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ACTIONS COMMISSIONSACTION ACTIVITIES RESPONSIBLE TIMEFRAME EXPECTED OUTCOMESDESCRIPTION AND
EVIDENCE OF OUTCOMES
campaignsEVIDENCE AT UNITLEVEL
Commissions ActionNo. 6:Evidence that the UPRAction Plan isimplemented, that it isassessed, and the dataare used for conti nuous
improvement of theinstitution's processes.
Commissions ActionNo. 9:Evidence thatcommunication betweenthe CentralAdministration and theinstitution and within the
institution, is clear,timely, and accurate,and that the sources ofsuch communicationsare clearly defined andmade available to allconstituents (Standard 4).
Maintain communityinformed aboutprogress onimplementation andassessment of theAction Plan
Receive feedback fromthe community for theimprovement of theplan and betteraccomplishment ofgoals (Certification No.53 (2010-2011), Boardof Trustees)
VP for Academic AffairsAssistants to the VP forAcademic AffairsChancellors
Continuous Constituents informed
Feedback and dataused for continuousimprovement
Incorporate feedbackfrom the UniversityBoard (Certification No.8, 2010-2011)
Call for feedback to the
Action Plan
Cartero ACCommunications,Webpage postings,press releases andmedia interventions
Feedback received
Data collected
Updates introduced toimprove Action Plan
EVIDENCE AT UNITLEVEL
Commissions ActionNo. 8Evidence that stepshave been taken toimprove sharedgovernance, especiallyin documenting howcampus input issolicited and consideredin decision making atthe System level.
Charge a Focal Group
includingexperts incommunication toassess theeffectiveness of internaland externalcommunication duringthe past year and makerecommendations forimprovement.
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2.Broaden andstrengthen the
Commissions Action
No. 8:
Carry out periodicforums of the President
VP for Students Affairs Semiannually Sustainedcommunication and
Invitations, attendancelists, agendas and
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ACTIONS COMMISSIONSACTION ACTIVITIES RESPONSIBLE TIMEFRAME EXPECTED OUTCOMESDESCRIPTION AND
EVIDENCE OF OUTCOMES
opportunities foreffectivecommunicationbetween theadministration andthe universitycommunity toreceive input abouttheir concerns andsituations thataffect theinstitution, as wellas to sharedevelopments andachievements.
Evidence that steps havebeen taken to i mproveshared governance,especially i ndocumenting howcampus input is solicitedand considered indecision making at theSystem level.
Commissions Action
No. 9:Evidence thatcommunication betweenthe CentralAdministration and theinstitution and within theinstitution, is clear,timely, and accurate,and that the sources ofsuch communications
are clearly defined andmade available to allconstituents (Standard 4).
and staff with electedleaders to the StudentCouncils of all units andstudent representativesto the University Board.
initiatives resulting frominput received minutes of meetings:
- President and Staffwith Student Repsto the Senates andUniversity Board,and GeneralStudent Councils
- Board of Trusteeswith Student Repsto the UniversityBoard
- Board members,President and Staffwith Presidents ofGeneral StudentCouncils
Conduct regular unitvisits by senior leadersand hold informationaland listening sessionsopen to all constituents.
Senior LeadersSpecial Assistant to thePresident
Semiannually Sustainedcommunication andinitiatives resulting frominput received
Invitations, attendancelists, agendas andminutes of meetings
Carry out periodic
meetings ofChancellors and staffwith elected leaders tothe Student Councilsand the AcademicSenate.
Chancellors EVIDENCE AT UNIT
LEVEL
Commissions ActionNo. 8:Evidence that steps havebeen taken to i mproveshared governance,
Conduct periodic on-line surveys aboutsituations and issues
that concern and affectthe university
VP for Academic AffairsAssistants to the VP forAcademic Affairs
Directors Offices ofPlanning and
January, 2011
Continuous
Series of surveysdeveloped
Findings of surveysrelayed to the
Invitations, attendancelists, agendas andminutes of meetings
with Directors Offices ofPlanning and
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ACTIONS COMMISSIONSACTION ACTIVITIES RESPONSIBLE TIMEFRAME EXPECTED OUTCOMESDESCRIPTION AND
EVIDENCE OF OUTCOMES
especially i ndocumenting howcampus input is solicitedand considered indecision making at theSystem level.
community. Institutional Studies appropriate officers foraction Institutional Studies
Pilot surveys developed
Calendar for surveys
Surveys administered
Reports on results andanalyses of surveys
3.Ensureopportunities forstudents to freelyparticipate andprovide input indecisions thatdirectly affectthem.
Commissions ActionNo. 7:Evidence ofimplementation of cl earinstitutional policiesspecifying therespective authorit y ofthe different governancebodies and theirrespective roles and
responsibilities inshared governance.
Implement theelectronic votemechanism forstudents elections andassemblies asmandated by Law
VP for Student AffairsDirector for LegalAffairsChancellors
September October2010
Broader participation ofstudent body indecisions that affectthem
Amendments to theLaw
Bylaws issued
Electronic voteimplemented incompliance with theLaw
EVIDENCE AT UNITLEVEL
I.B.CULTIVATE AN OPEN UNIVERSITY CULTURE
GOAL:Support an Open University Culture that values diversity of ideas, guarantees and encourages freedom of speech and the right to dissent, while safeguarding therights and responsibilities of all members of the University community with the continuity of the institutional education, research and service mission.
