Fiscal Year 2005
Plan and Budget
August 3, 2004
Presented to the
Board of Regents
University of Houston System
Chancellor G. Jay Gogue
University of Houston System
FY2005 Plan and Budget
Contents
Page
Tab
1. Summary
Fund Groups Used in the Budget Presentation ...................................................
Table 1 - Summary .............................................................................................
Table 2 - Operations............................................................................................
Table 3 – Restricted ............................................................................................
(Tables 4 is not applicable to the summary)
Table 5 – Full Time Equivalent Positions...........................................................
Table 6 - Annual Semester Credit Hour Trends..................................................
2.
3.
4.
1.0
1.1
1.2
1.3
1.5
1.6
UH System Administration
Plan
UHSA Mission....................................................................................................
UHSA Goals .......................................................................................................
UHSA Priorities..................................................................................................
Table 1 - Summary...........................................................................................
Table 2 - Operations.........................................................................................
Table 3 - Restricted..........................................................................................
Table 4 - Capital Projects.................................................................................
Table 5 - Full Time Equivalent Positions ........................................................
Note to Table 2.………………………………………………………………...
Note to Table 3………………………………………………………………... .
2.1
2.1
2.3
2.12
2.13
2.14
2.15
2.16
2.17
2.18
University of Houston
Plan
University Mission..............................................................................................
University Goals .................................................................................................
University Priorities ............................................................................................
Appendix A – Investment of New Resources .....................................................
Appendix B – HEAF and Indirect Recovery…………………………………...
Appendix C – Availability of Scholarship Funds ...............................................
Table 1 - Summary…………………………………………………………..
Table 2 - Operations........................................................................................
Table 3 - Restricted.........................................................................................
Table 4 - Capital Projects................................................................................
Table 5 - Full Time Equivalent Positions .......................................................
Table 6 - Annual Semester Credit Hour Trends ..............................................
Table 7 - Allocation of Student Service Fees...................................................
Note to Table 2………………………………………………………………... .
Note to Table 3………………………………………………………………... .
Faculty Workload Policy……………………………………………………….
3.1
3.2
3.4
3.17
3.18
3.19
3.20
3.21
3.22
3.23
3.24
3.25
3.26
3.27
3.28
3.29
UH-Clear Lake
Plan
University Mission..............................................................................................
University Goals .................................................................................................
University Priorities ............................................................................................
Appendix A - Investment of New Resources......................................................
Appendix B – HEAF……………………………………………………………
4.1
4.2
4.3
4.17
4.18
Contents (continued)
Tab
5.
6.
Table 1 - Summary ...........................................................................................
Table 2 - Operations .........................................................................................
Table 3 - Restricted ..........................................................................................
Table 4 - Capital Projects ................................................................................
Table 5 - Full Time Equivalent Positions.........................................................
Table 6 - Annual Semester Credit Hour Trends ...............................................
Table 7 - Allocation of Student Service Fees ..................................................
Note to Table 2………………………………………………………………... .
Note to Table 3………………………………………………………………....
Faculty Workload Policy……………………………………………………….
4.19
4.20
4.21
4.22
4.23
4.24
4.25
4.26
4.27
4.28
UH-Downtown
Plan
University Mission..............................................................................................
University Goals .................................................................................................
University Priorities ............................................................................................
Appendix A - Investment of New Resources......................................................
Appendix B - HEAF ...........................................................................................
Appendix C – Availability of Scholarship Fund………………………………..
Table 1 - Summary ...........................................................................................
Table 2 - Operations .........................................................................................
Table 3 - Restricted ..........................................................................................
Table 4 - Capital Projects ................................................................................
Table 5 - Full Time Equivalent Positions.........................................................
Table 6 - Annual Semester Credit Hour Trends ...............................................
Table 7 - Allocation of Student Service Fees ...................................................
Note to Table 2………………………………………………………………... .
Note to Table 3………………………………………………………………... .
Faculty Workload Policy……………………………………………………….
5.1
5.1
5.5
5.20
5.21
5.22
5.23
5.24
5.25
5.26
5.27
5.28
5.29
5.30
5.31
5.32
UH-Victoria
Plan
University Mission..............................................................................................
University Goals .................................................................................................
University Priorities ............................................................................................
Appendix A - Investment of New Resources......................................................
Table 1 - Summary ...........................................................................................
Table 2 - Operations .........................................................................................
Table 3 - Restricted ..........................................................................................
Table 4 - Capital Projects ................................................................................
Table 5 - Full Time Equivalent Positions.........................................................
Table 6 - Annual Semester Credit Hour Trends ...............................................
Table 7 - Allocation of Student Service Fees ...................................................
Note to Table 2………………………………………………………………... .
Note to Table 3……………………………………………………………….. ..
Faculty Workload Policy……………………………………………………….
6.1
6.2
6.3
6.21
6.22
6.23
6.24
6.25
6.26
6.27
6.28
6.29
6.30
6.31
Fund Groups Used in the Budget Presentation
The tables that display the source of funds and use of funds in this budget presentation have been
organized into three categories based on type of funds:
Table 1.
Summary of Sources & Uses of Funds
This table is a summary of all fund groups and is the sum of Tables 2, 3 and 4 that
follow below.
Table 2.
Operations
Operating funds include the Educational and General, Designated, and Auxiliary fund
groups as follows:
•
Educational and General Funds - Funds for administration, institutional
expense, instruction and departmental research, physical plant operation, libraries,
and other items relating to instruction. Most state appropriations are accounted
for in this fund.
•
Designated Funds - Funds arising from sources that have been internally
designated by management and approved by the Board of Regents to be used for
special purposes.
•
Auxiliary Enterprises Funds - Funds for activities that furnish services to
students, faculty, or staff for which charges are made that are directly related to
the cost of the service, such as residence halls, intercollegiate athletics, and food
services.
Table 3.
Restricted
Restricted funds include contracts and grants for research and financial aid, gift
income, and certain endowment income that can be used only for restricted purposes
that have been specified by outside entities or persons.
Table 4.
Capital Projects
Capital Projects, which are a portion of the Plant Fund group, are used for
construction, rehabilitation, and acquisition of physical properties for institutional
purposes. In addition, the PeopleSoft administrative systems project is included
within these funds at System Administration.
1.0
University of Houston System
Table 1 - Summary of Sources & Uses of Funds
Operating Budget
FY2004
Budget
----------Change----------Dollars
Percent
FY2005
Budget
Source of Funds
Operations
Restricted
Total
$ 613,069,344
127,426,484
$ 740,495,828
$ 53,981,285
24,267,266
$ 78,248,551
8.8%
19.0%
10.6%
$ 667,050,629
151,693,750
$ 818,744,379
$ 613,069,344
127,426,484
$ 740,495,828
$ 53,981,285
24,267,266
$ 78,248,551
8.8%
19.0%
10.6%
$ 667,050,629
151,693,750
$ 818,744,379
Use of Funds
Operations
Restricted
Total
Capital Budget
FY2004
Budget
FY2005
Budget
Source of Funds
$ 141,026,291
$ (26,810,985)
-19.0%
$ 114,215,306
Use of Funds
$ 141,026,291
$ (26,810,985)
-19.0%
$ 114,215,306
FY2004
Budget
Total Operating Budget & Capital Budget
3/29/2005
----------Change----------Dollars
Percent
$ 881,522,119
----------Change----------Dollars
Percent
$ 51,437,566
5.8%
FY2005
Budget
$ 932,959,685
UHS FY05 Budget.xls
University of Houston System
Table 2 - Operations
----------Change----------Dollars
Percent
FY2004
Budget
Source of Funds
General Funds
State General Revenue Appropriations
Formula Funding
Special Items
Tuition Revenue Bonds
State Benefits Appropriation
Dedicated Appropriations-TX Grant/College Work Study
Subtotal State General Revenue Appropriations
Tuition and Fees
Statutory & Graduate Premium
Premium (Law, Pharmacy, Optometry)
Lab/other Student Fees
Subtotal Tuition and Fees
HEAF
Indirect Cost
Aux Admin Chg/Opt Clinic/Institutes/Cont. Ed/Other
Income on State Treasury Deposits
Fund Balance
Subtotal General Funds
Designated
Tuition and Fees
Designated Tuition - General
Designated Tuition - Differential
Library Fee
Technology Fee
Major/Department/Class Fees
Subtotal Tuition and Fees
Indirect Cost
Investment Income on Non-Endowed Funds
Endowment Income
Contracts / Grants / Gifts
Self Supporting Organizations/Others
Fund Balance
Subtotal Designated Funds
Auxiliary Enterprises
Student Fees
Student Service Fee
Recreation and Wellness Center
Other Student Fees
Subtotal Student Fees
Sales & Service - Student Housing/Meal Plan
Sales & Service - Parking
Sales & Service - Athletics/Hotel/UC/Other
Fund Balance
Subtotal Auxiliary Funds
Total Current Operating Funds
Interfund transfer
Total Sources
Use of Funds by Object
Salaries and Wages
Benefits
M&O
Capital
Scholarships
Debt Service
Utilities
Transfers
Total Uses
3/29/2005
$ 170,703,861
12,590,972
8,603,084
34,893,970
10,135,521
236,927,408
$
FY2005
Budget
231,163
3,056,785
33,572
3,321,520
0.1%
0.0%
0.0%
8.8%
0.3%
1.4%
$ 170,935,024
12,590,972
8,603,084
37,950,755
10,169,093
240,248,928
82,136,648
8,318,817
509,502
90,964,967
36,952,989
1,205,505
7,095,881
1,046,900
5,489,000
379,682,650
6,717,227
394,748
(7,109)
7,104,866
(85,000)
598,470
(378,900)
(847,678)
9,713,278
8.2%
4.7%
-1.4%
7.8%
0.0%
-7.1%
8.4%
-36.2%
-15.4%
2.6%
88,853,875
8,713,565
502,393
98,069,833
36,952,989
1,120,505
7,694,351
668,000
4,641,322
389,395,928
67,087,420
5,609,884
14,258,123
46,697,194
133,652,621
6,627,917
7,938,000
5,618,328
2,674,117
15,467,451
7,819,933
179,798,367
22,634,674
5,846,689
2,203,957
1,559,563
5,601,498
37,846,381
5,633,685
(4,469,500)
(629,737)
798,848
1,681,157
(2,445,453)
38,415,381
33.7%
39.3%
10.9%
12.0%
28.3%
85.0%
-56.3%
-11.2%
29.9%
10.9%
-31.3%
21.4%
89,722,094
5,846,689
7,813,841
15,817,686
52,298,692
171,499,002
12,261,602
3,468,500
4,988,591
3,472,965
17,148,608
5,374,480
218,213,748
16,150,063
5,808,538
2,925,650
24,884,251
12,832,291
5,992,086
25,764,469
1,231,366
70,704,463
630,185,480
(17,116,136)
$ 613,069,344
1,421,027
1,015,470
80,529
2,517,026
359,512
468,783
1,500,177
(40,591)
4,804,907
52,933,566
1,047,719
53,981,285
8.8%
17.5%
2.8%
10.1%
2.8%
7.8%
5.8%
-3.3%
6.8%
8.4%
-6.1%
8.8%
17,571,090
6,824,008
3,006,179
27,401,277
13,191,803
6,460,869
27,264,646
1,190,775
75,509,370
683,119,046
(16,068,417)
$ 667,050,629
6.6%
11.1%
16.9%
-11.2%
14.1%
5.7%
16.2%
4.2%
$ 328,096,200
76,131,369
137,699,096
25,382,188
37,130,750
28,131,218
19,787,763
14,692,045
8.8%
$ 667,050,629
$
$ 307,861,286
68,548,613
117,804,175
28,594,434
32,528,532
26,606,010
17,031,362
14,094,932
$
20,234,914
7,582,756
19,894,921
(3,212,246)
4,602,218
1,525,208
2,756,401
597,113
$ 613,069,344
$
53,981,285
r:\bud05\ex summ\uhs\UHS FY05 Budget.xls
University of Houston System
Table 3 - Restricted
----------Change----------Dollars
Percent
FY2004
Budget
Source of Funds
Restricted
Contracts and Grants
Research
Financial Aid
Gifts
Endowment Income
Other Restricted (encum, student fees,other E&G)
KUHT/KUHF
Total Current Operating Funds
Interfund Transfer
Total Sources
$ 53,733,807
32,245,101
14,017,197
12,974,401
2,429,253
13,239,072
128,638,831
(1,212,347)
$ 127,426,484
Use of Funds by Object
Salaries and Wages
Benefits
M&O
Capital
Scholarships
Total Uses
$ 41,390,183
3,176,775
38,930,458
5,129,101
38,799,967
$ 127,426,484
3/29/2005
$
$
$
$
FY2005
Budget
11,848,387
11,750,476
1,696,114
(375,525)
181,039
148,872
25,249,363
(982,097)
24,267,266
22.1%
36.4%
12.1%
-2.9%
7.5%
1.1%
19.6%
81.0%
19.0%
$ 65,582,194
43,995,577
15,713,311
12,598,876
2,610,292
13,387,944
153,888,194
(2,194,444)
$ 151,693,750
2,271,258
176,590
(689,544)
12,338,254
10,170,708
24,267,266
5.5%
5.6%
-1.8%
240.6%
26.2%
19.0%
$ 43,661,441
3,353,365
38,240,914
17,467,355
48,970,675
$ 151,693,750
UHS FY05 Budget.xls
University of Houston System
Table 4
Note: Table 4 is not a part of the system-wide summary
-
3/29/2005
UHS FY05 Budget.xls
University of Houston System
Table 5 - Number of Full-Time Equivalent Positions
Employee Classification
----------Change----------FTE
Percent
FY2005
Budget
Faculty
1,307
126
9.6%
1,433
Part-time Faculty
1,079
(23)
-2.1%
1,056
Professional Staff
2,029
61
3.0%
2,090
Non-Professional Staff
1,741
60
3.4%
1,801
867
6
0.7%
873
230
3.3%
7,253
Temporary Staff
Total
3/29/2005
FY2004
Budget
7,023
1.5
UHS FY05 Budget.xls
University of Houston System
Table 6 - Annual Semester Credit Hour Trends
FY2001
Actuals
FY2002
Actuals
FY2003
Actuals
FY2004
Budget
FY2005
Budget
FY05 vs FY04
$ Change
Semester Credit Hours
Lower Division
482,065
509,402
524,107
534,357
550,207
15,850
Upper Division
459,615
475,368
492,698
498,125
517,916
19,791
Masters
150,669
153,624
162,357
165,960
168,190
2,230
Doctoral
19,984
19,730
20,434
19,995
20,856
861
Special Professional
48,394
57,951
61,906
61,288
61,456
168
1,160,727
1,216,075
1,261,502
1,279,725
1,318,625
38,900
Total
Semester Credit Hours-On/Off Campus
On Campus
1,108,231
1,156,301
1,183,676
1,203,842
1,232,336
28,494
Off Campus
52,496
59,774
77,826
75,883
86,289
10,406
1,160,727
1,216,075
1,261,502
1,279,725
1,318,625
38,900
Total
3/29/2005
UHS FY05 Budget.xls
UHSA Mission and Goals
Mission
The mission of the UH System Administration is to support the four UH System universities in
educating students, creating new knowledge, and fostering an interactive mission with their
communities. In addition, it provides the UH System Board of Regents with information, advice,
and administrative mechanisms so that they may set policy and fulfill their fiduciary
responsibility to the people of Texas.
Goals
1. Facilitate the delivery of high quality higher education services that are responsive to the
needs of the people of Texas and the greater Houston metropolitan area.
•
•
•
Coordinate academic program development that addresses the needs of the entire service
area, guards against inefficient duplication of effort, and allows for collaboration where
appropriate.
Coordinate strategic planning that emphasizes the distinct missions of the universities in
light of identified Board of Regents priorities.
Represent the universities before the Texas Higher Education Coordinating Board to
secure approval for their academic initiatives.
2. Successfully represent university interests before government officials.
•
•
•
Develop state and federal legislative programs that secure funding for the universities and
promote legislation that serves their interests.
Pursue governmental relations activities that maximize positive public exposure for the
universities.
Play an active role in the development of state policies and formulas for higher education
funding.
3. Assist the universities in securing support from external constituencies.
•
•
Coordinate marketing and communications initiatives that present an accurate and
effective image of the UH System universities.
Facilitate and coordinate development initiatives that maximize private donations to the
universities.
4. Provide effective support for financial and administrative operations.
•
•
•
•
When appropriate, provide centralized, cost-effective services to the universities,
including payroll, accounts payable, and linked contracting.
Maintain sound policies and procedures for auditing and financial reporting.
Coordinate and facilitate the development of university budgets.
Maximize return on investment of the UH System endowment.
5. Provide high quality legal services for the benefit of the UH System and its component
universities.
•
•
•
Develop and implement a plan to improve the quality, efficiency, and effectiveness of
legal services.
Provide timely, efficient, and cost-effective advice to university leadership on all legal
matters affecting the UH System and its component institutions.
Facilitate efficient and cost-effective legal representation of the UH System and its
component institutions by the Attorney General and outside counsel in administrative
proceedings and litigation in state and federal court.
6. Facilitate the use of information technology for the benefit of the universities and the students
they serve.
•
•
•
Facilitate the use of information technology to enhance the quality of educational
programs and expand access to instructional services.
Use information technology to streamline operations, conserve financial resources, and
increase productivity across the System.
Enhance communications networks among the universities to provide greater access,
speed, and reliability.
UHSA Priorities
Overview
While the UH System universities have achieved greater operational efficiency through
independence from a fully differentiated System Administration, there remain core services that
are best provided centrally (e.g., governmental relations, general counsel), as well as times when
we need to work together to fulfill our academic missions and ensure administrative efficiency.
The UH System Administration will provide direction and support in these cases. The following
priorities will be pursued by the UH System Administration during FY 2005:
•
•
•
Governmental Support
Collaborative Academic Initiatives
Administrative Effectiveness
With the 79th Texas Legislative Session set to begin in January 2005, securing support for the
UHS universities is a top priority. This will include advocacy not only on behalf of our
institutions but on behalf of higher education, in general, since there is ever-increasing
competition from other public interests for limited state dollars.
Also in FY05 the UHS universities will undertake an unprecedented number collaborative
initiatives that will enable us to reach more students in cost-efficient ways. In December 2003,
the University of Houston System began a strategic planning process to identify a set of strategic
principles to guide UHS planning and decision-making. What resulted in June 2004 was a set of
eight principles and 30 related initiatives the UHS universities will pursue next year and beyond.
Among the most important of these initiatives are the development of additional multi-institution
teaching centers (MITCs) in high-growth parts of the region. Given the tremendous population
growth forecast for our area and the corresponding need for our institutions to educate more
students, MITCs are one of the best ways we can expand access to higher education with the
limited resources we have available. In addition to the continued development of the UH System
centers at Sugar Land and Cinco Ranch in FY05, new centers will be planned in the Cypress
Fairbanks/Highway 290 region, Pearland, and the Texas Medical Center.
Finally, during FY05 the UH System Administration will continue to facilitate greater operational
efficiencies among our universities. Central among these is the implementation of the integrated
student, financial and human resources information systems purchased from PeopleSoft. Of
principle importance next year will be the implementation of the student system at the University
of Houston and UH-Victoria. In January of this year a team of consultants was brought in to
make recommendations as to the most efficient and effective ways of doing so. Implementation
of these recommendations will begin in FY05.
Priority 1. Governmental Support
Context
Strong support from the government, especially the Texas Legislature, is critical if the UH
System universities are to achieve their goals of excellence. While enrollment is the primary
driver of the percentage of higher education formula funding our universities receive from the
state, it is the legislature that determines the total amount of funding for state universities. When
the 79th Texas Legislature opens in January 2005, increasing support for higher education and the
UH System universities will be our highest priority. This will undoubtedly be a very challenging
endeavor. While the Texas economy is in a state of recovery, and we can, therefore, expect to see
more tax dollars available for state agencies, the extraordinary needs of public schools and healthrelated services in our state make it unlikely that significant new resources will be available for
higher education. Thus, we must make the case for our universities more compellingly than we
have in the past.
Enhancing legislative support for the UH System is achievable only as a result of advocacy every
year, and not only in years when the legislature is in session. FY04 has been no exception. Over
the course of the year, government committees have been examining higher education policy
issues in Texas, among them the legislature’s Joint Higher Education Oversight Committee and
the Texas Higher Education Coordinating Board’s Formula Advisory Committee. Both
committees have been examining issues of critical importance to our universities, including
deregulated tuition, research excellence funding, student financial aid, and the formula funding
matrix. Representatives from the UH System have been supporting the work of these
committees, so that they are positioned to act in the best interest of Texas higher education and
our universities in FY05 and beyond.
FY 2005 Initiatives
•
Develop a State Environment Supportive of Higher Education and the UH System
For several years, higher education has been a major priority for the Texas Legislature, and
the UH System Administration has been actively involved in working to cultivate an
environment that supports our institutions. During FY 2005, the UH System Administration
will continue to work with alumni, the Gulf Coast Legislative Delegation, and our other
constituencies to secure support for higher education initiatives that benefit the UH System.
To support these efforts, the UH System Administration has added two positions to the Office
of Governmental Relations. One is a permanent Special Assistant position that is located in
Houston and is designed to strengthen relationships with our delegation at home. The other is
a temporary consultant position intended to assist us with special issues in anticipation of the
upcoming legislative session.
