governance. Commissions ActionNo. 7Evidence ofimplementation of cl earinstitutional policiesspecifying therespective authorit y ofthe different governancebodies and theirrespective roles andresponsibilities inshared governance.Commissions ActionNo. 8:Evidence that steps havebeen taken to i mproveshared governance,especially i ndocumenting how

campus input is solicited

Advise Chancellors ontheir roles andresponsibilities, thescope and functions ofthe governance andadvisory bodies atsystem and unit levelsand solicit and considertheir input on decisionmaking at system level.

Assistant to thePresidentVP for Academic AffairsExecutive Secretary,University Board

September 2010 December 2010

Series of workshopsoffered.

Workshop on appealsprocess

Workshop on FinancialStatements

Attendance lists,agendas and minutesof Chancellorsmeetings


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and considered in

decision making at theSystem level.

Commissions ActionNo. 4:Evidence of a procedurein place for the periodicobjective assessment ofthe Board of Trustees inmeeting statedgoverning body

objectives andresponsibilities.Commissions ActionNo. 7Evidence ofimplementation of cl earinstitutional policiesspecifying therespective authorit y of

the different governancebodies and theirrespective roles andresponsibilities inshared governance.Commissions ActionNo. 8:Evidence that stepshave been taken toimprove shared

governance, especiallyin documenting howcampus input issolicited and consideredin decision making atthe System level.

Advise the Board ofTrustees on their rolesand responsibilities inalignment with theUniversity Law, bylawsand relatedexpectations in MSCHE

standards including thepublication GoverningBoards.

Develop and implementa procedure for theobjective periodicassessment in meetingits roles andresponsibilities.

Coordinate workshopon the Board s roles

and responsibilities withemphasis onaccreditationexpectations

VP for Academic AffairsExecutive SecretaryBoard of Trustees

Continuous

January 2011

February - March 2011

Current semester

Increase awareness ofaccreditationexpectations onGoverning Boards

Draft a rubric toevaluate the roles andresponsibilities of theBoard of Trusteesbased on UniversityLaw, Bylaws,Certifications andapplicable standards

Implement assessmentprocedure

Increase awareness ofexpectations on

Governing Boards

Communications,attendance lists,agendas and minutesof meetings where thepublication GoverningBoards have beenbrought to their

attention.

Rubric draft

Attendance lists,agendas and minutesof meetings

Official rubric andprocedure

Attendance lists,agendas and minutes

8.Foster gradual,harmonious, andorganized

transitions of

Commissions ActionNo. 5:Evidence that stepshave been taken toassure continuity and

Charge an Ad HocCommittee to evaluatethe effectiveness of

consulting and

SEEAPPENDIX:THE 7

COMMITTEES OF 7 OF

THE UNIVERSITY OF

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COMMITTEES OF 7 OF

THE UNIVERSITY OF

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leadership andgovernance at alllevels, with theadequate overlapfor the substantivetransfer ofinformation criticalfor a seamlesscontinuity of theUniversity agenda.

stability of institutional

leadership, p articularlyin times of governmentaltransition .

transition processes inthe University

PUERTO RICO PUERTO RICO PUERTO RICO PUERTO RICO

Guarantee continuity ofexperience, expertise,institutional memoryand adequate overlapacross administrations

Board of TrusteesPresidentChancellors

Continuous Continuity and stabilityacross administrationsincluding adequateoverlap betweenPresidents

List of senior leaders atthe Board of Trusteesand Presidents Officelevel that haveremained providingleadership in key areasacross administrations

Certification Board of

Trustees promotingoverlap between thepast Acting Presidentand current PresidentEVIDENCE AT UNITLEVEL

II. Standard 11, Educational Offerings: The institutions educational offerings display academic content, rigor, and coherence that are appropriate to its higher educationmission. The institution identifies student learning goals and objectives, including knowledge and skills, for its educational offerings.

The Institutional Action Plan along Standard 11 focuses in one main strategy: Guaranteesustainedlength, rigor and depth of academic offerings.