ACTIONS COMMISSIONSACTION ACTIVITIESRESPONSIBLE
SYSTEM AND UNITTIMEFRAME EXPECTED OUTCOMES
DESCRIPTION ANDEVIDENCE OF OUTCOMES
1.Encouragecommitment withan OpenUniversity Culture
in all sectors of theUniversity
Commissions ActionNo. 7:Evidence ofimplementation of clearinstitutional policies
specifying the
Advise on the need forongoing andsustainable compliancewith accreditation and
licensing standards andcriteria regarding
PresidentVP for Academic AffairsSenior LeadersCommunications Office
Director
Continuous Increased awareness ofinternal and externalcommunity of the needfor continuity of the
University endeavor
Invitations, attendancelists, agendas andminutes of meetings
Cartero ACcommunications
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ACTIONS COMMISSIONSACTION ACTIVITIESRESPONSIBLE
SYSTEM AND UNITTIMEFRAME EXPECTED OUTCOMES
DESCRIPTION ANDEVIDENCE OF OUTCOMES
Community toguarantee thecontinuity of theeducation,research andservice mission.
respective authority ofthe different governancebodies and theirrespective roles andresponsibilities inshared governance
continuity of academicofferings to maintaineligibility for fundingfrom the HigherEducation Act andother external funds toadvance theinstitutions mission.
Webpage postings
Press releases, news,articles, mediainterventions
Multimedia informationcampaigns
Commissions Action
No. 7:Evidence ofimplementation of clearinstitutional policiesspecifying therespective authority ofthe different governancebodies and theirrespective roles andresponsibilities in
shared governance
Disseminate the Codeof Conduct contained inthe Students GeneralRegulations and itsrelevance to maintaineligibility for fundingfrom the HigherEducation Act andother external funds toadvance the
institutions mission.
VP for Student AffairsDirector of Legal AffairsChancellors
February 2011 Increased awareness oflaws and regulationsregarding desirableconducts in theUniversity environment
Draft Code of Conduct
Cartero ACcommunication
Posting of Code ofConduct in CentralAdministrationwebpage
Directive to Chancellorsfor its dissemination atcampus level
Code of Conductincluded withundergraduatefreshman admissionnotification
EVIDENCE AT UNITLEVELCommissions ActionNo. 7:Evidence ofimplementation of clearinstitutional policiesspecifying therespective authority ofthe different governancebodies and theirrespective roles and
Charge an OpenUniversity Committeewith: (a) drafting anInstitutional OpenUniversity Statement;(b) recommendingstrategies, measuresand protocols
conducive to sustained
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ACTIONS COMMISSIONSACTION ACTIVITIESRESPONSIBLE
SYSTEM AND UNITTIMEFRAME EXPECTED OUTCOMES
DESCRIPTION ANDEVIDENCE OF OUTCOMES
responsibilities inshared governance. compliance withpolicies that support
continuity of theinstitutional mission.
Commissions ActionNo. 7:Evidence ofimplementation of clearinstitutional policiesspecifying therespective authority ofthe different governancebodies and theirrespective roles andresponsibilities inshared governance
Require from all
administrators at alllevels a writtencommitment with anOpen UniversityCulture.
Require from all usersof the University net toaccept commitmentwith an Open University
Culture as a conditionto log in.
President
ChancellorsVP for Academic Affairs
VP for Research andTechnologyInformation SystemsOfficer
When Board of
Trustees issuesInstitutional OpenUniversity Statement
When Board ofTrustees issuesInstitutional OpenUniversity Statement
Governance explicitly
committed with theOpen University Culture
Increased awareness ofthe need to embracethe Open UniversityCulture
Commitments signed
by administrators at alllevels
Increased awareness ofthe need to embracethe Open UniversityCulture
Require from allstudents uponregistration a writtencommitment with theOpen University Cultureand Students Code of
Conduct.
VP for Research andTechnologyInformation SystemsOfficers
When Board ofTrustees issuesInstitutional OpenUniversity Statement
Increased awareness ofthe need to embracethe Open UniversityCulture, and of the lawsand regulationsregarding desirable
conducts in theUniversity environment
Signed commitmentswith Open UniversityCulture and StudentsCode of Conduct
EVIDENCE AT UNIT
LEVEL
Commissions ActionNo. 7:Evidence ofimplementation of clearinstitutional policiesspecifying therespective authority ofthe different governance
bodies and theirrespective roles and
Require administratorsat all levels toparticipate in trainingson conflict managementstrategies
Coordinate conflictmanagement trainings
PresidentSpecial Assistant to thePresident
Special Assistants tothe VP for Academic
Continuous
February 2011
Strengthened skills toprevent and manageconflictive situations
Call for trainings
Attendance lists,agendas and minutes
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SYSTEM AND UNITTIMEFRAME EXPECTED OUTCOMES
DESCRIPTION ANDEVIDENCE OF OUTCOMES
responsibilities inshared governance at all levels of theinstitution AffairsSpecial Assistant to the
President
of trainings toChancellors and seniorstaff
Special Assistant to thePresidentChancellors
Starting March 2010 Calendar for trainings
Attendance lists,agendas and minutesof trainings toChancellor s staffs
2.Culminate theincorporation ofcampuses to theirsurroundingcommunities inaccordance withthe goals of theUPR PlanningAgenda Ten for
the Decade andthe OpenUniversity Cultureto ensureuninterruptedfulfillment ofinstitutionalmission andcommitments with
its internal andexternalstakeholders.
Commissions ActionNo. 7:Evidence ofimplementation of clearinstitutional policiesspecifying therespective authority ofthe different governancebodies and theirrespective roles and
responsibilities inshared governance
Implement theArchitectural Plan forthe integration ofcampuses to theircommunities inaccordance with theirrespective masterplans.
Chancellors, Designand ConstructionDirector, VP forAcademic Affairs,Assistants to the VP forAcademic Affairs
Phase I beginning onSeptember 2010
Uninterrupted fulfillmentof institutional missionand commitments withits internal and externalstakeholders
Architectural PlanProgress Report
Status Reports
Community ServiceInitiative ProgressReport
EVIDENCE AT UNITLEVEL
3.Develop strategiesfor ongoing andsustainablecompliance with
relatedaccreditation and
Commissions ActionNo. 7:Evidence ofimplementation of clearinstitutional policies
specifying the
Develop and implementa Security Plan inpartnership with stateand/or city
governments toimprove security in
PresidentChancellorsExecutive DirectorOffice of the President
Executive Secretary tothe University Board
Since November 2010 Steps towards aSecurity Plan inpartnership with stateand city governments
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ACTIONS COMMISSIONSACTION ACTIVITIESRESPONSIBLE
SYSTEM AND UNITTIMEFRAME EXPECTED OUTCOMES
DESCRIPTION ANDEVIDENCE OF OUTCOMES
licensingrequirements andCertification 90(2004-2005) of theBoard of Trusteesand dispositions inthe General andStudents Bylaws,which mandatecontinuity of the
institutionaleducation,research andservice mission.
respective authority ofthe different governancebodies and theirrespective roles andresponsibilities inshared governance
campuses andsurroundingcommunities.