•
Restore Research Excellence Funding for the UHS Universities
As a result of gubernatorial veto, funding for the Research Development Fund to Texas
universities was eliminated. As the recipient of the most dollars from this fund (~$6 million
annually), the University of Houston was the hardest hit among the state’s institutions. A
primary objective for the 79th Texas Legislature will be restoration of these funds.
•
Ensure that Legislation Benefits the UHS Universities
During each legislative session hundreds of bills are proposed that have the potential to
impact higher education and the UH System universities. Through the coordination of the
Office of Governmental Relations, the UH System will analyze bills for impact on the UHS
universities and work to promote legislation that serves their interests.
•
Promote Requests for UHS Special Items
The UH System will build on its success in securing funding for special programs that not
only support excellence in the universities but serve the economic and social interests of
Texas. Advocacy on behalf of special items is especially important, since the legislature has
considered eliminating them in the past and funding the projects through the higher education
formula.
•
Pursue Federal Opportunities
During FY05 the UH System will develop and pursue its federal agenda, which includes
federal research funding, financial aid, and other policy issues. In Fall 2004, the UH System
Administration will work with leadership at each of the universities to identify programs that
align with federal priorities and then pursue funding for these programs with members of our
Congressional delegation.
Summary of Initiatives
•
•
•
•
•
Develop a state environment supportive of higher education and the UH System
Restore research excellence funding for the UHS universities
Ensure that legislation benefits the UHS universities
Promote requests for UHS special items
Pursue federal opportunities
Key Performance Indicators
•
•
State appropriations to the UH System universities
Legislation that benefits the UH System universities
Priority 2. Collaborative Academic Initiatives
Context
In the years 1990 to 2000, the population of the Houston metropolitan area grew by almost a
million people, much of which came from the Hispanic population. In fact, by 2015 Hispanics in
the greater Houston area are forecast to be 35 percent of the region’s population. The significant
growth we will see over the next decade (especially among groups heretofore underrepresented in
higher education), coupled with the increasing importance of a college degree to achieve
economic prosperity, place a heavy burden on the University of Houston System to expand access
to our institutions and educate more students – all in the face of limited resources.
To address this issue, the UH System universities have adopted a collaborative method of
delivering educational opportunities beyond their campuses, in the form of the UH System at
Sugar Land and the UH System at Cinco Ranch. Through these programs, our institutions are
able to educate more students (through a combination of face-to-face instruction and electronic
delivery) in high-growth areas of the region. And because responsibility for management and
course delivery of these programs remains primarily at the parent institutions, we are able to
provide these services without the full-time administration and faculty required by a free-standing
university. In other words, we expand access at the same time that we maintain quality and
minimize costs. It is an approach that has served as a model for other universities around the
state and nation.
These programs have also proven successful in terms of generating enrollments. Since 1996, the
number of SCH generated through distance education has more than tripled and now totals more
than 77,000 SCH per academic year. In FY05, the UHS universities will continue to enhance
these collaborative initiatives and pursue the development a new centers in the CypressFairbanks/Highway 290 area, Pearland, and the Texas Medical Center. These centers will allow
our institutions to capture new markets, better serve students in our region, and improve the
quality and availability of educational resources through technology.
FY 2005 Initiatives
•
Plan and Develop a New UH System at Sugar Land Building
In FY03 the UH System at Sugar Land opened its new building on Highway 59, with over 30
classrooms to accommodate the 32 degree programs currently being offered. Enrollment
growth has been tremendous, and UH-Victoria has assigned more than 20 full-time faculty
members permanently to the Sugar Land location. We have, in fact, already outgrown these
facilities. To address this issue a partnership has been formed among Fort Bend County
leadership, the UH System, and Wharton County Junior College to construct a new building
on the Sugar Land campus that would be used by both the UHS institutions and WCJC.
Planning for this new building, under the leadership of UH-Victoria, will continue in FY05.
Upon completion, co-location of UH System and Wharton County Junior College programs
will strengthen the student pipeline among our institutions and increase our enrollment.
•
Plan and Develop a New MITC in the Cypress Fairbanks/Highway 290 Area
Growth in population, jobs, and community college enrollment in the Cypress Fairbanks/
Highway 290 area has been extraordinary and is expected to continue for the next ten years.
For the past few years, talks have been underway among the North Harris/Montgomery
Community College District, the UH System, and Prairie View A&M to offer baccalaureate
and master’s programs in this region. With authorization from the UH System Board of
Regents this summer, UH-Downtown will take the lead in FY05 in developing a new UH
System MITC in Northwest Houston.
•
Plan and Develop a New MITC in the Pearland Area
As is the case for Northwest Houston, growth in population, jobs, and community college
enrollments in the Pearland area has been extraordinary. In addition, area civic leaders have
requested a UH System presence similar to that in Sugar Land. Currently, UH-Clear Lake is
offering courses in partnership with Alvin Community College. In FY05 and beyond, under
the leadership of UH-Clear Lake, the UH System will begin to plan and develop a new MITC
in this region.
•
Plan and Develop a New MITC at the Texas Medical Center
Currently over 60,000 people work in the Texas Medical Center, making it one of the largest
single employers in Houston. Given the size of the workforce and the difficulty of traveling
to and from the TMC, member organizations have approached the UH System about
providing programs on the Medical Center campus. In FY05, under the leadership of the
University of Houston, the UH System will begin planning this initiative. Doing so is
important not only in terms of academic program delivery but for the research partnerships it
will facilitate (especially for the University of Houston) with TMC organizations.
•
Create Opportunities for Collegiality and Shared Governance Among Off-Campus Faculty
Faculty members who teach primarily or exclusively off campus often feel out of the loop
from the administration of their home institution, as well as unable to engage in meaningful
dialogue with their faculty colleagues. As part of the UH System strategic planning process,
a need to create additional opportunities for shared governance and collegiality among offcampus faculty was identified. In FY05, we will begin to create these opportunities through,
for example, social events for off-campus faculty.
•
Create Pathways to Graduate Education Among UH System Undergraduates
The UH System universities have one of the most ethnically diverse undergraduate student
populations in the United States. And yet, nationwide, there is a disproportionately small
number of African-Americans and Hispanics in graduate programs and serving as faculty
members. To benefit our own institutions and others, the UH System universities will create
pathways for talented undergraduate students (especially African-Americans and Hispanics)
to enter graduate programs at our universities. Planning for this initiative will begin in FY05.
•
Develop a UH System Induction Year Program for Public School Teachers
Currently, approximately 50% of new teachers in Texas leave the profession within five
years. To address this problem in the Houston area, the UH System universities are
developing a program to support new teachers in their first year of teaching (their induction
year). The program will include courses for newly certified teachers, conferences and
workshops and an electronic community network. This program is part of the commitment at
the UH System to collaborate with the public schools in our region to better prepare teachers,
increase the number of certified teachers, and initiate research programs investigating major
challenges in public education. Funding for this program will be sought in FY05.
Summary of Initiatives
•
•
•
•
•
•
•
Plan and develop a new UH System at Sugar Land building
Plan and develop a new MITC in the Cypress Fairbanks/Highway 290 area
Plan and develop a new MITC in the Pearland area
Plan and develop a new MITC at the Texas Medical Center
Create opportunities for collegiality and shared governance among off-campus faculty
Create pathways to graduate education among UH System undergraduates
Develop a UH System induction year program for public school teachers
Key Performance Indicators
•
•
•
•
Headcount enrollment
Semester credit hour enrollment
Student diversity
Number of degrees awarded
Priority 3. Administrative Effectiveness
Context
Individually, the UH System universities do not have the resources required to fully serve the
higher education needs of the Gulf Coast region and the state of Texas. Rather, we must work
together in order to achieve this end, centralizing operations when it makes sense to do so and
collaborating when it is in our mutual interests. At the same time, however, we must recognize
that our universities are distinct institutions. They are chartered and funded separately by the
state; they hold separate accreditations; and they have different missions, students, faculties and
staffs – in short, different institutional cultures. As a result, academic and administrative policies,
programs and procedures that work well at one institution may not hold the same benefits for the
other institutions. Therefore, we must acknowledge that in most respects, achievement of a goal
– even a collective one – will require an institutionally based solution.
Nevertheless, as was made clear during the recent strategic planning process, the UH System
universities are committed to working together when it is a “win-win” situation for everyone
involved, whether it be in the development of a new academic program (as we have done with the
multi-institution teaching centers) or in sharing our expertise in order to improve the operational
efficiency of our respective institutions. In FY 2005, the UH System universities will work
together in several endeavors to improve the quality of our services, achieve cost-effective
solutions to challenges we face, and enhance the flow of information among campuses.
FY 2005 Initiatives
•
Continue the PeopleSoft Implementation
In FY04 the UH System upgraded the PeopleSoft financial system to version 8 (the first
completely internet-enabled version). The new version enables persons with security ID's to
access the system from anywhere on the Internet and will makes it simpler to implement
workflow enhancements in FY05 (providing additional functionality and faster throughput
for users). The student system at UH-Clear Lake and the human resources system at all
universities are on track for upgrade to version 8 in FY05. In addition, design of the
academic structure core of the student system at UH and UH-Victoria was completed in July.
As a result, building the student system for both universities can move forward in FY05.
Finally, the UHCL financial aid module for the student system will be implemented in
January 2005.
•
Identify and Implement Operational Efficiencies
In FY05, the UH System universities will work together to identify ways in which we can
improve administrative processes in place on our campuses. Among the efficiencies that will
be pursued are five-day reimbursements for travel expenditures, a streamlined contracting
process, an estimated percent reduction in total operating costs, and a plan for new
operational efficiencies.
•
Increase the Percentage of Contracts Awarded to Historically Underutilized Businesses
The Texas Legislature has established goals for the percent of contracts state agencies award
to historically underutilized businesses (HUBs). Although the UH System universities
perform well relative to other state agencies, we still fall short of the state’s goals. In FY05,
the UHS institutions will examine and (if necessary) reconfigure our contracting procedures
to improve HUB participation.
•
Identify Infrastructure Needs for 2015 System-wide Enrollment of 70,000-75,000 Students
Population growth in the Gulf Coast region over the next ten years will demand that the UH
System enrollment increase to 70,000 to 75,000 students. Accommodating this number of
students will require a significant expansion of institutional infrastructure, including faculty,
staff, facilities, information technology, library resources, support services and campus
housing. In FY05, the UH System universities will develop a plan for accommodating this
level of enrollment growth, including the development of financing models and the
identification of infrastructure needs.
•
Enhance Library Collaborations
UH System library collaborations represent one of the great successes in system-wide
partnerships. Together the libraries have worked to expand the availability of their resources
by sharing them physically as well as electronically. They have also entered into collective
purchasing agreements where they have purchased resources at a greatly reduced price. In
FY05 the UH System libraries will continue to develop their collaborative relationships,
which will be critical as we look to significantly increase UH System enrollment in the
coming years, and as we move to develop new MITCs in Northwest Houston, Pearland and
the Texas Medical Center.
•
Develop a UH System Comprehensive Campaign
Increasing major gifts is imperative to maintaining the fiscal health of the UH System and
achieving our institutional goals. Currently we are evaluating our readiness to undertake a
major fundraising campaign through a feasibility study conducted by Grenzebach Glier &
Associates. An internal assessment report is due in summer 2004 and an external assessment
report is due in fall 2004. Significant work will take place in FY05 related to internal
organization, prospect identification, volunteer development, communications plans, etc.,
with specific efforts made to identify and cultivate a deeper pool of prospects capable of
making six- and seven-figure gifts.
•
Implement the UH System Communications Plan
This year, the UH System identified key constituents from industry, business, government
and the community who are in a position to significantly impact the future of our institutions.
During FY05 we will fully engage in the process of communicating with these leaders
regarding the importance of the UH System to the region and state.
•
Expand Staff in the Offices of General Counsel and Internal Audit
The Offices of General Counsel and Internal Audit serve on behalf of all UH System
institutions. Increased workload necessitates an expansion of the number of FTE in these
offices. In FY05 funds will be invested in the creation of two new positions.
•
Assist in the Development and Implementation of the New State Accountability System
The Texas Higher Education Coordinating Board is currently developing a new
accountability system for the state’s universities, to be completed by December 2004. In
FY05, the UH System will assist in the development of this new system and modify our own
accountability measures as needed to conform with the state system.
Summary of Initiatives
•
•
•
•
•
•
•
•
•
Continue the PeopleSoft implementation
Identify and implement operational efficiencies
Increase the percentage of contracts awarded to historically underutilized businesses
Identify infrastructure needs for 2015 system-wide enrollment of 70,000-75,000 students
Enhance library collaborations
Develop a UH System comprehensive campaign
Implement the UH System Communications Plan
Expand staff in the Offices of General Counsel and Internal Audit
Assist in the development and implementation of the new state accountability system
University of Houston-System Administration
Table 1 - Summary of Sources & Uses of Funds
Operating Budget
FY2004
----------Change----------Dollars
Percent
Budget
FY2005
Budget
Source of Funds
Operations
Restricted
Total
$ 12,364,166
184,547
$ 12,548,713
$
$ 12,364,166
184,547
$ 12,548,713
$
$
522,467
91,095
613,562
4.2%
49.4%
4.9%
$
522,467
91,095
613,562
4.2%
49.4%
4.9%
$
$
12,886,633
275,642
13,162,275
Use of Funds
Operations
Restricted
Total
Capital Budget
$
$
----------Change----------Dollars
Percent
FY2004
Budget
12,886,633
275,642
13,162,275
FY2005
Budget
Source of Funds
$ 14,012,635
$
(7,492,872)
-53.5%
$
6,519,763
Use of Funds
$ 14,012,635
$
(7,492,872)
-53.5%
$
6,519,763
FY2004
Total Operating Budget & Capital Budget
3/29/2005
$
26,561,348
FY2005
----------Change----------Dollars
Percent
Budget
$
(6,879,310)
-25.9%
Budget
$
19,682,038
UHSA FY05 Budget.xls
University of Houston-System Administration
Table 2 - Operations
----------Change----------Dollars
Percent
FY2004
Budget
Source of Funds
General Funds
State General Revenue Appropriations
Formula Funding
State Benefits Appropriation
Subtotal State General Revenue Appropriations
HEAF
Service Charge
Subtotal General Funds
$
Designated
Investment Income on Non-Endowed Funds
Endowment Income
Service Charge
Fund Balance
Subtotal Designated Funds
Total Current Operating Funds
Interfund transfer
Total Sources
Use of Funds by Object
Salaries and Wages
Benefits
M&O
Capital
Debt Service
Transfers
Total Uses
3/29/2005
$
$
$
3,504,669
950,000
4,454,669
3,350,000
2,357,584
10,162,253
3,666
180,000
183,666
27,827
211,493
0.1%
18.9%
4.1%
0.0%
1.2%
2.1%
465,000
1,960,768
2,075,446
700,699
5,201,913
(222,500)
(217,841)
1,238,862
(487,547)
310,974
-47.8%
-11.1%
59.7%
-69.6%
6.0%
15,364,166
(3,000,000)
12,364,166
522,467
3.4%
$
522,467
4.2%
$
$
200,876
193,715
501,828
(10,000)
(363,952)
522,467
3.5%
17.0%
16.5%
-2.6%
0.0%
-37.3%
4.2%
$
5,794,100
1,137,449
3,041,851
384,100
1,031,250
975,416
12,364,166
$
FY2005
Budget
$
$
3,508,335
1,130,000
4,638,335
3,350,000
2,385,411
10,373,746
242,500
1,742,927
3,314,308
213,152
5,512,887
$
15,886,633
(3,000,000)
12,886,633
5,994,976
1,331,164
3,543,679
374,100
1,031,250
611,464
12,886,633
r:bud05\ex summ\UHSA FY05 Budget.xls
University of Houston-System Administration
Table 3 - Restricted
FY2004
Source of Funds
Restricted
Gifts
Endowment Income
Other Restricted(encum, student fees,other E&G)
Total Current Operating Funds
Total Sources
$
$
FY2005
----------Change----------Dollars
Percent
Budget
84,547
100,000
184,547
184,547
$
20,000
2,000
162,547
184,547
$
$
100,000
(8,905)
91,095
91,095
-10.5%
0.0%
49.4%
49.4%
9,088
6,145
75,862
91,095
45.4%
307.3%
46.7%
49.4%
Budget
$
$
100,000
75,642
100,000
275,642
275,642
Use of Funds by Object
Salaries and Wages
Benefits
M&O
Total Uses
3/29/2005
$
$
$
$
$
29,088
8,145
238,409
275,642
r:bud05\ex summ\UHSA FY05 Budget.xls
University of Houston - System Administration
Table 4 - Capital Projects
----------------Project Expenditures----------------Project
FY2005
Future Year
to Date (1)
Budget
Budgets
----------------------------------Funded From----------------------------------Revenue
HEAF
Bonds
Gifts
Other
Total Project
Budget
Information System Projects
PeopleSoft Project
Subtotal Information System Projects
Total
3/29/2005
$
6,519,763
$
6,519,763
$
3,000,000
$
-
$
-
$
3,519,763
$
-
$
6,519,763
$
-
$
6,519,763
$
3,000,000
$
-
$
-
$
3,519,763
$
-
$
6,519,763
$
-
$
6,519,763
$
3,000,000
$
-
$
-
$
3,519,763
UHSA FY05 Budget.xls
University of Houston-System Administration
Table 5 - Number of Full-Time Equivalent Positions
Employee Classification
FY2004
Budget
----------Change----------FTE
Percent
Faculty
-
Part-time Faculty
-
FY2005
Budget
0
Professional Staff
60
3
5.0%
63
Non-Professional Staff
14
-
0.0%
14
4.1%
77
Temporary Staff
Total
-
-
74
3
2.16
3/29/2005
UHSA FY05 Budget.xls
University of Houston-System Administration
Note to Table 2: Operations Expenditures By Organization
NOTE 1
FY2004
Budget
Use of Funds by Organization
Regents
Chancellor
Academic Affairs
Fort Bend
Student Affairs
Research
Information Technology
Administration and Finance
University Advancement
Government Relations
General Counsel
Auditing
Staff Benefits
Subtotal Operations
NASA Programs
Other Uses
Transfer to UH for Charter School
Service charge Transfer to Victoria
Debt Service
Total Uses
3/29/2005
$
$
146,091
1,294,439
1,812,226
597,324
177,617
205,520
186,772
1,930,998
204,113
591,859
898,799
647,782
1,051,460
9,745,000
612,500
106,153
869,263
1,031,250
12,364,166
----------Change----------Dollars
Percent
$
$
6,429
(31,586)
144,503
(52,148)
11,127
13,137
11,901
(76,074)
(2,110)
106,331
84,381
74,946
192,540
483,377
-
4.4%
-2.4%
8.0%
-8.7%
6.3%
6.4%
6.4%
-3.9%
-1.0%
18.0%
9.4%
11.6%
18.3%
5.0%
0.0%
39,090
522,467
0.0%
4.5%
0.0%
4.2%
FY2005
Budget
$
$
152,520
1,262,853
1,956,729
545,176
188,744
218,657
198,673
1,854,924
202,003
698,190
983,180
722,728
1,244,000
10,228,377
612,500
106,153
908,353
1,031,250
12,886,633
UHSA FY05 Budget.xls
University of Houston-System Administration
Note to Table 3: Restricted Expenditures By Organization
NOTE 2
----------Change----------Dollars
Percent
FY2004
Budget
Use of Funds by Organization
Academic Affairs
Administration and Finance
University Advancement
Subtotal Operations
KUHT
Total Uses
3/29/2005
$
64,579
79,968
40,000
184,547
$
$
184,547
$
93,198
(2,103)
91,095
91,095
FY2005
Budget
144.3%
-2.6%
0.0%
49.4%
$
157,777
77,865
40,000
275,642
49.4%
$
275,642
UHSA FY05 Budget.xls
University Mission
Preamble
The University of Houston (UH), located in the nation's fourth largest metropolitan area, is a
public, urban institution of higher education, chartered by the State of Texas. As a major
comprehensive university, UH is committed to four shared values, excellence, integrity,
innovativeness, and responsiveness, in accomplishing the traditional triad of teaching, research,
and service. These together form the higher purpose and underlie our three-fold mission, which
is designed to address the challenges of an environment characterized by increasing complexity,
diversity, and global interdependence.
Mission
The mission of the University of Houston is to:
•
Provide a range of educational programs that foster an intellectually and culturally diverse
environment that enhances individual growth and development. To prepare a broad
community of students (undergraduate, graduate, professional and non-degree seeking) to
make lifelong learning commitments that result in personal, social, economic and community
contributions to an increasingly globally interdependent world.
•
Create, discover, disseminate, and preserve knowledge and understanding by engaging in
basic and applied research, scholarly and artistic activities that benefit students, scholars, and
external constituencies.
•
Serve as a major resource for local, state, national and global communities by applying
scholarly analysis and experience to community problems. Recognize its special
responsibility to the Houston metropolitan area by making the knowledge base and other
resources of the institution readily accessible to its citizens.
Shared Values Within the Mission
As its primary goal, the University of Houston is dedicated to becoming a nationally recognized
institution in the 21st century. The University will anticipate and respond to changing
demographics in an increasingly diverse and globally interdependent world. It will use its
resources to:
•
Meet the challenges of educating a dynamic mix of non-traditional and traditional students.