II.A.GUARANTEE SUSTAINED LENGTH, RIGOR AND DEPTH OF ACADEMIC OFFERINGS

GOAL: Guarantee the continuity and the appropriate content, rigor, coherence and length of the institutions academic and research endeavors at all times, to support an effective andseamless student learning process and advancement toward their degrees in harmony with the Open University Culture.


SYSTEM AND UNITTIMEFRAME EXPECTED RESULTS



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1. Continuemonitoring longterm impact of

April Juneinterruption andother disruptionson studentlearning.

Complete analysis ofthe distribution ofgrades, incompletes,

withdrawals, attrition,and other indicators ofthe impact of theinterruption onstudents.

Continue to review theprogress of individualstudents to see if there

is additional analysisneeded in order todetermine if there is along-tem impact.

Incorporate collectedoutcomes assessmentdata into assessmentplans and follow up to

understand the impactof student learning, andmeld into its overallassessment data.

VP for Academic AffairsDeans for AcademicAffairs

Directors Offices ofPlanning andInstitutional Studies

Continuous Decision making/policydevelopment at theappropriate level

.


Agreement on systemicparameters for analysisand assessment

Report with findings,analyses andrecommendations

Incorporation offindings into unit slearning assessmentplans


2.Establishcontingency plansand policyguidelines toensure theeffectiveaccomplishment ofstudent learninggoals with theappropriatecontent, rigor andcoherence in caseof fortuitous

interruptions of the

Establish contingencyplans, including a crisiscommunication plan, forcontinuation ofacademic programs inthe event of fortuitousinterruptions.

Develop guidelines toaccurately assess thedegree ofaccomplishment of

knowledge and skills

PresidentChancellors

VP for Academic AffairsDeans for AcademicAffairs

Continuous Contingency Plansestablished at systemand unit levels.

Draft guidelines basedon findings, analysesand recommendationson Report of long term

impact of April June

Communication plan

Status Reports

Policy statementregarding licensingrequirements oncontinuity

Systemic guidelinesissued at theappropriateadministrative level


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academic process. development goals andobjectives in order toprescribe the

appropriate activitiesand length of timenecessary to assure acoherent continuationof the learning process,in the event of afortuitous interruption ofan academic session.

interruption and otherdisruptions on studentlearning.

EVIDENCE AT UNIT

LEVELContinue to monitor theeffects of the financialsituation on the qualityand rigor of theacademic programs.

VP for Academic AffairsDeans for AcademicAffairs,Directors Offices ofPlanning andInstitutional Studies

Continuous Decision making/policydevelopment at theappropriate level.


Agreements onsystemic parametersfor analysis andassessment

Report with findings,analyses andrecommendations

Incorporation offindings into academicplanning policiesEVIDENCE AT UNITLEVEL

III. Standard 3, Institutional Resources: The human, financial, technical, facilities, and other resources necessary to achieve an institutions mission and goals are availableand accessible. In the context of the institutions mission, the effective and efficient uses of the institutions resources are analyzed as part of ongoing outcomesassessment.

The Institutional Action Plan to preserve compliance with Standard 3 has two main dimensions: Secure continuity and institutional effectiveness with available resources andMaintain and nurture additional sources of funding to continue advancing institutional education, research and service priorities.

III.A.SECURE CONTINUITY AND INSTITUTIONAL EFFECTIVENESS WITH AVAILABLE RESOURCES


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GOAL: Secure continuity and effective accomplishment of the institutional mission and goals with the available resources by developing and implementing the appropriate financialmeasures.




1. Revisit the currentstrategic planningagenda to setpriorities inalignment withinstitutionalassessment

results, currentand projectedresources, and thedevelopment andimplementationprocess of a long-term financial planfor the Universityof Puerto Rico to

assure financialviability andsustainability.

Commissions ActionNo. 3:Evidence that the Boardof Trustees assists ingenerating resourcesneeded to sustain andimprove the institution.