Commissions ActionNo. 7:Evidence ofimplementation of clearinstitutional policiesspecifying the
respective authority ofthe different governancebodies and theirrespective roles andresponsibilities inshared governance.
Extend the UPRIdentification CardsProject in PolicyStatement Num. R-0708-03 (2009-2010) to
all members of theUniversity Communityas a key element forthe success of theSecurity Plan.
Chancellors EVIDENCE AT UNITLEVEL
I.C.REVISIT AND EMPOWER LEADERSHIP AND GOVERNANCE AT ALL LEVELS
GOAL: Revisit the roles and responsibilities of all constituents of the institutions leadership and governance to foster an environment that stimulates and enforcescompliance with the best practices in University rules and regulations, leadership, governance and institutional integrity accreditation standards, to ensure an empoweredand committed leadership effectively supporting the accomplishment of the institutions mission in a manner appropriate to their charge.
ACTIONS COMMISSIONSACTION ACTIVITIESRESPONSIBLE
SYSTEM AND UNITTIMEFRAME EXPECTED OUTCOMES
DESCRIPTION ANDEVIDENCE OF OUTCOMES
1.Honor theagreements with
students inCertification Num.
Commissions ActionNo. 8:Evidence that stepshave been taken to
Do not apply summarysanctions in connection
with the April June2010 student conflict.
Chancellors April June 2010 All agreements havebeen honored by the
UPR
Agreement signed bycourt assisted
mediation
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ACTIONS COMMISSIONSACTION ACTIVITIESRESPONSIBLE
SYSTEM AND UNITTIMEFRAME EXPECTED OUTCOMES
DESCRIPTION ANDEVIDENCE OF OUTCOMES
131 (2009-2010)of the Board ofTrustees.
improve sharedgovernance, especiallyin documenting howcampus input issolicited and consideredin decision making atthe System level.
Expedite appealingprocesses related tothe April June 2010conflict.
Appoint ex judges asExamining Officers toevaluate administrativeactions.
Postponeimplementation ofStabilization Fee to thesecond academicsession of year 2010-2011.
Board of Trustees
Chancellors
Board of Trustees
When submitted
As needed
Certification Num. 131(2009-2010) of theBoard of Trustees
All Examining Officersappointed are ex
judges
Certification Num. 146(2009-2010) of theBoard of Trustees
Comply with theCalendar of Activities
set in Certification 131for the establishment ofthe new TuitionExemption Policy.
PresidentVP for Academic Affairs
University BoardBoard of Trustees
August 2010 April2011
New TuitionExemptions Policy
Posting of Policy Draft
Feedback Received
Reviewed Policy
University Boardsuggestions andrecommendations tothe Board of Trustees
Commissions ActionNo. 8:
Evidence that steps havebeen taken to i mproveshared governance,especially i ndocumenting howcampus input is solicitedand considered indecision making at theSystem level.
Commissions ActionNo. 9:
Draft a proposal for a
new Summer OfferingPolicy to supportcontinuity of Summerofferings with theavailable resources,taking into account therelatedrecommendations inCertification 131 andfeedback from the
Academic Senates.
University Board
VP for Academic AffairsExecutive Secretary tothe University Board
No later than April 2011 New Summer Offering
Policy issued by theBoard of Trustees
Agenda, minutes, of
University BoardAcademic AffairsCommittee
VP for Academic Affairsreports to theCommittee
Policy draft submittedto the Academic
Senates
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ACTIONS COMMISSIONSACTION ACTIVITIESRESPONSIBLE
SYSTEM AND UNITTIMEFRAME EXPECTED OUTCOMES
DESCRIPTION ANDEVIDENCE OF OUTCOMES
Evidence thatcommunication betweenthe CentralAdministration and theinstitution and within theinstitution, is clear,timely, and accurate,and that the sources ofsuch communicationsare clearly defined andmade available to all
constituents (Standard 4).Board of Trustees
Feedback received
Agenda, minutes, ofUniversity Board
Proposal for a newSummer Offering Policysubmitted to the Boardof Trustees
Agenda, minutes, ofBoard of TrusteesAcademic AffairsCommittee
Agenda, minutes, ofBoard of Trustees
Certification for NewSummer Offering Policy2.Enforce
compliance withthe Code ofConduct containedin the StudentsGeneralRegulations.
Commissions ActionNo. 7:Evidence ofimplementation of cl earinstitutional policiesspecifying therespective authorit y ofthe different governance
bodies and theirrespective roles andresponsibilities inshared governance
Continue administrativeactions in the units inconnection with thepast student conflict.
Chancellors In progress Implementation ofactions recommendedby Examining Officers.
EVIDENCE AT UNITLEVEL
3.Promote activeparticipation inleadership ofstudents thatmodel bestacademic
practices and
Commissions ActionNo. 7:Evidence ofimplementation of cl earinstitutional policiesspecifying therespective authorit y of
the different governance
Require all electedstudent leaders tomaintain eligibilitycriteria established inStudent Bylaws duringthe length of their
terms.
PresidentVP for Academic AffairsDirector of Legal Affairs
Board of Trustees
February 2011 Students Bylawsamended
Proposal to amendStudent Bylaws
Certification amendingStudents Bylaws
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ACTIONS COMMISSIONSACTION ACTIVITIESRESPONSIBLE
SYSTEM AND UNITTIMEFRAME EXPECTED OUTCOMES
DESCRIPTION ANDEVIDENCE OF OUTCOMES
No. 9:Evidence thatcommunication betweenthe CentralAdministration and theinstitution and within theinstitution, is clear,timely, and accurate,and that the sources ofsuch communicationsare clearly defined and
made available to allconstituents (Standard4).