•
Promote excellence within the context of basic and applied research and scholarship.
•
Identify and respond to the economic, social and cultural challenges affecting the quality of
life in Houston, the State of Texas and the world through its education, research, and service.
University Goals
Undergraduate Education
Through a commitment to excellence in its faculty and in its learning environments, including
classrooms, libraries, and laboratories, the University of Houston will provide its undergraduates
with an outstanding education.
Graduate and Professional Education
The University of Houston will continue to develop its faculty, research facilities, and research
opportunities to attract the finest graduate and professional students, and to earn national
recognition for the quality of its programs.
Research
The University of Houston will pursue a research agenda that capitalizes on its location and on its
unique strengths in both basic and applied research, and that enables it to become one of the
premier urban research universities in the country.
Partnerships and Public Service
The University of Houston will establish and nurture relationships with community organizations,
governmental agencies, and the private sector to enhance the educational, economic, and cultural
vitality of the city of Houston.
Enrollment Management
The University of Houston will identify an optimal institutional enrollment level, determine the
best mix of undergraduate, graduate, and professional students given its mission, and allocate
resources in ways that best serve the broadly understood needs of its students.
Diversity and Opportunity
In the face of changing demographics and rising costs, the University of Houston will work to
ensure that members of the diverse communities it serves have access to the full range of
educational opportunities it provides.
Administrative Efficiency
As a public institution, the University of Houston will hold itself accountable for the dollars it
receives, will demonstrate its responsiveness to the needs of the State, and will not only show that
it is capable of change, but that it is a leader in defining what those changes must be.
University Advancement
The University of Houston will be positioned as a significant contributor to the economic,
cultural, and social well-being of the region, winning the necessary support from the legislature
and securing financial assistance from alumni, individuals, corporations, and foundations to
provide resources for excellence in education, research, and community service.
Information Technology
Technology is revolutionizing the world in which we live, and the University of Houston will
fully explore the ways in which it can use the most advanced information technology to improve
the quality of instruction, research and administration within the institution.
University Community
The University of Houston will be a place where students, faculty, staff, and visitors feel
comfortable, and where their needs are addressed promptly and efficiently.
Globalism
Since Houston is one of the most globally oriented cities in the country, it is both natural and
important that the University of Houston provide international education and research
opportunities to its students and faculty, and that it address the needs of its partners abroad.
University Priorities
Overview
As we look to FY 2005, the University of Houston finds itself in very different circumstances
than it has in the past. For the three previous legislative biennia, a strong economy enabled the
Texas Legislature to provide us with significant new resources, through which we invested
heavily in the academic and research enterprises of the institution, as well as in our students. For
the current biennium, Texas universities, like all other state agencies, were required to share part
of the burden of closing the state’s $9.9 billion revenue deficit. As a result, we sustained
significant funding reductions, which for the University of Houston constituted a 2.3 percent loss
of general revenue. At the same time, however, the legislature deregulated tuition, thereby giving
universities an additional tool through which to pursue their goals of excellence. After reducing
our FY 2004 division budgets by five percent, we increased designated tuition just enough to
recoup our lost resources and fund a small group of initiatives critical to our future.
The deregulation of tuition marks a profound change in the way Texas universities will plan for,
budget, and fund their operations. While the Texas economy is now improving, there is little
indication that significant new funding will be available from the state in future years given the
tremendous demands placed on available resources by public schools, Medicare and other health
related programs. In effect, public universities must become more like private universities, who,
in the absence of government support, rely heavily on tuition and fees, private gifts, endowment
income, and research generated resources (e.g., grants, indirect cost recovery, licensures,
royalties) to fund their operations. In FY 2005, the University of Houston will continue planning
for a comprehensive campaign, which will position us to maximize the resources we receive
through private support in the coming years. Meanwhile, we have increased designated tuition
and fees to enable us to accommodate enrollment growth and continue building upon the
momentum of the past several years in terms of enhancing academic excellence. We have also
increased student scholarships by $2.4 million for FY05 to ensure, to the greatest extent possible,
that cost will not be a barrier to entry at the University of Houston.
In FY05, the University of Houston will have available $30.8 million in new tuition and fees,
$24.7 million in HEAF funds, and $12.9 million in indirect cost recovery to invest in new
initiatives. It is principally through these revenue sources that we move the institution forward on
a year-to-year basis. Recommended tuition and fee increases are reviewed and approved each
year by the UH administration and its academic and administrative fee committees, which include
both faculty and student representatives. Since new tuition and fees were to be the primary
source of funding for new initiatives next year, students were involved in the process as never
before. Among student leadership, there was a consensus that the recommended increases in
tuition and fees were necessary to achieve the university’s educational goals. Planning for FY05
also took place at the same time as the UH System’s strategic planning process, through which
eight strategic principles and 30 related initiatives were established by the board of regents. The
areas in which the University of Houston will invest in FY05, as described in this plan, support
the principles and initiatives identified at the UH System level. Specifically, the university will
invest $68.4 million next year according to the following institutional priorities:
Student Success
Academic Excellence
Research Excellence
Administrative Effectiveness
Total
Tuition & Fees
HEAF
$11,206,340
14,552,572
$1,213,575
4,050,000
4,100,000
15,369,954
$24,733,529
5,051,339
$30,810,251
IDC
Total
$11,781,236
1,120,505
$12,901,741
$12,419,915
18,602,572
15,881,236
21,541,798
$68,445,521
Priority 1. Student Success
Context
In higher education student success is often defined in terms of completion of a degree in a timely
manner. Indeed, it is the six-year graduation rate of college freshmen that serves as the nationally
recognized measure of student success, as well as a major factor in evaluating and ranking
universities (by, for example, U.S. News and World Report). Historically, performance in terms
of the six-year graduation rate has been a challenge for the University of Houston. In part this is
due to the non-traditional nature of our students, many of whom work while attending school, are
the first generation of their families to go to college, and whose education is not being paid for by
their parents.
As a result, the University of Houston must take special care to provide students with the support
they need to stay in school and complete their degrees. This can take many forms, including
financial aid to assist independent students, academic support (e.g., advising and mentoring) to
bridge the gap between K-12 and higher education, sufficient class sections to minimize course
closings and delays in graduation, and an overall campus environment that is conducive to
student life and academic success. Students, for example, should have access to efficient
administrative services (e.g., admissions, registration, financial aid), state-of-the-art classrooms,
and for those who live on campus, excellence in residential life.
Over the past several years the University of Houston has implemented a strategy of investing in
each of these areas, with the result being that our freshman graduation rate is on the rise. Five
years ago, 34.8 percent of UH freshmen graduated within six years. By last year, that number
had risen to 39.9 percent. In FY05, the University of Houston will continue to invest in initiatives
designed to enhance student success.
FY 2005 Initiatives
•
Need-Based Scholarships and Loans
In FY05, the University of Houston will increase student financial assistance by $2,820,238.
This will take the form of need-based scholarships for both undergraduate and graduate
students ($2,413,624) and loans ($406,614) for the Lieutenant Governor’s B-On-Time
program, through which college loans are forgiven if students complete their degrees in a
timely manner with at least a B average.
•
Unmet Demand Course Sections
Less than optimal course availability has the potential to inconvenience students and disrupt
their progress toward a degree. This is especially true in undergraduate core courses where
there is tremendous and often unmet demand. In FY05, the university will commit $500,000
to expanding course sections in high demand areas.
•
UH Writing Center
The ability to write effectively is critical to a student’s ability to succeed in college and in the
workforce. In fact, employers often cite writing ability as a weakness in terms of the skills of
college graduates. To address these issues the University of Houston has established a
university-wide “writing across the curriculum” program and a campus writing center to help
undergraduate students improve their writing skills. Services in the center will be expanded
in FY05 through an investment of $350,017.
•
Student Services Programs
To accommodate enrollment growth and enhance the quality of services available to students,
the University of Houston will invest $2,551,586 in several areas, among them hiring a
customer service representative and financial aid counselor in the Office of Financial Aid,
expanding and enhancing student-related information available online, and establishing a new
visitors center for prospective students and their families. New fee revenues will also allow
improvements in campus residences and meal services, as well as the Campus Recreation and
Wellness Center.
•
Online Course Support
The number of courses and course components delivered online is rapidly increasing at the
University of Houston (last year by 74 percent), thereby expanding access to and enhancing
the quality of our programs. Next year, the University of Houston will invest $464,550 to
increase support for online course delivery.
•
Enhanced College Services
Each year, a combination of enrollment growth, the need to improve services, and inflation
requires additional resources to maintain excellence in educating our students. To address
these needs in FY05, incidental fees and lab fees in the colleges have been increased by
$4,519,949. Of these new resources, approximately 37 percent will be used for instructional
support (e.g., curriculum development, lab support), 45 percent will be used for student
support (e.g., student advising and career services), and 18 percent will be used for
technology support (e.g., equipment upgrades, computer lab support).
•
Classroom and Teaching Lab Renovations
The quality of classrooms and teaching laboratories bears directly on the quality of the
education students receive and their perceptions of the university. In FY05, the University of
Houston will invest $1,213,575 in current HEAF funds to renovate academic facilities on
campus. This investment is a continuation of an ongoing effort by the Divisions of Academic
Affairs and Administration & Finance, through which millions of dollars have been spent
over the past several years to improve the quality of our learning facilities.
•
Enrollment Services and Student Information Systems Project Reorganization
In June of this year, Enrollment Services (including admissions, registration, and financial
aid) was transferred from the Division of Student Affairs to the Division of Academic
Affairs. In addition, implementation of the PeopleSoft student information system project is
now being led by Academic Affairs. Integration of these operations will continue next year
and will allow for greater coordination between the academic and student support
responsibilities of the university (e.g., Scholars’ Community, student advising). This will be
especially important as we seek to enroll more highly qualified undergraduates, as well as
make UH a more “student friendly” institution.
•
Plan for New Residence Halls
An important factor in building a sense of community at the University of Houston is
bringing more people – especially students – to campus. Residential life is an important way
in which universities accomplish this goal. In FY05, we will complete developing and begin
implementing a plan for increasing the number of student housing facilities at UH.
Priority 1. Investment of Resources in FY 2005 Initiatives
Source of Funds
Tuition & Fees
Need-Based Scholarships and Loans
$2,820,238
Unmet Demand Course Sections
500,000
UH Writing Center
350,017
Student Services Programs
Online Course Support
Enhanced College Services
2,551,586
464,550
4,519,949
Classroom and Teaching Lab Renovations
Total
HEAF
1,213,575
$11,206,340
$1,213,575
Key Performance Indicators
•
•
•
•
•
•
•
•
Headcount enrollment
Semester credit hour enrollment
Student diversity
Percent of freshmen retained after one academic year
Percent of undergraduate transfer students retained after one academic year
Percent of freshmen who graduate within six years
Percent of undergraduate transfer students who graduate within four years
Total degrees awarded
Priority 2. Academic Excellence
Context
Higher education is an enterprise where academic excellence is determined, to a large extent, by
the quality of the faculty and students at a university. High quality faculty enhance the level of
research and scholarship, thereby enhancing institutional reputation. They also enrich the
educational experience and expand research opportunities for students, both graduate and
undergraduate. Similarly, students with high levels of academic achievement raise the level of
discourse in the classroom, as well as the level of support faculty receive in their research
endeavors. The end result is excellence in terms of the graduates, research and scholarship the
university produces, as well as an institution that attracts increasing numbers of top faculty and
students.
Achieving academic excellence requires a commitment on the part of the university to attracting
and retaining high quality faculty and students. For faculty this means recruiting scholars of
national reputation (or the potential to achieve it) and rewarding current faculty members of
exceptional merit with appropriate compensation increases and other professional development
opportunities. For students this means communicating the institution’s quality and opportunities
to prospective applicants and providing them with academic and financial incentives comparable
to those offered at other top universities. In addition, excellence in academic facilities (i.e.,
classrooms, labs, libraries) is also critical to attracting and retaining high quality faculty and
students.
For the past several years building upon the exceptional faculty and student body at the
University of Houston has been a top institutional priority. Since 1997, we have created over 70
new faculty positions in areas of academic strength and promise for the university; we have
created the Graduate Tuition Fellowship program, through which we cover the tuition of students
serving as graduate assistants (3,393 students in FY04); and we have created two fellowship
programs (Erhardt, Cullen) for the recruitment of the nation’s finest graduate students. In FY04,
we recruited 85 new students through these fellowships, while continuing to support 76 students
in their second year of graduate or professional school. The University of Houston will continue
to invest in faculty and student excellence in FY05 and beyond.
FY 2005 Initiatives
•
New Faculty and Other Academic Positions
In FY05, the University of Houston will invest $9,235,623 to create 101 new academic FTE.
Of these, 41 will be for tenure-track faculty positions; 42 will be for clinical, visiting and
adjunct faculty positions; 16 will be for graduate assistants (including post-docs); and two
will be for academic support personnel. Included in these investments is $4.3 million to the
Bauer College of Business. Tremendous growth in the college has led to a significant
shortage of faculty, where there are approximately 70 tenured and tenure-track faculty for
over 6,000 students. The college will need to greatly expand this number if it is to fare well
in its accreditation visit with AACSB in fall 2005.
•
Faculty Compensation Increases
While it is imperative that the University of Houston recruit new faculty of exceptional talent,
it is equally important that we retain the exceptional faculty we already have. The support
needed to retain top faculty must come in part in the form of improved financial
compensation. In FY05, the university will invest $2,591,331 to increase faculty salaries by
an average of 2.25 percent (based on merit), pay for associated benefits, and cover the cost of
the FY04 mid-year salary increase for the full 2005 fiscal year.
•
College Professorships
In addition to salary increases, the University of Houston will implement a College
Professorships program next year to reward our finest faculty members. The university will
invest $500,000 in the program, with awards being made for $12,500 each.
•
Graduate Assistant Tuition Fellowships (GATF)
Each year the University of Houston must increase its investment in the Graduate Tuition
Fellowship program in order to cover new qualifying students and increased tuition charges.
For FY05, an additional $765,930 will be needed to fulfill our obligation to graduate students,
primarily as a result of the tuition increases planned for FY05.
•
Recruiting Exceptional Undergraduate Students
For several years there has been a recognized need for the University of Houston to intensify
its recruitment of exceptional undergraduate students. In FY05, $160,000 will be invested in
a new recruitment program that will focus its efforts on reaching top students as early as the
sophomore year in high school.
•
Library Support and Acquisitions
As the number of students and faculty on campus grows, so do the demands placed on the
university’s libraries. In FY05, the University of Houston will use $1,299,688 generated
through an increase in the library fee to satisfy increasing needs for information resources,
technology and staff. In addition, $4,050,000 in HEAF funds will be used to maintain journal
subscriptions and expand collections at both the M.D. Anderson and John O’Quinn Libraries.
•
UH Health Science Center/UH System Center at the Texas Medical Center
As part of its strategic planning process, the UH System Board of Regents has charged us
with developing a new multi-institution teaching center (MITC) at the Texas Medical Center
and a University of Houston Health Science Center. In terms of the new MITC, the
University of Houston will serve as the lead institution. Planning has begun this year and will
continue in FY05. In terms of the health science center, work has begun to identify healthrelated programs (i.e., academic, research, services) that would form the core of this center.
Future endeavors will include determining how these programs will work in relation to one
another; how they will work in partnerships with other health related institutions in the city;
how our facilities both on campus and at the Texas Medical Center will be used; how the
center will be organized administratively; and how we will secure designation from the state
as a health science center.
•
UH Enrollment Management Plan
Key to achieving the University of Houston’s goal of becoming a tier-one university is
assembling a highly qualified undergraduate student body. Over the coming year we will
develop an enrollment management plan that enables UH to increase undergraduate standards
while maintaining our commitment to diversity and ensuring the university’s financial health.
In doing so we will compile a profile of students who are most likely to succeed at UH based
on test scores, GPA and other factors that indicate student preparedness. We will also tie our
recruitment efforts to our student retention/persistence programs. In the long term this will
enable us to assemble an undergraduate student body with the greatest chance of degree
completion, thereby protecting the significant investment both the student and the state make
in a college education.
Priority 2. Investment of Resources in FY 2005 Initiatives
Source of Funds
Tuition & Fees
New Faculty and Other Academic Positions
Faculty Compensation Increases
College Professorships
$9,235,623
2,591,331
500,000
Graduate Assistant Tuition Fellowships (GATF)
765,930
Recruiting Exceptional Undergraduate Students
160,000
Library Support and Acquisitions
Total
HEAF
1,299,688
$4,050,000
$14,552,572
$4,050,000
Key Performance Indicators
•
•
•
•
•
•
•
•
•
Headcount enrollment
Semester credit hour enrollment
Percent of freshmen retained after one academic year
Percent of undergraduate transfer students retained after one academic year
Percent of freshmen who graduate within six years
Percent of undergraduate transfer students who graduate within four years
Percent of lower division courses taught by tenured/tenure-track faculty
Number of degrees awarded
Total research awards
Priority 3. Research Excellence
Context
The University of Houston’s primary research goal is to achieve a level of external funding
commensurate to that of the nation’s leading public research institutions. To accomplish this
objective requires that we recruit and retain outstanding faculty and graduate students, develop
and maintain excellent research facilities, and build research programs that capitalize on both
institutional strengths and external funding opportunities. Research areas in which the University
of Houston has invested over the past several years include the biosciences, the computational
sciences, and materials science/engineering. These investments have met with considerable
success. From FY99 to FY03, total research awards at the University of Houston increased from
$55 million to $89 million, with federal awards (the most sought after nationally) increasing from
$20 million to $46 million.
Prior to FY 2004, the state allowed Texas universities to retain only 50% of their indirect cost
recovery (IDC) from federal grants, with the remainder going into the state’s general revenue
fund. During its 2003 session, the Texas Legislature authorized universities to retain 100% of
IDC, which has greatly improved our ability to invest in the university’s research infrastructure.
In FY05, $11,781,236 in IDC will be available for research priorities.
Annual investments in research programs are made primarily through indirect cost recovery and
HEAF resources. These funds are used for three different purposes: faculty start-up, through
which research facilities are set up for new faculty members; grant matching, through which the
university meets the institutional contribution required by granting agencies; and lab renovations
and equipment purchases, to maintain and enhance existing research infrastructure. In addition,
significant investments must be made for research administration, which includes grant and
contract management, financial reporting, and intellectual property management.
FY 2005 Initiatives
•
IDC Return (66%) to Generating Units
The University of Houston’s indirect cost recovery is split between the units generating this
revenue (66%) and the central administration (34%). In FY05, $7,775,616 will be returned to
the generating units to invest in research programs and cover the costs associated with
administration.
•
Core Research Operations
Of the indirect cost recovery retained by the Division of Research, $1,885,788 will be used to
cover core research services provided on behalf of the colleges. These include management
of grants and contracts, the research information center, animal care, and hazardous waste
among others.
•
Bio-Nanotechnology Development
Bio-nanotechnology development is laying the foundation for a new wave of scientific
discovery and applications in the areas of healthcare, environmental monitoring,
transportation and homeland security. The Science & Engineering Research Building will
serve as the environment needed at UH to support research in these fields. In FY05,
$3,209,974 in IDC and HEAF (plus additional fund balances) will be invested in core
equipment, infrastructure support and laboratories, much of which will support the new
research building. Developing programs in bio-nanotechnology will also allow the
University of Houston to strengthen partnerships with institutions in the Texas Medical
Center.
•
Imaging Center
The University of Houston has a strong core of multidisciplinary faculty involved in scientific
imaging and high-end computing. Current imaging research is limited to after-hours at the
Texas Medical Center or with scanners scattered throughout academic institutions and
medical schools in the area. A research imaging facility at UH is key to assisting scientists in
making significant strides in research. In FY05, $1,200,000 will fund the facilities and
equipment needed to establish a new imaging center. Optical fiber will be provided to the
campus and connected to the TMC and Texas gigapop, which will enable connectivity for all
science disciplines via high bandwidth to various national grid resources. This will facilitate
collaboration through data sharing and high resolution images.
•
Research Opportunities Workshops
Identifying funding opportunities is an important aspect of increasing total research awards.
In FY05, the University of Houston will invest $50,000 to implement workshops that enhance
awareness of research opportunities in the social and behavioral sciences, as well as the
humanities and performing arts.
•
Rodent Facility Upgrades
The University of Houston will invest $300,000 to upgrade rodent facilities for breeding and
housing transgenic mice. Mouse models are critical to biomedical research, and without
improved facilities UH runs the risk of falling behind other institutions in this research field.
•
Internal Grants Program
The University of Houston maintains an internal grant program to support faculty members in
their research and scholarly pursuits so that they may improve their chances to secure
external grants. In FY05 funding for this program will be increased by $100,000.
•
Optometry Research
In FY05, $1,100,000 will be used to expand facilities and upgrade equipment in Optometry,
including the purchase of a new electron microscope for $600,000. These upgrades and
additions will benefit current faculty, postdoctoral fellows and students, as well as serve as an
asset in the recruitment of new faculty in the vision- and neurosciences.
•
Equipment Purchases and Lab Renovations
In FY05, the University of Houston will have available $259,858 to fund needed equipment
purchases and lab renovations that arise over the course of the year.
