UPR Action Plan - 28 oct 2010

8/8/2019 UPR Action Plan - 28 oct 2010

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October 28, 2010

CONSOLIDATED MONITORING REPORT OF THE UNIVERSITY OF PUERTO RICO 1

UNIVERSITY OF PUERTO RICO ACTION PLAN FOR SUSTAINED COMPLIANCE WITH THELEADERSHIP AND GOVERNANCE, EDUCATIONAL OFFERINGS, AND INSTITUTIONAL RESOURCES

STANDARDS OF EXCELLENCE OF THE MIDDLE STATES COMMISSION ON HIGHER EDUCATION

Aligned with MSCHE Visiting Team Requirements, Recommendations and Suggestions

As a result of a critical self-assessment of the events and circumstances that surrounded the student conflict in context with the concerns andexpectations contained in the Middle States Commission on Higher Education Action and corresponding standards, the related action by the USDepartment of Education, and the internal and external relevant environmental factors, the Institutional Action Plan to achieve and sustain compliance withStandards 4 and 11 and to evidence compliance with Standard 3 is structured as follows along each Standard.

I. Standard 4, Leadership and Governance: The institution system of governance clearly defines the roles of institutional constituencies inpolicy development and decision-making. The governance structure includes an active governing body with sufficient autonomy to assure

institutional integrity and to fulfill its responsibilities of policy and resource development, consistent with the mission of the institution.

The Institutional Action Plan along Standard 4 is organized in three prongs: Foster an Enhanced Institutional Climate and Identity, Open UniversityCulture, and Strengthening of Governance

I.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 sectorsof the University Community, to stimulate a climate of trust, collaboration, commitment and identification with the institutions mission, goals, and challenges.

ACTIONS ACTIVITIES

RESPONSIBLESYSTEM AND UNIT TIMEFRAME

CURRENT AND EXPECTED

OUTCOMES1.Develop strategies for clear, timely and

accurate delivery of institutional information tothe internal and external community, withsources of communication clearly defined andavailable to all constituents*Standard 4, Team Requirement 5 (page 10 ofReport)

Broaden communication deliverychannels including but not limited to,updates of institutional and units webpages, and other outlets throughout thesystem, like Dilogo Newspaper andRadio Universidad among others.

CommunicationsOffice Director

Continuous Official informationdelivered through multipleoutlets.


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Action Plan: Preliminary Alignment with MSCHE Special Team Recommendations

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ACTIONS ACTIVITIESRESPONSIBLE

SYSTEM AND UNITTIMEFRAME

CURRENT AND EXPECTEDOUTCOMES

Inform the units about the progress ofimplementation and assessment of the

UPR Action Plan.*Standard 4, Team Requirement 3(page 10 of Report)

VPAA andChancellors

Continuous Constituents informed.

Assessment data collectedand used for continuousimprovement of UPRprocesses.

Charge a Focal Group of experts incommunication to assess theeffectiveness of internal and externalcommunication during the past yearand make recommendations forimprovement.

President andChancellors

September-October 2010

Define the charge for theCommunications FocalGroup.*Standard 4,Recommendation 1(page 10 of Report)

Publish an open invitation to convoke

potential candidates from the internaland external community.

Appoint Focal Group Members.

*Standard 4, Recommendation 1(page10 of Report)

Communications

Office Director

President

October-

November 2010

Open invitation and

appointment of members.

Inform member selection and FocalGroup progress to the UniversityCommunity.*Standard 4, Recommendation 1(page10 of Report)

President Continuous Sustained communication

Submit Communications Focal GroupFinal Report to the President withassessment and recommendations.*Standard 4, Recommendation 1(page10 of Report)

CommunicationsFocal Group

December 2010 Communications FocalGroup Final Reportsubmitted.

Presentation of Final Report to theUniversity Board and the Board ofTrustees.*Standard 4, Recommendation 1(page10 of Report)

President December 2010 Sustained communicationand dialog regardingCommunications FocalGroup recommendations.


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December 2010-January 2011

Implementation ofrecommendations

2.Broaden and strengthen the opportunities foreffective communication between theadministration and the university communityto receive input about their concerns andsituations that affect the institution, as well asto share developments and achievements.*Standard 4, Team Requirement 5 (page 10 ofReport)

Carry out periodic forums of thePresident and staff with elected leadersto the Student Councils of all units andstudent representatives to theUniversity Board.

