Monitoring Report to the Middle States Commission on Higher … · 2010-10-13 · UPRM Action Plan...
Transcript of Monitoring Report to the Middle States Commission on Higher … · 2010-10-13 · UPRM Action Plan...
Monitoring Report to the Middle States Commission on Higher Education
UNIVERSITY OF PUERTO RICO AT MAYAGÜEZ
September 3, 2010
Prepared by Chancellor’s Office
Date of Team Visit September 12 – 16, 2010
Chair of Visiting Team Dr. John C. Cavanaugh
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Table of Contents
Page
Introduction 2
Standard 4: Leadership and Governance 4
Principal Governing Bodies at UPRM: Their Compositions and Roles 4
The Chancellor’s Office 5
The Administrative Board 5
The Academic Senate 6
The General Student Council 6
Events Related to Students’ Walkout and Closing of the UPRM’s Gates 7
Future Actions by UPRM 9
Standard 11: Educational Offerings 11
Guarantee Sustained Length, Rigor, and Depth of the Educational Offerings 12
Actions taken during the student conflict that would be used to keep the continuity of the academic offerings in case of another unexpected event 18
Standard 3: Institutional Resources 20
Overview 20
UPRM Action Plan Secure continuity and institutional effectiveness with available resources
Maintain and nurture additional sources of funding to continue advancing institutional
education, research and research priorities
22 22
31
Conclusion 33
Appendixes 34
Uprm Monitoring Report: Standard 4. Action Plans 35
Uprm Monitoring Report: Standard 11. Action Plans 39
Uprm Monitoring Report: Standard 3. Actions Plans 47
In addition, the attached CD contains the following documents:
1. Institutional Profile submitted to the Middle States Commission on Higher Education 2. Academic Catalogs
a. UPRM Undergraduate Catalog b. UPRM Graduate Catalog
3. UPRM Faculty Handbook 4. UPRM Student’s Regulations 5. UPR Student’s Regulations 6. UPRM Organizational Chart 7. IPEDS Financial documents
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INTRODUCTION
On June 24, 2010 the Middle States Commission on Higher Education (MSCHE) acted to note
receipt of the voluntary information report submitted by the UPR Vice Presidency for Academic
Affairs on June 1, 2010; and to place UPR on probation because of a lack of evidence that the
institution is in compliance with Standard 4 (Leadership and Governance) and Standard 11
(Educational Offerings). In addition, the MSCHE requested a monitoring report due by September
1, 2010. This Monitoring Report from UPRM is in response to such request.
The mission of the University of Puerto Rico at Mayagüez (UPRM) is [1] to form educated, cultivated
citizens capable of critical thinking and professionally prepared in the fields of agricultural sciences, engineering, natural
sciences, humanities, arts, and business administration capable of contributing to the educational, cultural, social,
technological and economic development of Puerto Rico and of the international community within a democratic and
collaborative framework. [2] To promote research and creative endeavors to meet the needs of our local and
international society while preserving, transmitting, and advancing knowledge. [3] To provide excellent service that will
contribute to the sustainable and balanced development of our society. [4] To share knowledge so that it becomes
accessible to all. To accomplish its mission, during the 2009-10 academic year, UPRM offered 96
academic programs attended by 13,828 students (21.2% of the UPR system student population) in
the fields of agricultural sciences, engineering, natural sciences, humanities, arts, and business
administration. About 91.2% of our students are enrolled in undergraduate programs. During the
same academic year, the UPRM institutional budget was $159,497,960 (15.4% of the total UPR
budget); for the 2010-11 academic year, the total assigned funds are $142,143,079 (about 15.2% of
the total UPR budget) and we expect to maintain about the same student enrollment. The UPRM
mission is supported and carried out by 2,085 employees; 38.9% of them are faculty members.
UPRM academic offerings consist of 96 programs including 53 bachelor’s degrees, 38 master’s
degrees and 5 doctoral degrees. The College of Business Administration offers 7 bachelor’s degrees
and 4 master degrees. The College of Arts and Sciences offers 27 bachelor’s degrees, 12 masters’
degrees, and 2 doctoral degrees. The College of Agricultural Sciences offers 12 bachelor’s degrees
and 9 master’s degrees. The College of Engineering offers 7 bachelor’s degrees, 13 master’s degrees
and 3 doctoral degrees. Six of the engineering bachelor’s degrees are accredited by ABET. The
offerings in Engineering and Agricultural Sciences distinguish our unit from others in the system
since we are the only unit that confers degrees in those areas. In addition, UPRM offers a Teacher
Preparation Program, recently accredited by NCATE. Students from this program consistently
perform among the highest scores in the teacher certification exams.
Last academic year (2008-2009) UPRM conferred 1719 degrees, 1513 undergraduate and 206
graduate, reflecting an increase of 2.32% from the total degrees conferred in 2008 and of 4.56%
from the total degrees conferred in 2007.
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Table 1. Degrees Conferred During the Last Three Academic Years
2008-2009 2007-2008 2006-2007
Total 1719 1680 1644
Undergraduate 1513 1481 1446
Graduate 206 199 198
Our graduates are highly sought after, evidence of which is the annual Job Fair who comes to recruit
among our students. Government agencies such as the Defense Contract Management Agency,
Federal Energy Regulatory Commission, NASA, National Air and Space Intelligence Center,
National Security Agency, Naval Audit Service, Transportations Security Administration, US Army
Corps of Engineers and private companies such as Abbot Laboratories, Boeing Company, General
Electric Company, General Motors Corporation, Johnson & Johnson, Kraft Foods, Microsoft
Corporation are among those who participate on said fairs.
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STANDARD 4: LEADERSHIP AND GOVERNANCE
Summary of Commission Action
“The University of Puerto Rico System (UPR), the principle public system for the
Commonwealth, consists of eleven campuses, each holding separate accreditation. On April
21, the students at one campus of the University of Puerto Rico system declared a 48-hour
strike, protesting actions taken by the UPR system central administration and closed down
the gates of the campus. Students at other campuses, including, UPR - Mayaguez, voted to
join the strike and closed ten of the eleven campuses of the UPR system. On May 17, 2010,
Commission staff met with senior University system officials and board members concerning
the ongoing strike. At the time, the University system agreed to provide a voluntary report,
received by the Commission on June 1, 2010 responding to the Commission’s concerns…
On June 24, 2010, the Middle States Commission on Higher Education placed the
institution on probation because of a lack of evidence that the institution is in compliance with
Standard 4 (Leadership and Governance) and Standard 11 (Educational Offerings).
MSCHE also requested a monitoring report due by September 1, 2010, documenting
evidence that the institution has achieved and can sustain ongoing compliance with (1)
Standard 4 (Leadership and Governance), including but not limited to the development
and implementation of clear institutional policies specifying the
respective authority of the different governance bodies and their
respective roles and responsibilities in shared governance...
Standard 4. Leadership and Governance: that requires a system of
governance that clearly defines the roles of institutional constituencies in
policy development and decision making, with sufficient autonomy to
assure institutional integrity and to fulfill its responsibilities of policy and
resource development, consistent with the institution’s mission.
OVERVIEW: PRINCIPAL GOVERNING BODIES AT UPRM: THEIR COMPOSITIONS AND ROLES
The UPR has a system of governance that clearly defines the roles of institutional constituencies in
policy development and decision making; their roles are mainly defined in the University Law and in
the UPR General Regulations. The top governing bodies at the University of Puerto Rico at Mayagüez
are the Chancellor, the Administrative Board and the Academic Senate. Students have
representations in the Administrative Board and in the Academic Senate. Current regulations
provide these bodies with the necessary independence to guarantee UPRM integrity; the regulations
also allow them to accomplish their policy and resource-development duties according to UPRM’s
strategic plan. Since the recent Commission’s actions involve student activities that resulted in a
student walkout and the closing of UPRM campus gates, in this section we have also included a
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short description of the General Student Council (GSC). Although the GSC is not a governing
body, it is UPRM students’ official voice, it represents them in all events, and it played a role in these
student activities.
THE CHANCELLOR’S OFFICE
The Chancellor directs and exercises administrative and academic authority within UPRM pursuant
to university regulations. After consulting the UPRM Academic Senates, the Chancellor is
nominated by the President of the University for consideration by the Board of Regents. According
with the Law of the University of Puerto Rico, the duties of the Chancellor are
(1) Guiding and supervising the University personnel in their educational, technical, research and
administrative functions.
(2) Formulating the UPRM proposed budget based on the recommendations of the departments,
colleges, and other units; this proposed budget, after approval by the Administrative Board, is
submitted to the President and the University Board.
(3) Represent UPRM at events, ceremonies and academic functions.
(4) Chairing the Academic Senate, the Administrative Board and the Campus Faculty Meetings.
After consultation with the relevant faculty or the Academic Senate, appointing the deans with
simultaneous notification to the President and the Board of Trustees. The Board of Regents
summons and hears the Chancellor and the President to evaluate these appointments and
notifies its decision within 60 days. Deans remain in Office at the will of the Chancellor. With
the approval of the Board of Regents and, in consultation with the faculty, the Chancellor
appoints the directors of the Agricultural Experimental Station and the Agricultural Extension
Service.
(5) Appointing the directors of departments and other units attached to any college, with the
recommendation of the Dean, after consulting the department.
(6) Appointing or hiring University staff of its institutional unit. The deans propose appointments
or recruitments of teaching staff on the recommendation of the Director of the Department,
after consulting the members of the department or unit.
(7) Appointing lecturers visitors and, with the approval of the President, all other kinds of visiting
staff.
(8) Resolving appeals presented against decisions of the deans.
(9) Submitting an annual report on the activities of its institutional unit to the President and the
Board of Trustees.
THE ADMINISTRATIVE BOARD
Another governing body at UPRM is the Administrative Board that is composed by the
Chancellor, who presides it, the deans of Academic Affairs, Student Affairs, and Administrative
Affairs, the deans of the academic colleges (Engineering, Arts & Sciences, Business Administration,
and Agricultural Sciences), two senators elected from among the elected faculty members of the
Academic Senate, and a student elected annually by their peers. The functions of the Administrative
Board are
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(1) Advise the Chancellor in the performance of their duties.
(2) Develop projects and development plans for the UPRM.
(3) Consider the draft budget of the respective institutional unit submitted by the rector.
(4) At the proposal of the Chancellor, consider and grant academic-rank promotions, academic and
administrative tenures, administrative and academic leaves of UPRM personnel, in accordance
with the UPR General Regulations.
THE ACADEMIC SENATE
The Academic Senate is the official forum of the academic community for discussing general
issues of concern regarding the operation of the UPRM and for discussing other matters in which it
has jurisdiction. It is composed by
(1) The UPR President.
(2) The UPRM Chancellor who also presides it.
(3) Seven deans: (1) Arts & Sciences, (2) Engineering, (3) Business Administration, (4) Agricultural
Sciences, (5) Academic Affairs, (6) Students, and (7) Administration.
(4) Twenty nine faculty representatives elected, among tenured faculty members, by the faculty of
their corresponding colleges.
(5) One elected counselor.
(6) The Director of the Counselor Office.
(7) One elected librarian.
(8) The Director of the Library.
(9) Nine student representatives.
In addition to discussing general issues regarding the operation of the UPRM, the Academic Senate
is especially concerned with
(1) Determining the general orientation of education programs and research at UPRM, coordinating
the efforts of the faculties and departments.
(2) Establishing general rules for hiring, retention, promotion and leaves applicable to the faculty
members of UPRM.
(3) Establishing general requirements for admission, promotion and graduation of students.
(4) Participating in the consultations on the appointment of the Deans of Students, Administration,
and Academic Affairs.
(5) Electing their representatives to the UPRM Administrative Board and the University Board.
(6) Making recommendations to the Board of Trustees on the creation or reorganization of schools,
colleges, and departments.
(7) Making recommendations to the University Board on the draft of the UPR General Regulations
presented by the Board.
THE GENERAL STUDENT COUNCIL
University regulations recognize the right of students to participate in university government, and to
channel and contribute with ideas and initiatives for the improvement of the UPRM. The General
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Student Council (GSC) constitutes student's official forum for analysis, discussion and study of the
needs and aspirations of students at UPRM and the forum for the effective participation of students
in all aspects of UPRM’s activities. The Chancellor’s Office annually allocates reasonable and
necessary resources (offices, equipment and funds) to the GSC to carry out the functions described
in the General Student Regulations of the UPR. The GSC consists of a President, the student
representatives to the Administrative Board and to the University Board, and the president of each
of the Students Council of the colleges of the colleges of Engineering, Arts & Sciences, Business
Administration and Agricultural Sciences. The overall responsibilities of the GSC are
1. Officially represent the student body in all events.
2. Serve as a forum for student discussion and clarification of the issues that affect students and
the university community.
3. Present, to the UPRM authorities, their views and recommendations on situations affecting
their constituencies and the operations of UPRM.
4. Conduct and sponsor cultural, social, recreational, scientific, academic, educational, and
counseling activities that complement students’ college education.
5. Formulate its rules according with the General Student Regulations.
6. Participate in the processes for the creation and amendment of student regulations and policies
and academic and institutional regulations.
7. Participate in the selection process and evaluation of the Students’ Ombudsman.
8. Convene students meetings.
9. Meet with the Chancellor and the Dean of Students at least once a semester.
10. Choose its board members from its own members.
11. Create committees in accordance with its regulations.
Moreover, the UPR Student Regulations gives General Student Council the following duties and
responsibilities:
1. Propose to the Academic Senate, Chancellor and other university forums, formulation of rules
or institutional policies on any matter they consider relevant and receive an official response.
2. Make recommendations to the University Board, the President and the Board of Trustees on
proposals arising from the Academic Senates, Administrative Boards and other similar bodies.
3. Receive, as approved, a copy of all certifications and documents arising from the regulatory
bodies and officials mentioned in the preceding paragraph.
4. Consult with general student councils from other UPR units on decisions that impact the
university as a system, through the procedures and structures provided for such consultations.
EVENTS RELATED TO STUDENTS’ WALKOUT AND CLOSING OF THE UPRM’S GATES
The following paragraphs are a summary of the events that lead to the closing of the UPRM’s gates
by students protesting actions taken by the UPR system central administration and cost increase in
summer-session tuition approved by the UPRM Administrative Board on March 18, 2010. The
registration costs for the years 2009 and 2010 summer sessions approved by the UPRM
Administrative Board are shown in Table 2.
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Table 2. Comparison of summer session costs.
Number of credits 1 2 3 4 5 6
2009 $94 $141 $188 $235 $282 $329
2010 $95 $190 $285 $380 $475 $570
Increase $1 $49 $97 $145 $193 $241
On April 12, 2010 the UPRM General Student Council rejected the increase in tuition costs for the
summer session. On April 13, 2010, the UPRM Chancellor, Dr. Jorge Rivera Santos, met with the
GSC President, Mr. Luis C. Mercado-Millán, and explained the reasons behind the summer tuition
increases.
On April 21, 2010, students at UPR-Río Piedras declared a 48-hour walkout from classes and
academic activities and closed the campus gates protesting for actions taken by the central
administration of the UPR system; among these actions was a proposed revision of the tuition
waiver rules. On April 22, the UPRM GSC convened a general student meeting to discuss these
issues. A motion for staging a 24-hour walkout was presented, discussed and voted but it was not
approved. However, a group of students in the assembly unilaterally decided to join the walkout at
UPR Rio Piedras and closed UPRM campus gates. Within days, ten campuses joined this protest
that soon became an indefinitely student walkout from classes and academic activities at the UPR
system.
On April, 23, 2010, the UPR-Mayagüez Campus administration, through the Chancellor’s Office and
the Dean of Administration, filed a civil injunction at the Mayagüez Superior Court against students
or any other persons involved in the campus gates closing. The UPR-Mayagüez Campus
administration obtained three preliminary restraining orders to forbid the defendants from closing
the Mayagüez Campus gates and to interfere with institutional activities. Any defendant that failed to
follow the court’s orders established in this injunction faced criminal or civil penalties and may have
to pay damages.
On April 29, 2010 a group of students meet at the central court yard of the UPRM campus; they
designate themselves as the Negotiating Committee and the official UPRM students representatives in
all business related to the student walkout. Moreover, in this meeting they issue a 48-hour ultimatum
to the UPRM administration to eliminate the summer tuition increases or face an indefinite walkout
and campus closing. On April 30, the Chancellor met with Negotiating Committee and representatives
of the UPRM GSC to find a resolution to the conflict and avoid an indefinite student walkout.
Unfortunately, although the GSC did not support an indefinite walkout, no agreement could be
reached with the Negotiating Committee.
On May 3, 2010 the General Student Council conducted a student referendum on the indefinite
student walkout; 5,750 students (41.6%) participated in the referendum and the indefinite student
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walkout was approved by 44 votes. The same day, representatives of the UPR-Mayagüez
administration and students attended a first court hearing. In this hearing, both parties agreed to
participate in a mediation process to solve the issues in controversy.
The mediation process was initiated at the Eugenio María de Hostos School of Law in Mayagüez. A
delegation from the Chancellor’s Office and members from the Academic Senate of the UPRM met
with the Negotiating Committee and representatives of the UPRM GSC in five different occasions
through this process. In mid-May, the Negotiating Committee unilaterally ended this negotiation
process, and initiated negotiations with UPR Board of Trustees. The UPRM GSC, who did not
support the indefinite walkout, did not participate in the negotiations with UPR Board of Trustees.
On May 7, 2010, representatives of the UPR-Mayagüez administration and the defendants (students)
attended a second court hearing. On trial, the UPRM administration submitted its testimonial and
documentary evidence. On May 14, 2010 both parties appeared to a third court hearing. The UPRM
administration and two of the defendants signed a settlement agreement in which the students
accepted to permanently adhere to the Court’s order. This agreement was accepted by the court. On
Jun 17, 2010 the court issued a partial dictum against two other defendants (one student and one
citizen) that refused to appear to court and that failed to adhere to the court’s injunction.
On May 24, the UPRM GSC convened another student general assembly to discuss the continuing
walkout and gate closings. The assembly started at 9:30 am and finished around 4:00 pm. After
several hours of discussion of the issues and parliamentary procedures, the motion to end the
student walkout and continue negotiating with open gates was presented. A motion for a secret vote
was presented; many students opposed this motion and when it was voted, it was defeated. The
motion to end the walkout was voted by a show of hands and it was defeated also. As a result, the
UPRM gates continued closed.
Almost a month later, on June 21, 2010 representatives of the UPR system administration reached
an agreement with representatives of the students to end the walkout from classes and academic
activities. With this agreement all the campuses of the system were reopened administratively.
Because of the activities inside the Mayagüez Campus related to the Central American & Caribbean
Games, classes could not resumed but until August 2, 2010. Currently, a court hearing is pending to
determine the legal tender of some defendants and if they have to pay damages for their actions
against UPRM. Also, UPRM is working on the Notification of Charges against students who
violated the university rules and regulations.
FUTURE ACTIONS BY UPRM
As a result of a critical self-assessment of the events and circumstances that surrounded the student
conflict and its disrupting consequences, UPRM has decided to implement strategies that strengthen
both its governance and its institutional climate, and that reinforce its commitment to guaranteeing
access to the campus to all its constituencies and to maintaining an open university.
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Some of the actions that are being developed and implemented at all levels to enhance, support, and
enrich UPRM climate of cooperation, civility, respect, and professionalism are
Meet with unions and students’ organizations to brainstorm on alternatives to confront the
current financial situation and minimize its negative impact on our constituencies.
To nurture and support an agreement among the various sectors based on collaboration and
respect, to deal with conflicts that might emerge in the university community.
Develop an education campaign about the significance of preserving accreditation by various
agencies and about the requirements to meet, on a continuous basis, these requirements and the
impact of failure to comply with them.
Actions are being implemented to strengthen governance and to guarantee compliance with the
dispositions of the UPR Law, the UPR General Regulations, the requirements for institutional
license and accreditation, and other governance policies. Among these actions is the establishment
of a committee comprised of representatives of all UPRM constituencies to revise, align, and adjust
current regulations, protocols and guidelines to ensure their compliance. This revision must be based
on past recent experience and the new fiscal conditions facing UPRM. The review must ensure the
effective and responsible participation in the development of UPRM policies within the prerogatives
and defined spaces for action of each recognized organization and governing body.
Finally, UPRM wants to promote an Open University culture that encourages freedom to share
information, ideas, and actions, guaranteeing the rights and responsibilities of its constituencies. The
objective is to expand participation from the different sectors of the UPRM community for input in
the decisions that affect them. This participation must occur within the regulations, procedures and
protocols defined in the University of Puerto Rico Law, General Bylaws and applicable institutional
policies. This enhanced participation must improve transparency in the decision-making processes
and must enrich the decision-making process by the speedy communication of key decisions to the
UPRM community.