Priority 3. Investment of Resources in FY 2005 Initiatives
Source of Funds
HEAF
IDC Return (66%) to Generating Units
Core Research Operations
Bio-Nanotechnology Development
Imaging Center
Research Opportunities Workshops
Rodent Facility Upgrades
Internal Grants Program
Optometry Research
Equipment Purchases and Lab Renovations
Total
Key Performance Indicators
•
Total Research Awards
$1,485,000
1,000,000
255,142
IDC
$7,775,616
1,885,788
1,724,974
200,000
50,000
44,858
100,000
1,100,000
259,858
$4,100,000
$11,781,236
Priority 4. Administrative Effectiveness
Context
As fundamental as instruction and research are to the University of Houston, these endeavors
cannot take place without the human and physical infrastructure needed to support them. UH
staff, for example, are the first point of contact with students, guiding them through the processes
of admissions, registration and financial aid before they ever step foot in a classroom. If these
services aren’t performed well and in a timely manner, it reflects poorly on the university as a
whole. Similarly, if our campus environment – our classrooms, laboratories, libraries, residences,
meal services, etc. – don’t reflect excellence, neither will the university. In the competitive
market of higher education, students and faculty can and will choose to go elsewhere. They have
other high-quality options.
Maintaining excellence in the administration of UH requires significant investments each year.
Higher education is primarily a personnel-driven enterprise, with staff salaries and benefits
constituting 24 percent of our annual operating budget. If we are to recruit and retain excellent
staff members we must be prepared to pay them competitive salaries and offer them valuable
professional development opportunities. This is, perhaps, more important for the University of
Houston than it is for other universities, since we must compete with Houston’s large and diverse
business sector for the best employees. In addition, as the number of students and faculty on
campus grows, we must be prepared to increase the number of staff to support them. Operational
efficiency depends upon having a staff workforce large enough to accommodate the number of
customers we serve.
The university’s land, facilities, equipment and information technology constitute a critical part of
our infrastructure, as well. In FY03 the University of Houston’s physical plant was valued at
$789 million. Sustaining this infrastructure year round requires tremendous investments in
utilities, maintenance, repairs, renovations and improvements. Since FY95 facilities repairs and
renovations have taken place primarily through the UH Capital Renewal/Deferred Maintenance
program, a coordinated, annual effort through which projects are prioritized based on
comprehensive condition audits (an approach that has become a Coordinating Board model for
other Texas universities). The University of Houston invests approximately $10 million in HEAF
resources annually to fund the CRDM program. Other capital projects are funded principally
through HEAF, as well.
FY 2005 Initiatives
•
Staff Compensation Increases
Staff represent one of the University of Houston’s most important assets. As such they must
be provided with excellent compensation and other professional opportunities. In FY05, the
University of Houston will allocate $1,996,325 to pay for an across-the-board salary increase
of 2.25 percent, associated benefits, and the cost of covering the FY04 mid-year salary
increase for the full 2005 fiscal year.
•
Staff Scholarships
In FY05 the University of Houston will invest $300,000 to make scholarships available to
staff who want to pursue coursework and degrees that further their professional development.
These scholarships will greatly enhance professional opportunities at the University of
Houston relative to other organizations, while improving the quality of our workforce.
•
Increased Utilities Costs
The University of Houston is once again experiencing significant increases in the cost of
utilities. As a result, $2,520,000 million in new tuition dollars must be set aside to cover
these costs during FY05.
•
Parking Garage and Academic Service Center
Increases in parking fees next year of approximately 4 percent will generate $235,014. These
additional revenues will be used as part of a multi-year effort to fund construction of a new
parking garage and academic service center on campus. The project will include 1,200 to
1,500 new parking spaces, 12,000 square feet of retail space, and 24,000 square feet to house
the academic service center (e.g., admissions, registration, financial aid, advising), including
a new visitors center.
•
Capital Renewal/Deferred Maintenance Program
In FY05, $10,941,406 will be invested in CRDM projects. These include renovation of 20
classrooms, lobbies and other public spaces across campus; renovation of research labs and
classlabs in Science & Research I and II, as well as fire alarm/sprinkler system upgrades;
renovations and deferred maintenance in the Fine Arts Building; and HVAC upgrades in the
Pharmacy building at the Texas Medical Center, E. Cullen and Architecture.
•
Science & Engineering Research Building and Classroom Complex
In FY05 the University of Houston will continue construction of the new Science &
Engineering Research Building/Classroom Complex with completion scheduled for July
2005. This facility will be a critical component in addressing our long-term facilities needs
and achieving our goal of becoming a tier-one research university. The 11 new classrooms
and auditorium, which will include 1,720 new seats, will relieve significant pressures brought
on by increasing enrollments, while the new research building will enable us to recruit and
retain top faculty. Occupancy is scheduled for the fall 2005 semester.
•
Other Major Construction and Renovation Projects
Each year the University of Houston continues many construction and renovation projects
that are carried forward from previous fiscal years. For FY05 these include renovations to
the Wortham Theater, Melcher Hall (Bauer College of Business), and the College of
Optometry’s contact lens service facilities, as well as CRDM projects delayed because of
Tropical Storm Allison.
•
Library Addition Debt Service
In FY05, $1,708,619 will be needed to cover debt service resulting from construction of the
new wing of the M.D. Anderson Library.
•
Campus Network Enhancements
The university’s network is the critical infrastructure that supports instruction, research,
service, and administration. It is the major enabling technology, which must be maintained
and expanded to support growing computing needs on campus. In FY05, $1,100,000 in
HEAF funds will be used for network upgrades on campus, including upgrades to the core
network and expanded wireless networking.
•
Enhanced Computing Resources
To maintain the servers and systems at a level that meets the increasing needs of students,
faculty, and staff, an ongoing upgrade effort is needed. In many cases, the replacement of
older technology not only enhances performance but also requires less space and resources
(people and funds) to operate and maintain. In FY05, the university will invest $1,400,000 to
enhance computing resources. Projects include purchasing software licenses at rates that
leverage economies of scale, as well as activating a secondary data center site at the
University Business Park.
•
Campus Sidewalk Improvements
In FY05, $219,929 will be used to improve the quality of university sidewalks.
•
Research Overhead Expenses
In part, implementing the University of Houston’s research initiatives includes overhead costs
borne by the entire institution and not just by the departments and faculty members directly
involved in research programs. To account for these expenses, $1,120,505 of indirect cost
recovery will remain part of the university’s general funds to cover institutional operations.
•
UH Alumni Giving Plan
For many years alumni giving at the University of Houston has been significantly below the
national average. In FY05 the university will develop a plan to double alumni giving in three
years.
•
Athletics Department Subsidy
For the past several years, UH has been committed to investing in its sports programs so that
they become institutional strengths that generate increasing amounts of revenue, especially in
football and men’s basketball. For FY05 and beyond, the university remains committed to
strengthening these programs in order to reduce the Athletics Department subsidy.
Priority 4. Investment of Resources in FY 2005 Initiatives
Source of Funds
Tuition & Fees
Staff Compensation Increases
Staff Scholarships
Increased Utilities Costs
Parking Garage and Academic Service Center
Capital Renewal/Deferred Maintenance Program
Library Addition Debt Service
Campus Network Enhancements
Enhanced Computing Resources
Campus Sidewalk Improvements
Research Overhead Expenses
$1,996,325
300,000
2,520,000
235,014
Total
$5,051,339
HEAF
IDC
$10,941,406
1,708,619
1,100,000
1,400,000
219,929
$1,120,505
$15,369,954
$1,120,505
University of Houston
Appendix A. Allocation of New FY 2005 Resources
Revenue Changes
Tuition
Statutory & Grad Premium Tuition
General Designated Tuition
Differential Designated Tuition
Subtotal
Student Fees
Library Fee
Academic Fees
Student Service / Recreation Ctr Fees
Housing/Meal Plans
Parking Fee
Subtotal
Priority/Initiative
$
3,850,990
15,904,312
5,666,131
$ 25,421,433
$
$
1,299,688
5,334,516
2,002,239
359,512
235,014
9,230,969
Investment Income, Other Changes $ (3,842,151)
Total New Funds for Allocation
$ 30,810,251
Allocation
Priority 1. Student Success
Need-Based Scholarships and Loans
Unmet Demand Course Sections
UH Writing Center
Student Services Programs
Online Course Support
Enhanced College Services
Subtotal
$
2,820,238
500,000
350,017
2,551,586
464,550
4,519,949
$ 11,206,340
Priority 2. Academic Excellence
New Faculty and Other Academic Positions
Faculty Compensation Increases
College Professorships
Graduate Assistant Tuition Fellowships (GATF)
Recruiting Exceptional Undergraduate Students
Library Support and Acquisitions
Subtotal
9,235,623
2,591,331
500,000
765,930
160,000
1,299,688
$ 14,552,572
Priority 3. Research Excellence
See Appendix B
Priority 4. Administrative Effectiveness
Staff Compensation Increases
Staff Scholarships
Increased Utilities Costs
Parking Garage and Academic Service Center
Subtotal
Total New Investments
3/29/2005
$
$
$
1,996,325
300,000
2,520,000
235,014
5,051,339
$ 30,810,251
r:\bud05\exec sum\uh\UH FY05 Budget.xls
University of Houston
Appendix B. Allocation of FY2005 HEAF and Indirect Cost Recovery
FY05 Allocation
HEAF
Priority/Initiative
$ 24,733,529
Indirect Cost Recovery
12,901,741
Total Available
$ 37,635,270
Indirect Cost
Recovery
Total
Priority 1. Student Success
Classroom and Teaching Lab Renovations
$ 1,213,575
$
1,213,575
Priority 2. Academic Excellence
Library Support and Acquisitions
$ 4,050,000
$
4,050,000
Priority 3. Research Excellence
IDC Return (66%) to Generating Units
Core Research Operations
Bio-Nanotechnology Development
Imaging Center
Research Opportunities Workshops
Rodent Facility Upgrades
Internal Grants Program
Optometry Research
Equipment Purchases and Lab Renovations
Subtotal
3/29/2005
HEAF
$ 11,781,236
7,775,616
1,885,788
3,209,974
1,200,000
50,000
300,000
100,000
1,100,000
259,858
$ 15,881,236
Priority 4. Administrative Effectiveness
Capital Renewal/Deferred Maintenance Program $ 10,941,406
Library Addition Debt Service
1,708,619
Campus Network Enhancements
1,100,000
Enhanced Computing Resources
1,400,000
Campus Sidewalk Improvements
219,929
Research Overhead Expenses
Subtotal
$ 15,369,954
$ 1,120,505
$ 1,120,505
$ 10,941,406
1,708,619
1,100,000
1,400,000
219,929
1,120,505
$ 16,490,459
Total New Investments
$ 12,901,741
$ 37,635,270
$ 1,485,000
1,000,000
255,142
1,100,000
259,858
$ 4,100,000
$ 24,733,529
$ 7,775,616
1,885,788
1,724,974
200,000
50,000
44,858
100,000
$
r:\bud05\exec sum\uh\UH FY05 Budget.xls
University of Houston
Appendix C - Projected Availability of Financial Aid Funds
FY2004
Funds from Endowed Scholarships
4,826,507
$ 4,353,320
795,000
832,725
Texas Grant Program Scholarships
7,862,560
8,102,690
Texas Public Education Grant (TPEG)
5,943,372
6,287,374
125,000
125,000
86,000
91,000
8,000
8,000
87,000
87,000
1,313,267
3,503,915
Graduate Scholarships
179,091
830,363
Be-on-Time Program
328,317
1,168,990
150,000
637,207
2,470,000
3,400,000
678,416
665,115
1,000,000
375,000
Alumni Annual Fund Scholarships
847,000
380,000
Cullen Leaders Scholarships
100,000
42,500
Band Grant-in-Aid Scholarships
170,000
170,000
UH Transfer Scholarships
212,859
212,859
UH Grant-in-Aid Scholarships
583,000
583,000
4,164,000
4,929,930
458,448
458,448
1,211,671
2,300,000
21,380,400
26,000,000
1,159,984
2,228,095
$ 56,139,892
$ 67,772,530
Premium Tuition Scholarships (Law, Pharmacy & Optometry)
Early High School Graduation Program Scholarships
Property Deposit Scholarships
Honors Scholarships
International Education Fee Scholarships
$
FY2005
Designated Tuition Financial Aid Set-Asides
Undergraduate Scholarships
Premedical Scholarships
Academic Excellence Scholarships
National Merit Supplemental Scholarships
Academic Recognition Scholarships
Grad Teaching Asst/Teaching Fellow Tuition Asst Fellowships
Presidential Fellowship Stipend Augmentation
Federal College Work Study
Federal Pell Grants
Federal Supplemental Education Opportunity Grants (SEOG)
Total
3/29/2005
r:\bud05\exec sum\uh\UH FY05 Budget.xls
University of Houston
Table 1 - Summary of Sources & Uses of Funds
Operating Budget
----------Change----------Dollars
Percent
FY2004
Budget
FY2005
Budget
Source of Funds
Operations
Restricted
Total
$ 447,309,265
105,091,469
$ 552,400,734
$
$
40,707,699
21,482,206
62,189,905
9.1%
20.4%
11.3%
$ 488,016,964
126,573,675
$ 614,590,639
40,707,699
21,482,206
62,189,905
9.1%
20.4%
11.3%
$ 488,016,964
126,573,675
$ 614,590,639
Use of Funds
Operations
Restricted
Total
Capital Budget
$ 447,309,265
105,091,469
$ 552,400,734
$
$
----------Change----------Dollars
Percent
FY2004
Budget
FY2005
Budget
Source of Funds
$ 92,733,249
$
9,876,700
10.7%
$ 102,609,949
Use of Funds
$ 92,733,249
$
9,876,700
10.7%
$ 102,609,949
----------Change----------Dollars
Percent
FY2004
Budget
Total Operating Budget & Capital Budget $ 645,133,983
3/29/2005
$
72,066,605
11.2%
FY2005
Budget
$ 717,200,588
r:\bud05\uh\ex summUH FY05 Budget.xls
University of Houston
Table 2 - Operations
FY2004
Budget
Source of Funds
General Funds
State General Revenue Appropriations
Formula Funding
Special Items
Tuition Revenue Bonds
State Benefits Appropriation
Dedicated Appropriations-TX Grant/College Work Study
Subtotal State General Revenue Appropriations
Tuition and Fees
Statutory & Graduate Premium
Premium (Law, Pharmacy, Optometry)
Lab/other Student Fees
Subtotal Tuition and Fees
HEAF
Indirect Cost
Aux Admin Chg/Opt Clinic/Institutes/Cont. Ed/Other
Income on State Treasury Deposits
Fund Balance
Subtotal General Funds
171,797
2,611,595
197,243
2,980,635
0.1%
0.0%
0.0%
11.3%
2.4%
1.9%
53,617,075
8,318,817
353,000
62,288,892
25,519,929
1,120,505
4,240,586
645,000
3,229,000
257,846,687
3,850,990
394,748
1,391
4,247,129
(786,400)
465,278
(279,000)
(81,000)
6,546,642
7.2%
4.7%
0.4%
6.8%
-3.1%
0.0%
11.0%
-43.3%
-2.5%
2.5%
57,468,065
8,713,565
354,391
66,536,021
24,733,529
1,120,505
4,705,864
366,000
3,148,000
264,393,329
Designated
Tuition and Fees
Designated Tuition - General
Designated Tuition - Differential
Library Fee
Technology Fee
Major/Department/Class Fees
Subtotal Tuition and Fees
Indirect Cost
Investment Income on Non-Endowed Funds
Endowment Income
Contracts / Grants / Gifts
Arte Publico Press/Opt Clinic/Other Self Supporting Org
Fund Balance
Subtotal Designated Funds
46,755,208
5,099,000
10,010,559
42,596,162
104,460,929
6,294,193
7,000,000
3,393,904
2,486,558
10,870,825
5,731,597
140,238,006
15,904,312
5,666,131
1,299,688
140,478
5,334,516
28,345,125
5,487,043
(4,000,000)
(388,776)
709,282
437,754
(1,954,374)
28,636,054
34.0%
25.5%
1.4%
12.5%
27.1%
87.2%
-57.1%
-11.5%
28.5%
4.0%
-34.1%
20.4%
62,659,520
5,666,131
6,398,688
10,151,037
47,930,678
132,806,054
11,781,236
3,000,000
3,005,128
3,195,840
11,308,579
3,777,223
168,874,060
Auxiliary Enterprises
Student Fees
Student Service Fee
Recreation and Wellness Center
Other Student Fees
Subtotal Student Fees
Sales & Service - Student Housing/Meal Plan
Sales & Service - Parking
Sales & Service - Athletics/Hotel/UC/Other
Fund Balance
Subtotal Auxiliary Funds
Total Current Operating Funds
Interfund transfer
Total Sources
10,853,286
5,207,800
2,268,671
18,329,757
12,832,291
4,864,986
23,665,928
796,000
60,488,962
458,573,655
(11,264,390)
447,309,265
973,879
967,831
60,529
2,002,239
359,512
235,014
1,682,194
12,000
4,290,959
39,473,655
1,234,044
40,707,699
9.0%
18.6%
2.7%
10.9%
2.8%
4.8%
7.1%
1.5%
7.1%
8.6%
-11.0%
9.1%
11,827,165
6,175,631
2,329,200
20,331,996
13,191,803
5,100,000
25,348,122
808,000
64,779,921
498,047,310
(10,030,346)
488,016,964
6.1%
10.7%
20.2%
-16.2%
13.2%
9.3%
14.8%
7.3%
$
235,778,751
53,161,457
101,738,491
17,622,628
30,447,125
19,085,301
16,215,580
13,967,631
9.1%
$
488,016,964
-
Use of Funds by Object
Salaries and Wages
Benefits
M&O
Capital
Scholarships
Debt Service
Utilities
Transfers
Total Uses
3/29/2005
$
$
115,116,480
11,284,907
3,246,798
23,078,000
8,076,590
160,802,775
FY2005
Budget
----------Change----------Dollars
Percent
$
$
$
222,148,016
48,004,199
84,642,649
21,016,962
26,902,664
17,455,798
14,125,642
13,013,335
$
13,630,735
5,157,258
17,095,842
(3,394,334)
3,544,461
1,629,503
2,089,938
954,296
$
447,309,265
$
40,707,699
$
$
115,288,277
11,284,907
3,246,798
25,689,595
8,273,833
163,783,410
r:bud05\uh\ex summ\UH FY05 Budget.xls
University of Houston
Table 3 - Restricted
FY2004
Budget
Source of Funds
Restricted
Contracts and Grants
Research
Financial Aid
Gifts
Endowment Income
Other Restricted
KUHT/KUHF
Total Current Operating Funds
Interfund Transfer
Total Sources
Use of Funds by Object
Salaries and Wages
Benefits
M&O
Capital
Scholarships
Total Uses
3/29/2005
$
$
$
$
48,696,154
19,968,764
12,327,099
11,720,035
398,478
13,239,072
106,349,602
(1,258,133)
105,091,469
39,187,256
2,691,357
33,982,217
5,129,101
24,101,538
105,091,469
FY2005
Budget
----------Change----------Dollars
Percent
$
$
$
$
11,385,846
9,656,915
1,467,261
(292,444)
88,612
148,872
22,455,062
(972,856)
21,482,206
23.4%
48.4%
11.9%
-2.5%
22.2%
1.1%
21.1%
77.3%
20.4%
2,842,184
232,505
(2,001,620)
12,261,254
8,147,883
21,482,206
7.3%
8.6%
-5.9%
239.1%
33.8%
20.4%
$
60,082,000
29,625,679
13,794,360
11,427,591
487,090
13,387,944
128,804,664
(2,230,989)
$ 126,573,675
$
42,029,440
2,923,862
31,980,597
17,390,355
32,249,421
$ 126,573,675
r:\bud05\uh\ex summ\UH FY05 Budget.xls
University of Houston
Table 4 - Capital Projects
----------------Project Expenditures----------------Project
FY2005
Future Year
to Date (1)
Budget
Budgets
----------------------------------Funded From----------------------------------Revenue
HEAF
Bonds
Gifts
Other
Total Project
Budget
New Construction
Science and Engineering Building
$
Parking Garage
10,633,959
$
21,658,874
123,185
20,418,267
$
18,707,167
$
5,258,548
51,000,000
$
51,000,000
25,800,000
25,800,000
Parking Lot Expansions
Lot 11A Expansion
162,481
837,519
1,000,000
1,000,000
Lot 19B Expansion
425,603
77,738
503,341
503,341
Lot 20C Expansion
158,750
316,402
475,152
475,152
Lot 17D Expansion
9,416
95,584
105,000
36,100,348
10,899,652
Library
Subtotal New Construction
$
47,613,741
$
54,304,037
839,495
$
1,639,184
$
23,965,715
105,000
47,000,000
$
125,883,493
2,000,000
$
2,000,000
25,000,000
$
76,000,000
20,000,000
$
20,000,000
$
27,883,493
$
2,478,679
Major Repair and Rehabilitation
Parking Lot Upgrades
$
Campus Improvements
2,155,366
Wortham Theater Improvements
$
406,979
2,478,679
2,562,345
2,562,345
414,573
3,785,427
4,200,000
2,841,749
2,566,783
5,408,532
150,000
350,000
500,000
300,000
200,000
Provost/Academic Projects
3,959,673
718,711
4,678,384
2,962,842
1,715,542
Minor Capital Projects
1,597,007
764,169
2,361,177
778,267
35,170,202
35,170,202
11,854,340
929,921
929,921
929,921
Research Lab Renovations
1,370,674
1,370,674
1,370,674
Campus Sidewalks/Streets
455,861
455,861
Melcher Renovation
Optometry Contact Lens Area Renov
4,200,000
5,408,532
383,929
1,198,981
Projects Budgeted Annually
Capital Renewal Deferred Maintenance
General Purpose Classroom Renovations
Subtotal Major Repairs & Rehabilitation
$
11,957,863
$
48,157,912
$
-
$
60,115,775
23,315,862
455,861
$
18,651,905
$
25,878,207
$
4,583,929
$
11,001,734
Land Acquisition
Wheeler Street Land Acquisition
Subtotal Land Acquisition
Total
$
113,428
$
148,000
$
-
$
261,428
$
-
$
-
$
-
$
261,428
$
113,428
$
148,000
$
-
$
261,428
$
-
$
-
$
-
$
261,428
$
59,685,032
$
102,609,949
$
23,965,715
$
186,260,696
$
20,651,905
$
101,878,207
$
24,583,929
$
39,146,655
(1) Project expenditures to date, estimated through August 31, 2004
r:\bud05\ex summ\uh\UH FY05 Budget.xls
3/29/2005
University of Houston
Table 5 - Number of Full-Time Equivalent Positions
Employee Classification
----------Change----------FTE
Percent
FY2005
Budget
Faculty
880
105
11.9%
985
Part-time Faculty
774
(20)
-2.6%
754
Professional Staff
1,506
37
2.5%
1,543
Non-Professional Staff
1,174
23
2.0%
1,197
648
12
1.9%
660
4,982
157
3.2%
5,139
Temporary Staff
Total
3/29/2005
FY2004
Budget
3.24
UH FY05 Budget.xls
University of Houston
Table 6 - Annual Semester Credit Hour Trends
FY2001