Board suggestions andrecommendations tothe Board of Trustees
statement. issued by the Board ofTrustees
6.Revisegovernancestructurescomposition, rolesandresponsibilities toensure theireffectiveparticipation incarrying out theinstitution missionand goals incompliance withthe applicable lawand regulationsand accreditation
standardsregardinginstitutionalintegrity,leadership andgovernance, andbest practices.
Commissions ActionNo. 7:Evidence ofimplementation of cl earinstitutional policiesspecifying therespective authorit y of
the different governancebodies and theirrespective roles andresponsibilities inshared governance.
Charge an Ad HocCommittee to:(1) evaluate thecomposition, roles andresponsibilities of theadvisory bodies to thePresident andChancellors, inalignment with theapplicable laws,regulations andstandards, includingbenchmarking, tosustain the necessarybalance for effectiveshared collegial
governance; (2)develop guidelines forthe review of internalregulations governingand advisory bodies aswell as recognizedstudents organizations.
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7.Ensure that allparticipants in
leadership andgovernance are
Appoint Chancellors President, Board ofTrustees
All Chancellorsappointed between
September 1, 2010 andOctober 26, 2010.
Certifications No.1,2,3,4,10,11,14,26,
and 27 (2010-2011) bythe Board of Trustees
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ACTIONS COMMISSIONSACTION ACTIVITIESRESPONSIBLE
SYSTEM AND UNITTIMEFRAME EXPECTED OUTCOMES
DESCRIPTION ANDEVIDENCE OF OUTCOMES
empowered andcommitted withtheir roles andresponsibilitiesand best practicesto effectivelycontribute incarrying out theinstitution missionand goals within
the applicable lawand regulationsand in compliancewith accreditationstandardsregardinginstitutionalintegrity,leadership and
governance. Commissions ActionNo. 7Evidence ofimplementation of cl earinstitutional policiesspecifying therespective authorit y ofthe different governancebodies and theirrespective roles andresponsibilities inshared governance.Commissions ActionNo. 8:Evidence that steps havebeen taken to i mproveshared governance,especially i ndocumenting how
campus input is solicited
Advise Chancellors ontheir roles andresponsibilities, thescope and functions ofthe governance andadvisory bodies atsystem and unit levelsand solicit and considertheir input on decisionmaking at system level.
Assistant to thePresidentVP for Academic AffairsExecutive Secretary,University Board
September 2010 December 2010
Series of workshopsoffered.
Workshop on appealsprocess
Workshop on FinancialStatements
Attendance lists,agendas and minutesof Chancellorsmeetings
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ACTIONS COMMISSIONSACTION ACTIVITIESRESPONSIBLE
SYSTEM AND UNITTIMEFRAME EXPECTED OUTCOMES
DESCRIPTION ANDEVIDENCE OF OUTCOMES
and considered in
decision making at theSystem level.
Commissions ActionNo. 4:Evidence of a procedurein place for the periodicobjective assessment ofthe Board of Trustees inmeeting statedgoverning body
objectives andresponsibilities.Commissions ActionNo. 7Evidence ofimplementation of cl earinstitutional policiesspecifying therespective authorit y of
the different governancebodies and theirrespective roles andresponsibilities inshared governance.Commissions ActionNo. 8:Evidence that stepshave been taken toimprove shared
governance, especiallyin documenting howcampus input issolicited and consideredin decision making atthe System level.
Advise the Board ofTrustees on their rolesand responsibilities inalignment with theUniversity Law, bylawsand relatedexpectations in MSCHE
standards including thepublication GoverningBoards.
Develop and implementa procedure for theobjective periodicassessment in meetingits roles andresponsibilities.
Coordinate workshopon the Board s roles
and responsibilities withemphasis onaccreditationexpectations
VP for Academic AffairsExecutive SecretaryBoard of Trustees
Continuous
January 2011
February - March 2011
Current semester
Increase awareness ofaccreditationexpectations onGoverning Boards
Draft a rubric toevaluate the roles andresponsibilities of theBoard of Trusteesbased on UniversityLaw, Bylaws,Certifications andapplicable standards
Implement assessmentprocedure
Increase awareness ofexpectations on
Governing Boards
Communications,attendance lists,agendas and minutesof meetings where thepublication GoverningBoards have beenbrought to their
attention.
Rubric draft
Attendance lists,agendas and minutesof meetings
Official rubric andprocedure
Attendance lists,agendas and minutes
8.Foster gradual,harmonious, andorganized
transitions of
Commissions ActionNo. 5:Evidence that stepshave been taken toassure continuity and
Charge an Ad HocCommittee to evaluatethe effectiveness of
consulting and
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COMMITTEES OF 7 OF
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ACTIONS COMMISSIONSACTION ACTIVITIESRESPONSIBLE
SYSTEM AND UNITTIMEFRAME EXPECTED OUTCOMES
DESCRIPTION ANDEVIDENCE OF OUTCOMES
leadership andgovernance at alllevels, with theadequate overlapfor the substantivetransfer ofinformation criticalfor a seamlesscontinuity of theUniversity agenda.
stability of institutional
leadership, p articularlyin times of governmentaltransition .
transition processes inthe University
PUERTO RICO PUERTO RICO PUERTO RICO PUERTO RICO
Guarantee continuity ofexperience, expertise,institutional memoryand adequate overlapacross administrations
Board of TrusteesPresidentChancellors
Continuous Continuity and stabilityacross administrationsincluding adequateoverlap betweenPresidents
List of senior leaders atthe Board of Trusteesand Presidents Officelevel that haveremained providingleadership in key areasacross administrations
Certification Board of
Trustees promotingoverlap between thepast Acting Presidentand current PresidentEVIDENCE AT UNITLEVEL
II. Standard 11, Educational Offerings: The institutions educational offerings display academic content, rigor, and coherence that are appropriate to its higher educationmission. The institution identifies student learning goals and objectives, including knowledge and skills, for its educational offerings.