Vice President forStudents Affairs Semiannually Sustained communicationand initiatives that resultfrom the forums.

Carry out periodic meetings ofChancellors and staff with electedleaders to the Student Councils and the

Academic Senate.

Chancellors,Deans of StudentAffairs

Semiannually Sustained communicationand initiatives that resultfrom the meetings.

Conduct periodic on-line surveys aboutsituations and issues that concern andaffect the university community.

Vice President forAcademic Affairs,Directors of the Officeof Planning andInstitutional Studies(OPEI), InformationSystems Office (OSI)

Annual On-line surveys developed.

Findings of surveys relayedto the appropriate officerfor action

Conduct regular unit visits by seniorleaders and hold informational andlistening sessions open to all

constituents.*Standard 4, Suggestion 1(page 10 of Report)

President, Vice-presidents

Semiannually Sustained communication.

3.Ensure opportunities for students to freelyparticipate and provide input in decisions thatdirectly affect them.

Implement the electronic votemechanism for students elections andassemblies as mandated by Law No.128, approved August 11, 2010, (toamend Articles 6-11 from Public LawNo. 1, known as University Law whichwas approved on January 20, 1966).

Vice President forStudent Affairs,Chancellor

SeptemberOctober 2010

Implementation planadapted to theparticularities of each unitestablished.


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Vice President forStudent Affairs,

Deans for StudentsAffairsInformation SystemsOffice

October 2010 Electronic voteimplemented in compliance

with the Law.

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, whilesafeguarding the rights and responsibilities of all members of the University community with the continuity of the institutional education, research andservice mission.

ACTIONS ACTIVITIES RESPONSIBLESYSTEM AND UNIT

TIMEFRAME CURRENT AND EXPECTEDOUTCOMES

1.Encourage commitment with an OpenUniversity Culture in all sectors of theUniversity Community to guarantee thecontinuity of the education, research andservice mission.

2.Develop strategies for ongoing andsustainable compliance with relatedaccreditation and licensing requirements and

Certification 90 (2004-2005) of the Board ofTrustees and dispositions in the General andStudents Bylaws, which mandate continuity ofthe institutional education, research andservice mission.

Advise on the need for ongoing andsustainable compliance withaccreditation and licensing standardsand criteria regarding continuity ofacademic offerings to maintain eligibilityfor funding from the Higher EducationAct and other external funds to advancethe institutions mission.

Vice President forAcademic Affairs

Ongoing All sectors of the UniversityCommunity informed.

Charge an Open University Committeewith: (a) drafting an Institutional OpenUniversity Statement; (b) recommendingstrategies, measures and protocolsconducive to sustained compliance with


October 2010 Define the charge for theOpen UniversityCommittee.*Standard 4,Recommendation 1 (page 10


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policies that support continuity of theinstitutional mission.

of Report)

Publish an open invitation to convokepotential candidates from the internaland external community.

Appoint committee members.*Standard 4, Recommendation 1(page 10 of Report)


President

October-November 2010

Open invitation andappointment of members.

Inform member selection and committeeprogress to the University Community.*Standard 4, Recommendation 1(page 10 of Report)

President Continuous Sustained communication.

Submission of the proposed OpenUniversity Statement to the President forits presentation to the University Boardand the Board of Trustees.*Standard 4, Recommendation 1(page 10 of Report)

Open UniversityCommittee

University Board andBoard of Trustees

November 2010 Dialog regarding ProposedOpen University Statement

Board of Trustees November-December, 2010

Open University Statementissued.

Submit Report to the President withrecommended strategies, measures,protocols, and plan.*Standard 4, Recommendation 1(page 10 of Report)

Open UniversityCommittee

NovemberDecember 2010

Report of the OpenUniversity Committee.

Presentation of Reportrecommendations to the UniversityBoard and Board of Trustees.*Standard 4, Recommendation 1(page 10 of Report)

President January 2011 Presentations and input ofrecommendations received.

President, February 2011 Recommendations


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Chancellors implemented at theappropriate authority level

Disseminate the Code of Conductcontained in the Students GeneralRegulations and its relevance tomaintain eligibility for funding from theHigher Education Act and other externalfunds to advance the institutionsmission.

Vice President forStudent Affairs,Deans for StudentsAffairs

September -October 2010 Students Code of Conductpublished electronically andposted in multiples visiblelocations across campuses.