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STANDARD 11 : EDUCATIONAL OFFERINGS
Summary of Commission Action
“The University of Puerto Rico System (UPR), the principle public system for the
Commonwealth, consists of eleven campuses, each holding separate accreditation. On
April 21, the students at one campus of the University of Puerto Rico system declared a
48-hour strike, protesting actions taken by the UPR system central administration and
closed down the gates of the campus. Students at other campuses, including, UPR -
Mayaguez, voted to join the strike and closed ten of the eleven campuses of the UPR
system. On May 17, 2010, Commission staff met with senior University system officials
and board members concerning the ongoing strike. At the time, the University system
agreed to provide a voluntary report, received by the Commission on June 1, 2010
responding to the Commission’s concerns… On June 24, 2010, the Middle States
Commission on Higher Education placed the institution on probation because of a lack of
evidence that the institution is in compliance with Standards 4 and 11 (Educational
Offerings). MSCHE also requested a monitoring report due by September 1, 2010,
documenting evidence that the institution has achieved and can sustain ongoing compliance
with Standard 4 and Standard 11, Educational Offerings, documenting evidence
that the institution is providing the appropriate program length
required for the granting of credits and degrees.
Standard 11. Educational Offerings. The institution’s educational
offerings display academic content, rigor, and coherence appropriate
to its higher education mission. The institution identifies student
learning goals and objectives, including knowledge and skills, for its
educational offerings.
The academic activities at the University of Puerto Rico at Mayagüez (UPRM) were interrupted
during the period from May 3 until June 21, 2010 owing to a student conflict. At the moment when
the interruption began, we had ten (10) days of class left to complete the semester. During this
period, administrative operations of the Mayagüez Campus remained functional through a center
established in the Darlington Building, an off-campus facility of UPRM, facility that also houses the
Food Science & Technology Laboratory. The use of these facilities allowed for the continuity of
processes related to educational offerings.
Given the interruption, the Middle States Commission on Higher Education placed UPRM on
probation because of lack of evidence that the institution is in compliance with this standard. The
Commission asked to provide evidence that the institution has achieved and can sustain ongoing
compliance with the standard, including but not limited to a plan for assuring the rigor, continuity,
and length of courses affected by the institution’s closure. It is thus the objective of this section of
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the monitoring report to present and discuss the actions, mechanisms, and strategies taken by
UPRM to assure the content, rigor, breadth, and length of its academic offerings as we complete the
2009-2010 academic year.
GUARANTEE SUSTAINED LENGTH, RIGOR, AND DEPTH OF THE EDUCATIONAL OFFERINGS
1. Implement institutional policies in alignment with licensing and accreditation requirements to ensure content, rigor, breath and length of undergraduate and graduate courses, in order to comply with their specific learning goals and objectives.
The Chancellor sent a letter to the academic community informing its members of the Middle States
Commission’s actions and its requirements to comply with standards.
The Administrative Board approved an amended calendar June 3, 2010 (Certification 09-10-187
Junta Administrativa) to complete the contact hours needed to finish the semester. To accomplish
this, ten days were added to the academic calendar. Two days were provided for review and to
assure continuity (August 2 and August 3). Classes were scheduled to begin August 4 and finish
August 14 (including Saturdays). Final exams begin August 17 and finish August 23 (including
Sunday) and grades are to be turned in August 25.
Although the calendar was approved in June, due to UPRM’s previous commitments, the semester
could not resume until August 2, 2010. During the days of July 17, 2010 to August 1, 2010 UPRM
became one of the sub-venues for the XXI Central American and Caribbean Games held in
Mayagüez, housing water sports, tennis, racquetball, and boxing competitions as well as housing
three delegations in our hotel facilities and the international press center in the Business
Administration Building.
The calendar was distributed to the academic community through our web page. In addition, the
Academic Deans sent electronic copies of the calendar to the Directors and Program Coordinators
who in turn sent electronic copies to their professors, along with a request to comply with its
requirements.
Within the two month interruption between the day the student conflict began (May 4) and the day
the semester resumed (August 2), temporary, substitute, and part-time contracts expired. To assure
the completion of the required contact hours and that the students were provided with the content,
breadth, and rigor of their courses, the professors’ contracts were amended so they could complete
their obligations to the students and to the university. In the case of professors who retired or
resigned during the student conflict, they coordinated with their Directors to complete course work,
grading, and grade submittal before leaving. The Directors in turn either completed the semester for
the professors or requested the help of qualified members of their faculty to complete the
professors’ work ad honorem.
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As for the teaching assistants, their financial aid was extended to cover the additional weeks added
to the amended calendar so that they could also comply with their courses’ or laboratories’
requirements.
2. Define strategies and actions taken and in progress to ensure content, rigor, breath and length of undergraduate and graduate courses, internships, dissertations, thesis, research projects, and other academic activities.
The amended academic calendar (Certification 09-10-187 Junta Administrativa) provided for two
days of review to bring the students up to date in their courses. Thus, although the semester
officially resumed August 2, 2010, classes did not start until August 4, 2010. August 2 and August 3,
2010 were scheduled for professors and students to review the content material covered before the
student conflict, to clear doubts about said material, and to lead the students to the end of the
semester. During these two days professors met with their students, reviewed and discussed their
courses’ topics, returned graded material, collected pending assignments, discussed assignments and
projects to be turned in by the end of the semester. They also kept extended office hours to hold
one-on-one meetings with students to individually revisit skills, concepts, and material.
Some courses were completed through meetings in different facilities outside RUM during the first
days of the conflict using online lectures or formal meetings.
When the semester resumed, departmental and faculty meetings were held. Compliance with the
academic calendar was discussed in those meetings. In addition, the Academic Deans asked their
Directors and Program Coordinators for Departmental Reports of strategies and actions taken and
in progress to ensure content, rigor, breadth, and depth of their academic activities. These reports
list a variety of strategies such as individual and group presentations, lectures, class activities,
individual meetings with students, and informal meetings to complement formal class time. The use
of electronic resources stands out as a means not only to bring the students up to date but also to
complement the courses and their content. Some professors used online venues such as WebCT,
Moodle, blogs, e-mails, and well as Facebook to update, provide course-related documents, and
communicate with their students. These documents included online lectures, selected readings, and
review take-home tests. Other professors have web pages for their courses and those pages include
lectures, homework, complementary problems, and old exams. Exams and class reports given during
the last week of classes reflected the required covered material for each course.
Directors verified that classes and laboratories were offered as indicated at the beginning of the
semester. To evidence the compliance, academic deans and directors visited classrooms and
laboratories during class time and conducted informal interviews with professors and students. They
also sent written reports to the Dean of Academic Affairs attesting to the compliance.
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Arrangements were made during the semester’s interruption to facilitate and provide for the
continuation of research projects. Administrative research support was maintained at a lower pace.
Undergraduate and graduate students and personnel working on research projects were granted
access to the university and its facilities to continue their work. Students from the College of
Agricultural Sciences continued their research on and off campus. Their facilities for research
include the Agricultural Experiment Stations, the Agricultural Extension Service offices, and the
Food Science and Technology Laboratory. Professors and graduate students went to their
destinations in official cars.
Some of the academic activities in our campus include the participation in practicums, COOP
programs, and internship during the semester. Students enrolled in teaching or nursing practicums
continued their practical and clinical laboratories in conjunction with the Department of Continuing
Education and Professional Studies and the Faculty of Arts and Sciences. The sites for these courses
were located off-campus in area schools and hospitals and their contracts stipulated May deadlines.
Students registered in these courses completed their work as scheduled. Students enrolled in the
COOP program and internships in the College of Engineering during this semester continued their
work supervised by faculty members who are processing the required reports associated with these
activities
Required summer practicums and other summer internships were not officially offered since the
summer session was cancelled. The summer session was officially cancelled by the Administrative
Board to allow faculty and students to pursue summer internships and faculty exchange. This action
was taken after realizing that even if the student conflict was resolved there would not be sufficient
time to finish the semester before the Central American and Caribbean Games began. In the College
of Agricultural Sciences, some students, voluntarily, decided to go to their programmed institution
during the six week period of the practicum and complete their work. They were advised that no
grade would be given for the internship. Other students had internships programmed in some
institutions abroad and took the decision to work on their internships. They were also advised that
there was no official summer session and that no grades would be given for those internships. At
the moment, the Faculty is analyzing situation to see if credit can be given to these students who
completed their work. In the College of Engineering, students were allowed to go on summer
internships even though there was no summer session. The students participating in internships
were advised or monitored by the Department Directors through electronic and phone
communications. Since they could not officially register in any summer course, the Faculty is also
analyzing the situation to see if credit can be given to these students. An alternative could be to
register them in the courses and grade their work during the fall semester since the final reports of
their work will be received at said time. In the College of Business Administration, communications
were sent to the students informing them that internships and COOP programs were on a voluntary
basis and not for grades. These students participating in internships or summer jobs have arranged
with faculty alternative ways to comply with their courses’ work. Students who do not comply with
the contact hours due to research internships or other academic-related commitments will be given a
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final grade of Incomplete until the student can make up the missing work. As for the summer
courses required by specific curricula, the different Colleges are analyzing the possibility of offering
said courses during the fall semester.
The scheduling of all thesis/dissertation defenses during this period of general interruption was
successfully managed. Since the Summer Session was officially not offered due to this prolonged
interruption, those students who were planning to defend during this period were also
accommodated as part of this extended Second Semester (2009-2010). The Director of the Office
of Graduate Studies was able to reschedule these defenses. The only criterion that was strictly
adhered to (as has always been done) for permitting a thesis/dissertation defense to proceed, or be
re-scheduled, was that ALL (in a handful of cases - majority) of the Examining Committee members
had to be present, which included members of the Thesis Committee and the assigned Graduate
Representative. Those students who were not able to defend during this period owing to personal
philosophical differences, other personal commitments or conflicts, had an opportunity to
reschedule their thesis/dissertation defenses during the month of August 2010 once the UPRM re-
opened officially for classes on August 2, 2010. During this extended Second Semester (2009-2010),
a total of 109 theses/dissertations were scheduled for defense. These were attended to as follows:
Theses/Dissertations defended before the conflict period: 20 (18.35%)
Theses/Dissertations defended during the conflict period: 58 (53.21%)
Theses/Dissertations defended after the conflict period: 31 (28.44%)
In addition the Office of Graduate Studies processed the results of these examinations and issued
completion certifications for the Office of the Registrar.
3. Achieve institutional student learning outcomes as defined for academic programs and courses.
Given the special situation at UPRM (semester resumed August 2 due to the commitment to the
Central American and Caribbean Games), the institutional student learning assessment data for this
semester (i.e. grades distribution, total and partial withdrawals, incompletes, and academic degrees
granted) will not be available until the end of August. The last day to turn in grades for the semester
is August 25. This data is needed to prepare a comparative analysis with the data of the previous
year. The analysis will be available for the members of the Middle States Commission on their visit
during the month of September.
4. Implement measures to assure access to the learning and research resources, and availability of other essential student services.
During the time of the interruption learning and research resources were still available to students.
Our General Library was able to provide its services through its web page. Its users were able to
search the library’s catalogue and access information and databases on its website. Personnel were
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available at the Darlington Building to answer questions and provide information to those who
contacted them either personally or through the Library’s website. On the administrative side, the
Director of the Library acknowledged and processed the receipt of library materials during the
period.
Once the campus opened, the General Library moved to facilitate the use of the library’s non-
electronic resources. A grace period was granted to return borrowed materials and no fines were
collected from the day the conflict began to the day classes resumed. The main building could not be
opened for a month until fungi developed during the time it was closed could be removed and the
air conditioner vents and ducts could be cleaned. The General Library continued providing services
(office, circulation, interlibrary loans, and acquisitions, cataloguing) through the Marine Sciences
Library location. The Library also set up an Information Desk at Monzón Building to provide help
with services such as information, virtual reference, and live chat. Communication sent to the
university community through the library’s website, e-mails, Facebook, and twitter included the
services offered, their location, and the schedule. The General Library re-opened August 1, 2010 and
published the calendar for the month, including extended schedule, in their website.
Access was also granted to facilities such as the Environmental Laboratory, the Seismic Strong
Motion Program, the Transportation Technology Transfer Center, and Civil Infrastructure Research
Center facilities that allowed students to continue their research. Videoconferencing facilities were
also made available for research and educational meetings.
When the campus opened, faculties and departments moved to provide additional access to the
learning and research resources to our students. Resource centers such as the General Library,
computer centers, laboratories and study areas extended their working hours. Some departments
provided additional personnel to work extended hours in their laboratories.
5. Implement strategies and measures for guarantee continuity of processes such as: admission, registration, and financial assistant programs, and other essential student services.
In the case of the Mayagüez Campus, administrative operations remained functional through a
center established in the Darlington Building, an off-campus facility of UPRM, facility that also
houses the Food Science & Technology Laboratory. The use of these facilities allowed for the
continuity of processes related to educational offerings.
One of these processes was the admissions process for the 2010-2011 academic year. By the time
the student conflict began (May 4), letters of admissions had already been sent to students. The
following day (May 5) a communication was sent to students who had not reserved their space
extending their deadline to May 8, 2010. The deadline for the process of reconsideration was
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extended by Central Administration to May 10, 2010. UPRM evaluated 282 students who applied for
reconsideration.
A communication was sent through the UPRM web page to inform that the services of the
Admissions Office would be offered at the Darlington Building. The communication included the
extension of the deadline to turn in the high school graduation certificate to September 6, 2010.
Personnel of the Admissions Office provided information and orientation to students, parents, and
visitors from the facilities in the Darlington Building. In addition, the Director of Admission
provided personal orientation of the admission process through the phone. Personnel of the
Admissions Office also received and accepted documents from admitted new students.
Personnel of the Offices of Financial Aid and Medical Services ascribed to the Office of the Dean of
Students also worked during the student conflict period at the Darlington Building. Both offices
posted messages in the UPRM web page informing students of the documents they needed to turn
in. Personnel were also at hand to answer questions to students, parents, and visitors who stopped
by the facilities and to receive some of the documents new students had to hand in. The Office of
Financial Aid re-scheduled the students’ appointments with financial officers.
Once the university opened, new students stopped by both offices to turn in the requested
documents and to set up new appointments with their assigned financial officers.
Personnel of the Registrar’s Office were also able to work from the Darlington Building. During the
time of May 4 to June 23, they were able to process applications for official transcripts requested
both on line and by mail. They also processed certificates for regular students, and study permits for
other institutions. These personnel also received and advised students on the different services the
office offers.
Individual faculties continued processing reconsiderations to admission, transfers from other
campuses, and applications for our students to study in other campuses or universities. These
applications would then be turned in to the personnel of the Registrar’s office for their processing.
Once the university opened, and at a meeting with the other units’ registrars, academic calendars of
the eleven units of the system were articulated to coordinate the beginning and completion dates of
the academic session between the units of the system and admission processes to allow transfer of
students from one unit to another and fulfillment of course and program requirements. The
Registrars agreed to send to each unit the list of students who had applied for transfer or study
permit in their unit. These students, in turn, would be give priority in the academic progress
evaluation for purposes of suspension, probation, and financial aid. First priority in evaluation
would be given though to students who had applied for graduation and need a degree certification to
attend graduate school.
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Our Registrar also contacted graduate schools from our system and from other institutions in the
island to discuss the date UPRM will issue degree certifications for those students who complete the
requirements for their degrees this semester and have applied to their schools. These schools agreed
to send UPRM the list of students admitted by them, and UPRM agreed to give priority to these
students in the evaluation process once grades are turned in by professors.
The Office of Graduate Studies was also able to continue its work. The implementation of the
Apply Yourself online admission system since 2008 allows for the processing of applications without
having to be physically on campus. The only documents that are received physically by mail or
courier service are the academic transcripts, conduct certificate and the documents of economic
solvency. Most of the applications for the academic year 2010-2011 and their documents had
already been processed when the conflict started. Applications for students whose documents were
received during the conflict were processed by the Director of the Office of Graduate Studies
(OGS), who also provided information requested by graduate students and by applying students
through e-mail communication and personally from the administrative center located at the
Darlington Building.
It is possible, due to the delayed processing of Form I-20’s, for some international students whose
supporting documents were received late, that they may not have sufficient time to obtain their
student visas and arrive this semester. For students who are unable to arrive on time, or for other
unavoidable reasons, the OGS typically defers their admission for one full year at the applicant’s
request.
The Office of Graduate Studies, through its Associate Director, initiated the process of managing
the graduate assistantships during the conflict period. In coordination with the Payroll Office the
assistantship payments were done by direct deposit or checks. Nevertheless, given the limited time
the payroll personnel was allowed to enter campus, some of the payments were done late.
Finally the Office of Graduate Studies was able to schedule 58 theses/dissertations defenses using
Off-campus locations that had adequate meeting room facilities such as VTEC, BDTC, Mayagüez
Mayor’s Office’s meeting room, CIAPR “La Casita” meeting room, as well as meetings rooms at
the Darlington Building and the attached Food Science and Technology Laboratory.
ACTIONS TAKEN DURING THE STUDENT CONFLICT THAT WOULD BE USED TO KEEP THE
CONTINUITY OF THE ACADEMIC OFFERINGS IN CASE OF ANOTHER UNEXPECTED EVENT
The actions taken during and after the student conflict in UPRM to provide for the continuity of the
academic offerings proved to be effective in ensuring the content, rigor, breath and length of
undergraduate and graduate courses, internships, dissertations, theses, research projects, and other
academic activities. They also provided an overview of the actions UPRM might take in case of
another unexpected event. In such case, UPRM will:
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• Maintain constant and consistent communications between the Chancellor and the university
community about the compliance with the institutional policies and requirements for
accreditation.
• Amend the academic calendar to provide for the length, content, and breadth required to
comply with requirements for accreditation.
• Distribute the amended academic calendar electronically to members of the university
community.
• Update constantly and consistently the UPRM webpage.
• Encourage professors to develop and use different strategies to help both professors and
students to comply with the length, rigor, and depth of the academic offerings.
• Provide for students registered in internships and practicums.
• Encourage professors and students to continue with their research activities.
• Encourage the defenses of theses and dissertations.
• Continue offering library services through the UPRM webpage.
• Encourage the use of the electronic library resources to continue academic work.
• Encourage communication between professors and students via “Mi Portal,” UPRM’s
communication site in its webpage.
• Continue the use of the Darlington Building, an off-campus facility of UPRM, to provide basic
services to our students.
• Continue to offer the services of the Registrar’s Office from an external facility.
• Continue to offer the services of the Admissions Office from an external facility.
• Continue to offer the services of the Office of Graduate Studies from an external facility.
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STANDARD 3: INSTITUT IONAL RESOURCES
Summary of Commission Action
“The University of Puerto Rico System (UPR), the principle public system for the
Commonwealth, consists of eleven campuses, each holding separate accreditation. On
April 21, the students at one campus of the University of Puerto Rico system declared a
48-hour strike, protesting actions taken by the UPR system central administration and
closed down the gates of the campus. Students at other campuses, including, UPR -
Mayaguez, voted to join the strike and closed ten of the eleven campuses of the UPR
system. On May 17, 2010, Commission staff met with senior University system
officials and board members concerning the ongoing strike. At the time, the University
system agreed to provide a voluntary report, received by the Commission on June 1,
2010 responding to the Commission’s concerns… On June 24, 2010, the Middle
States Commission on Higher Education placed the institution on probation because of
a lack of evidence that the institution is in compliance with Standards 4 and 11.
MSCHE also requested a monitoring report due by September 1, 2010,
documenting evidence that (i) the institution has the availability and
accessibility of the necessary resources to achieve the institution’s
mission and goals; (ii) that there is a long term financial plan, that
includes steps to improve the institution’s finances and the
development of alternative funding sources.
OVERVIEW
To provide a wider context to the current financial situation, it is necessary summarize the
operational framework of the UPR system. The University of Puerto Rico is an eleven academic-
campus system coordinated by the President of the University and governed by the Board of
Trustees. Each campus is directed by a chancellor. This structure does not inhibit the centralization
of several of the campus’s activities; particularly, those related to the administration of fiscal and
human resources, but it ensures that each campus has access and can request the necessary resources
to achieve the institution’s mission and goals. The operational budget allotments to the academic
units are approved by the Board of Trustees as recommended by the President of the University.
Allotments to the units are calculated based on the previous-year recurring budget plus recurrent
budget additions to finance salaries and benefit increases, operational expenses of new buildings and
other earmarked purposes and priorities that are centrally identified.
As a result of the global recession which, according to Puerto Rico Planning Board figures, started
impacting the Island’s economy since 2006, PR Government Appropriations have steadily declined
and currently reflects a reduction of approximately 14% in tax revenues which aggravates central
21 | P a g e
government’s deficit. Consequently, the UPR budget confronts a proportional decline for the
current and upcoming fiscal years. Through Certification No. 135 (2009-2010), of the Board of
Trustees the approved budget of the UPR for fiscal year 2010-2011 was disclosed. The approved
budget for UPRM was $142,143,079 (about 15.2% of the total UPR budget), representing a
$17,354,881 decrease in funds when compared to the previous fiscal year’s revised budget.