The Institutional Action Plan along Standard 11 focuses in one main strategy: Guaranteesustainedlength, rigor and depth of academic offerings.
II.A.GUARANTEE SUSTAINED LENGTH, RIGOR AND DEPTH OF ACADEMIC OFFERINGS
GOAL: Guarantee the continuity and the appropriate content, rigor, coherence and length of the institutions academic and research endeavors at all times, to support an effective andseamless student learning process and advancement toward their degrees in harmony with the Open University Culture.
ACTIONS COMMISSIONSACTION ACTIVITIESRESPONSIBLE
SYSTEM AND UNITTIMEFRAME EXPECTED RESULTS
DESCRIPTION ANDEVIDENCE OF OUTCOMES
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1. Continuemonitoring longterm impact of
April Juneinterruption andother disruptionson studentlearning.
Complete analysis ofthe distribution ofgrades, incompletes,
withdrawals, attrition,and other indicators ofthe impact of theinterruption onstudents.
Continue to review theprogress of individualstudents to see if there
is additional analysisneeded in order todetermine if there is along-tem impact.
Incorporate collectedoutcomes assessmentdata into assessmentplans and follow up to
understand the impactof student learning, andmeld into its overallassessment data.
VP for Academic AffairsDeans for AcademicAffairs
Directors Offices ofPlanning andInstitutional Studies
Continuous Decision making/policydevelopment at theappropriate level
.
Attendance lists,agendas and minutesof meetings
Agreement on systemicparameters for analysisand assessment
Report with findings,analyses andrecommendations
Incorporation offindings into unit slearning assessmentplans
EVIDENCE AT UNITLEVEL
2.Establishcontingency plansand policyguidelines toensure theeffectiveaccomplishment ofstudent learninggoals with theappropriatecontent, rigor andcoherence in caseof fortuitous
interruptions of the
Establish contingencyplans, including a crisiscommunication plan, forcontinuation ofacademic programs inthe event of fortuitousinterruptions.
Develop guidelines toaccurately assess thedegree ofaccomplishment of
knowledge and skills
PresidentChancellors
VP for Academic AffairsDeans for AcademicAffairs
Continuous Contingency Plansestablished at systemand unit levels.
Draft guidelines basedon findings, analysesand recommendationson Report of long term
impact of April June
Communication plan
Status Reports
Policy statementregarding licensingrequirements oncontinuity
Systemic guidelinesissued at theappropriateadministrative level
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academic process. development goals andobjectives in order toprescribe the
appropriate activitiesand length of timenecessary to assure acoherent continuationof the learning process,in the event of afortuitous interruption ofan academic session.
interruption and otherdisruptions on studentlearning.
EVIDENCE AT UNIT
LEVELContinue to monitor theeffects of the financialsituation on the qualityand rigor of theacademic programs.
VP for Academic AffairsDeans for AcademicAffairs,Directors Offices ofPlanning andInstitutional Studies
Continuous Decision making/policydevelopment at theappropriate level.
Attendance lists,agendas and minutesof meetings
Agreements onsystemic parametersfor analysis andassessment
Report with findings,analyses andrecommendations
Incorporation offindings into academicplanning policiesEVIDENCE AT UNITLEVEL
III. Standard 3, Institutional Resources: The human, financial, technical, facilities, and other resources necessary to achieve an institutions mission and goals are availableand accessible. In the context of the institutions mission, the effective and efficient uses of the institutions resources are analyzed as part of ongoing outcomesassessment.
The Institutional Action Plan to preserve compliance with Standard 3 has two main dimensions: Secure continuity and institutional effectiveness with available resources andMaintain and nurture additional sources of funding to continue advancing institutional education, research and service priorities.
III.A.SECURE CONTINUITY AND INSTITUTIONAL EFFECTIVENESS WITH AVAILABLE RESOURCES
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GOAL: Secure continuity and effective accomplishment of the institutional mission and goals with the available resources by developing and implementing the appropriate financialmeasures.
ACTIONS COMMISSIONSACTION ACTIVITIESRESPONSIBLE
SYSTEM AND UNITTIMEFRAME EXPECTED OUTCOMES
DESCRIPTION ANDEVIDENCE OF OUTCOMES
1. Revisit the currentstrategic planningagenda to setpriorities inalignment withinstitutionalassessment
results, currentand projectedresources, and thedevelopment andimplementationprocess of a long-term financial planfor the Universityof Puerto Rico to
assure financialviability andsustainability.
Commissions ActionNo. 3:Evidence that the Boardof Trustees assists ingenerating resourcesneeded to sustain andimprove the institution.
Reorganize the CapitalImprovement Program(CIP) according toavailable and projectedresources to continuewith priority projects.
Seek interim financingfor priority projects.
Board of Trustees
PresidentFinance Director
2007-2008
February 2011
Reorganized CIP
Interim financing forpriority projectsobtained
Certification No. 80(2007-2008) of theBoard of Trustees
Certification by theBoard of Trustees
Continueimplementation ofControl Measuresestablished in PolicyStatements.
Revisit the AdvisoryCommittee onInstitutional FinancesReport (CAFI, 2007)and submitrecommendations offinancial measures.
ChancellorsBudget DirectorFinance DirectorUnit s Budget andFinance Directors
Continuous
January - April 2011
Continue to identify andimplement viable costcutting measures tomaintain institutionaleffectiveness withavailable resources
Policy statements onControl Measures
Agreements on furthercost cutting measuresto implement across thesystem
Charge an Ad HocInstitutional Strategic
Planning Committee
SEEAPPENDIX:THE 7COMMITTEES OF 7 OF
THE UNIVERSITY OF
SEEAPPENDIX:THE 7
COMMITTEES OF 7 OF
THE UNIVERSITY OF
SEEAPPENDIX:THE 7
COMMITTEES OF 7 OF
THE UNIVERSITY OF
SEEAPPENDIX:THE 7
COMMITTEES OF 7 OF
THE UNIVERSITY OF
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ACTIONS COMMISSIONSACTION ACTIVITIESRESPONSIBLE
SYSTEM AND UNITTIMEFRAME EXPECTED OUTCOMES
DESCRIPTION ANDEVIDENCE OF OUTCOMES
with the identification ofpriorities and thedevelopment ofguidelines for thereorganization of theinstitutional planningagenda based on theassessment of itsoutcomes and availableresources.