Require administrators at all levels toparticipate in trainings on conflictmanagement strategies.

President October 2010 Policy statement issued.

Coordinate conflict management

trainings at all levels of the institution

Special Assistant to

the President,Chancellors

Beginning

November 2010

Trainings offered at the

central and unit levels.

Require from all administrators at alllevels a written commitment with anOpen University Culture.

President,Chancellors

January 2011 Governance explicitlycommitted with the OpenUniversity Culture and withsupporting sustainedcompliance withCertification No. 90.

Require from all users of the Universitynet to accept commitment with an OpenUniversity Culture as a condition to log

in.

Vice President forResearch andTechnology,

Information SystemsOffice

January 2011 Protocol implemented

Require from all students uponregistration on each academic session awritten commitment with the OpenUniversity Culture and the StudentsCode of Conduct.

Vice President forStudent Affairs,Deans for StudentsAffairs,Information SystemsOffice

From January2011

Protocol implemented.


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3.Culminate the incorporation of campuses totheir surrounding communities in accordance

with the goals of the UPR Planning AgendaTen for the Decade and the Open UniversityCulture to ensure uninterrupted fulfillment ofinstitutional mission and commitments with itsinternal and external stakeholders.*Standard 11, Recommendation 2(page 13 of Report)

Implement the Architectural Plan for theintegration of campuses to their

communities in accordance with theirrespective master plans.

Chancellors, Designand Construction

Director

Phase Ibeginning on

September 2010

Complete the conditions forthe integration of campuses

to their respectivecommunities.

Develop and implement a Security Planin partnership with state and/or citygovernments to improve security incampuses and surrounding

communities.

Extend the UPR Identification CardsProject in Policy Statement Num. R-0708-03 (2009-2010) to all members ofthe University Community as a keyelement for the success of the SecurityPlan.


November 2010

December 2010

A cost-effective SecurityPlan implemented at eachcampus with short and longterm positive impact in

neighboring communities.

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 environ ment 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 manne r appropriate to their charge.




1.Honor the agreements with students inCertification Num. 131 (2009-2010) of theBoard of Trustees.

Do not apply summary sanctions inconnection with the past student conflict.

Chancellors August 1 2010April 30 2011

Summary sanctions werenot applied.

Expedite appealing processes. Board of Trustees When submitted Students appeals expedited


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by the Board of Trustees.

Appoint ex judges as Examining Officersto evaluate administrative actions. Chancellors Ongoing All Examining Officersappointed by Chancellorsare ex judges.

Postpone implementation of StabilizationFee to the second academic session ofyear 2010-2011.

Board of Trustees June 30, 2010 Implementation ofStabilization Fee on thesecond academic sessionof year 2010 in accordancewith Certification Num. 146(2009-2010) of the Board ofTrustees.

Comply with the Calendar of Activities

set in Certification 131 for theestablishment of the new TuitionExemption Policy.

President

Board of Trustees

August 2010

April 2011

New Tuition Exemptions

Policy issued.

Draft a proposal for a new SummerOffering Policy to support continuity ofSummer offerings with the availableresources, taking into account the relatedrecommendations in Certification 131and feedback from the AcademicSenates.

University Board No later thanDecember 2010

Proposal for a new SummerOffering Policy submitted tothe Board of Trustees.

Consider the proposal of the University

Board for the establishment of a newSummer Offering Policy.

Board of Trustees January - March

2010

New Summer Offering

Policy issued.

2.Enforce compliance with the Code ofConduct contained in the Students GeneralRegulations.

3.Promote active participation in leadership ofstudents that model best academicpractices and accomplishment of theinstitutions mission and goals toward its

Continue administrative actions in theunits in connection with the past studentconflict.

Chancellors In progress Implementation of actionsrecommended byExamining Officers.


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student body.Require all elected student leaders to

maintain eligibility criteria established inStudent Bylaws during the length of theirterms.

Board of Trustees October 2010 Policy issued.

4.Clarify the scope and reach of the state oflaw regarding what is a legal and validexercise of freedom of speech within apublic higher education institution.

Continue with the ongoing judicialproceedings in connection with the paststudent conflict.

Associate Director ofLegal Affairs Office

Ongoing State of law clarified toencourage appropriateexercise of freedom ofspeech.