Reorganize the CapitalImprovement Program(CIP) according toavailable and projectedresources to continuewith priority projects.

Seek interim financingfor priority projects.

Board of Trustees

PresidentFinance Director

2007-2008

February 2011

Reorganized CIP

Interim financing forpriority projectsobtained

Certification No. 80(2007-2008) of theBoard of Trustees

Certification by theBoard of Trustees

Continueimplementation ofControl Measuresestablished in PolicyStatements.

Revisit the AdvisoryCommittee onInstitutional FinancesReport (CAFI, 2007)and submitrecommendations offinancial measures.

ChancellorsBudget DirectorFinance DirectorUnit s Budget andFinance Directors

Continuous

January - April 2011

Continue to identify andimplement viable costcutting measures tomaintain institutionaleffectiveness withavailable resources

Policy statements onControl Measures

Agreements on furthercost cutting measuresto implement across thesystem

Charge an Ad HocInstitutional Strategic

Planning Committee

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with the identification ofpriorities and thedevelopment ofguidelines for thereorganization of theinstitutional planningagenda based on theassessment of itsoutcomes and availableresources.

PUERTO RICO PUERTO RICO PUERTO RICO PUERTO RICO

2. Continueevaluating theeffectiveness ofeducationalofferings incompliance withCertification Num.43 (2006-2007)and Certification

Num. 92 (2008-2009) of the Boardof Trustees, whichmandate periodicevaluation withemphasis onduplicatedofferings topromote informeddecision making

regarding thecontinuation ofacademicprograms.

Continue developingand implementing costeffective measures inacademic offeringswhile safeguarding theinstitutionscommitments withstudents.

VP for Academic AffairsChancellorsDeans for AcademicAffairs

Continuous Identify possiblepause/adjustments inadmission,consolidation and/orclosure of academicprograms based onassessment to maintaininstitutionaleffectiveness with

available resources

Academic Year 2010 -2011Carrying capacity forAdmission 2010adjusted by 7.44%

131 ineffective transferprograms discontinuedeffective August 2010.

192 transfers programsCarrying capacity fortraditionalundergraduate coursesset to a minimum of 30students (CertificationNo. 135 (2009-2010) ofthe Board of Trustees).

Measures for AcademicYear 2011 - 2012

Reorganize prioritiesand planning at unitlevel according to theevaluation of academicofferings, five-year

financial projections

Chancellors January - April 2011 Planning aligned withavailable resources



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and cost cutting

measures.3. Provide timely and

accurate systemand campusfinancial data fordecision making tosupport theinstitutionsmission and goals.

Commissions ActionNo. 1:Five-year financialprojections fo r the UPRSystem includinginformation from auditedfinancial statements forfiscal year 2010.

Commissions ActionsNo. 2:Institutional pro-formabudgets that demonstratethe institution's ability togenerate a balancedbudget for fi scal years2012 through 2015,including the personnel,compensation, and other

assumptions on whichthese budgets are based(Standard 3).

Five-year financialprojections for the UPRSystem includinginformation from auditedfinancial statements forfiscal year 2010, no laterthan January 2011.

Provide pro-formabudgets thatdemonstrate an ability togenerate balancedbudgets for each campusfor FY 2012 through

2015. Include a specificset of assumptions,including personnelcounts andcompensation planning.

Provide each campuswith a quarterly budgetupdates.

Provide monthlyincome/expense reportsto each unit and CentralOffice.

Finance DirectorBudget Director

Budget Director

Budget Director

Finance Director

No later than January2011

January February2011

January 2011; April2011; July 2011

June 2011

Timely delivery offinancial data fordecision making.

General guidelines tosupport thedevelopment of a long-term financial plan atthe central and unitlevels

Five-year financial

projections based oncurrent information

Pro forma budgets foreach unit

Quarterly budgetupdate for each unit

Monthly income-expense reports atsystem and unit levels


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4. Evaluateadministrativepolicies, practices,structures,processes andfunctions at alllevels andimplement thenecessarychanges to: (1)

support aneffective, fair andefficient financeand budgetplanning andallocation and atimely disclosureof financialinformation; (2)

promote anefficient, nonredundant andcost-effectivemanagement.