PUERTO RICO PUERTO RICO PUERTO RICO PUERTO RICO
2. Continueevaluating theeffectiveness ofeducationalofferings incompliance withCertification Num.43 (2006-2007)and Certification
Num. 92 (2008-2009) of the Boardof Trustees, whichmandate periodicevaluation withemphasis onduplicatedofferings topromote informeddecision making
regarding thecontinuation ofacademicprograms.
Continue developingand implementing costeffective measures inacademic offeringswhile safeguarding theinstitutionscommitments withstudents.
VP for Academic AffairsChancellorsDeans for AcademicAffairs
Continuous Identify possiblepause/adjustments inadmission,consolidation and/orclosure of academicprograms based onassessment to maintaininstitutionaleffectiveness with
available resources
Academic Year 2010 -2011Carrying capacity forAdmission 2010adjusted by 7.44%
131 ineffective transferprograms discontinuedeffective August 2010.
192 transfers programsCarrying capacity fortraditionalundergraduate coursesset to a minimum of 30students (CertificationNo. 135 (2009-2010) ofthe Board of Trustees).
Measures for AcademicYear 2011 - 2012
Reorganize prioritiesand planning at unitlevel according to theevaluation of academicofferings, five-year
financial projections
Chancellors January - April 2011 Planning aligned withavailable resources
EVIDENCE AT UNITLEVEL
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ACTIONS COMMISSIONSACTION ACTIVITIESRESPONSIBLE
SYSTEM AND UNITTIMEFRAME EXPECTED OUTCOMES
DESCRIPTION ANDEVIDENCE OF OUTCOMES
and cost cutting
measures.3. Provide timely and
accurate systemand campusfinancial data fordecision making tosupport theinstitutionsmission and goals.
Commissions ActionNo. 1:Five-year financialprojections fo r the UPRSystem includinginformation from auditedfinancial statements forfiscal year 2010.
Commissions ActionsNo. 2:Institutional pro-formabudgets that demonstratethe institution's ability togenerate a balancedbudget for fi scal years2012 through 2015,including the personnel,compensation, and other
assumptions on whichthese budgets are based(Standard 3).
Five-year financialprojections for the UPRSystem includinginformation from auditedfinancial statements forfiscal year 2010, no laterthan January 2011.
Provide pro-formabudgets thatdemonstrate an ability togenerate balancedbudgets for each campusfor FY 2012 through
2015. Include a specificset of assumptions,including personnelcounts andcompensation planning.
Provide each campuswith a quarterly budgetupdates.
Provide monthlyincome/expense reportsto each unit and CentralOffice.
Finance DirectorBudget Director
Budget Director
Budget Director
Finance Director
No later than January2011
January February2011
January 2011; April2011; July 2011
June 2011
Timely delivery offinancial data fordecision making.
General guidelines tosupport thedevelopment of a long-term financial plan atthe central and unitlevels
Five-year financial
projections based oncurrent information
Pro forma budgets foreach unit
Quarterly budgetupdate for each unit
Monthly income-expense reports atsystem and unit levels
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ACTIONS COMMISSIONSACTION ACTIVITIESRESPONSIBLE
SYSTEM AND UNITTIMEFRAME EXPECTED OUTCOMES
DESCRIPTION ANDEVIDENCE OF OUTCOMES
4. Evaluateadministrativepolicies, practices,structures,processes andfunctions at alllevels andimplement thenecessarychanges to: (1)
support aneffective, fair andefficient financeand budgetplanning andallocation and atimely disclosureof financialinformation; (2)
promote anefficient, nonredundant andcost-effectivemanagement.
Continue efforts
towards minimizingaccounts receivablesfor improved financialstability.
Evaluate effectiveness
in debt collection
practices at the unit
level to identify best
practices to
disseminate throughout
the system.
Evaluate the
effectiveness of the
Financial InformationSystems Software
(UFIS) in providing
necessary financial
information for budget
development with
feedback from affected
parties throughout the
system.
Finance Director
Unit Finance Directors
Finance DirectorUnit Finance Directors,VP for Research and
TechnologyDirector Information
Systems Office
Continuous
In progress
Increased cash flow.
Recognize and
disseminate best
practices to better debt
collection.
Identification of
programming features
to be modified.
Evidence of debt
collection efforts andresults
Progress report on
identified best practices
Attendance lists,
agendas and minutes
of meetings
Progress report
Assign temporarily agroup of internalFinancial Monitors atthe appropriate level ofauthority to commandcompliance withinstitutional directives
regarding strategic
PresidentBudget DirectorFinance Director
February 2011 Appropriate monitoringof planning and budgetallocation at all levels inaccordance withinstitutional directives.
Designation letters
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ACTIONS COMMISSIONSACTION ACTIVITIESRESPONSIBLE
SYSTEM AND UNITTIMEFRAME EXPECTED OUTCOMES
DESCRIPTION ANDEVIDENCE OF OUTCOMES
planning and budget
allocation at the centraland unit levels.
Appoint a ChiefFinancial Officer (CFO)to overview Budget,Finance, Physical Plantand other areas relatedto the institutions
Administrative andManagement affairs toensure appropriateguidance andmonitoring ofinstitutional operationsat all levels.
Finance DirectorBudget Director
PresidentBoard of Trustees
February 2011
July 2011
Proposal to create theposition submitted tothe President for itspresentation to theBoard of Trustees.