5.Define the scope and reach of what is legaland valid exercise of University Autonomyin alignment with University Law, rules andregulations, and applicable accreditation

standards regarding institutional integrity,leadership and governance.*Standard 4, Requirement 4 (page 10 of Report)

Identify and analyze the contexts inwhich the concept of UniversityAutonomy appears in the University Law,rules and regulations.

Vice President forAcademic Affairs,Chancellors, Deansfor Academic Affairs


Research documentation.

Draft a proposed definition of UniversityAutonomy as applicable to the Universityas a whole in relation with the externalcommunity and to the respective units inrelation with the system.

President,Chancellors, VicePresidency forAcademic Affairs

November 2010 Proposal submitted to thePresident for itspresentation to the Board ofTrustees.

Consider the proposed definition ofUniversity Autonomy.

Board of Trustees December 2010 Institutional definition ofUniversity Autonomyissued.

6.Revise governance structures composition,roles and responsibilities to ensure theireffective participation in carrying out theinstitution mission and goals in compliancewith the applicable law and regulations andaccreditation standards regardinginstitutional integrity, leadership andgovernance, and best practices.*Standard 4, Requirement 4 (page 10 of Report)

Charge an Ad Hoc Committee to:(1) evaluate the composition, roles andresponsibilities of the advisory bodies tothe President and Chancellors, inalignment with the applicable laws,regulations and standards, includingbenchmarking, to sustain the necessarybalance for effective shared collegialgovernance; (2) develop guidelines forthe review of internal regulations

President andChancellors Immediately Define the charge for the AdHoc Committee.


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governing and advisory bodies as well asrecognized students organizations.

Publish an open invitation to convokepotential candidates from the internal andexternal community.

Appoint committee members

*Standard 4, Recommendation 1(page 10 of Report)


President




President Ongoing Sustained communication.

Submit to the President Report withassessment, recommendations andguidelines.

Ad-Hoc Committee November 2010 Ad-Hoc Committee Report.

Presentation of Report recommendationsto the University Board and Board ofTrustees.*Standard 4, Recommendation 1(page 10 of Report)

President December 2010 Presentations and input ofrecommendations.

Review internal regulations following theguidelines approved by the President

and Board of Trustees.*Standard 4, Recommendation 1(page 10 of Report)

Board of Trustees,University Board,

Academic Senates,AdministrativeBoardsGeneral StudentCouncils

JanuaryFebruary 2011

Revised and alignedinternal regulations of

governance bodies andmain student leadershiporganizations.

Improved sharedgovernance; documentationof how campus input issolicited and considered indecision making at the


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System level.*Standard 4, Requirement 4(page 10 of Report)

President,Board of Trustees

January June,2011

Recommendationsapproved and implementedat the appropriate authoritylevel.

7.Ensure that all participants in leadershipand governance are empowered andcommitted with their roles andresponsibilities and best practices toeffectively contribute in carrying out theinstitution mission and goals within theapplicable law and regulations and incompliance with accreditation standardsregarding institutional integrity, leadershipand governance.*Standard 4, Requirement 4 (page 10 of Report)

Receive reports from the ConsultationCommittees and interview candidates.

President In progress Select candidates for eachunit to be recommended tothe Board of Trustees.

Appoint Chancellors. President, Board ofTrustees

October 2010 Chancellors appointed.

Coordinate workshops and trainings forthe appointed Chancellors regarding theirroles and responsibilities, the scope andfunctions of the governance and advisorybodies, as well as recognized students,faculty and employees organizations andcommittees that are not part of thegovernance structure.

Special Assistant tothe President

September 2010 December2010

Series of workshopsoffered.

Coordinate workshops for the Board ofTrustees regarding their roles andresponsibilities in alignment with theUniversity Law, bylaws and relatedexpectations in MSCHE standardsincluding the publication Governing

Vice President forAcademic Affairs,Executive Secretaryto the Board

OctoberDecember 2010

Series of workshopsoffered.


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Boards.Develop and implement a procedure for

the periodic assessment of the Board ofTrustees objectives.*Standard 4, Requirement 1.b(page 10 of Report)

Board of Trustees March 2011 Stated objectives for the

governing body.

Assessment procedureimplemented.