Continue efforts

towards minimizingaccounts receivablesfor improved financialstability.

Evaluate effectiveness

in debt collection

practices at the unit

level to identify best

practices to

disseminate throughout

the system.

Evaluate the

effectiveness of the

Financial InformationSystems Software

(UFIS) in providing

necessary financial

information for budget

development with

feedback from affected

parties throughout the

system.

Finance Director

Unit Finance Directors

Finance DirectorUnit Finance Directors,VP for Research and

TechnologyDirector Information

Systems Office

Continuous

In progress

Increased cash flow.

Recognize and

disseminate best

practices to better debt

collection.

Identification of

programming features

to be modified.

Evidence of debt

collection efforts andresults

Progress report on

identified best practices

Attendance lists,

agendas and minutes

of meetings

Progress report

Assign temporarily agroup of internalFinancial Monitors atthe appropriate level ofauthority to commandcompliance withinstitutional directives

regarding strategic

PresidentBudget DirectorFinance Director

February 2011 Appropriate monitoringof planning and budgetallocation at all levels inaccordance withinstitutional directives.

Designation letters


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planning and budget

allocation at the centraland unit levels.

Appoint a ChiefFinancial Officer (CFO)to overview Budget,Finance, Physical Plantand other areas relatedto the institutions

Administrative andManagement affairs toensure appropriateguidance andmonitoring ofinstitutional operationsat all levels.

Finance DirectorBudget Director

PresidentBoard of Trustees

February 2011

July 2011

Proposal to create theposition submitted tothe President for itspresentation to theBoard of Trustees.

Appoint CFO

Draft of positiondefinition and functions

Certification of theBoard of Trustees

Charge an Ad HocBudget and FinanceCommittee with: (1)evaluating theeffectiveness ofCertification Num. 100(2005-2006) of theBoard of Trustees asthe instrument forbudget development atthe central and unit

levels in the context ofthe University Law andregulations; (2)identifying bestpractices in thebudgeting process, atthe central and unitlevels, and incomparable public

universities; (3) making

SEEAPPENDIX:THE 7


PUERTO RICO

SEEAPPENDIX:THE 7


PUERTO RICO

SEEAPPENDIX:THE 7


PUERTO RICO

SEEAPPENDIX:THE 7


PUERTO RICO


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the corresponding

recommendations forimprovement.

Charge an Ad HocAdministrativeEfficiency Committeesupported by a processreengineering specialistto steer: (1) the

evaluation ofadministrativestructures processesand functions; (2)developrecommendation ofmeasures to promotecost-effectiveness inmanagement andimproved service at theCentral Administrationand unit levels.

5.Promotecollaborationagreements withstate and citygovernments incommon areas ofinterest to promote

short and longterm economies.

Develop and implementa Security Plan inpartnership with stateand/or citygovernments toimprove security incampuses and

surroundingcommunities.

PresidentChancellors

November-December2010

A cost-effectiveSecurity Planimplemented at eachcampus with short andlong term positiveimpact in neighboringcommunities.

Security Committeeattendance lists

Security Plan Draft

Status Reports

Promote thedevelopment ofcollaborationagreements with stateand city governmentsthat result in mutual

economies.

Chancellors Continuous Increased costreductions.



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III.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.



DESCRIPTION ANDOUTCOME EVIDENCE

1.Continue, increaseand diversify newsources of fundingto effective

accomplishinstitutionalmission.

Commissions ActionNo. 3:Evidence that the Boardof Trustees assists ingenerating resources

needed to sustain andimprove the institution.

Implement StabilizationFee on the secondacademic session ofyear 2010 to secure

alternative fundingsources.

Obtain $100 M loanfrom the GovernmentDevelopment Bank.