Although the 10.9% reduction in UPRM budget for this fiscal year is smaller than the 14% to 16%
reduction that we had anticipated and reported in our last Periodic Review Report, this reduction
still presents several additional operational challenges. However, the UPRM administration is
committed to guaranteeing the stability and sustainability of long-term operations; maintaining
excellence in all academic activities; and diversifying and increasing the sources of funds to mitigate
the negative impact of the current financial situation. Funds have been allocated to the different
units [1] to assure the stability and sustainability of program offerings by maintaining our academic
infrastructure and necessary staff for the administrative support; [2] to sustain the essential operating
expenses; and [3] to sustain continuous improvement and assessment of important academic and
service processes. As a verification of this commitment, we present the following two tables. Table 3
compares the current allocation of institutional resources with last year's in the different UPRM
units; for example, the College of Engineering in FY 2009-10 received $24,076,765 ($19,164,300
from the UPR General Fund + $4,912,465 from ARRA funds); this fiscal year, it will receive
$22,832,938 or $1,243,827 less than last year; however, to mitigate the loss of the ARRA funds, the
College of Engineering was allocated $3,668,638 more from the UPR General Fund than last year
allocation. Table 4 shows the principal expense accounts that have been affected to absorb most of
the budget reduction. As evidenced in these tables, the distribution of funds was made to minimize
the impact on academic and support services to students.
Table 3. Two-year comparison of resource allocation and changes.
General Funds
General Funds ARRA funds 2010-11 Gen. fund allocs. Net change
College of Arts and Sciences 38,183,993$ 8,947,446$ $ 44,818,925 6,634,932$ (2,312,514)$
College of Engineering 19,164,300 4,912,465 22,832,938 3,668,638 (1,243,827)
College of Agriculture Sciences 7,008,688 1,207,130 7,835,012 826,324 (380,806)
College of Business Administration 3,981,395 911,839 4,571,389 589,994 (321,845)
Academic Affairs 8,927,007 - 8,320,857 (606,150) (606,150)
Division of Continuing Education 1,555,852 17,933 1,550,939 (4,913) (22,846)
Dean of Students 5,441,901 5,888,966 447,065 447,065
Research and Development Center 2,221,858 - 2,092,196 (129,662) (129,662)
Dean of Administration 24,387,439 - 22,848,198 (1,539,241) (1,539,241)
Chancellor's Office 6,385,533 - 4,626,758 (1,758,775) (1,758,775)
General accounts 29,500,636 - 16,756,901 (12,743,735) (12,743,735)
TOTAL 146,758,602$ 15,996,813$ 142,143,079$ (4,615,523)$ (20,612,336)$
2009 - 2010Unit
Change
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Table 4. Summary of expense accounts where most of the
FY 2010-11 reductions have occurred or will occur.
Expense account Adjustment
Elimination of sick-leave reimbursements – Faculty $ (2,741,409.00)
Elimination of sick-leave reimbursements - Non-faculty $ (1,520,225.00)
Reduction of Christmas bonus $ (1,345,392.00)
Reduction of UPRM contribution to retirement system $ (1,063,046.00)
Reduction on technology investments $ (700,514.00)
Elimination of faculty allowances $ (465,590.00)
Elimination of HEEND special bonuses $ (300,942.00)
Elimination of summer session expenses $ (2,080,749.00)
Elimination of financial aid to faculty members for Ph. D. studies $ (1,192,412.00)
Reduction in allocation for graduation ceremony $ (150,383.00)
Elimination of uniforms for maintenance personnel $ (82,686.00)
Reduction in legal services expenses $ (40,894.00)
Total reduction $ (11,684,242.00)
The budget distribution was discussed and agreed upon by the Chancellor and the deans of UPRM.
All these budget cuts were informed in a timely manner to all constituents affected by decisions and
to the college community by certifications from the responsible governing body (available in our
university Web pages) and by mass emails to all university personnel. Deans informed department
heads and proceeded to allocate funds to the departments according to their needs; deans of
academic colleges are notifying, answering questions and discussing the budget allocation with their
faculty in their regular monthly meetings.
UPRM ACTION PLAN
The present financial circumstances require the cooperation from all sectors of the University
community. Reductions in operating expenses identified as non-essential, and identification of
additional funding sources is crucial. Presently, the University Administration is implementing a
number of options to confront the budget decline. The UPRM’s Action Plan to preserve compliance
with Standard 3 has two main dimensions: (1) Secure continuity and institutional effectiveness with
available resources and; (2) Maintain and nurture additional sources of funding to continue
advancing institutional education, research and research priorities.
SECURE CONTINUITY AND INSTITUTIONAL EFFECTIVENESS WITH AVAILABLE RESOURCES
The Board of Trustees, the UPRM Administrative Board and the Office of the President have
recommended other actions to deal with the decline in resources; these actions are
Faculty promotion moratorium: Instructors, assistant professors, associates professors, and
other faculty personnel will not be considered for promotion during this fiscal year; this is the
second consecutive year that this directive from the Board of Regents has been in effect. Salaries
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increases due to promotions are estimated to save between $435,000 and $542,000 the first year,
and between $900,000 and $1,050,000 the second year. However, this policy is not sustainable
and it has been the most controversial. Consequently, there is a firm commitment from UPRM
administration to lift this moratorium as soon as the financial situation improves.
Hiring moratorium: No new tenure-track appointments will be made during the FY 2010-11 and
the number of adjunct-faculty contracts will be considerably reduced. To minimize the effects of
these directives on course offerings, deans and department directors will diminish or eliminate
faculty release time for special assignments, and will grant release time for research only to those
faculty members with external funding.
Since FY 2009-10, the Administrative Board imposed a moratorium on all sabbatical leaves.
Sabbatical leaves approved during the previous year, FY 2008-09, amounted to $961,515.
A 5% reduction in the extra-salary compensation for directors, associate directors, deans, and
associate and assistant deans, chancellor, and other faculty in administrative duties. This measure
has had no measurable impact on the motivation of faculty in administrative positions.
A substantial reduction in travel funds for both faculty and administrative personnel.
About a 67% reduction in funds for extra compensation for faculty members teaching courses
or carrying out administrative duties beyond their regular workloads.
About a 15% reduction in available institutional funds for graduate assistantships. Most of these
reductions are in discretionary research-assistantship funds assigned to departments.
About a 25% reduction in operational, materials, supplies, and maintenance costs.
The plans and actions described above are workable and realistic, and they are already being
implemented. The table below presents a five-year projected budget that takes into account the
execution of the financial measures described above, and the UPR forecasted budget allocation for
our campus. The reduction in salary expenses during the FY 2011-12 will be accomplished by
sustaining the hiring moratorium and by not filling most of the positions of employees that resign or
retire.
Table 5. UPRM Five-year projected budget
Expenses 2010-11 2011-12 2012-13 2013-14 2014-15
Salaries $92,113,221 $87,627,017 $90,624,496 $92,664,902 $94,769,475
Fringe Benefits $30,710,166 $29,214,484 $30,213,831 $30,894,094 $31,595,750
Teaching Assistantships $3,313,026 $3,151,671 $3,259,481 $3,332,868 $3,408,563
Materials, services and supplies $15,559,113 $14,801,335 $15,307,648 $15,652,299 $16,007,789
Travel expenses $228,794 $217,651 $225,096 $230,164 $235,392
Equipment $218,759 $208,105 $215,223 $220,069 $225,067
Total $142,143,079 $135,220,264 $139,845,776 $142,994,397 $146,242,036
The following figure shows the distribution of funds between salaries and fringe benefits (85% to
87%) and operational expenses (teaching assistantships, materials, services and supplies, travel, and
equipment) for the next 5 years.
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Because of the budget cuts, the distribution of the UPRM budget for FY 2010-11 to 2014-15 has
been a difficult one. Accordingly, to easy this process, the Chancellor promoted and supported an
informed and shared decision making procedure that linked planning and budget allocation. The
Chancellor, his staff and the deans gathered in several working meetings to evaluate and decide on
various budget simulations. The decisions, taken by the UPRM leadership and outlined above,
guarantee that our campus will continue to operate with its characteristic academic excellence
notwithstanding the financial challenges during the next fiscal years. The following table shows the
forecasted resource allocation by activity during the next five years.
Table 6. Five-year budget distribution. Summary by activity
2010-2011 2011-12 2012-13 2013-14 2014-15
Total $142,143,079 $135,220,264 $139,845,776 $142,994,397 $146,242,036
1. Instruction $79,164,582 $75,400,164 $77,979,396 $79,735,098 $81,546,014
2. Research $3,807,189 $3,621,767 $3,745,658 $3,829,991 $3,916,976
3. Community Services $0 $0 $0 $0 $0
4. Academic Support $11,013,007 $10,385,492 $10,740,751 $10,982,579 $11,232,011
5. Student Services $8,390,872 $7,982,210 $8,255,260 $8,441,126 $8,632,838
6. Institutional Support $12,493,684 $11,885,202 $12,291,762 $12,568,511 $12,853,962
7. Maintenance of Facilities $26,560,747 $25,267,155 $26,131,475 $26,719,824 $27,326,675
8. Fellowships and Aid to Students $0 $0 $0 $0 $0
9. Auxiliary Enterprises $712,998 $678,273 $701,475 $717,268 $733,559
Alloted
Budget ActivityProjected
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The Chancellor has also requested that academic and administrative deans reported on their units’
most urgent needs and assessed the consequences that the lack of funds may have on academic
offerings and student services. This report, that establishes priorities for short and long term budget,
was submitted to the President of the University of Puerto Rico. Both the budget distribution and
the report on requested funds were submitted to the Administrative Board of UPRM for approval.
As illustrated in the previous tables and graphs, budgetary decisions at UPRM were made to
minimize budget cuts at the academic colleges and absorb these reductions in the general accounts.
UPRM is making extraordinary efforts to maintain its academic offerings to sustain its current
graduation rates. Our commitment to an excellent education is widely recognized and is evidenced
by the increasing number of high school graduates that apply to study in the campus. Academic
departments and service offices are taking different measures to operate efficiently and to maintain
quality. For example, the College of Arts and Sciences has increased its use of qualified graduate
students for teaching basic courses and laboratories; this action reduces the costs of academic
offerings and, at the same time, maintains a healthy population of students in graduate programs.
Another measure in place is the increase in the number of courses offered in large sections (30 to 50
students), allowing them to sustain a revised release time policy for research. This policy limits
research release time to six credits (half time), except in those cases in which the research project
pays a portion of the professor’s salary. These actions are sustainable because demand and
enrollment in most of our graduate programs are growing. Moreover, several departments are
revising their programs to reduce the minimum number of credits required for completion; as a
consequence, these programs will be more in tune with similar programs in prestigious universities
in the United States, they will be more attractive to students, and they will become more cost
effective. All these measures and policies are subject to regular assessment and subject to changes
and corrections in case that ill effect are detected as a result of their implementation.
Finally, detailed budget projections by types of expenses and by UPRM activities and units are shown on pages 25 to 30.
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Budget Projections
University of Puerto Rico at Mayaguez
General Fund - UPR
Fiscal Years 2009-2010 to 2014-2015 (Projected)
2011-12 2012-13 2013-14 2014-15
5020 Salaries - Faculty 51,300,515 48,802,019 50,471,401 51,607,762 52,779,860
5040 Compensations - Faculty 787,385 749,037 774,659 792,101 810,091
5060 Bonuses - Faculty 941,374 895,526 926,160 947,012 968,520
5100 Salaries - Non Faculty Personnel 36,911,513 35,113,806 36,314,953 37,132,582 37,975,924
5130 Compensations - Non Faculty Personnel 217,408 206,820 213,894 218,710 223,677
5150 Bonuses - Non Faculty Personnel 1,000 951 984 1,006 1,029
5160 Other payments - Faculty and Non Faculty 1,746,212 1,661,166 1,717,990 1,756,670 1,796,567
5190 Hourly Students 207,814 197,693 204,455 209,059 213,807
92,113,221 87,627,017 90,624,496 92,664,902 94,769,475
5200 Employer's Share - Federal and State 8,710,700 8,286,462 8,569,918 8,762,870 8,961,889
5260 Other Employer's Share - Pension Fund 10,778,512 10,253,565 10,604,311 10,843,066 11,089,330
5273 Employer's Share - Employees' Health Insurance 11,199,954 10,654,481 11,018,941 11,267,032 11,522,925
5340 Other Benefits 21,000 19,977 20,661 21,126 21,606
30,710,166 29,214,484 30,213,831 30,894,094 31,595,750
6020 Materials (Supplies) 1,670,792 1,589,419 1,643,789 1,680,799 1,718,972
6070 Libraries' Reference Material 1,870,047 1,778,970 1,839,823 1,881,247 1,923,973
6080 Parts and Acc. for Equipment Repairs 74,421 70,796 73,218 74,867 76,567
6100 Maintenance Expenses 533,944 507,939 525,314 537,142 549,341
6140 Leasing Expenses 201,578 191,761 198,320 202,785 207,391
6160 Communications Services 100,883 95,970 99,253 101,487 103,792
6171 Telephone 522,506 497,058 514,061 525,635 537,573
6200 Prof. Services, Consult. And Non-Prof. Services 548,685 521,962 539,817 551,971 564,507
6300 Other Services and Misc. Expenses 159,733 151,954 157,151 160,690 164,339
6314 Bank Charges 4,500 4,281 4,427 4,527 4,630
6364 Student Health Insurance 1,044,907 994,017 1,028,019 1,051,165 1,075,039
6370 Insurance Premiuns 23,740 22,584 23,356 23,882 24,425
6381 Electricity 7,440,772 7,078,383 7,320,515 7,485,336 7,655,340
6382 Water and Sewer 737,478 701,561 725,559 741,895 758,745
6383 Gas 8,107 7,712 7,976 8,156 8,341
6384 Fuels 264,750 251,856 260,471 266,336 272,385
6385 Garbage Pick-up 34,950 33,248 34,385 35,159 35,958
6400 Travel Expenses en Misiones Oficiales 207,841 197,718 204,482 209,086 213,834
6500 Institutional Projects and Community Activities 15,953 15,176 15,695 16,049 16,413
6530 Accreditation Expenses 5,000 4,756 4,919 5,030 5,144
7110 Library Acquisitions 80,000 76,104 78,707 80,479 82,307
7300 Equipment-Non-Capital ($200≤Cost<$1,000) 61,715 58,709 60,718 62,085 63,495
7500 Capital Equipment (Cost ≥ $1,000) 77,044 73,292 75,799 77,505 79,266
8010 Scholarship, Stipends and Special Projects 3,313,026 3,151,671 3,259,481 3,332,868 3,408,563
9980 Fund Transfer (In/Out) - Budget Office Exclus. Use 317,320 301,866 312,192 319,220 326,471
19,319,692 18,378,762 19,007,449 19,435,401 19,876,811
TOTAL 142,143,079$ 135,220,264$ 139,845,776$ 142,994,397$ 146,242,036
Title
TOTAL EMPLOYER'S SHARE AND OTHER BENEFITS
TOTAL PERSONNEL SERVICES
TOTAL SERVICES, SUPPLIES AND OTHER EXPENSES
BudgetProjected
Fiscal Year
2010-2011
Code
26 | P a g e
Budget distribution by programs (activities) and UPRM units
PROGRAMS AND UNITS 2010-11
BUDGET
PROJECTED
2011-12 2012-13 2013-14 2014-15
UPRM TOTAL $12,935,155 $12,304,814 $12,725,726 $13,012,247 $13,292,299
INSTRUCTION $79,164,582 $75,400,164 $77,979,396 $79,735,098 $81,546,014
Academic Programs
College of Arts and Sciences
Chemistry $4,720,992 $4,496,500 $4,650,313 $4,755,015 $4,863,009
Biology $4,587,128 $4,369,002 $4,518,453 $4,620,186 $4,725,118
PhD in Applied Chemistry $71,741 $68,330 $70,667 $72,258 $73,899
Mathematics $4,508,895 $4,294,489 $4,441,392 $4,541,389 $4,644,532
MS in Computing Sciences $174,788 $166,477 $172,171 $176,048 $180,046
English $3,200,179 $3,048,005 $3,152,269 $3,223,242 $3,296,447
Humanities $3,550,293 $3,381,470 $3,497,141 $3,575,879 $3,657,093
Social Sciences $3,445,311 $3,281,480 $3,393,731 $3,470,140 $3,548,953
Physics $2,962,491 $2,821,619 $2,918,139 $2,983,841 $3,051,609
Marine Sciences $3,092,378 $2,945,330 $3,046,081 $3,114,664 $3,185,403
Hispanic Studies $2,142,918 $2,041,018 $2,110,836 $2,158,361 $2,207,381
Nursing $1,697,473 $1,616,755 $1,672,060 $1,709,706 $1,748,536
Physical Education $2,046,754 $1,949,427 $2,016,112 $2,061,504 $2,108,325
Geology $1,162,094 $1,106,834 $1,144,696 $1,170,469 $1,197,052
Economics $1,036,119 $986,850 $1,020,607 $1,043,586 $1,067,288
Industrial Biotechnology $104,766 $99,784 $103,198 $105,521 $107,918
MS in Geology $222,776 $212,183 $219,441 $224,381 $229,478
College of Engineering
Electrical Engineering $5,420,264 $5,162,521 $5,339,116 $5,459,326 $5,583,317
Civil Engineering $3,578,890 $3,408,707 $3,525,310 $3,604,682 $3,686,550
General Engineering $3,339,339 $3,180,547 $3,289,345 $3,363,405 $3,439,793
Chemical Engineering $2,608,238 $2,484,212 $2,569,190 $2,627,035 $2,686,699
Mechanical Engineering $2,679,968 $2,552,531 $2,639,846 $2,699,282 $2,760,587
Industrial Engineering $2,016,443 $1,920,558 $1,986,254 $2,030,975 $2,077,102
PhD in Civil Engineering $339,383 $323,245 $334,302 $341,829 $349,592
MS in Computational Engineering $96,849 $92,244 $95,399 $97,547 $99,762
PhD in Chemical Engineering $343,927 $327,573 $338,778 $346,406 $354,273
PhD in Comp. and Infor. Science Eng. $613,996 $584,799 $604,804 $618,421 $632,466
Computer Eng. Acad. Prog $43,418 $41,353 $42,768 $43,731 $44,724
College of Agriculture
Crops and Agro Environment Sciences $2,408,265 $2,293,748 $2,372,210 $2,425,621 $2,480,711
Animal Science $1,494,680 $1,423,605 $1,472,303 $1,505,452 $1,539,643
Agricultural Engineering and Biosystems $799,790 $761,759 $787,816 $805,554 $823,849
Agricultural Education $480,921 $458,052 $473,721 $484,387 $495,388
Agricultural Economics $429,353 $408,936 $422,925 $432,447 $442,269
27 | P a g e
PROGRAMS AND UNITS 2010-11
BUDGET
PROJECTED
2011-12 2012-13 2013-14 2014-15
Food Science and Technology $158,630 $151,087 $156,255 $159,773 $163,402
International Programs $100,006 $95,251 $98,509 $100,727 $103,014
College of Business Adm. $4,475,576 $4,262,754 $4,408,571 $4,507,830 $4,610,210
On line Education $11,879 $11,314 $11,701 $11,965 $12,236
Teaching Candidates Program $1,550,939 $1,477,189 $1,527,720 $1,562,116 $1,597,594