8.Foster gradual, harmonious, and organizedtransitions of leadership and governance atall levels, with the adequate overlap for thesubstantive transfer of information criticalfor a seamless continuity of the Universityagenda.*Standard 4, Requirement 2 (page 10 of Report)

Charge an Ad Hoc Committee toevaluate (1) the effectiveness ofconsulting and transition processes in theUniversity, and, (2) to consider fixedterms for the UPR President,Chancellors, and other senior leaders.*Standard 4, Suggestion 2(page 10 of Report).


December 2010 Define the charge for the AdHoc Committee.

Publish an open invitation to convokepotential candidates from the internal andexternal community.

Appoint committee members.*Standard 4, Recommendation 1(page 10 of Report)


President





Draft a proposal for the review andupdate of all aspects of consultation andtransition processes in accordance toUniversity Law and regulations,applicable accreditation standardsregarding institutional integrity,leadership and governance, and bestpractices in higher education institutions.

Ad Hoc Committee March 2011 Proposal submitted to thePresident for itspresentation to the Board ofTrustees.


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Consideration of proposal. Board of Trustees June 2011 Correspondingamendments to University

rules and regulations andtransition processesapproved.

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

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 aneffective and seamless student learning process and advancement toward their degrees in harmony with the Open University Culture.



EVIDENCE OF ACTUALAND EXPECTED

RESULTS1. Continue monitoring long term impact

of student learning.Complete analysis of the distribution ofgrades, incompletes, withdrawals, attrition,and other indicators of the impact of theinterruption on students.*Standard 11, Recommendation 1(page 12 of Report)

Chancellors, Deans forAcademic Affairs

Continuous Systemic and unitassessment reports;decisions to improveacademic processes.

Incorporate collected outcomes assessmentdata into assessment plans and follow up tounderstand the impact of student learning,and meld into its overall assessment data.*Standard 11, Recommendation 1(page 12 of Report)

Deans for AcademicAffairs, Directors ofInstitutional Assessmentand Studies Offices

Continuous Decisions at the unitand program level toimprove assessmentplans.


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Continue to review the progress ofindividual students to see if there isadditional analysis needed in order todetermine if there is a long-tem impact.*Standard 11, Recommendation 1

(page 12 of Report)

Deans for AcademicAffairs and ProgramDirectors

Continuous Decisions at the unitand program level toimprove academicprocesses.

Continue to monitor the effects of thefinancial situation on the quality and rigor ofthe academic programs.*Standard 11, Recommendation 3(page 13 of Report)

VP for Academic Affairs,Chancellors and Deansof Academic Affairs

Continuous Decisions at the systemand unit level to ensureprogram quality.

2.Establish contingency plans and policyguidelines to ensure the effectiveaccomplishment of student learninggoals with the appropriate content,rigor and coherence in case of

fortuitous interruptions of the academicprocess.*Standard 11, Recommendation 2(page 13 of Report)

Establish contingency plans, including acrisis communication plan, for continuationof academic programs in the event offortuitous interruptions.

Chancellors November-December2010

Contingency Plansestablished at each unit.

Develop guidelines to accurately assess thedegree of accomplishment of knowledgeand skills development goals and objectivesin order to prescribe the appropriateactivities and length of time necessary toassure a coherent continuation of thelearning process, in the event of a fortuitous

interruption of an academic session.

Vice President forAcademic Affairs, Deansfor Academic Affairs

March 2011 Systemic guidelinesissued at theappropriateadministrative level.

III. Standard 3, Institutional Resources: The human, financial, technical, facilities, and other resources necessary to achie ve an institutionsmission and goals are available and accessible. In the context of the institutions mission, the effective and efficient uses of the institutionsresources are analyzed as part of ongoing outcomes assessment.

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


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III.A.SECURE 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 implementingthe appropriate financial measures.




OUTCOMES1.Implement the necessary changes in the

institutional structure, policies and practices tosupport an effective, fair and efficient finance andbudget planning and allocation of resources, anda timely disclosure of financial information touniversity constituents.*Standard 3, Requirement 2 (page 7 of Report)

Charge an Ad Hoc Budget andFinance Committee with: (1)evaluating the effectiveness ofCertification Num. 100 (2005-2006) ofthe Board of Trustees as theinstrument for budget development atthe central and unit levels in thecontext of the University Law and

regulations; (2) identifying bestpractices in the budgeting process, atthe central and unit levels, and incomparable public universities; (3)making the correspondingrecommendations for improvement.