Identify and implementadditional student aidfunding and expandexisting programs totackle the StabilizationFee

Board of TrusteesFinance Director

Board of TrusteesPresident

September 2010

January 2011

November February2011

Short-term financialstability.

Certification Num. 146(2009-2010) of theBoard of TrusteesPolicy letters


Additional yearlyincome of not less than$40,000,000

$30 million aid fundapproved by theGovernment of PuertoRico (Law 176)

Increase of $1.7 M inFederal Work StudyProgram

New $1.6 M graduatestudent aid fundcreated by the Board ofTrustees


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2. Continuestimulating thesubmission ofproposals forexternal funding toadvance theresearch andeducation strategicagenda of theUniversity of

Puerto Rico.

Maintain the current

level of institutionalmatching fundsallocation.

Continue implementingmeasures forstimulating submissionof proposals for

external funding toadvance research.

Board of Trustees

VP for Research andTechnologyChancellors

Continuous Maintain and increase

the influx of externalfunding for researchand educationinitiatives.

Budget 2010 - 2011

Certification by theBoard of Trustees

Report of systemicproposals submitted,granted, and matching

funding commitments


3.Expand Division ofContinuingEducation andProfessionalStudies units

(DCEPS) andother self-financingofferings inacademic units toadvanceinstitutional servicemission towardsthe community andincrease revenues

for the units.

Increase and diversifycourse offerings andexpand the reach ofacademic programsthrough self financing.

Increase the number ofdegree grantingacademic programsavailable in the self-financing ExtendedUniversity (UnEx)format aimed at non-traditional students.

VP for Academic AffairsChancellorsDeans for AcademicAffairsDCEPS Directors

Continuous Enhancement of theDCEPSofferings and outreachmission, and increasedrevenues at the unit

level.


4.Increase revenuesderived from theIntramural Practicein proportion withthe supportprovided by theUniversity ofPuerto to this

activity.


Evaluate theeffectiveness ofCertification Num. 123(1996-1997) of theBoard of Trustees,which establishes thepolicy for the IntramuralPractice of faculty

members, and make

Chancellors March June 2011 Proposed changes inpolicy submitted to thePresident.

Board of Trustees

Draft proposal for theBoard of Trustees

New IntramuralPractice Policy issuedwith increasedrevenues for the

supporting units.


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recommendations to

help enhanceinstitutional revenues.

5.Strengtheninstitutionalrelationship withactive students andfaculty, alumni andretired faculty,community, private

and governmententities to attractfunding at bothcentral and unitlevels.


Organize a series offund-raising activities tonurture the EndowmentFund.

Continue fosteringalumni donations

through fundraisingactivities at the systemand unit levels.

Board of TrusteesPresidentDirector Alumni andDevelopment Office

ChancellorsDirector Alumni and

Development OfficeDirectors AlumniOffices

Continuous Increase influx ofcapital into the UPREndowment Fund andthe units.

Calendar of Activitiesand expected revenues


Strengthen allianceswith community, privateand governmententities to developadditional fundingsources.

ChancellorsDirector Alumni andDevelopment OfficeDirectors ExternalResources

Continuous Increased additionalfunding from privateand governmententities.



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UPR Action Plan: Agenda for Implementation and Assessment


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research and servicemission.I.B.1.ACTION:Encourage

commitment with an OpenUniversity Culture in allsectors of the UniversityCommunity to guaranteethe continuity of theeducation, research andservice mission.

Committee members

I.C.REVISIT AND EMPOWERLEADERSHIP ANDGOVERNANCE AT ALLLEVELS

GOAL:Revisit the rolesand responsibilities of allconstituents of theinstitutions leadership andgovernance to foster anenvironment thatstimulates and enforcescompliance with the bestpractices in Universityrules and regulations,

leadership, governanceand institutional integrityaccreditation standards, toensure an empoweredand committed leadershipeffectively supporting theaccomplishment of theinstitutions mission in amanner appropriate totheir charge.I.C.6.ACTION:Revisegovernance structurescomposition, roles andresponsibilities to ensuretheir effective participationin carrying out theinstitution mission andgoals in compliance withthe applicable law andregulations andaccreditation standards

regarding institutional

Commissions ActionNo. 7:Evidence ofimplementation of cl ear

institutional policiesspecifying therespective authorit y ofthe different governancebodies and theirrespective roles andresponsibilities inshared governance.