Deanship of Academic Affairs
Reserve Officers Training Corps
o Army $102,275 $97,412 $100,744 $103,012 $105,352
o Air Force $89,851 $85,578 $88,506 $90,499 $92,554
Institutional General Accounts
Summer Session $0 $0 $0 $0 $0
Laboratories Strengthening Program $1,536,984 $1,463,898 $1,513,974 $1,548,061 $1,583,220
Christmas Bonus $31,767 $30,256 $31,291 $31,996 $32,723
Liquidation of Sick and Ordinary Leave $617,235 $587,884 $607,994 $621,683 $635,803
Social Security $1,063,091 $1,012,539 $1,047,175 $1,070,752 $1,095,071
Medicare $273,779 $260,760 $269,680 $275,752 $282,015
State Drivers Social Security $3,213 $3,060 $3,165 $3,236 $3,310
Unemployment Insurance $85,743 $81,666 $84,459 $86,361 $88,322
Working Accident Compensation
Insurance
$1,358,544 $1,293,943 $1,338,205 $1,368,335 $1,399,412
UPR Retirement System $479,086 $456,305 $471,914 $482,539 $493,498
Medical Insurance $1,656,833 $1,578,048 $1,632,028 $1,668,773 $1,706,674
Prescriptions plan $20,000 $19,049 $19,701 $20,144 $20,602
Uniforms $59,000 $56,194 $58,117 $59,425 $60,775
Night Shift Bonus $69,331 $66,034 $68,293 $69,831 $71,417
RESEARCH $3,807,189 $3,621,767 $3,745,658 $3,829,991 $3,916,976
Research and Development Center $1,733,490 $1,649,064 $1,705,474 $1,743,872 $1,783,478
Sea Grant $215,126 $204,649 $211,649 $216,414 $221,330
Hemispheric Cooperation Center (CoHemis) $143,580 $136,587 $141,259 $144,440 $147,720
College of Arts and Sciences
Maritime Section $315,242 $299,889 $310,147 $317,130 $324,333
Dean's Research Office $76,668 $72,934 $75,429 $77,127 $78,879
Seismic Network $57,602 $54,797 $56,671 $57,947 $59,263
College of Agriculture
"Biological Nitrogen Fixation"
Laboratory
$550 $523 $541 $553 $566
Milk-dairy Project $190,000 $180,746 $186,929 $191,138 $195,479
Lajas Agricultural Substation Laboratory $283,365 $269,564 $278,785 $285,062 $291,536
Alzamora Farm $787,832 $749,462 $775,099 $792,550 $810,551
Special Undergraduate Research Projects $3,734 $3,552 $3,674 $3,756 $3,842
28 | P a g e
PROGRAMS AND UNITS 2010-11
BUDGET
PROJECTED
2011-12 2012-13 2013-14 2014-15
COMMUNITY AND EXTENSION
SERVICES $0 $0 $0 $0 $0
ACADEMIC SUPORT SERVICES $11,013,007 $10,385,492 $10,740,751 $10,982,579 $11,232,011
Deanship of Academic Affairs
Office of the Dean of Academic Affairs $1,000,225 $943,233 $975,498 $997,461 $1,020,115
Office of the Graduate Studies Program $15,230 $14,362 $14,853 $15,188 $15,533
Faculty Professional Enhancement
Center
$60,377 $56,937 $58,884 $60,210 $61,578
Microfilming Center $135,284 $127,576 $131,940 $134,910 $137,974
General Library $5,420,894 $5,112,014 $5,286,882 $5,405,917 $5,528,694
Automatic Library System $101,547 $95,761 $99,037 $101,266 $103,566
College of Arts and Sciences
Office of the Dean of Arts and Sciences $1,251,110 $1,179,822 $1,220,181 $1,247,653 $1,275,989
College of Engineering
Office of the Dean of Engineering $1,643,105 $1,549,482 $1,602,485 $1,638,565 $1,675,780
Accreditation Activities - ABET $105,384 $99,379 $102,779 $105,093 $107,480
College of Agriculture
Office of the Dean of Agriculture $159,333 $150,254 $155,394 $158,893 $162,501
Office of the Associate Dean $437,113 $412,207 $426,307 $435,905 $445,805
EEA - Instruction $43,328 $40,859 $42,257 $43,208 $44,190
SEA - Instruction $61,846 $58,322 $60,317 $61,675 $63,076
College of Businees Administration
Office of the Dean $95,813 $90,354 $93,444 $95,548 $97,718
Institutional General Accounts
Membership fees $36,583 $34,499 $35,679 $36,482 $37,310
Day Care Center $418,935 $395,064 $408,578 $417,778 $427,266
UPR-M Museum of Art $26,900 $25,367 $26,235 $26,826 $27,435
STUDENT SERVICES $8,390,872 $7,982,210 $8,255,260 $8,441,126 $8,632,838
Dean of Students
Office of the Dean of Students $690,717 $657,077 $679,554 $694,854 $710,635
Counseling $1,503,474 $1,430,250 $1,479,175 $1,512,478 $1,546,829
Medical Services $872,325 $829,840 $858,227 $877,549 $897,480
Economic Assistance $1,026,768 $976,761 $1,010,174 $1,032,917 $1,056,377
Employment Place Center $219,346 $208,663 $215,801 $220,660 $225,671
Social and Cultural Activities $236,491 $224,973 $232,669 $237,907 $243,311
Boarding Services $31,522 $29,987 $31,013 $31,711 $32,431
Health Promotion and Prevention $126,106 $119,964 $124,068 $126,861 $129,742
Band, Orchestra and Musical Groups $140,059 $133,238 $137,795 $140,898 $144,098
Foreign Students Exchange Program $139,798 $132,989 $137,539 $140,635 $143,829
Student Council $21,616 $20,563 $21,267 $21,745 $22,239
Life Quality Program $96,228 $91,541 $94,673 $96,804 $99,003
29 | P a g e
PROGRAMS AND UNITS 2010-11
BUDGET
PROJECTED
2011-12 2012-13 2013-14 2014-15
NCAA $321,336 $305,686 $316,143 $323,261 $330,602
Athletic Activities $379,407 $360,929 $373,275 $381,679 $390,348
Institutional General Accounts
UPR-M Catalog $1,680 $1,598 $1,653 $1,690 $1,728
Student's Health Insurance $1,044,907 $994,017 $1,028,019 $1,051,165 $1,075,039
Deanship of Academic Affairs
Registrar Office $1,138,288 $1,082,850 $1,119,891 $1,145,105 $1,171,113
Admissions Office $245,007 $233,074 $241,047 $246,474 $252,072
Chancellor’s Office
Student's Ombudsman $95,797 $91,131 $94,249 $96,371 $98,559
Institutional General Accounts
Commencement Ceremony $50,000 $47,565 $49,192 $50,299 $51,442
Strengthening of Student Services $5,000 $4,756 $4,919 $5,030 $5,144
Freshman Year Program $5,000 $4,756 $4,919 $5,030 $5,144
INSTITUTIONAL SUPPORT $12,493,684 $11,885,202 $12,291,762 $12,568,511 $12,838,962
Office of the Chancellor $868,945 $826,625 $854,901 $874,149 $892,959
Budgeting Office $485,566 $461,917 $477,718 $488,474 $498,985
Press $313,714 $298,435 $308,644 $315,593 $322,384
Institutional Research $173,219 $164,783 $170,419 $174,256 $178,006
Institutional Planning $140,495 $133,652 $138,224 $141,336 $144,378
Legal Counseling $160,323 $152,515 $157,732 $161,283 $164,754
Adm. Board & Academic Senate $343,721 $326,981 $338,166 $345,780 $353,220
Continuous Improvement and Assessment $51,799 $49,276 $50,962 $52,109 $53,231
Computing Center $1,502,104 $1,428,947 $1,477,827 $1,511,100 $1,543,616
Environmental Management $45,240 $43,037 $44,509 $45,511 $46,490
Dean of Students
Alumni Office $83,773 $79,693 $82,419 $84,275 $86,088
Institutional General Accounts
Addnl. Comp. to Academic Senators $60,000 $57,078 $59,030 $60,359 $61,658
Telephone $513,586 $488,573 $505,285 $516,662 $527,780
Legal Counseling Contracts $85,000 $80,860 $83,626 $85,509 $87,349
Discretional Fund $252,320 $240,031 $248,242 $253,831 $259,293
Dean of Administration
Office of the Dean of Administration $791,020 $752,495 $778,236 $795,758 $812,881
Equal Opportunity Office $96,916 $92,196 $95,350 $97,496 $99,594
Finances $513,903 $488,874 $505,597 $516,981 $528,105
Human Resources $1,154,003 $1,097,799 $1,135,352 $1,160,915 $1,185,895
Relations with Personnel $146,003 $138,892 $143,643 $146,877 $150,038
Accounting $322,358 $306,658 $317,148 $324,289 $331,267
Special Funds Projects $223,815 $212,915 $220,198 $225,155 $230,000
Account Payable $174,228 $165,743 $171,412 $175,271 $179,043
30 | P a g e
PROGRAMS AND UNITS 2010-11
BUDGET
PROJECTED
2011-12 2012-13 2013-14 2014-15
Account Receivable $183,206 $174,283 $180,245 $184,303 $188,269
Loans and Debt Collecting $211,345 $201,052 $207,929 $212,611 $217,186
Pre-Audit $273,999 $260,654 $269,571 $275,640 $281,571
Purchasing $321,395 $305,742 $316,201 $323,320 $330,277
Property $742,036 $705,896 $730,043 $746,480 $762,543
Payrolls $185,173 $176,154 $182,180 $186,282 $190,290
Printing $338,997 $322,487 $333,518 $341,027 $348,366
Communication Services $397,593 $378,229 $391,167 $399,974 $408,581
Transportation and Motor Pool $1,337,889 $1,272,730 $1,316,266 $1,345,902 $1,374,863
GROUNDS AND BUILDING
OPERATION AND MAINTENANCE $26,560,747 $25,267,155 $26,131,475 $26,719,824 $27,326,675
Dean of Administration
University Security $3,077,504 $2,927,620 $3,027,766 $3,095,936 $3,166,249
Director of Grounds and Buildings $1,493,114 $1,420,395 $1,468,982 $1,502,057 $1,536,171
Building Cleaning Service $4,760,782 $4,528,917 $4,683,839 $4,789,295 $4,898,068
Mechanics $998,123 $949,511 $981,991 $1,004,101 $1,026,906
Grounds and Gardens $974,243 $926,794 $958,497 $980,078 $1,002,337
Maintenance and Renovations $1,371,679 $1,304,874 $1,349,510 $1,379,894 $1,411,234
Electricity $758,895 $721,934 $746,630 $763,440 $780,779
Small Constructions $692,409 $658,687 $681,218 $696,556 $712,376
Engineering $300,136 $285,518 $295,285 $301,934 $308,791
Occupational Health and Safety $294,436 $280,096 $289,677 $296,199 $302,927
College of Arts and Sciences
Magueyes Island Maintenance $1,055,361 $1,003,962 $1,038,304 $1,061,682 $1,085,794
Chemistry Building Maintenance $1,672,111 $1,590,674 $1,645,087 $1,682,126 $1,720,329
Biology Building Maintenance $1,321,936 $1,257,554 $1,300,571 $1,329,853 $1,360,056
Sports Facilities Complex $341,799 $325,152 $336,275 $343,846 $351,655
Institutional General Accounts
Values Transportation Contract $13,800 $13,128 $13,577 $13,883 $14,198
Electric Utilities $6,493,054 $6,176,822 $6,388,114 $6,531,942 $6,680,293
Water and Sewer $535,583 $509,498 $526,927 $538,791 $551,028
Gas $260,250 $247,575 $256,044 $261,809 $267,755
Elevators Maintenance $108,437 $103,156 $106,684 $109,086 $111,564
Insurance Premiums $2,595 $2,469 $2,553 $2,611 $2,670
Solid Waste Disposal $34,500 $32,820 $33,942 $34,707 $35,495
UNIVERSITY ENTERPRISES $712,998 $678,273 $701,475 $717,268 $733,559
Dean of Administration
Book Store $462,684 $440,150 $455,206 $465,455 $476,027
Hotel - Athletics Resident Management $250,314 $238,123 $246,269 $251,813 $257,532
31 | P a g e
MAINTAIN AND NURTURE ADDITIONAL SOURCES OF FUNDING TO CONTINUE ADVANCING
INSTITUTIONAL EDUCATION, RESEARCH AND RESEARCH PRIORITIES.
UPRM faculty is aggressively writing research proposals for external funding; research projects are
an excellent source of funding for needed research assistantships, equipment, and travel funds to
academic and educational conferences. These external funds support the sustained improvement of
UPRM’s educational and research goals and objectives. Many senior researchers have young faculty
members in their research teams. In addition to the financial rewards of these partnerships, they
keep junior faculty motivated and engaged in academics. The following table shows the UPRM
Research and Development Center’s forecast of external funds by source for academic year 2010-2011.
Table 7. External Funds by Source Projected for Academic Year 2010-2011
Source Continuing Newly
Approved
Submitted and pending for approval
Total
State funds $2,143,898 $348,360 $55,900 $2,548,158
Private funds $5,351,698 $748,777 $30,573 $6,131,048
Federal funds $18,298,619 $4,456,048 $26,202,427 $48,957,094
TOTAL $25,794,214 $5,553,185 $26,288,900 $57,636,299
Research efforts from all four academic colleges increase funds from overhead costs. Excluding
equipment and assistantships, between 8% and 50 % of the budget of each research project is
charged to overhead or indirect costs.
Twenty five percent of these indirect costs are
kept by the UPR Central Administration to be
used as matching funds in future project
proposals and 75 % returns to UPRM. This
75% is distributed as follows: 41.25% goes to
the Research and Development Center to pay
for facilities, administrative expenses, and
UPRM matching funds; 18.75% goes to a
Research Endowment managed by the
Chancellor’s Office, 7.5% returns to the
principal investigator (PI); 3.75% returns to
the department of the PI, and 3.75% returns
to the PI dean’s office.
Central Administration
25.00%
R&D Center41.25%
Chancellor's Office
18.75%
PI7.50%
PI's Dept3.75%
PI's College3.75%
32 | P a g e
The graph shows the revenues from
indirect costs reimbursements
during the last 10 years. For FY
2010-11 we estimate an increase
between a 3.7% and 12.3% for a
total revenue from indirect costs
between $2.16 and $2.34 million.
Finally, the current financial conditions have required that UPRM takes a closer look at its schedule
for new academic program development and implementation. UPRM administration is pondering
the implementation of its seven academic programs already in the approval process: (i) BS in
Software Engineering and Computer Science & Engineering, (ii) MS in Materials Science and
Engineering, (iii) MS in Applied Statistics, (iv) BS in Computer Science, (v) PhD in Mechanical
Engineering, (vi) PhD in Electrical Engineering and (vii) PhD in Bioengineering. However, in an
effort to continue and advance initiatives to growth and expand sources of funding to support the
accomplishment of the UPRM mission and goals, the Chancellor, in consultation with the Dean of
Academic Affairs and the academic deans, has identified two programs (the MS in Materials Science
and Engineering and the PhD in Mechanical Engineering) that are crucial for the academic
development of our campus. These programs have already in place the entire faculty required for
their implementation and they have been very effective securing external funding. These two
programs require little additional investment and their prompt approval will increase UPRM revenue
from research funds.
$1.00
$1.20
$1.40
$1.60
$1.80
$2.00
$2.20
$2.40
00-01 01-02 02-03 03-04 04-05 05-06 06-07 07-08 08-09 09-10 10-11
Mil
lio
ns
Revenue from indirect costs
33 | P a g e
CONCLUSION
This Monitoring Report has shown that UPRM is making tough budgetary decisions and moving
forward in all its academic programs and research and service initiatives. The current difficult
financial situation has been an excellent opportunity for assessment and improvement of several
administrative procedures and to ponder our expending priorities. As a result of this introspection
and self-analysis, UPRM will become a more efficient and leaner organization in the short term.
Moreover, the UPR system has already initiated the revision, development and implementation of
clear institutional policies that clearly specify the authority of the different governance bodies and
their respective roles and responsibilities in shared governance to assure that in future students
conflicts the university remains open and fully operational.
Although academic activities were interrupted during the second semester of the academic year
2010-2011 by a student conflict, UPRM was able to comply with the rigor, continuity, and length of
its offerings. The Administrative Board approved an amendment to the Academic Calendar to cover
the contact hours of the ten class days left to complete the semester. This amendment also included
two days for professors to meet with students and review the material covered during the semester
and bring the students up to date with their work. Professors also used a variety of strategies to
ensure the rigor, breadth, and content of their courses. From extended office hours, to the use of
electronic resources, complementary extra meetings, and class activities, students were provided
different alternatives to conclude their work for the semester.
Those students involved in practicums or internships outside campus completed their work.
Graduate students who had scheduled their thesis or dissertations defenses for the period of the
student conflict successfully defended their work. Those graduate students who by personal
philosophical differences could not defend during the student conflict did so when the semester
resumed the first two weeks of August.
The students who seemed to be mostly affected were those who, by curricular requirement, had to
take a summer course. Since no summer session was offered, these students could not register for
their courses or internships. Nevertheless, some of these students did, on their own, participate in
internships and complied with their requirements. At the moment, the different Colleges are
analyzing the situation to decide if credit can be given to the students who completed their work. As
for the summer courses required by specific curricula, the different Colleges are analyzing the
possibility of offering said courses during the fall semester.
Today UPRM is completely prepared and ready to welcome the MSCHE onsite evaluation that will
verify the information provided in this report and the UPRM’s viable and continuing compliance
with the Commission's high accreditation standards.
34 | P a g e
APPENDIXES
Page
Uprm Monitoring Report: Standard 4. Action Plans 35
Uprm Monitoring Report: Standard 11. Action Plans 39
Uprm Monitoring Report: Standard 3. Actions Plans 47
The attached CD contains the following documents:
1. Institutional Profile submitted to the Middle States Commission on Higher Education
2. Academic Catalogs
a. UPRM Undergraduate Catalog
b. UPRM Graduate Catalog
3. UPRM Faculty Handbook
4. UPRM Student’s Regulations
5. UPR Student’s Regulations
6. UPRM Organizational Chart
7. IPEDS Financial documents
35
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of
a cr
itic
al s
elf-
asse
ssm
ent
of
the
even
ts a
nd
cir
cum
stan
ces
that
su
rro
un
ded
th
e st
ud
en
t co
nfl
ict
in c
on
text
wit
h t
he
con
cern
s an
d
exp
ecta
tio
ns
con
tain
ed in
th
e C
om
mis
sio
n’s
Act
ion
, th
e in
tern
al a
nd
ext
ern
al e
nvi
ron
men
tal f
acto
rs,
and
th
e re
leva
nt
elem
ents
of
Stan
dar
d 4
, th
e fo
llow
ing
acti
on
pla
n is
org
aniz
ed in
th
ree
str
ateg
ies:
Str
engt
hen
ing
the
Inst
itu
tio
nal
Clim
ate
an
d I
den
tity
, Op
en U
niv
ersi
ty,
and
Str
engt
hen
ing
of
Go
vern
ance
.
A
. ST
REN
GTH
ENIN
G T
HE
INST
ITU
TIO
NA
L C
LIM
ATE
AN
D ID
ENTI
TY
GO
AL:
Gu
aran
tee
fre
edo
m o
f sp
eech
wh
ile s
afeg
uar
din
g th
e ri
ghts
an
d a
cces
s o
f al
l mem
ber
s o
f th
e c
om
mu
nit
y, a
nd
em
bra
cin
g th
e U
niv
ersi
ty
as a
div
erse
an
d v
alu
able
sp
ace
for
lear
nin
g, r
esea
rch
, an
d s
ervi
ce.
OB
JEC
TIV
E: D
evel
op
an
d im
ple
men
t ac
tio
ns
at a
ll le
vels
to
su
pp
ort
an
inst
itu
tio
nal
co
mm
un
icat
ion
clim
ate
of
colla
bo
rati
on
, co
urt
esy,
res
pec
t an
d p
rofe
ssio
nal
ism
th
at a
ssu
res
the
stre
ngt
hen
ing
of
the
Un
iver
sity
iden
tity
.
AC
TIO
NS
AC
TIV
ITIE
S R
ESP
ON
SIB
LE
SYST
EM A
ND
UN
IT
TIM
EFR
AM
E P
RES
ENT
AN
D E
XP
ECTE
D
OU
TCO
MES
Imp
rove
co
mm
un
icat
ion
s cl
imat
e b
ased
on
res
pec
t o
f th
e va
rio
us
sect
ors
of
the
UP
RM
co
mm
un
ity
Mee
t w
ith
un
ion
s an
d s
tud
ents
’ org
aniz
atio
ns
to
bra
inst
orm
on
alt
ern
ativ
es.
Bra
inst
orm
ing
sess
ion
s am
on
g re
pre
sen
tati
ves
of
all
mem
ber
s o
f co
mm
un
ity.
Ch
ance
llors
an
d
Dea
n o
f St
ud
ents
A
cad
emic
Ye
ar 2
01
0-
20
11
Agr
eem
ent
amo
ng
the
vari
ou
s se
cto
rs o
n
a n
ew s
tyle
to
dea
l w
ith
co
nfl
icts
Edu
cati
on
cam
pai
gn o
f th
e im
po
rtan
ce o
f ac
cred
itat
ion
by
vari
ou
s ag
enci
es a
nd
th
e re
qu
irem
ents
to
mee
t o
n a
co
nti
nu
ou
s b
asis
an
d im
pac
t o
f fa
ilure
to
co
mp
ly w
ith
th
ese
req
uir
emen
ts.
Giv
e a
pre
sen
tati
on
at
the
beg
inn
ing
of
each
ac
adem
ic s
eme
ster
to
th
e m
emb
ers
of
the
Aca
dem
ic
Sen
ate
of
the
curr
ent
eco
no
mic
an
d f
inan
cial
sta
tus
of
the
Un
iver
sity
an
d t
he
stra
tegi
es a
nd
pla
n t
hat
h
ave
bee
n im
ple
men
ted
or
pro
po
sed
to
ad
dre
ss t
he
nee
ds
of
all a
ffec
ted
par
ties
(th
e ac
adem
ia,
rese
arch
ers
and
un
iver
sity
co
mm
un
ity)
W
ork
sho
ps
on
-lin
e o
f o
ur
righ
ts a
nd
res
po
nsi
bili
ties
, ju
stic
e an
d e
qu
ity.