President and

Chancellors

August 2010 Define the charge for the AdHoc Budget and FinanceCommittee.*Standard 4, Recommendation 1(page 10 of Report)


Appoint committee members.



President



Inform member selection andcommittee progress to the UniversityCommunity.*Standard 4, Recommendation 1(page 10 of Report)


Submit Final Report to the Presidentwith assessment andrecommendations.

Ad Hoc Budgetand FinanceCommittee

November 2010 Report with recommendationssubmitted to the President.


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OUTCOMES*Standard 4, Recommendation 1(page 10 of Report)Presentation of Reportrecommendations to the UniversityBoard and Board of Trustees.*Standard 4, Recommendation 1(page10 of Report)

President January 2011 Presentations and input ofrecommendations.

President,Chancellors,Finance Director,Budget Director

JanuaryMarch 2011

Recommendationsimplemented at the appropriateauthority level.

Appoint a Chief Financial Officer(CFO) to overview Budget, Finance,Physical Plant and other areas relatedto the institutions Administrative andManagement affairs to ensureappropriate guidance and monitoringof institutional operations at all levels.

Finance Director,Budget Director

October 2010 Proposal to create the positionsubmitted to the President forits presentation to the Board of

Trustees.

President, Boardof Trustees

July 2011 Appoint CFO

Assign temporarily a group of internalFinancial Monitors at the appropriatelevel of authority to commandcompliance with institutional directivesregarding strategic planning andbudget allocation at the central andunit levels.

President,Budget Director,Finance Director

October 2010 Appropriate monitoring ofplanning and budget allocationat all levels in accordance withinstitutional directives.

Evaluate the effectiveness of theFinancial Information SystemsSoftware (UFIS) in providingnecessary financial information forbudget development with feedbackfrom affected parties throughout thesystem.

Finance DirectorUnit FinanceDirectors,InformationSystems Office

In progress Identification of programmingfeatures to be modified.


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OUTCOMESUnit FinanceDirectors,

InformationSystems Office

December 2010 Modifications to UFISimplemented.

2. Provide timely and accurate system and campusfinancial data for decision making to support theinstitutions mission and goals.*Standard 3, Requirements and Recommendations(page 7 of Report)

Provide Audited Financial StatementFY2010, no later than January 2011.

Distribute widely with open forumsheld to discuss results on eachcampus within one month of issue.*Standard 3, Requirement 1(page 7 of Report)

Finance OfficeDirectors

No later thanJanuary 2011

Timely delivery of financial datafor decision making.

Provide each campus with a quarterlybudget update for December 2010,March 2011, and June 2011; sharethe update in an open forum on eachcampus, demonstrating the linkagesbetween plans and budgets.*Standard 3, Recommendation 1(page 7 of Report)

Budget OfficeDirectors

December 2010;March 2011;June 2011


Provide pro-forma budgets thatdemonstrate an ability to generatebalanced budgets for each campusfor FY 2012 through 2015. Include aspecific set of assumptions, including

personnel counts and compensationplanning.*Standard 3, Requirement 3(page 7 of Report)

Budget OfficeDirectors

January-June,2011


Provide detailed financial informationthat includes balance sheets and cashflow statements for each campus andthe central office.

Finance OfficeDirectors

June 2011 Timely delivery of financial datafor decision making.


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OUTCOMESShare this information openly by June2011.*Standard 3, Recommendation 2(page 7 of Report)

3. Revisit the current strategic planning agenda toset priorities in alignment with institutionalassessment results, current and projectedresources, and the development andimplementation process of a long-term financialplan for the University of Puerto Rico to assurefinancial viability and sustainability.*Standard 3, Requirement 2; and Recommendation 1(page 7 of Report)

Reorganize the Capital ImprovementProgram (CIP) according to availableand projected resources to continuewith priority projects.

Board ofTrustees

2007-2008 Reorganized CIP byCertification No. 80 (2007-2008) of the Board of Trustees.

Seek interim financing for priority

projects.

President,

Finance Director

First Half of

fiscal years2010-2011

Interim financing for priority

projects obtained.

Establish general guidelines tosupport the development of a long-term financial plan at the central andunit level.

Finance Director,Budget Director

Annually Implementation of guidelines atthe unit level.

Charge an Ad Hoc InstitutionalStrategic Planning Committee with theidentification of priorities and thedevelopment of guidelines for thereorganization of the institutional

planning agenda based on theassessment of its outcomes andavailable resources.