Appoint CFO
Draft of positiondefinition and functions
Certification of theBoard of Trustees
Charge an Ad HocBudget and FinanceCommittee with: (1)evaluating theeffectiveness ofCertification Num. 100(2005-2006) of theBoard of Trustees asthe instrument forbudget development atthe central and unit
levels in the context ofthe University Law andregulations; (2)identifying bestpractices in thebudgeting process, atthe central and unitlevels, and incomparable public
universities; (3) making
SEEAPPENDIX:THE 7
COMMITTEES OF 7 OFTHE UNIVERSITY OF
PUERTO RICO
SEEAPPENDIX:THE 7
COMMITTEES OF 7 OFTHE UNIVERSITY OF
PUERTO RICO
SEEAPPENDIX:THE 7
COMMITTEES OF 7 OFTHE UNIVERSITY OF
PUERTO RICO
SEEAPPENDIX:THE 7
COMMITTEES OF 7 OFTHE UNIVERSITY OF
PUERTO RICO
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ACTIONS COMMISSIONSACTION ACTIVITIESRESPONSIBLE
SYSTEM AND UNITTIMEFRAME EXPECTED OUTCOMES
DESCRIPTION ANDEVIDENCE OF OUTCOMES
the corresponding
recommendations forimprovement.
Charge an Ad HocAdministrativeEfficiency Committeesupported by a processreengineering specialistto steer: (1) the
evaluation ofadministrativestructures processesand functions; (2)developrecommendation ofmeasures to promotecost-effectiveness inmanagement andimproved service at theCentral Administrationand unit levels.
5.Promotecollaborationagreements withstate and citygovernments incommon areas ofinterest to promote
short and longterm economies.
Develop and implementa Security Plan inpartnership with stateand/or citygovernments toimprove security incampuses and
surroundingcommunities.
PresidentChancellors
November-December2010
A cost-effectiveSecurity Planimplemented at eachcampus with short andlong term positiveimpact in neighboringcommunities.
Security Committeeattendance lists
Security Plan Draft
Status Reports
Promote thedevelopment ofcollaborationagreements with stateand city governmentsthat result in mutual
economies.
Chancellors Continuous Increased costreductions.
EVIDENCE AT UNITLEVEL
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III.B.MAINTAIN AND NURTURE ADDITIONAL SOURCES OF FUNDING TO CONTINUE ADVANCING INSTITUTIONAL EDUCATION, RESEARCH AND RESEARCH PRIORITIES
GOAL: Continue and develop initiatives to increase and diversify sources of funding to support the accomplishment of the institutional mission and goals.
ACTIONS COMMISSIONSACTION ACTIVITIESRESPONSIBLE
SYSTEM AND UNITTIMEFRAME EXPECTED OUTCOMES
DESCRIPTION ANDOUTCOME EVIDENCE
1.Continue, increaseand diversify newsources of fundingto effective
accomplishinstitutionalmission.
Commissions ActionNo. 3:Evidence that the Boardof Trustees assists ingenerating resources
needed to sustain andimprove the institution.
Implement StabilizationFee on the secondacademic session ofyear 2010 to secure
alternative fundingsources.
Obtain $100 M loanfrom the GovernmentDevelopment Bank.
Identify and implementadditional student aidfunding and expandexisting programs totackle the StabilizationFee
Board of TrusteesFinance Director
Board of TrusteesPresident
September 2010
January 2011
November February2011
Short-term financialstability.
Certification Num. 146(2009-2010) of theBoard of TrusteesPolicy letters
Certification Num. 5(2010-2011) of theBoard of Trustees
Additional yearlyincome of not less than$40,000,000
$30 million aid fundapproved by theGovernment of PuertoRico (Law 176)
Increase of $1.7 M inFederal Work StudyProgram
New $1.6 M graduatestudent aid fundcreated by the Board ofTrustees
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ACTIONS COMMISSIONSACTION ACTIVITIESRESPONSIBLE
SYSTEM AND UNITTIMEFRAME EXPECTED OUTCOMES
DESCRIPTION ANDOUTCOME EVIDENCE
2. Continuestimulating thesubmission ofproposals forexternal funding toadvance theresearch andeducation strategicagenda of theUniversity of
Puerto Rico.
Maintain the current
level of institutionalmatching fundsallocation.
Continue implementingmeasures forstimulating submissionof proposals for
external funding toadvance research.
Board of Trustees
VP for Research andTechnologyChancellors
Continuous Maintain and increase
the influx of externalfunding for researchand educationinitiatives.
Budget 2010 - 2011
Certification by theBoard of Trustees
Report of systemicproposals submitted,granted, and matching
funding commitments
EVIDENCE AT UNITLEVEL
3.Expand Division ofContinuingEducation andProfessionalStudies units
(DCEPS) andother self-financingofferings inacademic units toadvanceinstitutional servicemission towardsthe community andincrease revenues
for the units.
Increase and diversifycourse offerings andexpand the reach ofacademic programsthrough self financing.
Increase the number ofdegree grantingacademic programsavailable in the self-financing ExtendedUniversity (UnEx)format aimed at non-traditional students.
VP for Academic AffairsChancellorsDeans for AcademicAffairsDCEPS Directors
Continuous Enhancement of theDCEPSofferings and outreachmission, and increasedrevenues at the unit
level.
EVIDENCE AT UNITLEVEL
4.Increase revenuesderived from theIntramural Practicein proportion withthe supportprovided by theUniversity ofPuerto to this
activity.
Commissions ActionNo. 3:Evidence that the Boardof Trustees assists ingenerating resourcesneeded to sustain andimprove the institution.
Evaluate theeffectiveness ofCertification Num. 123(1996-1997) of theBoard of Trustees,which establishes thepolicy for the IntramuralPractice of faculty
members, and make
Chancellors March June 2011 Proposed changes inpolicy submitted to thePresident.
Board of Trustees
Draft proposal for theBoard of Trustees
New IntramuralPractice Policy issuedwith increasedrevenues for the
supporting units.