Th
e w
ork
sho
ps
sho
uld
be
req
uir
ed
to a
ll th
e co
mm
un
ity
and
sh
ou
ld c
ou
nt
as
pro
fess
ion
al h
ou
rs (
PH
) o
r co
nti
nu
ing
edu
cati
on
un
its
(CEU
)
Ch
ance
llor
and
B
ud
get
Off
ice
Dir
ecto
r
20
10-
20
13
R
ein
forc
emen
t o
f th
e U
PR
M in
stit
uti
on
al
clim
ate
of
colla
bo
rati
on
.
Iden
tify
an
d im
ple
men
t a
acti
viti
es t
o d
emo
nst
rate
th
at
Dev
elo
p b
roch
ure
s an
d v
ideo
clip
s th
at s
ho
w h
ow
U
PR
M a
dm
inis
trat
ors
hav
e ch
ange
d u
nila
tera
l sty
les
Ch
ance
llor
and
D
ean
s 2
01
0-2
01
3
Rei
nfo
rcem
ent
of
the
UP
RM
inst
itu
tio
nal
37
B.
OP
EN U
NIV
ERSI
TY
GO
AL:
Pro
mo
te a
n O
pen
Un
iver
sity
cu
ltu
re t
hat
en
cou
rage
s fr
eed
om
to
sh
are
info
rmat
ion
, id
eas,
an
d a
ctio
ns,
gu
aran
tee
ing
the
righ
ts a
nd
re
spo
nsi
bili
ties
of
all m
emb
ers
of
the
un
iver
sity
co
mm
un
ity.
OB
JEC
TIV
E: E
xten
d t
he
par
tici
pat
ion
op
po
rtu
nit
ies
of
the
dif
fere
nt
sect
ors
of
the
inst
itu
tio
nal
co
mm
un
ity
for
inp
ut
in t
he
dec
isio
ns
that
aff
ect
them
an
d w
ith
in t
he
dis
po
siti
on
s an
d f
ram
e o
f ac
tio
ns
esta
blis
hed
in t
he
Un
iver
sity
of
Pu
erto
Ric
o L
aw, G
ener
al B
ylaw
s an
d a
pp
licab
le in
stit
uti
on
al
po
licie
s.
AC
TIO
NS
AC
TIV
ITIE
S R
ESP
ON
SIB
LE
SYST
EM A
ND
UN
IT
TIM
EFR
AM
E P
RES
ENT
AN
D E
XP
ECTE
D
OU
TCO
MES
Imp
rove
tr
ansp
are
ncy
in
th
e d
ecis
ion
-m
akin
g p
roce
ss
Rev
ise
dec
isio
n-m
akin
g p
roce
sses
to
incl
ud
e ra
pid
co
mm
un
icat
ion
of
key
dec
isio
ns.
Pu
blis
h s
ynth
eses
of
rele
van
t an
d p
erti
nen
t d
ecis
ion
s in
w
hic
h a
rep
rese
nta
tive
of
each
gro
up
can
co
ntr
ibu
te a
s au
tho
r o
r d
ele
gate
in a
key
mem
ber
of
the
team
. Sh
are
thes
e in
blo
gs w
ith
m
emb
ers
of
oth
er u
niv
ersi
ties
to
sti
mu
late
inte
ract
ion
. Max
imiz
e th
e u
se o
f U
PR
M w
ebp
age,
ele
ctro
nic
new
slet
ters
, cir
cula
rs a
nd
Ga
ceta
C
ole
gia
l, C
art
ero
, Fa
ceb
oo
k, a
nd
Tw
itte
r.A
n a
nn
ual
pre
sen
tati
on
by
the
Ch
ance
llor
to t
he
enti
re u
niv
ersi
ty c
om
mu
nit
y to
sh
ow
ho
w h
e h
as
imp
lem
ente
d t
he
dif
fere
nt
stra
tegi
es t
hat
aff
ect
ou
r st
akeh
old
ers
and
th
e b
enef
it o
r im
pac
t o
f th
ose
dec
isio
ns
on
a s
ho
rt-m
ediu
m o
r lo
ng
ran
ge.
Ch
ance
llor,
ac
adem
ic s
enat
e,
and
ad
min
istr
ativ
e b
oar
d
Two
yea
rs
Rap
id c
om
mu
nic
atio
n
and
imp
rove
d
un
der
stan
din
g o
f im
po
rtan
t d
ecis
ion
s at
al
l lev
els.
UP
RM
ad
min
istr
ato
rs a
re
sen
sib
le t
o t
he
nee
ds
of
all
mem
ber
s o
f th
e co
mm
un
ity
thro
ugh
ou
t th
e ye
ars.
D
ocu
men
t h
ow
we
hav
e b
eco
me
a co
mp
etit
ive,
h
igh
ly-r
anke
d, H
isp
anic
wit
h a
str
on
g fe
mal
e co
mp
on
ent
inst
itu
tio
n in
lear
nin
g, r
esea
rch
, co
mm
un
ity
serv
ice
in a
ll fa
cult
ies
wit
hin
th
e U
PR
sy
stem
iden
tity
an
d im
pro
ved
co
llab
ora
tio
n.
Rev
isio
n o
f th
e p
ub
lic p
olic
y o
f n
o c
on
fro
nta
tio
n.
Ad
op
t an
d im
ple
men
t C
entr
al A
dm
inis
trat
ion
pu
blic
p
olic
y o
f n
o c
on
fro
nta
tio
n.
Ad
min
istr
ativ
e B
oar
d
38
Bro
aden
th
e p
arti
cip
atio
n
of
all s
ecto
rs
in t
he
d
ecis
ion
-m
akin
g p
roce
ss
Rev
ise
dec
isio
n-m
akin
g p
roce
sses
to
incl
ud
e p
arti
cip
atio
n o
f al
l re
leva
nt
sect
ors
.
Ch
ance
llor,
se
nat
e, a
nd
ad
min
istr
ativ
e b
oar
d
Two
yea
rs
Hig
her
deg
ree
of
dec
isio
n a
ccep
tan
ce b
y al
l sec
tors
invo
lved
C.
STR
ENG
THEN
ING
OF
GO
VER
NA
NC
E G
OA
L: C
om
plia
nce
wit
h t
he
dis
po
siti
on
s o
f th
e U
PR
Law
, th
e U
PR
Gen
eral
Byl
aws,
th
e re
qu
irem
ents
fo
r in
stit
uti
on
al li
cen
se a
nd
ac
cred
itat
ion
, an
d p
olic
ies
that
go
vern
inst
itu
tio
nal
op
erat
ion
s, r
ole
s an
d r
esp
on
sib
iliti
es o
f m
emb
ers
in g
ove
rnan
ce, l
ead
ersh
ip, a
nd
th
e ad
viso
ry f
un
ctio
ns,
an
d o
ther
rec
ogn
ized
org
aniz
atio
ns
by
the
inst
itu
tio
n.
O
BJE
CTI
VE:
Dev
elo
p, d
efin
e, r
evis
e, a
nd
alig
n t
he
dis
po
siti
on
s, r
ole
s an
d r
esp
on
sib
iliti
es e
stab
lish
ed in
law
an
d b
ylaw
s to
en
sure
an
eff
ecti
ve a
nd
re
spo
nsi
ble
par
tici
pat
ion
wit
hin
th
e p
rero
gati
ves
and
def
ined
sp
aces
fo
r ac
tio
n o
f ea
ch r
eco
gniz
ed o
rgan
izat
ion
an
d g
ove
rnan
ce e
nti
ty.
AC
TIO
NS
AC
TIV
ITIE
S R
ESP
ON
SIB
LE
SYST
EM A
ND
UN
IT
TIM
EFR
AM
E A
CTU
AL
AN
D E
XP
ECTE
D
OU
TCO
MES
Esta
blis
h a
co
mm
itte
e th
at in
clu
des
lega
l ad
viso
rs a
nd
rep
rese
nta
tive
s o
f al
l m
emb
ers
of
the
com
mu
nit
y to
rev
ise,
re
def
ine,
ad
apt,
an
d d
evel
op
dis
po
siti
on
s to
en
sure
co
mp
lian
ce b
ased
on
pas
t ex
per
ien
ce a
nd
th
e n
ew c
ircu
mst
ance
s th
e u
niv
ersi
ties
wit
h s
tro
ng
UG
an
d g
rad
uat
e p
rogr
ams
will
fac
e in
th
is m
illen
niu
m
Imp
lem
ent
a re
visi
on
pla
n o
f al
l d
isp
osi
tio
ns,
ro
les,
an
d r
esp
on
sib
iliti
es in
re
leva
nt
law
s an
d b
ylaw
s C
reat
e a
colu
mn
in G
ace
ta C
ole
gia
l d
iscu
ssin
g a
spec
ific
sec
tio
n o
r ar
ticl
e o
f U
PR
M la
w, b
ylaw
s an
d it
s ra
tio
nal
e, a
nd
b
enef
its
for
the
un
iver
sity
co
mm
un
ity
Ch
ance
llor,
se
nat
e, a
nd
ad
min
istr
ativ
e b
oar
d
Thre
e se
me
ster
s Se
cto
rs w
ill a
bid
e la
ws
and
byl
aws
even
in
dif
ficu
lt s
itu
atio
ns
39
MO
NI
TO
RI
NG
RE
PO
RT
: S
TD
11
.AC
TI
ON
PL
AN
S
MID
DL
E S
TA
TE
S C
OM
IMIS
SIO
N
ON
HIG
HE
R E
DU
CA
TIO
N
Cal
l B
ox 9
000
May
agüez
, P
R 0
0681-9
000
Fri
day
, Sep
tem
ber
03, 2010
Un
iver
sity
of
Puer
to R
ico
M
ayag
üez
Cam
pus
Off
ice
of
the
chan
cello
r
40
AC
TIO
N P
LA
N O
F T
HE
UN
IVE
RS
ITY
OF
PU
ER
TO
RIC
O A
T M
AY
AG
UE
Z
A
PP
EN
DIX
II
Sta
nd
ard
11:
Aca
dem
ic O
ffer
ing
s
Afte
r a
criti
cal a
naly
sis
of t
he c
ircum
stan
ces
rela
ted
to
the
stud
ent
conf
lict
and
its im
pact
on
the
acad
emic
offe
rings
, fr
amed
by
the
rele
vant
ele
men
ts o
f S
tand
ard
11, t
he c
once
rns
and
expe
ctat
ions
incl
ude
d in
the
Com
mis
sion
’s a
ctio
n an
d e
xpre
ssed
dur
ing
the
guid
ance
vis
it, th
e fo
llow
ing
plan
of a
ctio
n w
as o
rgan
ized
in o
ne
mai
n st
rate
gy: L
eng
th, r
igo
r, a
nd
dep
th o
f th
e ac
adem
ic o
ffer
ing
s.
A. L
EN
GT
H, R
IGO
R A
ND
DE
PT
H O
F T
HE
AC
AD
EM
IC O
FF
ER
ING
S
GO
AL
: T
he in
stitu
tion’
s ac
adem
ic o
fferin
g di
spla
y ac
adem
ic c
onte
nt, l
engt
h, r
igor
and
coh
eren
ce th
at a
re a
ppro
pria
te to
its
mis
sion
. O
BJE
CT
IVE
: E
stab
lishm
ent o
f act
ions
, mec
hani
sms
and
stra
tegi
es to
ass
ure
acad
emic
offe
ring
cont
ent,
rigor
, bre
ath
and
leng
th.
AC
TIO
NS
A
CT
IVIT
IES
RE
SP
ON
SIB
LE
S
YS
TE
M A
ND
UN
IT
TIM
EF
RA
ME
E
VID
EN
CE
OF
AC
TU
AL
AN
D E
XP
EC
TE
D R
ES
UL
TS
1. I
mpl
emen
t ins
titut
iona
l pol
icie
s in
al
ignm
ent w
ith li
cens
ing
and
accr
edita
tion
requ
irem
ents
to e
nsur
e co
nten
t, rig
or,
brea
th a
nd le
ngth
of u
nder
grad
uate
and
gr
adua
te c
ours
es, i
n or
der
to c
ompl
y to
th
eir
spec
ific
lear
ning
goa
ls a
nd o
bjec
tives
.
Pre
side
nt’s
sta
tem
ent t
o th
e in
stitu
tiona
l co
mm
unity
to in
form
and
req
uire
co
mpl
ianc
e w
ith li
cens
ing
and
accr
edita
tion
requ
irem
ents
rel
ated
to a
cade
mic
pro
gram
le
ngth
and
inst
ruct
ion
cont
act h
ours
to
assu
re in
stitu
tiona
l mis
sion
.
Pre
side
nt
P
resi
dent
’s s
tate
men
t to
info
rm a
cade
mic
co
mm
unity
Cha
ncel
lor’s
sta
tem
ent t
o th
e ac
adem
ic
com
mun
ity to
rea
ffirm
and
req
uire
co
mpl
ianc
e of
inst
itutio
nal p
olic
ies.
Cha
ncel
lor
July
201
0 P
olic
y in
form
ed a
nd
impl
emen
ted.
Am
ende
d ac
adem
ic c
alen
dar
to e
nsur
e re
quire
d in
stru
ctio
n co
ntac
t hou
rs, i
n co
mpl
ianc
e w
ith c
ours
es le
arni
ng g
oals
and
ob
ject
ives
, rig
or a
nd d
epth
. D
ean
of A
cade
mic
Affa
ir’s
stat
emen
t to
the
acad
emic
com
mun
ity to
req
uire
com
plia
nce
with
the
amen
ded
acad
emic
cal
enda
r
Adm
inis
trat
ive
Boa
rd
Dea
n of
Aca
dem
ic
Affa
irs
App
rove
d in
Ju
ne 2
010
Tak
es e
ffect
in
Aug
ust
2010
July
201
0
Am
ende
d ac
adem
ic
cale
ndar
Im
port
ance
of
com
plia
nce
with
the
cale
ndar
and
its
goal
s
41
O
BJE
CT
IVE
: E
stab
lishm
ent o
f act
ions
, mec
hani
sms
and
stra
tegi
es to
ass
ure
acad
emic
offe
ring
cont
ent,
rigor
, bre
ath
and
leng
th.
AC
TIO
NS
A
CT
IVIT
IES
RE
SP
ON
SIB
LE
S
YS
TE
M A
ND
UN
IT
TIM
EF
RA
ME
E
VID
EN
CE
OF
AC
TU
AL
AN
D E
XP
EC
TE
D R
ES
UL
TS
Dis
trib
utio
n of
am
ende
d ac
ade
mic
ca
lend
ar to
pro
fess
ors
Aca
dem
ic D
eans
, D
irect
ors
June
and
Ju
ly 2
010
info
rmed
. P
rofe
ssor
s in
form
ed
of th
e am
ende
d ac
adem
ic c
alen
dar
and
the
impo
rtan
ce o
f co
mpl
ying
with
the
cale
ndar
and
its
goal
s.
Am
ende
d co
ntra
cts
of fa
culty
and
teac
hing
as
sist
ants
or
impl
emen
tatio
n of
any
oth
er
acce
ptab
le m
echa
nism
to a
ssur
e co
mpl
etio
n of
req
uire
d in
stru
ctio
n co
ntac
t ho
urs
and
othe
r re
late
d in
stitu
tiona
l ob
ligat
ions
.
Cha
ncel
lor
A
ugus
t 201
0
Am
ende
d co
ntra
cts
2. D
efin
e st
rate
gies
and
act
ions
take
n an
d in
pro
gres
s to
ens
ure
cont
ent,
rigor
, bre
ath
and
leng
th o
f und
ergr
adua
te a
nd g
radu
ate
cour
ses,
inte
rnsh
ips,
dis
sert
atio
ns, t
hesi
s,
rese
arch
pro
ject
s, a
nd o
ther
aca
dem
ic
activ
ities
.
Pro
visi
on o
f tw
o da
ys o
f rev
iew
to b
ring
the
stud
ents
up
to d
ate
in th
eir
cour
ses.
D
epar
tmen
tal a
nd fa
culty
mee
tings
.
Adm
inis
trat
ive
Boa
rd
Dea
ns a
nd d
epar
tmen
tal
dire
ctor
s
Aug
ust 2
, A
ugus
t 3,
2010
A
ugus
t 201
0
Am
ende
d ac
adem
ic
cale
ndar
M
eetin
gs d
urin
g re
gula
r cl
ass
hour
s to
re
view
topi
cs c
over
ed
in c
ours
es.
Ext
ende
d of
fice
hour
s fo
r in
divi
dual
m
eetin
gs.
Dep
artm
enta
l Rep
orts
of
str
ateg
ies
and
actio
ns
42
O
BJE
CT
IVE
: E
stab
lishm
ent o
f act
ions
, mec
hani
sms
and
stra
tegi
es to
ass
ure
acad
emic
offe
ring
cont
ent,
rigor
, bre
ath
and
leng
th.
AC
TIO
NS
A
CT
IVIT
IES
RE
SP
ON
SIB
LE
S
YS
TE
M A
ND
UN
IT
TIM
EF
RA
ME
E
VID
EN
CE
OF
AC
TU
AL
AN
D E
XP
EC
TE
D R
ES
UL
TS
Impl
emen
tatio
n an
d ev
alua
tion
of s
trat
egie
s an
d ac
tions
take
n an
d in
pro
gres
s.
ta
ken
and
in p
rogr
ess
to
ensu
re c
onte
nt, r
igor
, br
eadt
h, a
nd d
epth
of
acad
emic
act
iviti
es.
C
hanc
ello
r’s c
omm
unic
atio
n to
the
dean
s an
d di
rect
ors
of a
cade
mic
dep
artm
ents
re
quiri
ng d
epar
tmen
tal r
epor
ts o
f str
ateg
ies
and
actio
ns ta
ken
and
in p
rogr
ess.
Cha
ncel
lor
Aug
ust 2
010
Cam
pus
Rep
ort o
f st
rate
gies
and
act
ions
ta
ken
and
in p
rogr
ess
to
ensu
re c
onte
nt, r
igor
, br
eath
and
dep
th o
f ac
adem
ic a
ctiv
ities
.
D
evel
opm
ent o
f pro
toco
ls fo
r th
e im
plem
enta
tion
and
eval
uatio
n of
bes
t pr
actic
es.
Dea
n of
Aca
dem
ic
Affa
irs
P
roto
cols
In
deve
lopm
ent
3. A
chie
ve in
stitu
tiona
l stu
dent
lear
ning
ou
tcom
es a
s de
fined
for
acad
emic
pr
ogra
ms
and
cour
ses.
Com
para
tive
anal
ysis
of s
tude
nt le
arni
ng
asse
ssm
ent d
ata
(i.e.
pre
and
pos
t tes
ts,
grad
es d
istr
ibut
ion,
tota
l and
par
tial
with
draw
als,
inco
mpl
etes
, and
aca
dem
ic
degr
ees
gran
ted)
agg
rega
ted
by c
ours
es
and
prog
ram
s du
ring
seco
nd s
emes
ter
2010
with
thos
e of
the
seco
nd s
emes
ter
of
the
prev
ious
yea
r.
Offi
ce o
f Pla
nnin
g an
d A
cade
mic
Res
earc
h;
Aca
dem
ic D
ean,
and
D
epar
tmen
tal D
irect
ors
Sep
tem
ber
2010
C
ompa
rativ
e A
naly
sis
Rep
ort a
nd a
ctio
ns
take
n ba
sed
on
asse
ssm
ent d
ata.
**
*Giv
en th
e sp
ecia
l si
tuat
ion
at R
UM
(s
emes
ter
resu
med
A
ugus
t 2 d
ue to
co
mm
itmen
t to
Cen
tral
A
mer
ican
and
C
arib
bean
Gam
es),
the
stat
istic
s fo
r th
is
sem
este
r w
ill n
ot b
e av
aila
ble
until
the
end
of
Aug
ust.
Las
t day
to tu
rn
in g
rade
s fo
r th
e
43
O
BJE
CT
IVE
: E
stab
lishm
ent o
f act
ions
, mec
hani
sms
and
stra
tegi
es to
ass
ure
acad
emic
offe
ring
cont
ent,
rigor
, bre
ath
and
leng
th.
AC
TIO
NS
A
CT
IVIT
IES
RE
SP
ON
SIB
LE
S
YS
TE
M A
ND
UN
IT
TIM
EF
RA
ME
E
VID
EN
CE
OF
AC
TU
AL
AN
D E
XP
EC
TE
D R
ES
UL
TS
sem
este
r is
Aug
ust 2
5.
The
ana
lysi
s w
ill b
e av
aila
ble
for
the
Mid
dle
Sta
tes
Com
mis
sion
vi
sit.