President ,Chancellors,Finance Director,Budget Director

Immediately Define the charge for the AdHoc Institutional PlanningCommittee.




President




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OUTCOMES*Standard 4, Recommendation 1(page10 of Report)

Inform member selection andcommittee progress to the UniversityCommunity.*Standard 4, Recommendation 1(page 10 of Report)


Submit Final Report to the Presidentwith assessment andrecommendations.*Standard 4, Recommendation 1(page 10 of Report)

Ad HocInstitutionalPlanningCommittee

November 2010 Ad Hoc Institutional StrategicPlanning Committee FinalReport.

Presentation of Reportrecommendations to the UniversityBoard and Board of Trustees.*Standard 4, Recommendation 1(page 10 of Report)

President January 2011 Presentations and input ofrecommendations.



Guidelines issued andapproved by the President andChancellors.

Reorganize unit strategic plans basedon the systemic planning guidelines.

Chancellors November 2010February 2011

Unit strategic plansreorganized.

Implement Stabilization Fee on thesecond academic session of year2010 in accordance with CertificationNum. 146 (2009-2010) of the Board ofTrustees, to secure alternativefunding sources.

Finance Director November 2010 Short-term financial stability.

Obtain $100 M loan from theGovernment Development Bank.

PresidentFinance Director

Second sessionacademic year2010-2011

Short-term fiscal economies.

Continue implementation ofControlMeasures established in Policy

PresidentChancellors

Continuous Estimated additional yearlyincome of not less than


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OUTCOMESStatement # 0809: 13, 14, 16, 22, and23.

$40,000,000.

Revisit the Advisory Committee onInstitutional Finances Report (CAFI,2007) and submit recommendationsof financial measures.

Chancellors,Deans forAdministration

September toNovember2010

Recommendations submitted tothe President.

Recommendationsimplemented at the appropriateauthority level.

4. Continue evaluating the effectiveness ofeducational offerings in compliance withCertification Num. 43 (2006-2007) andCertification Num. 92 (2008-2009) of the Board ofTrustees, which mandate periodic evaluation with

emphasis on duplicated offerings to promoteinformed decision making regarding thecontinuation of academic programs.*Standard 11, Recommendation 3(page 13 of Report)

Continue developing andimplementing cost effective measuresin academic offerings whilesafeguarding the institutionscommitments with students.

Vice President forAcademic Affairs,Deans forAcademic Affairs

Continuous Carrying capacity for Admission2010 adjusted by 7.44%

131 ineffective transferprograms discontinued effective

August 2010.

192 transfers programsCarrying capacity for traditionalundergraduate courses set to aminimum of 30 students(Certification No. 135 (2009-2010) Board of Trustees).

Identify possible pause/adjustments inadmission, consolidation and/orclosure of academic programs based

on assessment.

Vice President forAcademic Affairs,Chancellors,

Deans forAcademic Affairs

September -October 2010

Monitored financial impact toassure resources for effectiveacademic offerings.

5. Evaluate administrative structures, processes andfunctions at all levels to promote an efficient, nonredundant and cost-effective management.*Standard 3, Requirement 2 (page 7 of the Report)

Assign an Administrative EfficiencyCommittee supported by a processreengineering specialist to steer: (1)the evaluation of administrativestructures processes and functions;(2) develop recommendation ofmeasures to promote cost-effectiveness in management and

President,Finance Director

November 2010 Define the charge for the AdHoc Administrative EfficiencyCommittee.*Standard 4, Recommendation 1(page 10 of Report)

Specialist identified


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OUTCOMESimproved service at the CentralAdministration and unit levels.Publish an open invitation to convokepotential candidates from the internaland external community.




President



Inform member selection andcommittee progress to the UniversityCommunity.*Standard 4, Recommendation 1

(page 10 of Report)


Submit to the President a Proposal topromote cost-effective an efficient andcost-effective managementorganization.*Standard 4, Recommendation 1(page 10 of Report)


December 2012 Ad Hoc AdministrativeEfficiency CommitteeProposal.

Presentation of Proposal withrecommendations to the UniversityBoard and Board of Trustees.*Standard 4, Recommendation 1(page 10 of Report)

President December 2012 Presentations and input ofrecommendations.

President,Board ofTrustees

January June,2013

Recommendations approvedand implemented at theappropriate authority level.