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ACTIONS COMMISSIONSACTION ACTIVITIESRESPONSIBLE
SYSTEM AND UNITTIMEFRAME EXPECTED OUTCOMES
DESCRIPTION ANDOUTCOME EVIDENCE
recommendations to
help enhanceinstitutional revenues.
5.Strengtheninstitutionalrelationship withactive students andfaculty, alumni andretired faculty,community, private
and governmententities to attractfunding at bothcentral and unitlevels.
Commissions ActionNo. 3:Evidence that the Boardof Trustees assists ingenerating resourcesneeded to sustain andimprove the institution.
Organize a series offund-raising activities tonurture the EndowmentFund.
Continue fosteringalumni donations
through fundraisingactivities at the systemand unit levels.
Board of TrusteesPresidentDirector Alumni andDevelopment Office
ChancellorsDirector Alumni and
Development OfficeDirectors AlumniOffices
Continuous Increase influx ofcapital into the UPREndowment Fund andthe units.
Calendar of Activitiesand expected revenues
EVIDENCE AT UNITLEVEL
Strengthen allianceswith community, privateand governmententities to developadditional fundingsources.
ChancellorsDirector Alumni andDevelopment OfficeDirectors ExternalResources
Continuous Increased additionalfunding from privateand governmententities.
EVIDENCE AT UNITLEVEL
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research and servicemission.I.B.1.ACTION:Encourage
commitment with an OpenUniversity Culture in allsectors of the UniversityCommunity to guaranteethe continuity of theeducation, research andservice mission.
Committee members
I.C.REVISIT AND EMPOWERLEADERSHIP ANDGOVERNANCE AT ALLLEVELS
GOAL:Revisit the rolesand responsibilities of allconstituents of theinstitutions leadership andgovernance to foster anenvironment thatstimulates and enforcescompliance with the bestpractices in Universityrules and regulations,
leadership, governanceand institutional integrityaccreditation standards, toensure an empoweredand committed leadershipeffectively supporting theaccomplishment of theinstitutions mission in amanner appropriate totheir charge.I.C.6.ACTION:Revisegovernance structurescomposition, roles andresponsibilities to ensuretheir effective participationin carrying out theinstitution mission andgoals in compliance withthe applicable law andregulations andaccreditation standards
regarding institutional
Commissions ActionNo. 7:Evidence ofimplementation of cl ear
institutional policiesspecifying therespective authorit y ofthe different governancebodies and theirrespective roles andresponsibilities inshared governance.
Charge an Ad HocCommittee to:(1) evaluate the
composition, roles andresponsibilities of theadvisory bodies to thePresident andChancellors, inalignment with theapplicable laws,regulations andstandards, includingbenchmarking, tosustain the necessarybalance for effectiveshared collegialgovernance; (2)develop guidelines forthe review of internalregulations governingand advisory bodies aswell as recognized
students organizations.
PresidentChancellorsVP for Academic Affairs
January February2011
February 2011
Recruit members ofinternal and externalcommunity to assist in
key institutional issuesand receive feedback tofine tune their charge
Open invitation topotential candidatesthroughCartero AC,
posting in webpage andpress
Responses to openinvitation
Feedback received toAd Hoc CommitteesCharge
Appointment letters toCommittee members
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III.A.4.ACTION:Evaluateadministrative policies,practices, structures,
processes and functionsat all levels and implementthe necessary changes to:(1) support an effective,fair and efficient financeand budget planning andallocation and a timelydisclosure of financialinformation; (2) promotean efficient, non redundantand cost-effective
management.
Charge an Ad HocBudget and FinanceCommittee with: (1)
evaluating theeffectiveness ofCertification Num. 100(2005-2006) of theBoard of Trustees asthe instrument forbudget development atthe central and unitlevels in the context of
the University Law andregulations; (2)identifying bestpractices in thebudgeting process, atthe central and unitlevels, and incomparable publicuniversities; (3) makingthe corresponding
recommendations forimprovement.
Charge an Ad HocAdministrativeEfficiency Committeesupported by a processreengineering specialistto steer: (1) the
evaluation ofadministrativestructures processesand functions; (2)developrecommendation ofmeasures to promotecost-effectiveness inmanagement andimproved service at the
PresidentChancellorsVP for Academic Affairs
January February2011
February 2011
Recruit members ofinternal and externalcommunity to assist in
key institutional issuesand receive feedback tofine tune their charge
Open invitation topotential candidatesthroughCartero AC,
posting in webpage andpress
Responses to openinvitation
Feedback received toAd Hoc CommitteesCharge
Appointment letters toCommittee members
UPR Action Plan: Agenda for Implementation and Assessment
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Central Administrationand unit levels.Submit Report to the
President
All Committees
VP for Academic Affairs
Dates agreed with
Committees
Recommendations or
improvement
Attendance lists,
agendas and minutesof meetings
Updates introduced toCommittees charge
Requests for feedbackfrom internal andexternal community
Report to the PresidentCommissions ActionNo. 7:Evidence ofimplementation of cl earinstitutional policiesspecifying therespective authorit y ofthe different governancebodies and theirrespective roles andresponsibilities inshared governance.
Commissions ActionNo. 8Evidence that steps havebeen taken to i mproveshared governance,especially i n
documenting howcampus input is solicitedand considered indecision making at theSystem level.
Commissions ActionNo. 9:Evidence thatcommunication between
the Central
Present Report to theUniversity Board
Present Report andUniversity Boardssuggestions andrecommendations to
the Board of Trustees.
PresidentVP for Academic Affairs
Next University Boardmeeting after receipt ofReport
Next Board of Trusteesmeeting after receipt ofReport
University Boardsuggestions andrecommendations.
President/Board ofTrustees directivesand/or determinations
Agendas, minutes,certifications
Agendas, minutes,certifications
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g pPage 32
Administration and theinstitution and within theinstitution, is clear,timely, and accurate,and that the sources ofsuch communicationsare clearly defined andmade available to allconstituents (Standard 4).