4. Im
plem
ent m
easu
res
to a
ssur
e ac
cess
to
the
lear
ning
and
res
earc
h re
sour
ces,
and
av
aila
bilit
y of
oth
er e
ssen
tial s
tude
nt
serv
ices
.
Ens
ure
avai
labi
lity
of fa
cilit
ies
and
stud
ent
serv
ices
. E
xten
d se
rvic
e ho
urs,
as
appr
opria
te.
Dep
artm
enta
l Dire
ctor
s M
ay, J
une,
Ju
ly, A
ugus
t 20
10
Dep
artm
enta
l Rep
orts
of
impl
emen
ted
mea
sure
s E
xten
ded
hour
s of
re
sour
ce c
ente
rs.
Add
ition
al p
erso
nnel
to
wor
k ex
tend
ed h
ours
. U
se o
f ele
ctro
nic
reso
urce
s.
Ava
ilabi
lity
of m
eetin
g fa
cilit
ies.
E
nsur
e av
aila
bilit
y of
libr
ary
serv
ices
Libr
ary
Dire
ctor
M
ay, J
une,
Ju
ly, 2
010
Acc
ess
to e
lect
roni
c re
sour
ces.
E
xten
ded
hour
s.
Pro
vide
alte
rnat
ive
faci
litie
s to
pro
vide
se
rvic
es.
Info
rm th
e co
mm
unity
of
the
libra
ry’s
se
rvic
es a
nd
sche
dule
.
5. Im
plem
ent s
trat
egie
s an
d m
easu
res
for
Coo
rdin
atio
n of
beg
inni
ng a
nd c
ompl
etio
n V
ice
Pre
side
ncy
for
July
, 201
0 A
cade
mic
cal
enda
rs
44
O
BJE
CT
IVE
: E
stab
lishm
ent o
f act
ions
, mec
hani
sms
and
stra
tegi
es to
ass
ure
acad
emic
offe
ring
cont
ent,
rigor
, bre
ath
and
leng
th.
AC
TIO
NS
A
CT
IVIT
IES
RE
SP
ON
SIB
LE
S
YS
TE
M A
ND
UN
IT
TIM
EF
RA
ME
E
VID
EN
CE
OF
AC
TU
AL
AN
D E
XP
EC
TE
D R
ES
UL
TS
guar
ante
e co
ntin
uity
of p
roce
sses
suc
h as
: ad
mis
sion
, reg
istr
atio
n, a
nd fi
nanc
ial
assi
stan
t pro
gram
s, a
nd o
ther
ess
entia
l st
uden
t ser
vice
s.
date
s of
the
acad
emic
ses
sion
bet
wee
n th
e un
its o
f the
sys
tem
and
adm
issi
on
proc
esse
s to
allo
w tr
ansf
er o
f stu
dent
s fr
om
one
unit
to a
noth
er a
nd fu
lfillm
ent o
f cou
rse
and
prog
ram
req
uire
men
ts.
Aca
dem
ic A
ffairs
; C
hanc
ello
rs; D
eans
, R
egis
trar
s; P
lann
ing
Offi
ce D
irect
or;
Adm
issi
ons
Dire
ctor
; F
inan
cial
Ass
ista
nt
Pro
gram
s D
irect
ors;
H
ealth
Dire
ctor
artic
ulat
ed
Coo
rdin
atio
n w
ith G
radu
ate
Sch
ools
, bot
h fr
om o
ur s
yste
m a
nd p
rivat
e in
stitu
tions
, da
te fo
r de
gree
cer
tific
atio
n
Reg
istr
ar
Aug
ust 2
010
List
of s
tude
nts
adm
itted
in
gra
duat
e sc
hool
s
Pro
vide
con
tinui
ty to
the
serv
ices
of t
he
Reg
istr
ars
Offi
ce.
Reg
istr
ar
May
, Jun
e 20
10
Pro
cess
tran
scrip
ts,
regu
lar
stud
ents
ce
rtifi
cate
s, s
tudy
pe
rmits
.
Pro
vide
con
tinui
ty to
the
adm
issi
ons
proc
ess
for
the
2010
-201
1 ac
adem
ic y
ear.
Adm
issi
ons
Dire
ctor
M
ay 5
, 201
0 M
ay 2
010
June
, 201
0
Dea
dlin
e to
res
erve
sp
ace
exte
nded
to M
ay
8, 2
010.
D
eadl
ine
to a
pply
for
Rec
onsi
dera
tion
exte
nded
to M
ay 1
0,
2010
. E
valu
ated
282
stu
dent
s w
ho a
pplie
d fo
r re
cons
ider
atio
n.
Com
mun
icat
ion
sent
45
O
BJE
CT
IVE
: E
stab
lishm
ent o
f act
ions
, mec
hani
sms
and
stra
tegi
es to
ass
ure
acad
emic
offe
ring
cont
ent,
rigor
, bre
ath
and
leng
th.
AC
TIO
NS
A
CT
IVIT
IES
RE
SP
ON
SIB
LE
S
YS
TE
M A
ND
UN
IT
TIM
EF
RA
ME
E
VID
EN
CE
OF
AC
TU
AL
AN
D E
XP
EC
TE
D R
ES
UL
TS
Sep
tem
ber
6,
2010
thro
ugh
UP
R w
eb p
age
abou
t the
Adm
issi
ons
Offi
ce s
ervi
ces
bein
g of
fere
d at
the
Dar
lingt
on
Bui
ldin
g an
d th
e
exte
nded
dea
dlin
e.
stud
ents
. D
eadl
ine
to tu
rn in
the
high
sch
ool g
radu
atio
n ce
rtifi
cate
Pro
vide
con
tinui
ty to
the
grad
uate
ad
mis
sion
pro
cess
. D
irect
or o
f Offi
ce o
f G
radu
ate
Stu
dies
M
ay, J
une
2010
P
roce
ss a
pplic
atio
ns fo
r st
uden
ts w
hose
do
cum
ents
wer
e re
ceiv
ed d
urin
g th
e
Str
ike.
P
rovi
de in
form
atio
n re
ques
ted
by g
radu
ate
stud
ents
and
by
appl
ying
stu
dent
s.
Pro
vide
con
tinui
ty to
gra
duat
e as
sist
ansh
ips.
D
irect
or o
f Offi
ce o
f G
radu
ate
Stu
dies
; A
ssoc
iate
Dire
ctor
of
Offi
ce o
f Gra
duat
e S
tudi
es
May
, Jun
e,
2010
C
oord
inat
ion
with
the
Pay
roll
Offi
ce a
nd th
e C
ompu
ter
Cen
ter
Pro
vide
con
tinui
ty to
fina
ncia
l ass
ista
nce
prog
ram
s.
Dire
ctor
of F
inan
cial
A
ssis
tanc
e O
ffice
Ju
ne 2
010
Re-
sche
dulin
g of
dat
es
with
fina
ncia
l offi
cers
.
Pro
vide
con
tinui
ty to
med
ical
ser
vice
s.
Dire
ctor
of M
edic
al
Ser
vice
s Ju
ne 2
010
Com
mun
icat
ion
with
the
list o
f med
ical
do
cum
ents
nee
ded
46
O
BJE
CT
IVE
: E
stab
lishm
ent o
f act
ions
, mec
hani
sms
and
stra
tegi
es to
ass
ure
acad
emic
offe
ring
cont
ent,
rigor
, bre
ath
and
leng
th.
AC
TIO
NS
A
CT
IVIT
IES
RE
SP
ON
SIB
LE
S
YS
TE
M A
ND
UN
IT
TIM
EF
RA
ME
E
VID
EN
CE
OF
AC
TU
AL
AN
D E
XP
EC
TE
D R
ES
UL
TS
Agr
eem
ents
of c
olla
bora
tion
for
the
use
of
exte
rnal
faci
litie
s fo
r ac
adem
ic a
nd
adm
inis
trat
ive
activ
ities
und
er e
xtra
ordi
nary
si
tuat
ions
. A
gree
men
ts fo
r th
e us
e of
ext
erna
l fa
cilit
ies
for
thes
es/d
isse
rtat
ion
defe
nses
.
Cha
ncel
lor;
Aca
dem
ic
and
Adm
inis
trat
ion
Dea
ns
Dire
ctor
of O
ffice
of
Gra
duat
e S
tudi
es
May
, Jun
e 20
10
Col
labo
ratio
n A
gree
men
ts
UP
RM
use
d th
e fa
cilit
ies
of th
e D
arlin
gton
Bui
ldin
g fo
r ad
min
istr
ativ
e ac
tiviti
es a
nd s
ome
thes
es d
efen
ses.
O
ff-ca
mpu
s lo
catio
ns
with
ade
quat
e m
eetin
g ro
om fa
cilit
ies
use
d fo
r th
esis
-dis
sert
atio
ns
defe
nses
47
MO
NI
TO
RI
NG
RE
PO
RT
: S
TD
3.A
CT
IO
N P
LA
NS
MID
DL
E S
TA
TE
S C
OM
IMIS
SIO
N
ON
HIG
HE
R E
DU
CA
TIO
N
C
all B
ox 9
000
May
agüez
, P
R 0
0681-9
000
Fri
day
, Sep
tem
ber
03, 2010
Un
iver
sity
of
Puer
to R
ico
May
agüez
Cam
pus
Off
ice
of
the
chan
cello
r
48
Act
ion
Pla
n o
f th
e U
niv
ers
ity
of
Pu
ert
o R
ico
at
Ma
ya
gu
ez
Sta
nd
ard
3: I
nst
itu
tio
na
l R
eso
urc
es
In t
he
con
text
of
the
con
cern
s an
d e
xpec
tati
on
s co
nta
ined
in t
he
Co
mm
issi
on
’s A
ctio
n,
the
inte
rnal
an
d e
xter
nal
en
viro
nm
enta
l fa
cto
rs r
elat
ed t
o
the
inst
itu
tio
nal
fin
ance
s, a
nd
th
e re
leva
nt
ele
men
ts in
Sta
nd
ard
3,
the
follo
win
g ac
tio
n p
lan
is o
rgan
ized
in t
wo
str
ateg
ies:
Fin
anci
al M
easu
res
to
Pro
mo
te C
on
tin
uit
y o
f O
per
atio
ns
and
Inst
itu
tio
nal
Eff
ecti
ven
ess
and
, Ad
dit
ion
al F
un
din
g So
urc
es
A.
Fin
an
cia
l m
ea
sure
s to
pro
mo
te c
on
tin
uit
y o
f o
pe
rati
on
s a
nd
in
stit
uti
on
al
eff
ect
ive
ne
ss
GO
AL:
To
dev
elo
p a
nd
imp
lem
ent
fin
an
cia
l mea
sure
s in
res
po
nse
to
th
e cu
rren
t fi
sca
l sta
te o
f th
e in
stit
uti
on
th
at
pro
mo
tes
con
tin
uit
y in
op
era
tio
ns
wh
ile m
ain
tain
ing
aca
dem
ic e
xcel
len
ce a
nd
inst
itu
tio
na
l eff
ecti
ven
ess.
OB
JEC
TIV
E: T
o m
ain
tain
th
e h
igh
qu
alit
y o
f a
cad
emic
off
eri
ng
s a
nd
ser
vice
s th
rou
gh
th
e im
ple
men
tati
on
of
fin
an
cia
l mea
sure
s th
at
per
mit
th
e in
stit
uti
on
to
su
sta
in lo
ng
-te
rm o
per
ati
on
s in
lig
ht
of
curr
ent
fisc
al c
on
stra
ints
.
AC
TIO
NS
AC
TIV
ITIE
S R
ESP
ON
SIB
LE
SYST
EM A
ND
UN
IT
TIM
EFR
AM
E P
RES
ENT
AN
D E
XP
ECTE
D O
UTC
OM
ES
No
pro
mo
tio
ns
for
assi
stan
t an
d
asso
ciat
e p
rofe
sso
rs r
ega
rdle
ss o
f th
eir
acad
emic
per
form
ance
.
The
pro
mo
tio
n m
ora
tori
um
has
b
een
in p
lace
sin
ce la
st y
ear.
B
oar
d o
f Tr
ust
ees
Fisc
al Y
ear
20
10
-20
11
Th
is m
easu
res
save
d b
etw
ee
n $
43
5,0
00
an
d $
54
2,0
00
th
e f
irst
ye
ar;
and
bet
wee
n $
90
0,0
00
an
d $
1,0
50
,00
0 t
he
sec
on
d y
ear.
H
ow
eve
r, t
his
po
licy
is n
ot
sust
ain
able
an
d it
has
bee
n t
he
mo
st
con
tro
vers
ial.
Co
nse
qu
entl
y, t
her
e i
s a
firm
co
mm
itm
ent
fro
m
UP
RM
ad
min
istr
atio
n t
o l
ift
this
mo
rato
riu
m a
s so
on
as
the
fi
nan
cial
sit
uat
ion
imp
rove
s.
No
new
ap
po
intm
ents
in t
enu
re
trac
k A
cad
emic
off
erin
gs m
ust
be
revi
sed
bec
ause
fac
ult
y lo
st b
y re
sign
atio
ns
and
ret
irem
ent
may
n
ot
be
sub
stit
ute
d. C
ou
rse
off
erin
g w
ill b
e p
rio
riti
zed
to
co
re
req
uir
ed c
ou
rse
s fi
rst,
fo
llow
ed
b
y a
limit
ed n
um
ber
of
elec
tive
s.
Ch
ance
llor
and
ac
adem
ic d
ean
s Fi
scal
Yea
r 2
01
0-2
01
1
Red
uct
ion
in t
he
nu
mb
er o
f el
ecti
ve c
ou
rses
an
d p
oss
ibly
in
grad
uat
e p
rogr
am o
ffer
ings
. Tem
po
rary
cen
tral
co
ntr
ol o
f th
e h
irin
g p
roce
ss t
o c
on
tro
l new
exp
end
itu
res:
new
ten
ure
tra
ck
app
oin
tmen
ts m
ust
ap
pro
ved
by
the
UP
R P
resi
den
t O
ffic
e.
Red
uce
d n
um
ber
of
serv
ice
cou
rses
49
El
imin
atio
n o
f fi
nan
cial
aid
fo
r fa
cult
y w
ork
ing
tow
ard
s a
Ph
D.
Facu
lty
mem
ber
s th
at w
ere
rece
ivin
g ai
d a
nd
per
son
nel
co
mm
itte
es
hav
e b
een
no
tifi
ed
of
this
dec
isio
n. I
n t
he
sho
rt r
un
, we
nee
d t
o r
eeva
luat
e th
e ex
isti
ng
pla
ns
and
lim
it s
cop
e o
f fu
ture
ac
tivi
tie
s in
volv
ing
the
se f
acu
lty
me
mb
ers.
Fo
cus
on
th
e m
ost
p
rod
uct
ive
acti
viti
es
that
can
be
spo
nso
red
wit
h e
xist
ing
facu
lty.
Ad
min
istr
ativ
e B
oar
d
Fisc
al Y
ear
20
10
-20
11
C
ost
elim
inat
ion
of
abo
ut
$1
.2 m
illio
n d
olla
rs p
er y
ear.
Th
ese
m
on
ies
wer
e u
sed
to
fu
nd
mo
st n
eed
ed t
each
ing
assi
stan
tsh
ips.
Th
ese
facu
lty
mem
ber
s w
ere
imp
ort
ant
for
the
futu
re
dev
elo
pm
ent
pla
ns
for
the
grad
uat
e an
d u
nd
ergr
adu
ate
pro
gram
s, r
ese
arch
pla
ns
and
inst
itu
tio
nal
ser
vice
s. P
rob
able
im
pac
ts a
re d
iffi
cult
to
pre
dic
t at
th
is t
ime.
Ho
we
ver,
th
e n
egat
ive
imp
act
of
the
com
bin
ed e
ffec
ts o
f "n
o p
rom
oti
on
s",
"se
vere
re
stri
ctio
ns
in n
ew a
pp
oin
tmen
ts"
an
d "
no
fin
anci
al a
id
for
Ph
. Ds"
wo
uld
be
dis
tre
ssin
g fo
r ac
adem
ic p
rogr
ams
if t
hes
e p
olic
ies
are
mai
nta
ined
fo
r m
ore
th
an a
co
up
le o
f ye
ars.
Red
uct
ion
of
add
itio
nal
co
mp
ensa
tio
n e
xpen
ses
Aca
dem
ic w
ork
load
re
vise
d.
Ad
dit
ion
al c
om
pen
sati
on
ex
pen
dit
ure
s w
ill b
e co
ntr
olle
d.
Dep
artm
ent
chai
rs
Fisc
al Y
ear
20
10
-20
11
C
ou
rse
off
erin
g w
ill b
e p
rio
riti
zed
to
co
re r
equ
ired
co
urs
es f
irst
, fo
llow
ed b
y a
limit
ed n
um
ber
of
ele
ctiv
es. T
he
max
imu
m
nu
mb
er o
f co
urs
e se
ctio
ns
will
be
rest
rict
ed, t
ho
ugh
red
uce
its
regu
lar
acad
emic
off
er t
o a
cco
mm
od
ate
the
sis
and
u
nd
ergr
adu
ate
rese
arch
as
regu
lar
wo
rklo
ad a
s o
pp
ose
d t
o
add
itio
nal
co
mp
ensa
tio
n.
5%
red
uct
ion
on
sal
ary
com
pen
sati
on
s fo
r d
irec
tors
, as
soci
ate
dir
ecto
rs, d
ean
s,
asso
ciat
e d
ean
s, a
nd
oth
er f
acu
lty
me
mb
ers
in a
dm
inis
trat
ive
po
siti
on
s.
Mo
nth
ly p
aym
ent
red
uct
ion
B
oar
d o
f Tr
ust
ees
Fisc
al Y
ear
20
10
-20
11
N
o n
et e
ffe
ct in
ou
r ac
adem
ic p
rogr
ams.
Co
lle
ge
of
Art
s a
nd
Sci
en
ces
Use
of
grad
uat
e st
ud
ents
to
tea
ch
bas
ic c
ou
rses
an
d la
bo
rato
ries
Th
e D
ean
of
Art
s an
d S
cien
ces
and
his
tea
m, a
lon
g w
ith
d
epar
tmen
t ch
airs
, ca
refu
lly
anal
yzed
aca
dem
ic d
eman
d a
nd
av
aila
ble
re
sou
rce
s.
Dep
artm
ent
Ch
airs
an
d A
rts
and
Sc
ien
ces
Dea
n
Firs
t an
d
seco
nd
se
me
ster
, ac
adem
ic y
ear
20
10
-20
11
Off
er m
ore
bas
ic c
ou
rses
an
d la
bo
rato
ries
at
a lo
wer
co
st.
P
rofe
sso
rs w
ho
tea
ch g
rad
uat
e co
urs
es
will
be
avai
lab
le t
o
teac
h u
nd
ergr
adu
ate
cou
rse
s.
Incr
ease
th
e n
um
ber
of
larg
e se
ctio
ns.
C
on
sult
atio
n o
f th
e D
ean
of
Art
s an
d S
cien
ces
and
his
tea
m w
ith
d
epar
tmen
t ch
airs
.
Dep
artm
ent
chai
rs
and
Art
s an
d
Scie
nce
s D
ean
Firs
t an
d
seco
nd
se
me
ster
, ac
adem
ic y
ear
20
10
-20
11
Mo
re s
tud
ents
are
tau
ght
and
ed
uca
ted
, wh
ich
bri
ngs
ab
ou
t re
du
ctio
ns
in o
per
atio
nal
an
d h
um
an r
eso
urc
es
cost
s.
Red
uct
ion
to
a m
axim
um
of
six
(6)
cred
its
of
rese
arch
rel
ease
tim
e fo
r fa
cult
y.
Det
erm
ined
in m
eeti
ng
of
De
an
wit
h A
sso
ciat
e D
ean
s o
f A
cad
emic
A
ffai
rs a
nd
Ad
min
istr
ativ
e A
ffai
rs.
Art
s an
d S
cien
ces
Dea
n
Firs
t an
d
seco
nd
se
me
ster
, ac
adem
ic y
ear
20
10
-20
11
Incr
ease
d a
vaila
bili
ty o
f p
rofe
sso
rs t
o t
each
co
urs
es, i
ncr
easi
ng
acad
emic
off
erin
gs, a
nd
co
st r
edu
ctio
ns,
giv
en t
hat
few
er
add
itio
nal
co
mp
ensa
tio
ns
and
par
t ti
me
hir
es a
re n
eed
ed t
o
cove
r re
leas
e ti
me.
50
Lo
ng
Term
: A
cu
rric
ula
r re
visi
on
o
f gr
adu
ate
pro
gram
s w
ill b
e ca
rrie
d o
ut
to r
edu
ce t
he
min
imu
m n
um
ber
of
cred
its
per
p
rogr
am. T
his
will
mak
e th
e p
rogr
ams
mo
re a
ttra
ctiv
e to
st
ud
ents
an
d w
ill m
ake
them
m
ore
on
a p
ar w
ith
“el
ite”
p
rogr
ams
in t
he
U.S
.