6.Strengthen the institutions capacity to minimizeaccounts receivables for improved financialstability.*Standard 3, Requirement 2 (page 7 of the Report)

Continue efforts towards collectingdebts to the University.

Finance Director Continuous Increased cash flow.


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OUTCOMESEvaluate effectiveness in debtcollection practices at the unit level toidentify best practices to disseminatethroughout the system.

Finance Director October -December 2010

Recognize and disseminatebest practices to better debtcollection.

7.Promote collaboration agreements with state andcity governments in common areas of interest topromote short and long term economies.*Standard 3, Requirement 2 (page 7 of the Report)

Develop and implement a SecurityPlan in partnership with state and/orcity governments to improve securityin campuses and surroundingcommunities.


November 2010 A cost-effective Security Planimplemented at each campuswith short and long termpositive impact in neighboringcommunities.

Promote development of collaborationagreements with state and citygovernments that result in mutualeconomies.

Chancellors Annually Increased cost reductions.

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.

ACTIONS ACTIVITIESRESPONSIBLESYSTEM AND

UNITTIMEFRAME

PRESENT AND EXPECTED

OUTCOMES

1.Comply with Certification Num. 146 (2009-2010)of the Board of Trustees, which establishes aStabilization Fee to secure alternative funding

sources.

Continue implementation ofStabilization Fee as warranted by thefinancial state of the institution.

Finance Director Annually Estimated additional yearlyincome of $40,000,000.

2.Continue stimulating the submission of proposalsfor external funding to advance the research andeducation strategic agenda of the University ofPuerto Rico.*Standard 4, Requirement 1.a (page 9 of Report)

Maintain the current level ofinstitutional matching funds allocation.

Board ofTrustees

Continuous Maintain the influx of externalfunding for research andeducation initiatives.

Continue implementing measures forstimulating submission of proposalsfor external funding to advanceresearch.

Vice Presidentfor Research andTechnology

Continuous


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UNITTIMEFRAME


OUTCOMES

3.Expand Division of Continuing Education andProfessional Studies units (DCEPS) and otherself-financing offerings in academic units toadvance institutional service mission towards thecommunity and increase revenues for the units.

Increase and diversify course

offerings and expand the reach ofacademic programs through selffinancing.

Vice President

for AcademicAffairs,Chancellors,Deans forAcademic Affairs,DECEP Directors

Continuous Enhancement of the DECEP

and other self-financing unit soutreach mission andincreased revenues at the unitlevel.

Increase the number of degreegranting academic programs availablein the self-financing ExtendedUniversity (UnEx) format aimed atnon-traditional students.

Vice Presidentfor AcademicAffairs,Chancellors,Deans for

Academic Affairs,DECEP Directors

Continuous Enhancement of self-financingExtended University offeringsand units outreach missionand increased revenues at theunit level.

4.Increase revenues derived from the IntramuralPractice in proportion with the support providedby the University of Puerto to this activity.*Standard 4, Requirement 1.a (page 9 of Report)

Evaluate the effectiveness ofCertification Num. 123 (1996-1997) ofthe Board of Trustees, whichestablishes the policy for theIntramural Practice of facultymembers, and makerecommendations to help enhanceinstitutional revenues.

Chancellors OctoberNovember 2010

Proposed changes in policysubmitted to the President.

Board of

Trustees

February 2011 New Intramural Practice

Policy issued with increasedrevenues for the supportingunits.

5.Strengthen institutional relationship with activestudents and faculty, alumni and retired faculty,community, private and government entities toattract funding at both central and unit levels.*Standard 4, Requirement 1.a (page 9 of Report)

Organize a series of fund-raisingactivities to nurture the EndowmentFund.

Board ofTrustees

October 2010June 2011

Increase influx of capital intothe UPR Endowment Fund.


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UNITTIMEFRAME


OUTCOMES

Continue fostering alumni donations

through annual activities of the AlumniOffices of central administration andthe units.

Chancellors,

Alumni OfficeDirectors

Continuous Increase influx of capital into

the UPR Endowment Fundand the units.

Strengthen alliances with community,private and government entities todevelop additional funding sources.

PresidentDirectorDevelopmentand AlumniChancellors,Directors ofExternalResources

Continuous Increased additional fundingfrom private and governmententities.

Documents

UPR Action Plan - 28 oct 2010