Actuals
FY2002
Actuals
FY2003
Actuals
FY2004
Budget
FY2005
Budget
FY05 vs FY04
Change
Semester Credit Hours
Lower Division
369,974
387,176
398,514
405,305
409,923
4,618
Upper Division
257,509
264,339
276,498
277,449
284,791
7,342
Masters
79,299
79,179
83,593
84,980
83,961
(1,019)
Doctoral
19,984
19,730
20,434
19,995
20,856
861
Special Professional
48,394
57,951
61,906
61,288
61,456
168
775,160
808,375
840,945
849,017
860,987
11,970
On Campus
752,617
781,291
801,031
810,830
818,086
7,256
Off Campus
22,543
27,084
39,914
38,187
42,901
4,714
775,160
808,375
840,945
849,017
860,987
11,970
Total
Semester Credit Hours-On/Off Campus
Total
3/29/2005
UH FY05 Budget.xls
University of Houston
Table 7 - Allocation of Student Service Fees
FY2004
Budget
Sources
Current Year Revenue
Budgeted Fund Balance
Total Sources
Allocations
Activities Funding Board (AFB)
Band Program
Blaffer Art Gallery
Campus Activities
Center for Students w/Disabilities
Child Care Center
Counseling and Psychological Services
Council of Ethnic Organizations (CEO)
Dean of Students (DOS) Handbook
DOS Success Programs
DOS SIAC/Ombudservice
Forensics Society
Frontier Fiesta Association
Intercollegiate Athletics
Intramurals
Recreation
Learning Support Services
Metropolitan Volunteer Program
On-Campus Parking Security
Student Government Association
Student Legal Services
Student Needs Assessment
Student Program Board
Student Publications
University Career Services
University Center
University Health Center
Urban Experience Program - VPSA
Urban Exp. Prog. - Ctr. Mexican-Am. Studies
Veterans' Services
VPSA Business Office
VPSA Web Development
Wellness Center
SFAC Operating
Budgeted Reserve
Total Allocations
3/29/2005
----------Change----------Dollars
Percent
$ 10,853,286
1,005,888
$ 11,859,174
$
$
$
91,052
150,400
10,000
484,689
315,174
101,417
941,641
105,431
40,376
89,423
149,408
74,160
72,062
3,186,807
447,691
380,817
41,840
20,800
119,004
83,350
4,000
195,387
166,208
697,927
1,165,720
1,567,705
52,675
32,374
69,390
57,555
22,483
129,286
3,500
789,422
$ 11,859,174
$
$
FY2005
Budget
973,879
(973,022)
857
9.0%
-96.7%
0.0%
$ 11,827,165
32,866
$ 11,860,031
450
21,000
34,776
31,523
50,941
5,128
13,199
(23,440)
323,673
25,875
8,621
(20,800)
452
(4,000)
10,550
(454)
72,736
46,797
1,676
1,200
(22,483)
2,858
(579,421)
857
0.5%
14.0%
0.0%
7.2%
10.0%
0.0%
5.4%
0.0%
0.0%
5.7%
8.8%
-31.6%
0.0%
10.2%
$
5.8%
2.3%
0.0%
-100.0%
0.4%
0.0%
-100.0%
0.0%
6.3%
-0.1%
6.2%
3.0%
3.2%
0.0%
0.0%
2.1%
-100.0%
2.2%
0.0%
-73.4%
0.0%
91,502
171,400
10,000
519,465
346,697
101,417
992,582
105,431
40,376
94,551
162,607
50,720
72,062
3,510,480
473,566
389,438
41,840
119,456
83,350
195,387
176,758
697,473
1,238,456
1,614,502
54,351
32,374
69,390
58,755
132,144
3,500
210,001
$ 11,860,031
r:\bud04\exeutive summary\uh\UH FY05 Budget.xls
University of Houston
Note to Table 2: Operations Expenditures By Organization
NOTE 1
----------Change----------Dollars
Percent
FY2004
Budget
Use of Funds by Organization
President
University Advancement
Student Affairs
Research Division
Information Technology
$
Academic Affairs
Office of the Provost
Library
Architecture
Business Administration
Education
Engineering
Hotel & Restaurant Management
Law
Liberal Arts and Social Sciences
Natural Sciences & Mathematics
Optometry
Pharmacy
Social Work
Technology
Honors
Subtotal Academic Affairs
Administration and Finance
Utilities
Staff Benefits
Athletics
Institutional Reserves
Legislative Mandates
Debt Service
System Service Charge
Information System Project to UHSA
Total Uses
3/29/2005
$
1,809,081
7,242,569
58,310,441
17,036,503
21,617,692
$
Budget
17,260,156
14,069,734
2,879,809
25,758,914
12,358,894
16,951,896
7,781,226
17,021,450
39,342,990
27,876,815
10,185,254
6,625,662
2,740,403
7,222,435
1,253,049
209,328,687
89,009
54,947
(24,158,566)
3,087,202
(1,137,410)
32,473,119
1,254,850
911,389
3,679,136
889,829
2,663,180
742,395
1,819,869
3,265,075
3,433,794
1,459,135
1,096,471
243,124
491,966
127,342
54,550,674
188.1%
8.9%
31.6%
14.3%
7.2%
15.7%
9.5%
10.7%
8.3%
12.3%
14.3%
16.5%
8.9%
6.8%
10.2%
26.1%
49,733,275
15,324,584
3,791,198
29,438,050
13,248,723
19,615,076
8,523,621
18,841,319
42,608,065
31,310,609
11,644,389
7,722,133
2,983,527
7,714,401
1,380,391
263,879,361
34,776,375
13,536,689
37,927,161
18,473,568
4,777,172
1,012,408
17,455,798
1,063,454
2,941,667
447,309,265
1,255,199
2,678,891
3,017,595
2,734,683
(4,063,597)
406,614
1,629,503
567,209
(4,254)
40,707,699
3.6%
19.8%
8.0%
14.8%
-85.1%
40.2%
9.3%
53.3%
-0.1%
9.1%
36,031,574
16,215,580
40,944,756
21,208,251
713,575
1,419,022
19,085,301
1,630,663
2,937,413
488,016,964
$
4.9%
0.8%
-41.4%
18.1%
-5.3%
FY2005
$
$
1,898,090
7,297,516
34,151,875
20,123,705
20,480,282
r:bud05\uh\UH FY05 Budget.xls
University of Houston
Note to Table 3: Restricted Expenditures By Organization
NOTE 2
----------Change----------Dollars
Percent
FY2004
Budget
FY2005
Budget
Use of Funds by Organization
President
University Advancement
Student Affairs
Research Division
Information Technology
Academic Affairs
Office of the Provost
Library
Architecture
Business Administration
Education
Engineering
Hotel & Restaurant Management
Law
Liberal Arts and Social Sciences
Natural Sciences & Mathematics
Optometry
Pharmacy
Social Work
Technology
Honors
Subtotal Academic Affairs
$
3/29/2005
$
36,748,468
2,301,173
668,913
5,795,081
5,385,404
9,864,278
2,107,775
576,294
11,315,225
14,967,553
2,811,805
1,539,414
2,010,591
452,359
836,546
97,380,879
Administration and Finance
Total Uses
116,483
350,000
558,674
6,261,113
353,290
71,030
$
105,091,469
$
2,113
117,354
2,861,849
604,000
9,434,413
(10,962)
33,697
(862,052)
1,301,429
2,977,183
187,089
(27,064)
(104,410)
2,803,905
919,366
(315,972)
1,006,249
636,599
(85,646)
17,893,824
1.8%
0.0%
21.0%
45.7%
171.0%
$
25.7%
-0.5%
5.0%
-14.9%
24.2%
30.2%
8.9%
-4.7%
-0.9%
18.7%
32.7%
-20.5%
50.0%
140.7%
-10.2%
18.4%
3,066
4.3%
21,482,206
20.4%
118,596
350,000
676,028
9,122,962
957,290
46,182,881
2,290,211
702,610
4,933,029
6,686,833
12,841,461
2,294,864
549,230
11,210,815
17,771,458
3,731,171
1,223,442
3,016,840
1,088,958
750,900
115,274,703
74,096
$
126,573,675
UH FY05 Budget.xls
Faculty Academic Instructional Workload
[Revised as of February 9, 1999. To view changes from last policy please click here.]
In accordance with UHS Board of Regents; policy 21.05, the University of Houston has developed
the following faculty academic workload rules and regulations.
The general workload responsibilities of a faculty member at a complex institution such as the
University of Houston can neither be defined simply nor summarized easily. Faculty members
have fundamental obligations above and beyond organized teaching and research. They perform
their normal classroom duties and carry out a multitude of essential functions including, but not
limited to, academic advising and counseling, the supervision of undergraduate and graduate
students, direction of individual study, special projects, theses and dissertations, and curriculum
development. In addition, they accept many institutional and public service obligations.
The variety of faculty responsibilities that must be undertaken for the university to function in
an effective and efficient manner makes it impossible to equate faculty workload with the sum
total of semester credit hours taught, or with any other single criterion. Indeed, it is inappropriate
to adopt any measure of faculty workload that is fundamentally numerical in nature without
consideration of qualitative issues. While recognizing these facts, however, the university must
develop a minimum teaching load requirement and report its fulfillment to the state. This is
necessary to comply with the Texas Education Code, to meet the expectations of the Legislature
for direct instructional activities tied to compensation from the faculty salary appropriation line
item, and to quantify for all university constituencies the basic commitment the faculty have to the
students at the University of Houston.
These institutional rules and regulations distinguish between minimum teaching load
requirements and general workload requirements. While the university requires that every faculty
member fulfill a certain minimum teaching load and assume a comparably high level of general
workload, it does not insist that each one have the same teaching load. The university
administration will provide chairs of individual academic units the flexibility to achieve maximum
effectiveness in teaching effort as related to student enrollment and to adjust each individual's
instructional assignment within the regulations and standards stated below. Each department chair
and college dean must certify that the duties of each faculty member actually constitute an
appropriate workload responsibility in accordance with the following rules and regulations, which
have been approved by the University of Houston Board of Regents.
The minimum faculty teaching load requirement described in this policy does not apply to
graduate teaching assistants. The Provost, as the chief academic officer of the university, is
responsible for assuring that all teaching assistants are carefully supervised.
General Workload Expectations
Given the quality and variety of work necessary to support this university's fundamental obligation
to the discovery, transmission, and application of knowledge, the administration understands there
always will be a significant differential between a faculty member's minimal requirements and
his/her total actual commitment of time and energy. General workload expectations vary greatly
by academic department, discipline, and college. Therefore, specific common workload
expectation criteria are not delineated for the university. The regulation of general workload
requirements is the responsibility of the appropriate department chair and college dean. New
faculty should be informed at the time of hire of the discipline specific general workload
requirements associated with the department or college. An individual's fulfillment of these
requirements should be used when evaluating merit, in promotion and tenure decisions, as well as
in the post-tenure review process.
Faculty Workload Assignments and Professional Activities
Only participation in the specific professional activities listed below, which are defined in state
regulations as "faculty salary elements of cost," qualifies a faculty member for compensation
from the faculty salary appropriation line. In defining those general workload activities that can be
supported from the faculty salary appropriation line, each college must adhere to the following
categories:
A.
Direct instructional activities, which include interaction with students related
to instruction, preparation for such instruction, and evaluation of student performance.
The various types of instruction include: lecture, laboratory, practicum, seminar,
independent study, private lessons, alternative learning activities, and supervision of
theses and dissertations.
B.
Administrative assignments that directly support the institution's teaching
function, e.g., department chairs, graduate directors, undergraduate directors, and
coordinators of special programs or multisection courses.
C.
Basic and applied research, professional development and service activities
that directly support the institution's teaching and research function. Professional
development activities are those activities which enable faculty members to enhance their
teaching and research knowledge and/or capabilities and thus improve significantly the
university's capabilities.
Minimum Teaching Load Requirements
The University of Houston must comply with two different teaching load requirements. The first
concerns an average of organized classes within the university. The second concerns an average of
instructional hours per faculty member within a department.
Each department shall be required to produce eighteen teaching load equivalency hours per
faculty FTE Minimum paid from the appropriation item "faculty salaries" during each academic
year (fall and spring semesters). For example, a department with 12.3 state instructional FTE
faculty must produce at least 221.4 equivalency hours (12.3 * 18 = 221.4) during the fall and
spring semesters of each academic year from courses or appropriate activities by the individuals
holding these appointments.
To comply with Texas Higher Education Coordinating Board policies, each year the university
must account for a minimum of two organized courses per semester per faculty member averaged
across the campus and averaged also across the fall/spring semesters. Each academic unit should
reach that average internally. If the unit finds it necessary to go below that average, permission
must be given at the next higher administrative level. Each semester a report must be filed by each
unit with the next higher administrative level.
Faculty paid, in full or in part, from a source of funds other than the faculty salary element of
cost will have no minimum teaching load requirement associated with these appointments or
portion of appointments. When more than one faculty member participates in the instruction of a
single course section, the teaching hours are proportioned according to the effort expended per
faculty member. Load adjustments are permitted for the teaching load equivalencies listed below,
but such adjustments must have the appropriate approvals at the college and university levels
when specified.
Teaching loads will, of course, fluctuate because of illness, sudden emergencies, and
unforeseeable needs, which may force a faculty member to accept a higher load temporarily or to
request a lighter load during a stated period. All temporary exceptions to the basic teaching load
policy should be in writing and should carry the approval of the dean of the appropriate college.
Chairs and deans are encouraged to ask outstanding faculty to offer courses central to the unit's
teaching mission, if appropriate.
No two colleges at the University of Houston are identical in the mixture and nature of
teaching responsibilities expected of individual faculty in order to meet student needs. Each dean
should require direct instructional activities in excess of the university minimum teaching load
whenever such duties are necessary to meet the college's obligations to students. Each college or
disciplinary area must establish a minimum greater than the university minimum if required to
meet the instructional obligations of the college to students and to operate effectively within the
available level of faculty salary resources. No college may adopt a minimum teaching load
requirement below the university's minimum stipulated in this policy. Colleges may, however,
have additional stipulations so long as they do not conflict with the general policy. Workload
policies for colleges that have included additional requirements must be available in the office of
the dean of the college or in the Office of the Provost.
Teaching Load Equivalencies
Instruction of regularly scheduled organized undergraduate courses, except as specified in adjustments B
and G below, shall provide teaching load hours at the rate of one hour per each contact hour of instruction
per week per long semester. Teaching load equivalencies for other types of instruction and instructional
administration are defined in the following adjustments.
A.
One contact hour of organized graduate instruction is equivalent to
one and one-half contact hours of organized undergraduate instruction.
B.
Instruction of regularly scheduled laboratory courses, physical-activity courses,
and studio art and studio music instruction shall provide teaching load units at the rate of
two units of teaching load for each three contact hours of instruction per week per long
semester.
C.
Supervision of practice student teachers and clinical and intern supervision shall be
credited such that 24 contact hours per week is equivalent to nine units of teaching load.
This adjustment must be reported by the department, approved by the college dean, and
reported to the administration on the 'Additional Duties' form.
D.
Supervision of student practicum courses and teaching credit for individual
instruction courses shall be credited on the basis of one-third unit for each semester credit
unit of individual doctoral instruction, one-fifth unit for each semester credit unit of
individual master's instruction, and one-tenth unit for each semester credit unit of
individual undergraduate instruction.
E.
Supervision of graduate theses and dissertations provides teaching units and
shall be credited on the basis of one-third of the dissertation research semester credit
hours and one-sixth of the thesis research semester credit hours. Thesis and dissertation
teaching hours may be divided among the dissertation supervisor and other committee
members who contribute to the supervision of the dissertation.
F.
Supervision of tutorial sessions in the pharmaceutical sciences connected to
organized classes but not reflected in specifically identified sections shall be credited
such that 30 contact hours per semester are equal to three units of teaching load credit in
addition to teaching load credit generated by the organized classes. This adjustment must
be reported by the department, approved by the college dean, and reported to the
administration on the 'Additional Duties' form.
G.
Teaching credit for large and small organized classes will be awarded in the
following fashion.
Class size
Inflater
59 or fewer
*1.0
60 - 69
1.1
70 - 79
1.2
80 - 89
1.3
90 - 99
1.4
100 - 124
1.5
125 - 149
1.6
150 - 174
1.7
175 - 199
1.8
200 - 249
1.9
250 - 299
2.0
300 - 349
2.1
350 - 399
2.2
400 - 449
2.3
450 - 499
2.4
500 - larger
2.5
When undergraduate classes have fewer than ten students and graduate classes have fewer than five
students, credit for small classes will be deflated in the following fashion.
Small Class Deflater
Undergraduate
Graduate
Class size
10
9
8
7
6
5
Deflater
1.0
0.9
0.8
0.7
0.6
0.5
Class size
5
4
Deflater
1.0
0.8
When a department does not meet its instructional hour requirements under the provisions above,
the following teaching load equivalencies for other professional activities allowable under state
law may be used to comply.
A.
Equivalency credit may be granted for other professional assignments that the
college documents as related directly to the teaching function. The sum of such
equivalencies shall not exceed one one-thousandth (0.001) of the total semester credit
hours generated by the college in the corresponding semester of the previous year.
Example: Assume that a college taught a total of 11,935 semester credit hours in the
corresponding semester of the previous year. Using the factor of 0.001 the college would
have a credit of 11.93 units that could be assigned to individuals for other activities which
are related directly to the college's teaching responsibilities (such as major course
revision). This equivalency will be calculated at the college level, and its distribution is
the responsibility of the dean. This adjustment must be reported by the department,
approved by the college dean, and reported to the administration on the 'Additional
Duties' form.
B.
Coordination of several sections of a single course may provide teaching load
credit up to a maximum of three units where one hour is awarded for each six sections so
coordinated. This adjustment must be reported by the department, approved by the
college dean, and reported to the administration on the 'Additional Duties' form.
C.
When the budget allows, the department chair and the dean of the college may
request that the provost approve, by individual faculty member, up to twelve work load
units per faculty member per semester for basic and applied research or professional
development activities which directly support the institution's teaching and research
function. This adjustment must be reported by the department, approved by the college
dean, and reported to the administration on the 'Additional Duties' form.
D.
Departmental administrative assignments will receive equivalent teaching
units per semester based on the size of the department:
< 15 FTE
9 units
12 - 24 FTE
12 units
25 - 39 FTE
15 units
40 FTE>
18 units
No more than six units may be awarded to any one faculty member during a semester.
This adjustment must be reported by the department, approved by the college dean, and
reported to the administration on the 'Additional Duties' form.
E.
If a class is canceled due to low enrollments, substitute teaching loads should be
assigned to the faculty member by the department chair. However, for extenuating
circumstances, the department chair can petition the dean for a waiver of the forfeited
teaching load for one semester. This adjustment must be reported by the department,
approved by the college dean, and reported to the administration on the 'Additional
Duties' form.
Teaching Load Compliance
The chief academic officer shall designate the officer of the institution who will monitor faculty
teaching load and submit the reports to the chief academic officer for approval and comment, as
appropriate, prior to submitting the reports to the University of Houston Board of Regents
following the standard reporting format and deadlines as provided by the Texas Higher Education
Coordinating Board in accordance with Section 51.402 of the Texas Education Code and any
applicable riders in the current General Appropriations Act.