Co
nsu
ltat
ion
wit
h D
epar
tmen
t G
rad
uat
e C
om
mit
tees
, D
epar
tmen
t fa
cult
y, A
rts
and
Sc
ien
ces
Cu
rric
ulu
m C
om
mit
tee,
an
d A
rts
and
Sci
ence
s Fa
cult
y.
Co
mm
itte
es
and
Art
s an
d S
cien
ces
Dea
n
Ap
pro
xim
atel
y tw
o a
cad
emic
ye
ars
Incr
ease
d n
um
ber
of
grad
uat
ed s
tud
ents
an
d w
ill r
esu
lt in
o
ffer
ing
mo
re b
asic
co
urs
es a
nd
lab
ora
tori
es a
t a
low
er c
ost
.
Lon
g Te
rm:
Infr
astr
uct
ure
im
pro
vem
ents
to
incr
ease
o
ffer
ings
of
larg
e se
ctio
ns.
Co
llab
ora
tio
n b
etw
een
th
e A
rts
and
Sci
ence
s D
ean
’s O
ffic
es
and
B
uild
ings
an
d G
rou
nd
D
epar
tmen
t.
Bu
ildin
gs a
nd
G
rou
nd
s D
epar
tmen
t.
The
Off
ice
of
the
Dea
n w
ill p
rovi
de
fun
ds
and
fo
llow
up
.
Dep
end
s u
po
n
the
nat
ure
an
d
com
ple
xity
of
job
s.
Incr
ease
d c
ou
rse
off
erin
gs a
nd
stu
den
ts a
tten
ded
.
Co
lle
ge
of
En
gin
ee
rin
g
Red
uct
ion
of
grad
uat
e as
sist
ants
hip
s fu
nd
s.
Teac
hin
g as
sist
ants
hip
s h
ave
hig
hes
t fu
nd
ing
pri
ori
ty. S
om
e gr
adu
ate
stu
den
ts w
ill b
e h
ire
d in
a
per
-ho
ur
con
trac
t. G
rad
uat
e re
sear
ch a
ssis
tan
tsh
ips
wit
h
inst
itu
tio
nal
fu
nd
ing
wer
e el
imin
ated
. Fu
nd
ing
for
assi
stan
tsh
ips
for
rese
arch
will
h
ave
to c
om
e fr
om
ext
ern
al
fun
din
g.
Dep
artm
ent
Ch
air
Fisc
al Y
ear
20
10
-20
11
A
bo
ut
$1
80
,00
0 p
er y
ear
cost
red
uct
ion
.
Red
uce
d c
om
pu
ter
tuto
rin
g se
rvic
es
to u
nd
ergr
adu
ate
s.
Red
uce
d c
om
pu
tati
on
al t
uto
rin
g su
pp
ort
to
un
der
grad
la
bs/
cou
rses
. Fa
cult
y w
ill h
ave
to s
up
po
rt m
ore
gra
d s
tud
ents
wit
h r
esea
rch
gr
ants
to
kee
p u
p p
ub
licat
ion
rat
es. S
om
e in
stit
uti
on
al s
ervi
ce
will
be
scal
ed b
ack;
fo
r ex
amp
le, e
valu
atio
n o
f h
azar
d d
ue
to
bu
ildin
g se
ism
ic r
isk.
Red
uce
d f
un
din
g fo
r n
ew
gra
du
ate
stu
den
ts.
Op
erat
ion
al e
xpen
ses
red
uct
ion
: m
ater
ials
, su
pp
lies
and
m
ain
ten
ance
.
Pri
ori
tize
acq
uis
itio
n o
f ac
ade
mic
m
ater
ials
an
d s
up
plie
s. S
usp
en
d
all t
rave
l exp
ense
s u
sin
g o
per
atio
nal
acc
ou
nts
. Tea
chin
g an
d c
ou
rse-
rela
ted
exp
end
itu
res
bu
dge
t to
be
tigh
tly
con
tro
lled
. A
dm
inis
trat
ion
-rel
ated
co
mm
un
icat
ion
s ar
e b
ein
g se
nt
thro
ugh
em
ail a
nd
oth
er
elec
tro
nic
mea
ns.
Co
urs
e sy
llab
i w
ill b
e d
istr
ibu
ted
to
stu
den
ts
thro
ugh
ele
ctro
nic
mea
ns.
Use
fu
nd
s fr
om
res
earc
h in
dir
ect
cost
s
Dea
n
Fisc
al Y
ear
20
10
-20
11
O
per
atio
nal
bu
dge
t re
du
ctio
n a
bo
ut
30
% le
ss t
han
th
e to
tal
spen
t la
st y
ear.
Eq
uip
men
t w
ill b
e n
ot
up
grad
ed
to
late
st m
od
els.
R
edu
ced
pre
sen
ce a
nd
vis
ibili
ty o
f th
e C
olle
ge o
f en
gin
eer
ing
in
inte
rnat
ion
al f
oru
ms.
Li
mit
ed m
ater
ials
fo
r la
bo
rato
ries
.
Som
e so
ftw
are
licen
ses
will
no
t b
e re
new
ed o
r u
pd
ated
.
51
to p
urc
has
e, p
aper
, an
d o
ther
o
ffic
e su
pp
lies.
Iden
tify
ext
ern
al
spo
nso
rs o
f te
ach
ing
lab
s.
No
tem
po
rary
(ad
jun
ct)
pro
fess
ors
A
cad
emic
wo
rklo
ad a
nd
off
erin
gs
will
be
revi
sed
. Fo
r th
e n
ext
two
ye
ars,
a n
ew c
ou
rse
sch
edu
le w
as
pre
par
ed w
ith
ou
t th
e u
se o
f te
mp
ora
ry o
r ad
jun
ct p
rofe
sso
rs.
Dea
n a
nd
dep
artm
ent
chai
rs
Fisc
al y
ears
2
01
0-1
1 a
nd
2
01
1-1
2
Co
urs
e o
ffer
ing
will
be
pri
ori
tize
d t
o c
ore
req
uir
ed c
ou
rses
fir
st,
follo
wed
by
a lim
ited
nu
mb
er o
f el
ect
ives
. Th
e n
um
ber
of
stu
den
ts in
sec
tio
ns
of
elec
tive
co
urs
es
will
incr
ease
.
Red
uct
ion
or
elim
inat
ion
of
oth
er
wo
rklo
ad a
ssig
ned
to
pro
fess
ors
.
Res
tric
tio
n o
n r
esea
rch
rel
ease
ti
me
limit
ed t
o f
orm
al
inst
itu
tio
nal
agr
eem
ent.
Aca
dem
ic w
ork
load
re
vise
d
Co
urs
e o
ffer
ing
will
be
pri
ori
tize
d
to c
ore
req
uir
ed c
ou
rses
fir
st,
follo
wed
by
a lim
ited
nu
mb
er o
f el
ecti
ves.
R
elea
se t
ime
for
rese
arch
ac
tivi
tie
s w
ith
no
ext
ern
al f
un
din
g w
as e
limin
ated
.
Dep
artm
ent
chai
rs
Fisc
al Y
ear
20
10
-20
11
M
ore
pro
fess
ors
will
be
avai
lab
le t
o t
each
th
e re
qu
ired
co
urs
e se
ctio
ns.
Un
spo
nso
red
res
earc
h lo
ads
hav
e b
een
red
uce
d t
o a
bo
ut
50
% t
o m
ain
tain
co
urs
e o
ffer
ings
at
goo
d
leve
ls.
Ab
ou
t a
25
% r
edu
ctio
n o
n t
he
pro
po
sals
su
bm
itte
d, b
ut
on
ly a
bo
ut
a 5
% e
ven
tual
red
uct
ion
in g
ran
ts a
pp
rove
d, p
aper
s p
ub
lish
ed a
nd
gra
du
ate
stu
den
ts s
up
ervi
sed
.
Cre
dit
s to
are
a co
ord
inat
ors
elim
inat
ed.
Cre
dit
s to
lab
ora
tory
co
ord
inat
ors
el
imin
ated
. R
elea
se
tim
e fo
r A
BET
C
oo
rdin
ato
r re
du
ced
. El
imin
ated
rel
ease
tim
e fo
r d
ep
artm
enta
l act
ivit
ies
Ind
ust
rial
A
ffili
ate
Pro
gram
, an
d li
nk
bet
we
en e
ngi
nee
rin
g an
d e
thic
s.
Co
lle
ge
of
Bu
sin
ess
Ad
min
istr
ati
on
Pro
fess
ors
off
erin
g ad
ho
no
rem
tr
ain
ing
and
wo
rksh
op
s.
Inte
rnal
tra
inin
gs a
nd
wo
rksh
op
s P
rof.
Mila
gro
s C
. C
astr
o, B
usi
nes
s A
dm
inis
trat
ion
July
20
10
-20
12
R
edu
ctio
n o
f co
sts
and
incr
ease
re
ven
ues
.
Rec
ruit
fo
r te
ach
ing.
H
ire
ad
min
istr
ativ
e p
erso
nn
el
w
ith
ed
uca
tio
nal
qu
alif
icat
ion
s fo
rm t
he
C. o
f B
. A. a
s p
art
tim
e p
rofe
sso
rs.
Dr.
Lo
ida
Riv
era
and
th
e A
ctin
g D
ean
, 2
01
0-2
01
3
Red
uct
ion
of
app
roxi
mat
ely
$9
,50
0.0
0 p
er s
em
est
er
Elim
inat
e sn
acks
in b
reak
s,
lun
ches
an
d n
on
aca
dem
ic t
rip
s O
nly
aca
dem
ic t
rip
s fo
r re
sear
ch
pre
sen
tati
on
s ar
e ap
pro
ved
D
ean
A
pri
l 20
10
to
2
01
3
Ab
ou
t $
20
,00
0.0
0 s
avin
gs
52
Co
lle
ge
of
Ag
ricu
ltu
ral
Sci
en
ces
Co
llect
ion
of
deb
t b
y se
rvic
es
To c
reat
e a
pla
n o
f im
med
iate
ca
shin
g fo
r se
rvic
es
ren
der
ed t
o
gove
rnm
ent
agen
cie
s.
Dea
n a
nd
Dir
ecto
r,
Ass
oci
ate
Dea
n in
ch
arge
of
Facu
lty,
H
ead
of
Dep
artm
ents
Imm
edia
tely
R
eco
ver
mo
ney
fo
r se
rvic
es
ren
der
ed t
hro
ugh
co
llab
ora
tive
ag
ree
men
ts a
nd
oth
ers.
Cu
rric
ulu
m r
evi
ew
Rev
ise
and
bri
ng
up
to
dat
e th
e cu
rric
ula
an
d c
ou
rses
by
usi
ng
as
bas
e th
e as
pe
cts
of
glo
bal
izat
ion
, cu
ltu
re b
usi
nes
s fa
rmin
g an
d
sust
ain
abili
ty.
Dea
n a
nd
Dir
ecto
r,
Ass
oci
ate
Dea
n in
ch
arge
of
Facu
lty,
H
ead
of
Dep
artm
ents
, A
cad
emic
Co
un
selo
rs
Imm
edia
tely
To
mak
e p
rogr
ams
mo
re a
ttra
ctiv
e an
d t
her
eby
ach
ieve
an
in
crea
se in
en
rollm
ent.
Th
at t
he
stu
den
ts a
ttai
n t
hei
r d
egre
e w
ith
in a
rea
son
able
tim
e fr
ame.
Off
er lo
ng
dis
tan
ce le
arn
ing
co
urs
es
Cre
ate
a m
ech
anis
m a
llow
ing
acad
emic
off
ers
usi
ng
no
n-
trad
itio
nal
met
ho
ds
Dea
n a
nd
Dir
ecto
r,
Ass
oci
ate
Dea
n in
ch
arge
of
Facu
lty,
H
ead
of
Dep
artm
ents
Jan
uar
y 2
01
1
By
mea
ns
of
usi
ng
thes
e sy
ste
ms,
pro
fess
ors
can
dea
l wit
h
mo
re s
tud
ents
, th
us
red
uci
ng
the
use
of
clas
sro
om
s an
d
mat
eria
ls.
Uti
lizat
ion
of
staf
f fr
om
oth
er
un
its
to o
ffer
co
urs
es
Staf
f w
ith
ou
t co
mp
lete
tas
k fr
om
th
e ag
ricu
ltu
ral e
xten
sio
n s
ervi
ces
and
agr
icu
ltu
ral e
xper
imen
t st
atio
n c
an o
ffer
co
urs
es
or
lab
ora
tori
es.
Dea
n a
nd
Dir
ecto
r,
Ass
oci
ate
Dea
ns,
Fa
cult
y, A
gric
ult
ura
l Ex
ten
sio
n S
ervi
ce,
Agr
icu
ltu
ral
Exp
erim
enta
l Sta
tio
n
Jan
uar
y 2
01
1
Mai
nta
in o
r in
crea
se a
cad
em
ic c
ou
rse
s w
ith
ou
t in
curr
ing
in
add
itio
nal
co
sts
or
com
pen
sati
on
s.
Off
ice
of
the
De
an
of
Aca
de
mic
Aff
air
s
Incr
ease
th
e n
um
ber
of
sho
rt
cou
rse
off
erin
g.
New
co
urs
e fo
r p
rofe
ssio
nal
en
gin
eers
, lay
ers,
an
d o
ther
p
rofe
ssio
nal
s th
at n
eed
to
ke
ep
som
e p
rofe
ssio
nal
ed
uca
tio
n
cou
rse
s to
kee
p t
hei
r lic
ense
.
Div
isio
n o
f co
nti
nu
ou
s ed
uca
tio
n
1 y
ear
At
this
mo
men
t th
e D
ivis
ion
gen
erat
es
fun
ds
use
d t
o s
up
po
rt
cou
rse
s. W
e ex
pec
t to
gen
erat
e m
ore
inco
me.
Th
ese
co
urs
es
are
off
ered
by
the
Co
nti
nu
ed E
du
cati
on
Pro
gram
.
Off
ice
of
the
De
an
of
Stu
de
nts
Co
st r
edu
ctio
ns
init
iati
ves
Red
uct
ion
of
wo
rkin
g h
ou
rs o
f p
art
tim
e co
ntr
act
per
son
nel
. C
on
tin
uo
us
eval
uat
ion
of
serv
ices
an
d b
ud
get.
Dir
ecto
r, H
ealt
h
Serv
ice
s D
epar
tmen
t D
irec
tor,
Hea
lth
Se
rvic
es
Dep
artm
ent.
July
-De
cem
ber
2
01
0
Red
istr
ibu
tin
g re
spo
nsi
bili
ties
wit
hin
exi
stin
g p
erso
nn
el w
ith
ou
t af
fect
ing
serv
ice
s. M
ain
tain
or
imp
rove
ser
vice
qu
alit
y.
53
O
per
atio
nal
imp
rove
men
t in
itia
tive
s Es
tab
lish
men
t o
f st
rict
no
rms
and
re
gula
tio
ns
in t
he
man
age
me
nt
of
op
erat
ion
al b
ud
get.
Dir
ecto
r, H
ealt
h
Serv
ice
s D
epar
tmen
t N
urs
e an
d P
hys
icia
n
Facu
lty
Sup
ervi
sors
July
- 2
01
0
Jun
e 2
01
1
Co
nti
nu
ou
s as
sess
men
t o
f o
per
atio
nal
act
ivit
ies
Reo
rgan
ize
clin
ical
ser
vice
s C
linic
al la
bo
rato
ry s
ervi
ces
for
stu
den
ts w
ith
go
vern
men
t h
eal
th
insu
ran
ce.
Dir
ecto
r H
ealt
h
Serv
ice
s D
epar
tmen
t Ju
ly-
20
10
Ju
ne
20
11
M
easu
res
to c
on
tin
ue
pro
vid
ing
serv
ice
s
Co
st r
edu
ctio
n in
itia
tive
s in
ac
tivi
tie
s fo
r st
ud
ents
Jo
in e
ffo
rts
wit
h o
ther
d
epar
tmen
ts t
o o
ffer
co
nce
rts
and
th
eate
r p
lays
. Jo
in e
ffo
rts
wit
h s
tud
ents
ass
oci
atio
ns
Dir
ecto
r So
cio
-C
ult
ura
l Act
ivit
ies
Dep
artm
ent
Nex
t 2
yea
rs
Co
nti
nu
e o
ffer
ing
stu
den
ts s
oci
al a
nd
cu
ltu
ral a
ctiv
itie
s Ex
pan
d t
he
pro
gram
of
acti
viti
es a
nd
incr
ease
stu
den
t p
arti
cip
atio
n
Imp
rove
Gam
e-R
oo
m f
acili
tie
s R
elo
cate
gam
e ro
om
D
irec
tor
Soci
o-
Cu
ltu
ral A
ctiv
itie
s D
epar
tmen
t
2 y
ears
In
crea
se s
tud
ent
par
tici
pat
ion
Incr
ease
ext
ern
al s
po
nso
rsh
ip f
or
stu
den
t ac
tivi
ties
P
rom
ote
pri
vate
fu
nd
ed a
ctiv
itie
s D
irec
tor
Soci
o-
Cu
ltu
ral A
ctiv
itie
s D
epar
tmen
t
Co
nti
nu
ou
s In
crea
se t
he
nu
mb
er o
f ac
tivi
ties
Red
uce
ad
min
istr
ativ
e ex
pen
ses
Do
cum
ents
req
uir
ed f
or
all
inco
min
g st
ud
ents
are
sen
t el
ectr
on
ical
ly in
stea
d o
f u
sin
g re
gula
r m
ail.
P
rom
oti
on
of
the
pro
gram
is s
ent
to a
ll U
PR
M s
tud
ents
th
rou
gh
elec
tro
nic
mai
l.
Dir
ecto
r St
ud
ent
Exch
ange
Pro
gram
s
20
10
an
d
follo
win
g ye
ars
Red
uce
mai
l exp
ense
s R
edu
ce u
se o
f p
aper
Co
st r
edu
ctio
n in
itia
tive
s in
P
lace
men
t O
ffic
e
Sen
d E
-mai
ls in
stea
d o
f re
gula
r m
ail.
An
no
un
ce o
ur
acti
viti
es
thro
ugh
ou
r w
ebsi
te. S
end
re
sum
es
via
fax
and
/or
e-m
ails
Dir
ecto
r P
lace
men
t O
ffic
e
Co
nti
nu
ou
s R
edu
ce c
ost
of
po
stal
ser
vice
s D
ivu
lge
ou
r ac
tivi
ties
, rea
chin
g m
ore
stu
den
ts a
nd
fac
ilita
tin
g co
mp
any
ann
ou
nce
men
ts
Faci
litat
e co
mp
any’
s n
ece
ssit
ies
Serv
ice
s Im
pro
vem
ent
Mak
e ar
ran
gem
ents
wit
h s
taff
’s
sch
edu
le e
xten
din
g se
rvic
e h
ou
rs
Dir
ecto
r Fi
nan
cial
Aid
D
epar
tmen
t
Co
nti
nu
ou
s C
on
tin
ued
exc
elle
nce
in s
ervi
ces
Co
st r
edu
ctio
n in
itia
tive
s at
th
e Fi
nan
cial
Aid
Off
ice
P
rovi
de
all n
eces
sary
do
cum
en
ts
to a
pp
ly f
or
fin
anci
al a
id o
n
web
site
. All
ne
cess
ary
info
rmat
ion
to
co
mp
lete
th
e fi
nan
cial
aid
pro
cess
is s
ent
via
e-
mai
l.
Dir
ecto
r Fi
nan
cial
Aid
D
epar
tmen
t
Co
nti
nu
ou
s
Info
rmat
ion
an
d P
roce
ss e
ffe
ctiv
ene
ss
Info
rmat
ion
an
d P
roce
ss e
ffe
ctiv
ene
ss
Fre
shm
an
Co
mm
un
ica
tio
n
Sha
re m
aili
ng
co
sts
wit
h
Fin
an
cia
l Aid
De
pa
rtm
en
t C
ou
nse
ling
Dep
artm
ent
Dir
ecto
r
July
20
10
C
ut
mai
ling
cost
s
54
Im
pro
ve r
ete
nti
on
Se
t u
p a
pp
oin
tme
nts
th
rou
gh
e
-ma
ils t
o s
tud
en
ts o
n
pro
ba
tio
n a
nd
wit
h le
ss t
ha
n
2.0
GP
A
Pro
fess
ion
al
Co
un
selo
rs.
Co
un
selin
g D
epar
tmen
t
Year
ly
Bet
ter
grad
uat
ion
rat
es
Cu
t m
ailin
g co
sts
Off
ice
of
the
De
an
of
Ad
min
istr
ati
on
Rec
ove
r b
ud
get
allo
cati
on
s fo
r m
ain
ten
ance
co
sts
thro
ugh
ou
t th
e ca
mp
us.