Charge an Ad HocCommittee to:(1) evaluate the

composition, roles andresponsibilities of theadvisory bodies to thePresident andChancellors, inalignment with theapplicable laws,regulations andstandards, includingbenchmarking, tosustain the necessarybalance for effectiveshared collegialgovernance; (2)develop guidelines forthe review of internalregulations governingand advisory bodies aswell as recognized

students organizations.

PresidentChancellorsVP for Academic Affairs


February 2011

Recruit members ofinternal and externalcommunity to assist in

key institutional issuesand receive feedback tofine tune their charge

Open invitation topotential candidatesthroughCartero AC,

posting in webpage andpress

Responses to openinvitation

Feedback received toAd Hoc CommitteesCharge

Appointment letters toCommittee members


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III.A.4.ACTION:Evaluateadministrative policies,practices, structures,

processes and functionsat all levels and implementthe necessary changes to:(1) support an effective,fair and efficient financeand budget planning andallocation and a timelydisclosure of financialinformation; (2) promotean efficient, non redundantand cost-effective

management.

Charge an Ad HocBudget and FinanceCommittee with: (1)

evaluating theeffectiveness ofCertification Num. 100(2005-2006) of theBoard of Trustees asthe instrument forbudget development atthe central and unitlevels in the context of

the University Law andregulations; (2)identifying bestpractices in thebudgeting process, atthe central and unitlevels, and incomparable publicuniversities; (3) makingthe corresponding

recommendations forimprovement.

Charge an Ad HocAdministrativeEfficiency Committeesupported by a processreengineering specialistto steer: (1) the

evaluation ofadministrativestructures processesand functions; (2)developrecommendation ofmeasures to promotecost-effectiveness inmanagement andimproved service at the

PresidentChancellorsVP for Academic Affairs


February 2011

Recruit members ofinternal and externalcommunity to assist in

key institutional issuesand receive feedback tofine tune their charge

Open invitation topotential candidatesthroughCartero AC,

posting in webpage andpress

Responses to openinvitation

Feedback received toAd Hoc CommitteesCharge

Appointment letters toCommittee members



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Central Administrationand unit levels.Submit Report to the

President

All Committees

VP for Academic Affairs

Dates agreed with

Committees

Recommendations or

improvement

Attendance lists,

agendas and minutesof meetings

Updates introduced toCommittees charge

Requests for feedbackfrom internal andexternal community

Report to the PresidentCommissions ActionNo. 7:Evidence ofimplementation of cl earinstitutional policiesspecifying therespective authorit y ofthe different governancebodies and theirrespective roles andresponsibilities inshared governance.

Commissions ActionNo. 8Evidence that steps havebeen taken to i mproveshared governance,especially i n

documenting howcampus input is solicitedand considered indecision making at theSystem level.

Commissions ActionNo. 9:Evidence thatcommunication between

the Central

Present Report to theUniversity Board

Present Report andUniversity Boardssuggestions andrecommendations to

the Board of Trustees.

PresidentVP for Academic Affairs

Next University Boardmeeting after receipt ofReport

Next Board of Trusteesmeeting after receipt ofReport

University Boardsuggestions andrecommendations.

President/Board ofTrustees directivesand/or determinations

Agendas, minutes,certifications

Agendas, minutes,certifications



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g pPage 32

Administration and theinstitution and within theinstitution, is clear,timely, and accurate,and that the sources ofsuch communicationsare clearly defined andmade available to allconstituents (Standard 4).

Documents

Guia Para La Implantacion y Evaluacion Del Plan de Accion Sistemico de La UPR