Every department's compliance with these minimum teaching load requirements shall be
assessed each academic year. If a department is found to be out of compliance, the institution shall
take appropriate steps to address the noncompliance and to prevent such noncompliance in the
future.
See University of Houston Faculty Academic Instructional Workload Additional Duties
Form.
UH-Clear Lake Mission Statement
The University of Houston-Clear Lake is an upper-level educational institution
with a distinct identity, whose primary role is to provide fair and equitable
learning opportunities to graduate and undergraduate students. The University
services a diverse student population from the state, the nation, and abroad,
particularly from the Houston-Galveston metropolitan area by offering programs
on and off campus. Reflective of the University’s upper-level program
orientation, a statutorily created council, composed of the presidents of the area’s
nine community colleges, advises the University’s president.
The University offers a variety of programs in liberal arts and human sciences,
education, business and public administration, and the natural and applied
sciences, (including computer engineering and science). The University
emphasizes high standards for teaching and learning in undergraduate, graduate,
and professional programs, as well as in its collaboration in any doctoral
programs. Each program develops the critical, creative, quantitative, and
communication skills of students.
The University enhances the educational, economic, cultural, scientific, business,
and professional environment of the area. The University is committed to
supporting research and scholarship. The University develops and strengthens
programs which support the region’s various commercial, engineering, human
services and trade sectors, especially in the computing, medical, petrochemical,
and space industries. The University pursues global outreach consistent with the
community’s international perspective.
The University’s faculty, staff, and administrators are committed to providing a
humane, responsive, and intellectually stimulating environment for productive
learning and working. The University of Houston-Clear Lake emphasizes (a)
learning through teaching, research, scholarship, and professional and community
service; (b) the advancement of knowledge; (c) delivery of educational
opportunities through new instructional technologies and through distance
learning; (d) a commitment to high academic standards; (e) sensitivity to the
needs of the students and communities served by the institution; and (f) above all,
integrity in all institutional functions.
2.1
UH-Clear Lake Goals
The University of Houston-Clear Lake will:
ƒ
Prepare well-educated students satisfied with their UHCL experience.
ƒ
Create and maintain an array of excellent educational programs.
ƒ
Strengthen the professional effectiveness of faculty and staff through
collaborative working relationships.
ƒ
Promote research and creative activities of both faculty and students.
ƒ
Develop a diverse university community with a global perspective.
ƒ
Establish UHCL as a leading institution, particularly in the Upper Gulf Coast
region.
ƒ
Manage enrollment to attract and retain well-qualified students and optimize
financial resources.
ƒ
Provide a physical and operationally efficient environment to adequately
support the successful achievement of the university’s programs.
2.2
UH-Clear Lake Planning Process
The planning process at UH-Clear Lake not only includes planning, but
budgeting, implementation, and assessment as well. The "bottom-up" process
starts at the unit or departmental level and proceeds upward to the division and
then component levels. At UH-Clear Lake there are three major components
including Academic Affairs, Administration and Finance, and the Office of the
President.
In addition to the various university administrators engaged in the planning
process, faculty, staff, students, and administrators are also involved in the
planning and budgeting process via two major university shared governance
committees, the University Planning Committee and the Facilities and Resources
Committee. Each of these two committees provides recommendations to UHCL's
president. UHCL's president, senior vice president for academic affairs and
provost, and the vice president for administration and finance present the
university's priorities for funding in a meeting open to faculty, staff, and students.
Overall, for fiscal year 2005, UH-Clear Lake will continue to address the
challenges of both quantity and quality. The quantity dimension centers on
providing access to higher education for an increasing number of students to
enhance the college participation and graduation rate in the greater Houston
metropolitan region.
The quality dimension has been and will continue to be to offer high quality
academic programs that meet state, regional, and national accreditation standards
while serving the educational needs of our students, employers, and the
community.
2.3
UH-Clear Lake: Impact of State Funding Reduction in FY 2005
The University of Houston-Clear Lake’s general revenue reduction for FY04 was
$3,682,475 or 12.3%. The impact of this reduction continues to be felt in FY05.
Decisions made in FY04 to reduce all non-instructional funds by 4% and shift
debt payments on bonds to student paid designated tuition will continue in FY05.
New state revenue for FY05 is limited to a modest 2% increase in revenue
generated from tuition and fees. Appropriated funds provide only $53,114 in new
revenue.
While there is no reduction of FY05 revenue at this time, the continuing impact of
FY03 and FY04 reductions is substantial. The percentage of state appropriated
funds available to support the University’s operating budget continues to decline.
In the last three years (2002 to 2005), the percentage of support from state funds
for operations has dropped by 6.7%. To hold steady at the 50.1% level we
received in 2002 would require an additional allocation from the state for FY05 of
$4,700,000. This would more than double the funding that we had available for
new initiatives in FY05. While we do not expect to restore these funds in the next
Legislative session, the realization that students will continue to pay an increasing
percentage of the cost of education is a concern for all. In this cycle of level or
declining resources, we expect to have challenges balancing quality and quantity
along with the students’ expectation of additional services.
2.4
UH-Clear Lake Priorities for FY 2005
Overview
The University of Houston-Clear Lake served a student body of 7,776 students in
fall 2003 which was the highest enrollment level in UHCL’s 30-year history. The
majority of UHCL students are working either full or part-time and thus a
majority of the classes offered are in the evening. At the present time, UHCL
offers over 30 undergraduate majors and over 40 graduate majors to a student
body that is almost evenly split between undergraduate (juniors and seniors) and
graduate students. In order to be even more responsive to our current and
prospective students, UHCL will need to increase the number of academic
programs offered; provide additional alternatives in course delivery including
online, weekend, and off-campus programs; form additional partnerships with
area school districts, community colleges, and universities; increase the amount of
funding available for student scholarships and loans; and plan for the expansion
and renovation of campus facilities to add space for student services, classroom
instruction, and laboratories.
The following section will provide an overview of UH-Clear Lake’s priorities and
initiatives for FY2005. The major priorities include:
1. Instruction and Instructional Support
• Academic Programs
• Off-Campus and Online Programs
• Instructional Support
• Accredited Programs
2. Faculty and Staff Recruitment and Retention
• Faculty and Staff Compensation
3. Academic, Student, and Administrative Support
• Student Services and Classroom Building
• Information Technology, Library, and Computing Resources
4. Student Financial Aid
• Financial Assistance
2.5
Priority 1. Instruction and Instructional Support
Context
As an upper-level and graduate institution, UHCL serves two very different
student groups. The undergraduate student body consists primarily of community
college transfer students. About 80% of UHCL undergraduates have attended one
or more community colleges prior to enrollment at UHCL. The graduate student
body is represented primarily by individuals who are working full-time and
pursuing graduate study on a part-time basis in the evening or on the weekend.
In addition to our undergraduate and graduate student markets, UH-Clear Lake
must be increasingly responsive to the employers in our community. The Clear
Lake area is marked by a heavy concentration of aerospace firms due to the
location of NASA’s Johnson Space Center. In addition, the Bayport Industrial
Complex includes a large number of companies in the petrochemical business.
Other major employers of UHCL graduates include public school districts,
healthcare institutions, and a variety of business and professional service firms
(e.g., public accounting, banking, psychological counseling, environmental
services, and communications.)
FY 2005 Initiatives
Academic Programs
One of the major strengths of UH-Clear Lake is the ability to adapt existing
curricula or develop new curricula to meet changing regional needs. During the
past few years, UH-Clear Lake has received approvals to offer the bachelor’s and
master’s degree in Management Information Systems, the master’s degree in
Systems Engineering, the bachelor’s degree in Social Work, and the bachelor’s
degree in Geography. In order to encourage new academic program development
to respond to the needs of our employers and community, UHCL has established
and base-funded a new initiatives account to provide seed money for two years of
start-up funding for these programs. The expectation is that by the third year of
operation of an academic program that formula funding will be available to
support the program. At that time, the seed money will be devoted to other new
program initiatives. In fiscal year 2004, UHCL received approval to offer a
bachelor’s and master’s degree in Criminology and a master’s degree in Physics.
Other degree proposals in development include a bachelor’s degree in Women’s
Studies, a master’s degree in Biotechnology, and a doctoral degree in Educational
Leadership.
$65,000
$65,000
New funding for Criminology degree program.
New funding for Biotechnology degree program.
2.6
$70,000
$112,000
New funding for development of doctoral program in Educational
Leadership.
Reallocated funding for development of doctoral program in
Educational Leadership.
Off-Campus and Online Programs
A major opportunity for UH-Clear Lake is the continued expansion of successful
distance education programs to off-campus locations. During the past few years,
UH-Clear Lake has offered courses and degree programs not only on campus, but
also in other locations in order to attract more students and to better serve
employers in our community. To date, major outreach efforts have occurred in a
number of locations including the UH System at Sugar Land, downtown Houston,
Texas Department of Criminal Justice, San Jacinto College and area school
districts. During the next year, a major planning effort will be directed at the
potential of offering undergraduate and graduate programs in healthcare
administration in the Texas Medical Center. New off-campus initiatives for fiscal
year 2005 will include programs in partnership with Alvin Community College in
Pearland.
At UH-Clear Lake, additional online course and program development is
currently underway. Two master’s level programs in Instructional Technology
and Software Engineering are offered online. For Fall 2004, UHCL is planning to
offer a total of 43 online courses and 19 additional courses which will be partly
face-to-face and partly online.
$76,000
$110,000
Reallocated funding for course delivery at Alvin Community
College’s Pearland Center.
New funding from Fund Balance for course delivery, equipment,
and infrastructure enhancements at Alvin Community College’s
Pearland Center.
Instructional Support
In the new Student Services and Classroom Building, UHCL’s School of Business
and Public Administration will have new equipment and staff support for three
new computer labs.
$216,500
$75,000
$300,000
New funding for computer labs for School of Business and Public
Administration.
HEAF funding for Classroom and Instructional Technology
HEAF funding for Student Lab Upgrades
Accredited Programs
In 2003-2004, UHCL was notified of the reaffirmation of accreditation of the
undergraduate and graduate programs in accounting and business administration
2.7
by AACSB International – The Association to Advance Collegiate Schools of
Business. In addition, UHCL had a site visit by the Council on Social Work
Education’s Commission on Accreditation for the bachelor’s degree in social
work program.
The above activities are a continuation of UHCL’s commitment to achieving and
maintaining state, regional, and national accreditation of its academic programs.
UHCL currently is accredited by the Southern Association of Colleges and
Schools’ Commission on Colleges, AACSB International – The Association to
Advance Collegiate Schools of Business, the Accrediting Commission on
Education for Health Services Administration, Accreditation Board for
Engineering and Technology, American Chemical Society, the National Council
for Accreditation of Teacher Education, the State Board for Educator
Certification, the Commission on Accreditation for Marriage and Family Therapy
Education, and the National Association of School Psychologists.
$50,000
Continued base funding for ongoing accreditation-related activities
with special emphasis on the undergraduate social work program.
Priority 1. Investment of Resources in FY 2005 Initiatives
Source of Funds
Tuition & Fees HEAF/Capital Funds
Instructional Initiative: Criminology
Instructional Initiative: Biotechnology
Instructional Initiative: Educ.
Leadership
Instructional Support
Classroom & Instructional Technology
Student Lab Upgrades
Total
$65,000
65,000
70,000
216,500
$416,500
2.8
$75,000
300,000
$375,000
Key Performance Indicators
Enrollment
Undergraduate
Graduate
Total
Fall 2003
3,926
3,850_
7,776
Student Completion
Percent of Course Completers
Full-time Undergraduate Retention
Part-time Undergraduate Retention
Four-Year Graduation Rate
2002-2003
93.2%
84.1%
72%
81%
Degrees Awarded
Undergraduate
Graduate
Total
2002-2003
1,129
880_
2,009
2.9
Priority 2. Faculty and Staff Recruitment and Retention
Context
The success of UHCL can be directly traced to the faculty, staff, and
administration that make up the university’s workforce. The long-term success of
UHCL requires that individuals not only be recruited and retained, but also
receive professional development opportunities, which will make them even more
valuable employees for the university.
UHCL is working to attain the position in which 65% of all semester credit hours
are taught by full-time faculty in all four schools of the university. In addition,
whether a school currently meets or does not meet the 65%/35% ratio of full-time
and part-time faculty, additional funding for high growth academic programs will
be allocated. UHCL’s objective is to achieve an effective mix of full-time
tenured/tenure track faculty, full-time non-tenure track faculty or lecturers, and
part-time faculty in order to meet accreditation standards, accommodate
enrollment growth, provide student advising by faculty, and maintain budget
flexibility to respond to the need for new programs.
UHCL has implemented an employee tuition and fee reimbursement program for
job-related coursework. UHCL will also continue the implementation of its
Employee Assistance Program. During 2001, UHCL implemented Leaders in
Action which is a ten-month professional development program for supervisors to
enhance their leadership and management skills. In 2003, the Stepping-Up-toSupervisor Program was initiated to enhance the skills of emerging or newly
appointed supervisors. UHCL also established a chapter of the Texas Educational
Support Staff Association which offers training and certification courses for
support staff. All of these activities are directly related to UHCL’s goal to
strengthen the professional effectiveness of our faculty and staff, which will lead
to a more productive and student-friendly environment.
FY 2005 Initiatives
Faculty and Staff Compensation
For fiscal year 2005, UHCL will have a 3% pool for compensation increases, part
of which will be awarded on the basis of merit and part of which will be an
across-the-board pay increase. Normally, unless mandated by the state,
compensation increases are based on merit alone. The primary reason for partmerit and part-across-the-board increases for fiscal year 2005 is that during fiscal
year 2004, UHCL did not award faculty and staff salary and wage increases due
to the 12.3% reduction in state funding.
2.10
$884,901
$426,634
$24,000
New funding for faculty and staff compensation.
New funding for staff benefits.
New funding for faculty promotions.
Faculty and Staff Support
$330,000
HEAF funding for Faculty and Staff Computing Upgrades
Priority 2. Investment of Resources in FY 2005 Initiatives
Source of Funds
Tuition & Fees HEAF/Capital Funds
Faculty and Staff Compensation
Staff Benefits
Faculty Promotions
Faculty and Staff Computing Upgrades
Total
$884,901
426,634
24,000
$1,335,535
330,000
$330,000
Key Performance Indicators
ƒ
ƒ
ƒ
ƒ
ƒ
ƒ
ƒ
External research proposals submitted/funded
Percent of undergraduate courses taught by tenured/tenure-track faculty
Faculty and staff turnover rates
Faculty promoted and tenured
Number of faculty participating in faculty development initiatives
Number of staff participating in staff development initiatives
Number of faculty and staff awarded merit raises
2.11
Priority 3. Academic, Student, and Administrative Support
Context
One of UHCL’s goals is to provide a physical and operationally efficient
environment to adequately support the successful achievement of the university’s
programs. A major component of this goal is the construction of additional
facilities to serve our students while providing appropriate workspace for our
faculty and staff. In accordance with UHCL’s master plan, the next building to be
constructed was a student services and classroom building, which will be
completed in the summer of 2004.
At the same time, UHCL’s academic programs, research initiatives, and
administrative processes require up-to-date information technology, library, and
computing resources. Because of the academic programs UHCL offers, major
commitments must be made to serve the large number of students who major in
computer-intensive programs such as computer science, instructional technology,
management information systems, and software engineering. Also, UHCL is
committed to the successful implementation of the PeopleSoft project to enhance
our financial, human resource, and student information systems for the benefit of
our students and employees.
FY 2005 Initiatives
Student Services and Classroom Building
The completion of the new Student Services and Classroom Building is targeted
for Summer 2004 with occupancy in Fall 2004. The new facility, which will be
approximately 160,000 square feet, will be a three-story building immediately
adjacent to the Bayou Building. Major occupants of the new building will include
a one-stop student services center including admissions, registration, and financial
aid among other services. An increase in student service fees, which was
approved by UHCL’s Student Government Association, will fund these student
services in the new building. The new facility will also enable the university to
add a significant number of new faculty offices, classrooms, and computer
laboratories among other items. A major activity for fiscal year 2005 will be the
renovation of the Bayou Building once various offices have moved to the new
building.
$396,120
New funding for operation of the new Student Services and
Classroom Building.
Information Technology, Library and Computing Resources
UHCL will continue major commitments to not only maintain, but enhance its
information technology, library, and university computing resources. In addition,
2.12
UHCL will continue to address its needs related to deferred maintenance and
utilities.
$200,000
$482,930
$164,991
$400,000
$352,471
$76,000
$1,070,000
$940,000
New funding for capital support for information technology
($90,000), library acquisitions ($70,000), and deferred
maintenance ($40,000).
New funding for university computing, including the creation of
the Information Technology Service Center.
New funding for the library, including online databases.
New funding from fund balance for increased utility costs.
HEAF funding for Network/Server Projects
HEAF funding for University Computing/Instructional Technology
Upgrades
HEAF funding for Library
HEAF funding for Deferred Maintenance
Equipment Replacement
$45,000
$25,000
HEAF funding for Furniture and Equipment Replacement
HEAF funding for Vehicle Replacement
Priority 3. Investment of Resources in FY 2005 Initiatives
Source of Funds
Tuition & Fees
Student Services Classroom Building
HEAF/Capital Funds
$396,120
Capital Support
200,000
University Computing
482,930
Library
164,991
Utilities
400,000
Network/Server Projects
$1,070,000
$352,471
Univ. Comp./Inst. Technology Upgrades
76,000
Deferred Maintenance
940,000
Furniture & Equipment Replacement
45,000
Vehicle Replacement
25,000
Total
$1,644,041
2.13
$2,508,471
Key Performance Indicators
ƒ
ƒ
ƒ
ƒ
ƒ
Space utilization rate of classrooms
Space utilization rate of labs
Space deficit/surplus (as defined by the Texas Higher Education Coordinating
Board)
Headcount enrollment
Semester credit hour enrollment
2.14
Priority 4. Student Financial Aid
Context
During fiscal year 2004, UHCL successfully completed the $1.5 million
endowment matching grant from Houston Endowment. During the period of the
endowment challenge, the number of endowments at UHCL increased from 76 in
2000 to 128 by the close of calendar year 2003. The majority of the new
endowments were for student scholarships.
At UHCL, financial aid for students has increased markedly over the past five
years. In fiscal year 2003, financial aid for UHCL students included
approximately $3.6 million in grants and scholarships and $20.8 million in loans
as compared to $2.4 million in grants and scholarships and $9.7 million in loans
in fiscal year 1999. For the same time period, students receiving various types of
financial aid increased from 2,147 to 3,257.
A major challenge and need for UHCL is to increase the number and dollar
amount of scholarships for new and continuing students, especially at the
undergraduate level. For students transferring to UHCL from area community
colleges, there is still a major tuition and fee increase, especially for those
community college students who have been paying in-district tuition to a
community college.
UHCL has placed a heavy emphasis on recruiting efforts to attract students from
the community colleges in the area. In particular, efforts to attract the students
attending the Gulf Coast Community College Consortium have been very
successful. Approximately 80% of the undergraduates attending UHCL have
previously attended a community college. Major community college feeders to
UHCL include San Jacinto College, Alvin Community College, College of the
Mainland, Houston Community College, and Lee College. Over the past five
years, enrollment of Hispanic students has increased 30.6% while enrollment of
African-American students has increased 13.6%. Enrollment of international
students has increased 22%.
Fall Student Headcount by Ethnic Group
1999-00
n
%
2000-01
n
%
2001-02
n
%
2002-03
n
%
2003-04
n
%
African-American
Asian-American
Hispanic
International
Native American
White
594
488
800
504
26
4,702
8.3
6.9
11.2
7.1
0.4
66.1
630
526
894
611
26
4,893
8.3
6.9
11.8
8.1
0.3
64.6
657
568
958
616
26
4,913
8.5
7.3
12.4
8.0
0.3
63.5
653
552
970
670
29
4,879
8.4
7.1
12.5
8.6
0.4
62.9
675
507
1,045
615
29
4,905
8.7
6.5
13.4
7.9
0.4
63.1
Total
7,114
100
7,580
100
7,738
100
7,753
100
7,776
100
2.15
FY 2005 Initiatives
Financial Assistance
With respect to increases in designated tuition for fiscal year 2005, UHCL has
initiated with University of Houston System Board of Regents’ approval
differentiated designated tuition rates with $63 per semester credit hour for
undergraduate students and $66 per semester credit hour for graduate students.
The stipulation that 20% of the increase in designated tuition be set aside for
financial aid will result in an additional $273,636 for student financial aid. Texas
Public Education Grant funds will increase by $60,915.
$334,551
New funding for student financial aid.