As
a ge
ner
al r
ule
, th
e O
ffic
e o
f th
e D
ean
of
Ad
min
istr
atio
n
pro
vid
es a
ny
and
all
fin
anci
ng
for
job
s p
erfo
rmed
by
the
Dep
artm
ent
of
Bu
ildin
gs a
nd
G
rou
nd
s, b
asic
ally
per
tain
ing
mai
nte
nan
ce o
n c
amp
us.
Ser
vice
s su
ch a
s ve
hic
ula
r m
ain
ten
ance
, d
isp
osa
l of
exc
ess
mat
eria
l in
la
bo
rato
ries
, co
mp
ute
r m
on
ito
rs
and
rec
yclin
g as
wel
l as
mai
l p
roce
ssin
g fe
es
will
be
bill
ed t
o
each
fac
ult
y in
ord
er t
o
recu
per
ate
fun
ds
and
be
able
to
p
rovi
de
qu
alit
y se
rvic
es
thro
ugh
ou
t th
e ca
mp
us.
Dea
n o
f A
dm
inis
trat
ion
Dep
artm
ent
dir
ecto
rs w
ill b
e in
stru
cted
to
al
loca
te
recu
rren
t fu
nd
s fo
r th
ese
pu
rpo
ses
effe
ctiv
e im
med
iate
ly
The
Off
ice
of
the
Dea
n o
f A
dm
inis
trat
ion
will
hav
e av
aila
ble
fu
nd
s th
at w
ill b
e u
sed
to
str
uct
ure
a s
ched
ule
d m
ain
ten
ance
p
rogr
am. T
his
will
gen
erat
e ec
on
om
ies
in f
utu
re p
urc
has
es
and
w
ill e
xten
d u
sefu
lnes
s o
f o
ur
bu
ildin
gs a
nd
gro
un
ds.
Ree
valu
atio
n o
f ex
isti
ng
con
trac
ts
per
tain
ing
serv
ices
ren
der
ed
Exis
tin
g co
ntr
acts
hav
e b
een
ree
valu
ated
an
d a
re in
th
e
pro
cess
of
ren
ego
tiat
ion
su
ch a
s
Foo
d S
ervi
ce in
ou
r m
ain
caf
ete
ria
as w
ell
as a
vaila
ble
sp
ace
leas
ing
for
tele
com
mu
nic
atio
n
infr
astr
uct
ure
an
d c
om
bin
ed
mo
bile
an
d p
ho
ne
serv
ice
pla
ns.
Dea
n o
f A
dm
inis
trat
ion
Au
gust
20
10
-D
ece
mb
er 2
01
0
Thes
e co
ntr
acts
will
co
mp
rise
a m
inim
um
5 y
ear
pe
rio
d a
nd
will
as
sure
en
ou
gh in
com
e as
to
gu
aran
tee
per
man
ent
con
stru
ctio
n
and
eq
uip
men
t p
urc
has
es d
est
ined
to
ser
vice
off
erin
gs.
Gen
erat
e n
ew c
on
trac
ts u
sin
g o
ur
inst
alla
tio
ns
New
co
ntr
acts
hav
e b
een
pu
t in
pla
ce s
uch
as
me
sh b
illb
oar
ds
inst
alle
d in
th
e D
arlin
gto
n
Bu
ildin
g w
ith
an
inco
me
of
$3
24
,00
0.0
0 in
a t
hre
e ye
ar
per
iod
.
Dea
n o
f A
dm
inis
trat
ion
Th
ese
con
trac
ts w
ill c
om
pri
se a
min
imu
m 3
yea
r p
eri
od
an
d w
ill
assu
re e
no
ugh
inco
me
as t
o g
uar
ante
e p
erm
anen
t co
nst
ruct
ion
an
d e
qu
ipm
ent
pu
rch
ases
de
stin
ed t
o s
ervi
ce o
ffer
ings
.
55
In t
he
afte
rmat
h o
f th
e
cele
bra
tio
n o
f th
e “J
ueg
os
Cen
tro
am
eric
an
os
y d
el C
ari
be”
,
new
ly c
on
stru
cted
inst
alla
tio
ns
(“N
atat
ori
o”,
Raq
uet
bal
l an
d
Ten
nis
Co
urt
s) a
re n
ow
ou
r
resp
on
sib
ility
, hen
ce, t
he
nee
d f
or
exte
rnal
fu
nd
ing
for
its
mai
nte
nan
ce a
nd
gen
eral
op
erat
ion
. Th
eref
ore
, th
e D
ean
’s
Off
ice
and
th
e C
han
cello
r’s
Off
ice
will
ela
bo
rate
a d
etai
led
pla
n in
acco
rdan
ce w
ith
go
vern
men
t
agen
cie
s d
esi
gned
to
gen
erat
e
add
itio
nal
inco
me.
Ad
op
tio
n o
f a
“gre
en”
po
licy
P
olic
ies
per
tain
ing
mo
tor
veh
icle
pu
rch
ases
hav
e b
een
rev
ised
an
d
red
irec
ted
to
war
ds
gree
n
acq
uis
itio
ns
and
leas
es in
ord
er t
o
gen
erat
e ec
on
om
ies
in
op
erat
ion
al e
xpen
ses
rela
ted
to
ou
r ve
hic
ula
r fl
oat
. A p
erm
anen
t
rou
te t
o C
entr
al A
dm
inis
trat
ion
and
Río
Pie
dra
s C
amp
us
will
be
pu
t in
pla
ce w
ith
tw
o d
esig
nat
ed
veh
icle
s as
par
t o
f o
ur
on
goin
g
effo
rts
to p
rom
ote
car
po
olin
g.
Als
o, a
cad
emic
tri
ps
will
be
fin
ance
d b
y ea
ch f
acu
lty.
Dea
n o
f A
dm
inis
trat
ion
Facu
lty
dir
ecto
rs w
ill b
e in
stru
cted
to
al
loca
te f
un
ds
for
thes
e p
urp
ose
s ef
fect
ive
imm
edia
tely
It is
exp
ecte
d t
hat
a s
ign
ific
ant
savi
ngs
in g
as c
on
sum
pti
on
, ve
hic
ula
r m
ain
ten
ance
, par
ts a
nd
ser
vice
s w
ill p
osi
tive
ly im
pac
t
ou
r o
per
atio
nal
bu
dge
t..
56
B
. Ad
dit
ion
al
fun
din
g s
ou
rce
s
OB
JEC
TIV
E:
To in
crea
se e
xter
na
l an
d in
tern
al f
un
din
g s
ou
rces
in o
rder
to
su
pp
ort
inst
itu
tio
na
l dev
elo
pm
ent.
Co
lle
ge
of
Art
s a
nd
Sci
en
ces
AC
TIO
NS
AC
TIV
ITIE
S R
ESP
ON
SIB
LE
SYST
EM A
ND
UN
IT
TIM
EFR
AM
E P
RES
ENT
AN
D E
XP
ECTE
D O
UTC
OM
ES
Req
ues
t d
on
atio
ns
fro
m
pri
vate
sec
tor
and
pro
fess
ion
al
org
aniz
atio
ns.
Pro
po
sal d
evel
op
men
t P
rofe
sso
rs,
Dep
artm
ent
Ch
airs
an
d D
ean
On
e to
tw
o
acad
emic
ye
ars
Gen
erat
e fu
nd
s to
incr
ease
th
e re
ach
of
ed
uca
tio
n, f
or
the
pu
rch
ase
of
equ
ipm
ent
for
lab
ora
tori
es, t
each
ing,
an
d
rese
arch
an
d f
or
infr
astr
uct
ure
imp
rove
men
ts. F
or
trav
el
fun
ds
to p
rese
nt
resu
lts
of
acad
emic
an
d r
ese
arch
p
roje
cts.
Gra
nt
pro
po
sals
P
rop
osa
l dev
elo
pm
ent.
P
rofe
sso
rs,
Dep
artm
ent
Ch
airs
, Dea
n
On
e to
tw
o
acad
emic
ye
ars
Ob
tain
fu
nd
s to
imp
rove
th
e q
ual
ity
of
teac
hin
g, p
rom
ote
in
no
vati
on
, an
d t
he
resu
lts
of
rese
arch
.
Co
lle
ge
of
En
gin
ee
rin
g
Pro
mo
te a
lum
ni a
nd
pri
vate
d
on
atio
ns
Per
son
al c
on
tact
, pu
blic
ity
and
pro
fess
ion
al a
sso
ciat
ion
s in
volv
emen
t
Dep
artm
ent
Ch
air
Fi
scal
Yea
r C
olle
ctin
g D
on
atio
ns
for
rese
arch
an
d d
iscr
etio
nal
fu
nd
s fo
r D
epar
tmen
tal O
per
atio
ns
Ren
t co
mp
ute
r la
bs
&
aud
ito
riu
ms
to s
ervi
ce t
he
com
mu
nit
y; c
om
mer
cial
izat
ion
o
f o
ur
faci
litie
s
Per
die
m c
on
trac
t to
co
rpo
rati
on
s an
d
org
aniz
atio
ns
acti
viti
es
Dea
n O
ffic
e Fi
scal
Yea
r 2
01
0-2
01
1
Incr
ease
ear
nin
g in
to s
pec
ial a
ctiv
itie
s ac
cou
nt
to b
e u
sed
in
fac
iliti
es m
ain
ten
ance
Pro
mo
te a
nd
str
engt
hen
th
e in
tram
ura
l pro
gram
St
and
ard
ize
the
pro
ced
ure
cr
eati
ng
a fa
st t
rack
to
en
able
th
e p
rogr
am a
nd
mak
ing
it
mo
re a
gile
Dea
n O
ffic
e an
d
Dep
artm
ent
Ch
air
Fisc
al Y
ear
20
10
-20
11
In
crea
se e
arn
ing
into
sp
ecia
l act
ivit
ies
acco
un
t to
be
use
d
in f
acili
ties
mai
nte
nan
ce
Pro
mo
te t
he
rese
arch
pro
po
sal
sub
mis
sio
n
Pro
mo
te f
ed
eral
, lo
cal
gove
rnm
enta
l an
d p
riva
te
com
pan
ies
gran
t p
rop
osa
l
Dea
n a
nd
D
epar
tmen
t C
hai
r Fi
scal
Yea
r 2
01
0-2
01
1
Incr
ease
ear
nin
gs in
ext
ern
al f
un
ds
and
ind
irec
t co
st
Exp
and
th
e In
du
stri
al A
ffili
ate
Pro
gram
P
rom
ote
th
e p
rogr
am t
o
incl
ud
e o
ther
inte
rest
ed
com
pan
ies
Dep
t. o
f El
ectr
ical
an
d C
om
pu
ter
Engi
nee
rin
g
Fisc
al Y
ear
20
10
-20
11
O
bta
in E
xter
nal
fu
nd
s fo
r u
nd
er g
rad
uat
e r
esea
rch
an
d
rese
arch
sta
rtu
ps
57
Co
lle
ge
of
Bu
sin
ess
Ad
min
istr
ati
on
Syst
ems
Info
rmat
ion
C
erti
fica
tio
ns
Giv
e t
rain
ings
an
d c
ou
chin
g to
in
an
d o
ut
trai
nin
gs
Pro
f. A
wild
a V
alle
St
arti
ng
20
10
A
pp
rox.
$1
0,0
00
.00
/yr
Bu
sin
ess
Cen
ter
Var
iou
s ac
tivi
ties
an
d
stu
den
ts c
om
pet
itio
ns
Dra
. Leo
no
ra
Ham
ilto
n
Star
ted
in
20
08
A
pp
rox.
$1
0,0
00
.00
/yr
NSF
Pro
po
sals
Et
hic
s in
th
e cu
rric
ulu
m
Dr.
W. F
ray
and
D
r. J
. Cru
z St
arte
d in
2
00
9
Ap
pro
x. $
15
,00
0.0
0/y
r
Co
lle
ge
of
Ag
ricu
ltu
ral
Sci
en
ces
To in
crea
se t
he
pro
du
ctio
n o
f se
ed
, veg
etat
ive
mat
eria
l an
d
anim
al g
enet
ics.
To c
reat
e a
pro
gram
th
at w
ill
pro
du
ce s
eed
s an
d b
ree
d
anim
als
at t
he
Fin
ca A
lzam
ora
w
hic
h a
re s
elf-
fin
ance
d b
y cr
eati
ng
revo
lvin
g ac
cou
nts
.
Dea
n a
nd
Dir
ecto
r,
Ass
oci
ate
Dea
n in
ch
arge
of
Facu
lty,
H
ead
of
Dep
artm
ents
Jan
uar
y 2
01
1
Ava
ilab
ility
of
seed
an
d g
enet
ic m
ater
ial t
o s
up
ply
th
e lo
cal
pro
du
cers
Off
erin
g te
chn
ical
se
rvic
es a
t re
aso
nab
le c
ost
s.
To c
reat
e p
roto
cols
th
at
spec
ializ
es i
n d
iagn
ost
ic f
or
farm
ers
an
d g
ener
al p
ub
lic.
Dea
n a
nd
Dir
ecto
r,
Ass
oci
ate
Dea
n in
ch
arge
of
Facu
lty,
H
ead
of
Dep
artm
ents
Jan
uar
y 2
01
1
Dia
gno
sis
of
pla
gues
on
tim
e th
at c
an b
enef
it in
ad
dit
ion
al
pro
fits
fo
r th
e fa
rmer
s
To im
pro
ve t
ech
no
logi
cal
reso
urc
es o
f th
e la
bo
rato
ries
To
sti
mu
late
pro
fess
ors
in
the
wri
tin
g o
f p
rop
osa
ls a
nd
gr
ants
allo
win
g th
e u
pd
ate
of
tech
no
logi
cal
Hea
d o
f D
epar
tmen
ts,
Pro
fess
ors
Imm
edia
tely
To
up
dat
e la
bo
rato
ries
use
d f
or
acad
emic
tea
chin
g
Sear
ch f
or
Exte
rnal
Res
ou
rces
En
cou
rage
pro
fess
ors
to
su
bm
it p
rop
osa
ls w
hic
h w
ill
cove
r sa
lari
es a
nd
as
sist
ants
hip
s
Dea
n a
nd
Dir
ecto
r,
Ass
oci
ate
Dea
n in
ch
arge
of
Facu
lty,
H
ead
of
Dep
artm
ents
, p
rofe
sso
rs
Imm
edia
tely
B
y o
bta
inin
g e
xter
nal
fu
nd
s th
at c
an c
ove
r st
aff
sala
ry a
nd
as
sist
ants
hip
s an
d w
ith
th
e st
aff
sala
ry o
ther
co
urs
es c
an
be
off
ered
to
incr
ease
aca
dem
ic d
eman
d.
Off
ice
of
the
De
an
of
Stu
de
nts
Incr
ease
UN
IV 3
005
co
urs
e fe
e Su
bm
it p
rop
osa
l to
incr
ease
fe
e fr
om
$1
5 to
$20
C
ou
nse
ling
Dep
artm
ent,
D
irec
tor
Sep
tem
ber
2
01
0
Incr
ease
bu
dge
t an
d im
pro
ve s
tud
ent
serv
ices
58
Su
bm
it p
rop
osa
ls t
o H
ealt
h
Insu
ran
ce C
om
pan
ies
Ch
arge
fee
fo
r P
sych
iatr
ic &
P
sych
oth
erap
y Se
rvic
es
Co
un
selin
g D
epar
tmen
t D
irec
tor
July
20
11
In
crea
se b
ud
get
for
Psy
chia
tric
an
d P
sych
olo
gica
l Se
rvic
es
Sub
mit
pro
po
sals
to
rec
eive
ex
tern
al f
un
ds
Esta
blis
h T
RIO
Pro
gram
s o
f th
e D
epar
tmen
t o
f Ed
uca
tio
n
Co
un
selin
g D
epar
tmen
t D
irec
tor
July
20
11
In
crea
se f
un
ds
for
stu
den
ts s
erv
ices
an
d e
xter
nal
co
mm
un
ity
Seek
ext
ern
al f
un
ds
Dev
elo
pm
ent
of
a C
aree
r C
ente
r C
ou
nse
ling
Dep
artm
ent
Dir
ecto
r
July
20
11
In
crea
se b
ud
get
fo
r m
ore
ser
vice
s
Sub
mit
pro
po
sals
D
evel
op
an
em
plo
yee
trai
nin
g
pro
gram
Co
un
selin
g D
epar
tmen
t D
irec
tor
July
20
11
In
se
rvic
e tr
ain
ing
for
the
pro
fess
ion
al e
mp
loye
es
Seek
ext
ern
al f
un
ds
Dev
elo
p a
bill
ing
and
co
llect
ion
pro
ject
th
rou
gh
hea
lth
insu
ran
ce p
lan
s.
Ree
stab
lish
th
e ex
ten
ded
em
erge
ncy
an
d o
utp
atie
nt
clin
ic s
erv
ices
. P
rop
osa
ls f
rom
ext
ern
al
sou
rces
see
kin
g m
atch
ing
fun
ds
to a
cqu
ire
med
ical
sp
ecia
lized
eq
uip
men
t
Dir
ecto
r, H
ealt
h
Serv
ices
D
epar
tmen
t
July
-20
10
Ju
ne
20
14
Im
pro
ved
ser
vice
s to
co
mm
un
ity
& m
ore
fu
nd
s fo
r o
per
atio
nal
bu
dge
t.
Shar
e co
sts
Co
ord
inat
e ac
tivi
ties
wit
h
Stu
den
t G
ove
rnm
ent
Soci
o-c
ult
ura
l A
ctiv
itie
s D
epar
tmen
t
1 y
ear
Act
ivit
ies
of
soci
al, c
ult
ura
l or
acad
emic
inte
rest
s
Fun
d R
aisi
ng
Pro
mo
te In
stit
uti
on
al p
olic
y to
ren
t fa
cilit
ies.
So
cio
-cu
ltu
ral
Act
ivit
ies
Dep
artm
ent
Year
ly
Mai
nta
in f
acili
ties
Seek
ext
ern
al f
un
ds
Se
ek p
riva
te s
po
nso
rs t
o f
un
d
acti
viti
es
Soci
o-c
ult
ura
l A
ctiv
itie
s D
epar
tmen
t
1 y
ear
Imp
rove
qu
alit
y o
f ac
tivi
ties
Fun
d R
aisi
ng
Co
nta
ct t
he
Stu
den
t Ex
chan
ge. R
equ
est
do
nat
ion
s fr
om
alu
mn
i .
Info
rm p
rofe
sso
rs t
hro
ugh
th
e R
esea
rch
an
d
Off
ice
Dir
ecto
r St
ud
ent
Exch
ange
P
rogr
ams
20
10
-20
11
ac
adem
ic
year
an
d
follo
win
g ye
ars
Incr
ease
th
e o
ffic
e b
ud
get
59
Dev
elo
pm
ent
Ce
nte
r ab
ou
t th
e se
rvic
es t
hat
we
off
er in
o
rder
to
incl
ud
e th
e o
ffic
e in
th
eir
gran
t p
rop
osa
ls.
Par
tici
pat
e in
aca
dem
ic
sum
mer
pro
ject
s.
Incr
ease
th
e st
ud
ent
app
licat
ion
fee
s.
Cen
tral
ize
UP
RM
in
tern
atio
nal
pro
ject
s
Sub
mit
a p
rop
osa
l to
th
e C
han
cello
r in
ord
er t
o
cen
tral
ize
the
inst
itu
tio
nal
in
tern
atio
nal
eff
ort
s th
rou
gh
ou
r o
ffic
e.
Off
ice
Dir
ecto
r St
ud
ent
Exch
ange
P
rogr
ams
Fall
Sem
este
r 2
01
0
Mo
re e
ffic
ien
cy o
n t
he
inte
rnat
ion
al p
rogr
ams
Get
ext
ern
al f
un
ds
Org
aniz
e A
nn
ual
Jo
b F
air.
Ad
d
a Jo
b F
air
in t
he
Spri
ng
Sem
este
r
All
per
son
nel
P
lace
men
t D
epar
tmen
t
Firs
t Fr
iday
in
Oct
ob
er
Exp
ecte
d a
dd
itio
nal
inco
me:
$3
0,0
00
R
emo
del
ou
r o
ffic
es a
nd
inte
rvie
win
g ro
om
s B
uy
all t
he
nec
essa
ry e
qu
ipm
ent
to p
rovi
de
the
bes
t se
rvic
e o
ur
clie
nts
nee
d
Hel
p s
tud
ent
org
aniz
atio
ns
wit
h t
hei
r p
roje
cts
Incr
ease
ext
ern
al f
un
ds
Incr
ease
th
e re
gist
rati
on
fee
D
irec
tor
Pla
cem
ent
Dep
artm
ent
20
12
Tr
y to
ear
n o
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an
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Fun
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ath
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Re
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UP
RM
sp
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tou
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nts
a
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act
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Ou
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th
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mu
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Alu
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lum
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Ath
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epar
tmen
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Fu
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Dep
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Pro
gram