Priority 4. Investment of Resources in FY 2005 Initiatives
Source of Funds
Tuition & Fees
Student Financial Assistance
$334,551
Total
$334,551
Key Performance Indicators
ƒ
ƒ
ƒ
ƒ
ƒ
ƒ
Total private support
Percentage of alumni who are donors
Number and dollar amount of scholarships awarded
Number of scholarship endowments
Number of students receiving financial aid
Dollar amount of financial aid awarded
2.16
HEAF/Capital Funds
UH - Clear Lake
Appendix A - Allocation of FY2005 Resources
Priority
Description
Total
Revenue/Expense Change
State Funds
Revenue
General Rev Approp
State Benefits
HEAF
Tuition and Fees
Other Revenue
Reserves
Transfers
Net Revenue
1
$
$
53,114
410,030
200,000
565,226
(146,000)
(531,870)
(493,519)
56,981
Local Funds
Revenue
Desig-Tuit/Fees
Desig-Other
Aux-SSF
Aux-Other
Reserves
Transfers
Net Revenue
$
2,887,973
250,763
192,180
(234,026)
(119,991)
60,641
3,037,540
Expenditure Adjustments
$
636,086
$
3,730,607
$
Instruction and
Instructional Support
Instructional Support
Instruction Initiatives
Educational Leadership
Biotechnology
Criminology
3/29/2005
216,500
70,000
65,000
65,000
2
Faculty and Staff
Recruitment & Retention
Faculty Promotions
Faculty and Staff Compensation
Staff Benefits
24,000
884,901
426,634
3
Academic, Student and
Administrative Support
Capital Support
Information Technology
Library Acquisitions
Deferred Maintenance
Student Services/Classroom Bldg
University Computing
Library
Utilities
90,000
70,000
40,000
396,120
482,930
164,971
400,000
Student Financial Aid
Financial Assistance
334,551
4
Grand Total
Available for Allocation
$
$
3,730,607
UHCL FY05 Budget.xls
UH - Clear Lake
Appendix B - Application of HEAF Funds
HOW HEAF WILL BE APPLIED
Priority
1
NEW REVENUE
HEAF Allocation
$
3,213,471
Total HEAF
$
3,213,471
Instruction and
Instructional Support
Description
Classroom and Instructional
Technology
Student Lab Upgrades
$
75,000
300,000
2
Faculty and Staff
Recruitment & Retention
Faculty and Staff Computing
Upgrades
330,000
3
Academic, Student and
Administrative Support
Network/Server Projects
Univ Computing/Instructional
Technology Upgrades
Library
Deferred Maintenance
Furniture & Equip Replacement
Vehicle Replacement
352,471
76,000
Grand Total
3/29/2005
Amount
1,070,000
940,000
45,000
25,000
$ 3,213,471
r:bud05\uhcl\UHCL FY05 Budget.xls
UH - Clear Lake
Table 1 - Summary of Sources & Uses of Funds
Operating Budget
----------Change----------Dollars
Percent
FY2004
Budget
FY2005
Budget
Source of Funds
Operations
Restricted
Total
$
$
67,329,496
5,582,088
72,911,584
$
3,094,521
74,726
$
3,169,247
$
3,094,521
74,726
$
3,169,247
4.6%
1.3%
4.3%
$
4.6%
1.3%
4.3%
$
$
70,424,017
5,656,814
76,080,831
Use of Funds
Operations
Restricted
Total
$
$
67,329,496
5,582,088
72,911,584
FY2004
Budget
Capital Budget
$
----------Change----------Dollars
Percent
70,424,017
5,656,814
76,080,831
FY2005
Budget
Source of Funds
$
18,680,000
(14,504,406)
-77.6%
$
4,175,594
Use of Funds
$
18,680,000
(14,504,406)
-77.6%
$
4,175,594
FY2004
Budget
Total Operating Budget & Capital Budget
3/29/2005
$
91,591,584
----------Change----------Dollars
Percent
$ (11,335,159)
-12.4%
FY2005
Budget
$
80,256,425
r:\bud05\UHC\UHCL FY05 Budget.xls
UH - Clear Lake
Table 2 - Operations
FY2004
Budget
Source of Funds
General Funds
State General Revenue Appropriations
Formula Funding
Special Items
Tuition Revenue Bonds
State Benefits Appropriation
Dedicated Appropriations-TX Grant/College Work Study
Subtotal State General Revenue Appropriations
Tuition and Fees
Statutory & Graduate Premium
Lab/other Student Fees
Subtotal Tuition and Fees
HEAF
Indirect Cost
Aux Admin Chg/Opt Clinic/Institutes/Cont. Ed/Other
Income on State Treasury Deposits
Fund Balance
Subtotal General Funds
$
Designated
Tuition and Fees
Designated Tuition - General
Designated Tuition - Differential
Library Fee
Technology Fee
Major/Department/Class Fees
Subtotal Tuition and Fees
Indirect Cost
Investment Income on Non-Endowed Funds
Endowment Income
Contracts / Grants / Gifts
Self Supporting Organizations/Others
Fund Balance
Subtotal Designated Funds
Auxiliary Enterprises
Student Fees
Student Service Fee
Recreation and Wellness Center
Other Student Fees
Subtotal Student Fees
Sales & Service - Parking
Sales & Service - Athletics/Hotel/UC/Other
Fund Balance
Subtotal Auxiliary Funds
Total Current Operating Funds
Interfund transfer
Total Sources
24,621,835
498,076
1,105,757
5,079,234
31,304,902
53,114
410,030
463,144
12,635,252
98,502
12,733,754
3,013,471
85,000
18,500
295,000
1,750,000
49,200,627
7,759,077
510,884
1,536,990
2,232,560
12,039,511
85,000
205,000
207,239
70,700
1,013,425
927,637
14,548,512
2,420,812
$
----------Change----------Dollars
Percent
596,979
3,017,791
607,100
960,550
270,000
4,855,441
68,604,580
(1,275,084)
67,329,496
$
0.2%
0.0%
0.0%
8.1%
FY2005
Budget
$
24,674,949
498,076
1,105,757
5,489,264
1.5%
31,768,046
565,726
(500)
565,226
200,000
(85,000)
(61,000)
(531,870)
550,500
4.5%
-0.5%
4.4%
6.6%
-100.0%
0.0%
-20.7%
-30.4%
1.1%
13,200,978
98,002
13,298,980
3,213,471
1,848,423
180,558
162,471
482,930
213,591
2,887,973
95,410
(69,000)
(17,177)
87,030
154,500
(99,991)
3,038,745
23.8%
192,180
192,180
12,000
(246,026)
(20,000)
(61,846)
3,527,399
(432,878)
$ 3,094,521
18,500
234,000
1,218,130
49,751,127
31.8%
31.4%
9.6%
24.0%
112.2%
-33.7%
-8.3%
123.1%
15.2%
-10.8%
20.9%
9,607,500
180,558
673,355
2,019,920
2,446,151
14,927,484
180,410
136,000
190,062
157,730
1,167,925
827,646
17,587,257
7.9%
2,612,992
0.0%
6.4%
2.0%
-25.6%
-7.4%
-1.3%
5.1%
33.9%
4.6%
$
596,979
3,209,971
619,100
714,524
250,000
4,793,595
72,131,979
(1,707,962)
70,424,017
Use of Funds by Object
Salaries and Wages
Benefits
M&O
Capital
Scholarships
Debt Service
Utilities
Transfers
Total Uses
3/29/2005
$
35,225,206
8,932,463
14,928,213
2,725,075
1,356,360
2,694,278
1,361,720
106,181
$
67,329,496
2,018,832
604,834
(14,656)
(286,004)
320,203
(21,920)
466,463
6,769
$ 3,094,521
5.7%
6.8%
-0.1%
-10.5%
23.6%
-0.8%
34.3%
6.4%
$
37,244,038
9,537,297
14,913,557
2,439,071
1,676,563
2,672,358
1,828,183
112,950
4.6%
$
70,424,017
UHCL FY05 Budget.xls
UH - Clear Lake
Table 3 - Restricted
----------Change----------Dollars
Percent
FY2004
Budget
FY2005
Budget
Source of Funds
Restricted
Contracts and Grants
Research
Financial Aid
Gifts
Endowment Income
Other Restricted(encum, student fees,other E&G)
Total Current Operating Funds
Interfund Transfer
Total Sources
$
2,122,498
2,500,000
131,450
173,218
635,000
5,562,166
$
19,922
5,582,088
$ (260,174)
369,953
1,375
(727)
(33,300)
77,127
(2,401)
$
74,726
$
(50,654)
(50,317)
(257,183)
77,000
355,880
$
74,726
-12.3%
14.8%
1.0%
-0.4%
-5.2%
1.4%
-12.1%
1.3%
$
-8.5%
-32.4%
-17.3%
$
1,862,324
2,869,953
132,825
172,491
601,700
5,639,293
$
17,521
5,656,814
Use of Funds by Object
Salaries and Wages
Benefits
M&O
Capital
Scholarships
Total Uses
3/29/2005
$
$
597,234
155,384
1,490,783
3,338,687
5,582,088
10.7%
1.3%
$
546,580
105,067
1,233,600
77,000
3,694,567
5,656,814
r:\bud05\UHC\UHCL FY05 Budget.xls
UH - Clear Lake
Table 4 - Capital Projects
Project
to Date (1)
FY2005
Budget
Future Year
Budgets
Total Project
Budget
------------------------------------------Funded From-------------------------Revenue
HEAF
Bonds
Gifts
Other
New Construction
Student Services/Classroom Bldg
Subtotal New Construction
$
34,118,750
$
2,935,000
$
-
$
37,053,750
$
1,035,000
$
35,918,750
$
100,000
$
-
$
34,118,750
$
2,935,000
$
-
$
37,053,750
$
1,035,000
$
35,918,750
$
100,000
$
-
Major Repair and Rehabilitation
Projects Budgeted Annually
Capital Renewal Deferred Maintenance
980,000
980,000
980,000
-
-
Parking Lot/Roadway Maintenance
260,594
260,594
-
-
-
Subtotal Major Repairs & Rehabilitation
Total
260,594
$
-
$
1,240,594
$
-
$
1,240,594
$
980,000
$
-
$
-
$
260,594
$
34,118,750
$
4,175,594
$
-
$
38,294,344
$
2,015,000
$
35,918,750
$
100,000
$
260,594
(1) Project expenditures to date, estimated through August 31, 2004
3/29/2005
UHCL FY05 Budget.xls
UH - Clear Lake
Table 5 - Number of Full-Time Equivalent Positions
Employee Classification
3/29/2005
FY2004
Budget
---------Change---------FTE
Percent
FY2005
Budget
Faculty
175
0
0.1%
175
Part-time Faculty
87
(0)
-0.2%
87
Professional Staff
216
9
4.2%
225
Non-Professional Staff
260
12
4.6%
272
Temporary Staff
80
3
3.8%
83
Total
818
24
2.9%
842
4.23
UHCL FY05 Budget.xls
UH - Clear Lake
Table 6 - Annual Semester Credit Hour Trends
FY2001
Actuals
Semester Credit Hours
Upper Division
Masters
Total
FY2002
Actuals
FY2003
Actuals
FY2004
Budget
FY2005
Budget*
FY05 vs FY04
Change
92,275
57,149
149,424
93,707
56,988
150,695
88,539
58,001
146,540
90,682
59,001
149,683
92,316
60,187
152,503
1,634
1,186
2,820
Semester Credit Hours-On/Off Campus
On Campus
139,902
Off Campus
9,522
Total
149,424
141,980
8,715
150,695
137,528
9,012
146,540
140,926
8,757
149,683
143,124
9,379
152,503
2,198
622
2,820
* FY2005 Budget reflects a 2% increase in resident SCH and a (6%) decrease in non-resident SCH
as compared to the FY2004 Budget.
3/29/2005
UHCL FY05 Budget.xls
UH - Clear Lake
Table 7 - Allocation of Student Service Fees
FY2004
Sources
Current Year Revenue
Budgeted Fund Balance
Total Sources
Allocations
AVP, Student Affairs
Career and Counseling
Financial Aid
Health Service
Multicultural Services
Student Life
Orientation and Welcome Week
Annual Leadership Conference
Information and Assistance
Student Cultural Arts
Student Government Association
Intramurals
Student Life Programs
Student Publications
Women's Resources
Utilities
Custodial
Administrative Charge
System Service Charge
SGA Executive Council
Student Service Fee Waivers
SSF Unallocated
Total Allocations
3/29/2005
----------Change----------Dollars
Percent
$ 192,180
7.9%
$ 192,180
7.9%
$
2,612,992
1.8%
2.1%
1.6%
1.8%
1.5%
-4.1%
0.0%
0.0%
113.0%
0.0%
0.0%
0.0%
0.0%
0.7%
0.0%
0.0%
1.5%
0.0%
0.0%
0.0%
0.0%
-100.0%
$
94,613
642,884
405,194
262,896
185,402
233,813
10,000
12,500
368,212
20,000
22,500
10,661
14,120
66,599
11,277
90,000
25,661
104,160
23,000
2,500
7,000
7.9%
$
2,612,992
$
Budget
2,420,812
$
2,420,812
$
92,965
629,419
398,807
258,159
182,740
243,713
10,000
12,500
172,876
20,000
22,500
10,661
14,120
66,139
11,277
90,000
25,275
104,160
23,000
2,500
7,000
23,001
$
1,648
13,465
6,387
4,737
2,662
(9,900)
195,336
460
386
(23,001)
$
2,420,812
$
192,180
FY2005
Budget
$ 2,612,992
UHCL FY05 Budget.xls
UH - Clear Lake
Note 1 to Table 2: Operations Expenditures By Organization
NOTE 1
FY2004
Budget
Use of Funds by Organization
President
University Advancement
Academic Affairs
Academic Administration
Univ Computing and Telecom
Research
Business and Public Administration
Education
Human Sciences and Humanities
Science and Computer Engineering
Library
Subtotal Academic Affairs
3/29/2005
$
832,020
927,266
9,953,078
4,428,738
573,589
6,948,626
5,036,088
5,864,859
5,046,415
2,497,255
40,348,648
----------Change----------Dollars
Percent
$
11,885
47,048
935,758
587,878
(218,500)
498,847
159,432
97,229
75,333
261,240
2,397,217
Administration and Finance
VP Administration & Finance
Facilities Management & Construction
Utilities
Subtotal Administration & Finance
5,432,572
3,246,135
1,361,720
10,040,427
(470,499)
(40,002)
466,463
Staff Benefits
Contingency
Debt Service
System Service Charge
Information System Project to UHSA
Remissions and Exemptions
Insurance Premiums
Other Uses
Fund Balance Contingency
Total Uses
7,472,256
356,099
2,694,278
1,083,050
403,022
1,347,107
369,142
106,181
1,350,000
67,329,496
323,981
(139,609)
(21,920)
106,993
105,001
83,064
6,769
218,130
$
(44,038)
$ 3,094,521
1.4%
5.1%
FY2005
Budget
$
843,905
974,314
9.4%
13.3%
-38.1%
7.2%
3.2%
1.7%
1.5%
10.5%
5.9%
10,888,836
5,016,616
355,089
7,447,473
5,195,520
5,962,088
5,121,748
2,758,495
42,745,865
-8.7%
-1.2%
34.3%
-0.4%
4,962,073
3,206,133
1,828,183
9,996,389
4.3%
-39.2%
-0.8%
9.9%
0.0%
7.8%
22.5%
6.4%
16.2%
4.6%
7,796,237
216,490
2,672,358
1,190,043
403,022
1,452,108
452,206
112,950
1,568,130
70,424,017
$
UHCL FY05 Budget.xls
UH - Clear Lake
Note 2 to Table 3: Restricted Expenditures By Organization
NOTE 2
----------Change----------Dollars
Percent
FY2004
Budget
Use of Funds by Organization
President
University Advancement
Academic Affairs
Academic Administration
Univ Computing & Telecom
Research
Business and Public Administration
Education
Human Sciences & Humanities
Science and Computer Engineering
Library
Subtotal Academic Affairs
$
3/29/2005
$
2,680,328
26,847
168,866
1,083,998
197,988
402,659
383,139
4,943,825
Administration and Finance
Fund Balance Contingency
Total Uses
3,263
108,026
(33,300)
-
35,000
600,000
$
5,582,088
3,573
369,441
5,554
66,521
(450,631)
(67,396)
323,335
(142,371)
$
74,726
FY2005
Budget
109.5%
$
6,836
13.8%
3,049,769
20.7%
39.4%
-41.6%
-34.0%
80.3%
-37.2%
2.2%
32,401
235,387
633,367
130,592
725,994
240,768
5,048,278
-95.1%
1,700
600,000
1.3%
$
5,656,814
UHCL FY05 Budget.xls
Workload Policy for Faculty
Page 1 of 3
FSEC.1997.001
6.1 WORKLOAD POLICY FOR FACULTY
Approved by University Council May 8, 1997
1. PURPOSE AND SCOPE
The purpose of this policy is to provide guidelines for the assignment of workload for full time nontenure and tenure track faculty. A separate policy applies to part time faculty and is given in the
faculty handbook.
2. POLICY STATEMENT
The faculty and administration of the University of Houston-Clear Lake adhere to the following
guidelines to ensure the delivery of the highest quality instructional program possible to students and
to promote scholarship and professional service.
3. RESPONSIBILITY FOR ADMINISTRATION OF POLICY
The deans of the schools, in collaboration with their respective associate deans, are responsible for
implementing procedures to ensure adherence to the university workload policy for faculty. The deans
are responsible to the senior vice president and provost who has overall responsibility for UHCL's
workload policy, including academic assignments. The office of the Senior Vice President and
Provost is responsible for preparing the faculty workload reports, based on the information provided
by the schools.
Within their areas of responsibility, the deans certify that faculty have been assigned professional
duties that are appropriate to the individual faculty member and which ensure effective management
of the academic component.
3.1 Faculty: Non-Tenure Track
Normal Workload. The normal teaching load for a full-time, non-tenure track faculty member is
twelve (12) semester credit hours, but deans may make exceptions for good and sufficient
reasons. Visiting faculty members should have the same classroom teaching load as tenure track
faculty. Other responsibilities for non-tenure track faculty will be assigned by the dean as
appropriate.
3.2 Faculty: Tenure Track
Normal Workload. The normal teaching load for a full-time tenure-track faculty member is nine (9)
semester credit hours per long semester. In addition to carrying the normal teaching load, faculty
members are responsible for student advising and mentoring; school, university and system
curriculum development; and maintaining an active involvement in research, scholarship, or
creative activity. Faculty members are also responsible for service activities, such as academic
program reviews; accreditation studies; shared governance; and faculty service to their profession
and to the local community. Those activities beyond the normal nine hour teaching load shall be
counted as the equivalent of three (3) semester credit hours.
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Workload Policy for Faculty
Page 2 of 3
4. COURSE-LOAD EQUIVALENCIES
Definition. A course is equated to three semester credit hours.
4.1 Laboratory teaching where the faculty member is present in the laboratory with or without an
assistant. Two laboratory class hours are normally equated to one semester credit hour.
4.2 Supervision of student teachers/teaching interns. Supervision of six student teachers is
normally equated to one three semester credit hour course.
4.3 Supervision of student interns. Supervision of six student interns is normally equated to one
three semester credit hour course with the approval of the appropriate dean. Program
requirements agreed upon by the program faculty and dean will determine the specific number of
interns equivalent to one course.
4.4 Independent Studies. Course-load equivalencies for faculty supervising Independent Studies
will be handled by the individual schools.
4.5 Thesis direction. A faculty member will receive one course release for every 24 credit hours of
thesis research completed. A faculty member cannot count one student for more than six (6) credit
hours of thesis credit for purpose of this policy.
4.6 Master's Projects. Course-load equivalencies for faculty chairing Master's Projects will be
handled by the individual schools.
5.0 FLEXIBLE TEACHING ASSIGNMENTS
Faculty may request, and deans may assign, with the approval of the faculty member involved, an
additional course in one long-semester in return for a reduction of one course in a long semester to
be decided in negotiation between the faculty member and the dean.
Tenured faculty members may request to teach an additional three hour class in order to be
evaluated primarily in teaching. The weights (Research, Teaching, Service) would be negotiated with
the appropriate dean's office. This agreement must be renewed each academic year. The faculty
member is advised to consider the effect the choice of weights may have on promotion.
The weighting structure (Research, Teaching, and Service) plays an important role in the granting of
tenure. Untenured faculty should not be assigned duties outside this structure that diminish the
likelihood of being granted tenure. Additionally, untenured faculty should not be given the option to
teach more courses than required by the normal workload.
6. COURSE RELEASES
6.1 New tenure-track faculty.
Course releases for newly appointed, terminally-degreed, tenure-track faculty will be determined
at the school level.
6.2 University Funded Course Releases.
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Workload Policy for Faculty
Page 3 of 3
The dean may approve an internally funded reduction in a faculty member's teaching load to allow
the faculty member additional time for special research, administrative assignments, professional
service, or other legitimate activity of value to the university. These assignments will be reviewed
by the provost. If the provost requests a dean to release a faculty member from a course for a
special assignment, then the provost will be expected to reimburse the school at a negotiated rate.
Faculty are still responsible for their non-instructional duties. However, in special cases some or
all non-instructional duties may be reassigned with the approval of the dean of the school
involved.
6.3 Cost of Releases Not Funded by the University.
Normally, each course release must provide for funding at a rate of 1/8 of the faculty member's 9
month salary plus cost of benefits. The university may set a different funding rate for individual
releases at the discretion of the appropriate dean. Faculty are still responsible for their noninstructional duties. However, in special cases some or all non-instructional duties may be
reassigned with the approval of the dean of the school involved.
6.4 Deans and Associate Deans
In consideration of their administrative duties, deans and associate deans normally teach one
course per semester.
6.5 Documentation
Course release approvals/disapprovals of both the appropriate dean and academic area
administrator are required to be in writing. Annual reports on administrative and other course
releases, approved by the provost's office, will be available in the provost's office.
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SECTION 1
INSTITUTIONAL MISSION AND GOALS
UH-DOWNTOWN MISSION STATEMENT
UH-Downtown (UHD) is a public, urban university committed to providing quality
academic programs that serve the needs of the multicultural population of Houston and
surrounding communities. It offers both undergraduate and a limited number of graduate
academic degree programs that enable students to acquire the knowledge and skills needed
to succeed in their chosen fields. Through instructional excellence, creative and scholarly
activities, and community involvement, the university contributes to the business, scientific,
economic, technological, social and cultural development of the area.
As an urban university, UH-Downtown has a special responsibility to provide
educational access to those who have not had access in the past. Through flexible
scheduling of courses, the innovative use of technology and distance learning opportunities,
and a policy of open admissions at the undergraduate level, the university provides
educational opportunities for many who might not otherwise be able to pursue a college
degree. To facilitate the academic success of both its traditional and non-traditional
students, the university offers a wide range of support services and recruits a faculty and
staff who are dedicated to helping students meet the rigorous standards and requirements of
its programs.
In its public service and outreach activities, the university offers numerous precollegiate and continuing education programs that maintain and upgrade specialized skills
of professionals employed in the Houston area. Through selected programs, research
initiatives, and collaborative efforts, the university also seeks to broaden its domestic and
international academic programs and relations.
UNIVERSITY GOALS AS SET FORTH IN THE LASTEST VERSION OF UHD’S
STATE AGENCY STRATEGIC PLAN
UHD Goal 1: UH-Downtown will provide quality academic programs to meet the
individual academic objectives of students and the workforce needs of the Houston
community.
UHD Goal 2: UH-Downtown will provide high quality instruction and support services
needed to ensure students every opportunity for academic success.
3.1
UHD Goal 3: UH-Downtown will recruit, retain, and graduate a student body
representative of the ethnic diversity of the greater Houston metropolitan area.
UHD Goal 4: UH-Downtown will provide the physical facilities conducive to high quality
instruction and learning.
UHD Goal 5: UH-Downtown will provide the technological support conducive to high
quality instruction and learning.
UHD Goal 6: UH-Downtown will address selected community needs through public
service, applied research and non-credit instructional activities.
3.2
SECTION 2
PLANNING PROCESS
CONTEXT OF PLANNING AT UH-DOWNTOWN
FY 2005 Plan was developed through the university’s “bottom-up” unit planning
process. While uncertainties about funding made it impossible to stick to the planning
timetable established at the beginning of the year, the basic features of UHD’s planning
process remained unchanged. In the language of the SACS, unit planning involves an
“ongoing quest for quality” through a planning and evaluation process that is “systematic,
broad-based, interrelated and appropriate” to its mission. The basic features of the
university’s unit planning process are listed below.
•
Open Process: Effective planning requires an ongoing dialogue between units and their
supervisors. The university’s planning calendar was designed to allow ample time for
this exchange of ideas to take place at different stages of the planning process.
•
Measurable Goals: Units were asked to develop a set of goals to address their specific
needs and an assessment methodology by which their goals could be measured.
•
Total Project Costs: During the planning process, units were required to consult with
the Information Technology and Facilities Management departments to assess the
implementation and support implications of their proposed projects in order to
determine the total cost and funding sources of their proposed projects.
•
Policy and Organizational Issues: At every level of the planning process, consideration
was given to initiatives that promoted changes in organization, process and/or policy
leading to improved performance.
•
Best Use of All Possible Resources: Units were encouraged to develop initiatives that
could be funded through gifts, state and federal grants, local fees, or the reallocation of
existing funds instead of state appropriations.
•
Unit Initiatives: The planning focus at the unit level was on initiatives to be undertaken
by that unit or by that unit in collaboration with others. Issues of more general concern
and proposed campus-wide initiatives were addressed in the overall plan.
•
University-wide Planning Framework: The annual plan was developed through a
“bottom-up” process, with units working within the framework established by the
university’s mission statement and strategic plan and its planning assumptions and
institution-wide priorities.
3.3
SECTION 3
IMPACT OF STATE FUNDING REDUCTIONS FOR FY 2005
There are no new direct reductions in state funding for FY 2005. While the general
revenue appropriated to UH-Downtown declined by approximately $1.8 million from
FY2003 to FY2004, there will actually be a very slight increase in general revenue funding
for FY 2005. The increase will be $56,446, which is less than 3/10ths of 1%. Like other
state agencies, UHD had to make significant cuts in the final six months of FY 2003 after
state leaders announced that previously approved general revenue appropriations would be
cut by 7 percent. Enrollment growth and an increase in tuition and fees helped the
university make up for $1.8 million general revenue reduction that followed in FY2004, but
just making up for lost revenue meant that the university was losing ground in a number of
critical areas.
Given the situation, the university determined that if it was to continue to meet the
growing demand for high quality academic programming, it had no choice but to raise its
fees and designated tuition. UH-Downtown was a “resource challenged” university even
before the state’s sluggish economy necessitated cuts to the FY2004-2005 state budget.
Even with the 16.9% increase in tuition and fees scheduled for Fall 2004 (for resident
students taking a 15-hour load), UHD will remain one of the least expensive universities in
the state to attend. With tuition and fees totaling $1,937, UHD ranks 24th on the list of the
state’s 35 four-year universities will remain the most affordable four-year university in the
greater Houston metropolitan area.
While no direct reductions in state funding are anticipated for FY2005, it is
important to point out that a flat general revenue appropriation does result in a sort of de
facto cut. When all new state funds come in the form of local E&G, the method-of-finance
proportionality is affected in a way that drives up the cost of benefits for those employees
paid from state funds. The situation is made even worse when employees have to be moved
entirely off state funds to a local fund source. In these instances the full cost of employee
benefits must be absorbed by the institution. UH-Downtown continues to struggle under
this ever-increasing financial burden.
3.4
SECTION 4
FY 2005 PRIORITIES OVERVIEW
The planning guidelines sent out when the university’s annual planning process
began last fall emphasized the point that good planning is never greater than when
resources are scarce, for such a situation forces us to think hard about what activities are
most critical to the successful carrying out of our core mission and what activities are more
peripheral to it. The guidelines emphasized the university’s commitment to continuing the
progress made in recent years, and to finding the resources necessary to move forward as
the university continued to grow and mature.
UHD is now positioned to be a university of choice for students coming from many
different academic backgrounds. UH-Downtown’s impressive growth over its 30-year
history is compelling evidence of its effectiveness in responding to this metropolitan
region’s educational needs with quality academic programs. As the state’s Closing the Gap
report makes clear, if Texas is to prosper, it must do a better job in the future than it has in
the past in expanding access to higher education. Expanding educational access will only be
beneficial if universities are able to provide students with the kind of quality educational
experience that will enable them to make real contributions to the state. In the development
of UHD’s FY 2005 Plan and Budget, the highest priority was given to items that will
contribute most directly to providing an increasing number of students with a quality
educational experience.
In ranking specific funding initiatives, the University Planning Council conducted a
Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis, evaluated
institutional performance indicator data, and reviewed the goals set forth in the state’s
Closing the Gaps Report. The Council then worked with the president in establishing the
following priority groupings for its FY 2005 budget initiatives:
1) Providing the Programs and Services to Support Student Success
• Scholarship Support
• Support for an Expanding Distance Education Program
• General Student Academic Support
• Library Support
• Student Labs and Classroom Equipment
3.5
2) Providing the Faculty and Staff Support to Ensure Educational Excellence
• Increase Number of Tenured/Tenure-Track Faculty
• Establish More Competitive Faculty Salaries
• Establish More Competitive Staff Salaries
• Faculty Research and Professional Development Support
3) Providing the Physical Facilities Conducive to High Quality Instruction and
Learning
• Bringing New Commerce Street Building Online
• Upgrading Existing Space in One Main Building
• Continued Campus Repair and Rehabilitation
4) Using Technology to Improve Effectiveness and Efficiency of University
Operations
• Ongoing Technology Projects
• Protect, Maintain and Upgrade Existing Technology
5) Addressing Mandates, Ongoing Commitments and General Administration Needs
• External Mandates
• General Administration and Operations
These priorities are described in greater detail in the next section along with the
specific spending initiatives that will support them.
3.6
SECTION 5
FY 2005 UNIVERSITY PRIORITIES AND
SUPPORTING INITIATIVES
PRIORITY 1: PROVIDING PROGRAMS AND SERVICES TO SUPPORT
STUDENT SUCCESS
CONTEXT
As indicated by its mission statement, UH-Downtown has a special responsibility to
provide educational access to those who have not had access in the past. Through flexible
scheduling of courses, the innovative use of technology and distance learning opportunities,
and a policy of open admissions at the undergraduate level, the university provides
educational opportunities for many who might not otherwise be able to pursue a college
degree. To facilitate the academic success of both its traditional and non-traditional
students, the university offers a wide range of support services and recruits a faculty and
staff who are dedicated to helping students meet the rigorous standards and requirements of
its programs.
In Fall 2002, UHD surpassed the 10,000-student milestone and entered the ranks of
the state’s mid-sized universities. The Fall 2003 enrollment of 10,974 placed UHD 14th in
size among Texas’s 35 universities and second among public universities in southeast
Texas. Much of UHD’s growth in recent years has been due to its new degree options,
improved support services, off-campus programs, and distance education offerings.
Improved retention rates have also been a major factor in its enrollment increases. UHD
believes that its ability to attract new “customers” and retain old ones in a competitive
educational market is the best single indicator of its overall success in providing quality
programs in ways that best address Houston’s educational needs.
The Closing the Gaps Report recognizes that if Texas is to have the educated
workforce needed to compete economically, it must dramatically increase its number of
minority graduates. Since its creation, UHD has provided educational access to the
previously under-served segments of the state’s population. With a student body that is
36% Hispanic, 27% African-American, 10% Asian and 24% Anglo, UH-Downtown is the
most ethnically diverse of the state’s universities and the most reflective of the state’s
growing urban population Official reporting data provide clear evidence of UHD’s
contribution to providing the educated workforce needed to fuel the state’s economy. The
1,428 who graduated from UHD in 2003 represented a 59.4% increase over the 896 who
graduated in 1998. Minority graduates increased at an even higher rate – from 407 in 1998
to 744 in 2003, an increase of 82.8%.
In developing its plan and budget for FY 2005, the university continued to place the
highest priority on those proposals that were most likely to assist students in achieving the
type of quality education that will enable them to become productive members of society.
FY 2005 INITIATIVES
3.7
•
Scholarship Support ($826,131) - With an increasing proportion of the state’s
traditional college-age population coming from economically disadvantaged
backgrounds, UHD is committed to aggressively pursuing the public and private
scholarship dollars needed to ensure these students access to quality higher
education. Scholarship dollars also enable the university to compete more
effectively for high performing students from all educational backgrounds. The
following show the increase in institutionally generated scholarship and financial
aid support that will be available in FY 2005. See Appendix C for a listing of other
scholarship funding.
-- $614,971 for state-mandated 20% set-aside of designated tuition (New $s)
-- $211,160 for state-mandated TPEG scholarships (New $s)
•
Support for an Expanding Distance Education Program ($492,538) - The dramatic
and consistent growth in online and off-campus enrollment suggests that distance
education is an important new frontier for UHD’s smart growth initiative. As of
Spring 2004, 8.6% of all SCHs were from courses taught online or off-campus, up
from 3.3% in Spring 2001. Even more significant is the number of students served
by distance education. In Spring 2004, 15.2% (1,607) of all UHD students enrolled
in one or more online or off-campus class. Of that group, 46% (739) - or 7% of
total UHD enrollment - took courses only online or off-campus at one of the three
centers. UHD’s distance program is serving new student populations that need the
flexibility of online, asynchronously delivered courses and/or the access to
programs at locations convenient to all parts of the Houston Metropolitan area. And
it is serving its current student population by offering greater diversity of course
delivery options and locations to provide them the opportunity to increase the
number of courses they take each semester. The following initiatives will help UHD
to sustain this growth and to continue to expand these opportunities, while
maintaining its traditional high level of service to students.
-- $ 240,500 for five additional staff (including benefits) to support web and online
programs (New $s)
-- $ 130,000 for two full-time lecturers (including benefits) to serve the off-campus
sites (New $s)
-- $ 48,100 for a technical support position (including benefits) to support DL in the
Provost’s Office (New $s)
-- $ 73,938 to pay UHD’s increased share of operating off-campus teaching centers
(New $s)
•
General Student Academic Support ($716,821) - The ongoing support needs of all
units were analyzed during the planning process. Distribution models are utilized to
allocate M&O and equipment funds according to objective criteria. The pool of
M&O money was increased and several adjustments were made in the distribution
model to ensure a more equitable allocation of funds. A number of other support
initiatives were funded because of the direct impact they were expected to have on
the university’s ability to offer quality programs and services to its students.
3.8
-- $327,750 for equipment for the academic colleges (HEAF)
-- $120,431 to adjust academic departmental M&O per distribution model –
includes self-generated supplement for graduate programs (New $s)
-- $ 30,240 for a receptionist/records clerk position (with benefits) in CPS (New $s)
-- $ 48,400 for an advisor/100 Club coordinator (with benefits) in CJ (New $s)
-- $ 16,600 for student telephone assistants (with benefits) in Financial Aid (New
$s)
-- $ 36,400 for an imaging technician (with benefits) in Registrar’s area (New $s)
-- $ 52,000 for an Assistant Director (with benefits) of Student Financial Aid
Services (New $s)
--$ 85,000 to improve student advising by implementing a new BANNER module
that will check course prerequisites and do degree audits (Reallocation $s)
•
Library Support ($1,075,600) -- The library initiatives listed below are necessary to
respond to the university’s growth in enrollment, the implementation of new degree
programs, and the increasing use of technology in the delivery of services. The new
professional position is for an Electronic Resources Librarian to assist students in
making effective use of the rapidly growing body of information available in an
electronic format.
-- $968,000 for continued development of library collection (HEAF)
-- $ 33,500 for projects including the expansion of the library instruction room and
the reconfiguration of the technical services area (HEAF)
-- $ 46,800 for an Electronic Resources Librarian (including benefits) (New $s)
-- $ 27,300 for a support staff position in acquisitions (including benefits) (New $s)
•
Student Labs And Classroom Equipment ($919,264) - The UHD Five-Year Vision
Statement discusses a variety of ways in which computer technologies are
transforming the way in which the university conducts its business. As computers
become integral to more fields of inquiry, more specialized computer labs and other
instructional technologies are needed. To ensure that students are prepared for the
technology-based workplace, the university must provide them with access to
current technology in its labs and classrooms.
-- $225,000 for upgrades in the Academic Computing Lab (HEAF)
-- $365,000 for upgrades in the Satellite Computer Labs (HEAF)
-- $ 37,600 for technology to support the Urban Teacher Education field-based
program (HEAF)
-- $106,000 for equipment and supplies for upper level science courses being taught
at Montgomery College and the University Center of the NHMCCD (HEAF)
-- $185,664 to equip a computer lab in the new Commerce Street building (HEAF)
New Funds Committed to Support Priority 1
3.9
New $s HEAF
Other
Total Funds Priority 1:
$1,696,840
$2,248,514
$ 85,000
$4,030,354
KEY PERFORMANCE INDICATORS
The following performance indicators are based on official tracking cohort data.
The university also computes the retention and graduation rates of other cohort groups such
as part-time and transfer students.
•
•
•
Percent of freshmen retained after one academic year
Ratio of new students admitted to graduates
Six-year graduation rate
While this priority calls for strengthening the quality of programs and services to
improve retention, other relevant indicators include basic enrollment measures, such as:
•
Headcount and semester credit hour enrollment
Few of the available performance indicators directly measure educational outcomes, but
one that does is the statewide test taken by teacher education candidates.
•
Pass rate on the ExCET exam
3.10
PRIORITY 2: PROVIDING THE FACULTY AND STAFF SUPPORT NEEDED TO
ENSURE EDUCATIONAL EXCELLENCE
CONTEXT
The quality of UHD’s academic program is related directly to the quality of its
faculty and academic support personnel. Even in better economic times, the university
faced a difficult challenge in providing the salaries and support needed to attract faculty
possessing strong academic credentials and a commitment and enthusiasm for
undergraduate education, teaching excellence, and student success. This challenge has
become even more daunting in the current economic climate. The loss of several of UHD’s
most productive senior faculty members to other universities, and the failure of faculty
searches to find qualified faculty candidates at the salaries being offered suggested that the
university was not keeping up with the market. The university began Fall 2003 with 32
budgeted faculty positions it had been unable to fill with qualified tenure-track faculty
members. There were a variety of reasons for this, but among the most significant were
salary and support issues.
Linked closely to the compensation issue is the issue of course coverage with
tenured or tenure-track faculty. The university’s goal is to teach at least 60 percent of its
non-developmental SCHs with full-time, tenured or tenure-track faculty. In Fall 2003, just
47 percent of UHD’s SCHs were taught by tenured or tenure-track faculty. With student
enrollment increasing at an annual rate of more than 5%, the university must add
approximately 20 new tenure-track faculty positions per year over the next four years in
order to achieve its coverage goals by Fall 2008. In addition to its overall coverage goal of
60 percent, the university’s wants to ensure that all departments to have at least 50%
fulltime coverage. Currently department coverage ranges from a low of 35% to a high of
73%. While UHD has been fortunate in attracting qualified adjunct faculty members, it
recognizes that part-time faculty members cannot be expected to serve the institution in all
the ways full-time faculty members do.
When the university presented its proposed $12/SCH increase in designated tuition to
the Board in April, it indicated that the additional revenue generated by the increase (after
deducting the mandated 20% scholarship set-aside) would be used for faculty recruitment
and retention ($1.5 million) and to establish a 3% merit/equity pool ($960,000) for faculty
and staff.
FY 2005 INITIATIVES
•
Increase Number Of Tenured And Tenure-Track Faculty ($1,790,378) – UHD
continues to have a small number of full-time, tenure-track faculty compared to
universities serving similar-sized student bodies. The following initiatives will
provide permanent funding for 27.5 T/TT faculty positions.
-- $1,192,100 for 18 new faculty positions including benefit costs (New $s)
-- $ 50,000 for faculty recruitment (New $s)
-- $ 270,478 for four previously approved but unfunded positions including benefit
costs (New $s)
3.11
-- $ 212,800 for four Urban Ed positions previously funded by gift money including
benefit costs (New $s)
-- $ 65,000 for staff support in Urban Ed to replace 1.5 FTE in releases currently
given to T/TT faculty (New $s)
•
Establish More Competitive Faculty Salaries ($1,175,316) – During the FY2005
planning process, the university used the national faculty salary survey conducted
by the College and University Personnel Association (CUPA) to determine how
UHD salaries compared to the average salaries paid at other master’s level
universities to faculty in comparable ranks and disciplines. The college deans made
raise recommendations that took into account not only the CUPA benchmark data
but past performance evaluations, special competencies that might demand a higher
salary within the general discipline salaries reported by CUPA, issues of internal
equity, and the faculty member’s overall value to the institution. The intent was not
to bring all faculty members of similar rank and discipline to the average salary but
to have a university average equal to the national figures. After adjusting the base
FY 2004 salaries to bring them more in line with national averages, the university
established a 3% raise pool to be used for merit increases for FY2005. According to
UHD policy, merit pay raises are awarded on the basis of a faculty member’s annual
performance evaluation rating.
-- $758,343 for market-adjustment pay based on Fall 2003 CUPA study, including
benefits increase (New $s)
-- $388,973 for faculty merit raises per policy, including benefits increase (New $s)
-- $ 28,000 for faculty promotion raises (New $s)
•
Establishing More Competitive Staff Salaries and Benefits ($593,427) – A 3% raise
pool will be used to provide across-the-board raises for the staff in FY 2005 and an
additional $35,000 has been set aside to make market adjustments in areas of special
need. While unable to address staff pay issues as comprehensively as it addressed
faculty pay issues in FY 2005, the university will be contracting with an outside
firm to conduct a staff salary study that will enable the university to begin
addressing issues of staff pay equity in FY 2006.
-- $508,427 for 3% across-the-board pay increases (New $s)
-- $ 35,000 for selected staff market adjustments (New $s)
-- $ 50,000 for an outside firm to conduct a staff salary study (New $s)
•
Faculty Research and Professional Development Support ($174,000) - If universities
are to recruit and retain top faculty members, they must provide appropriate support
as well as adequate pay. The university continues to support faculty research and
development through its Office of Sponsored Programs, through a HEAF set-aside
for matching grants, and through a limited number of internally funded grants.
During the last ten years, UHD has seen a dramatic increase in the grants and awards
received from federal, state, and private sponsors, such as the National Science
Foundation, the U.S. Department of Education, NASA, the Department of Defense
3.12
and many others. For UHD, the majority of these sponsored project awards represent
support for its educational mission and activities, versus pure research. As a
Hispanic Serving Institution and a Minority Institution, UHD is poised to increase its
sponsored project funding over the next ten years. Many faculty have argued in
recent years that the university needs a funded leave program if it is to take greater
advantage of some of the research and grant opportunities that are currently
available. The UHD Faculty Senate listed the establishment of such a program as its
number one priority. Despite the continued opposition of the VPA who continues to
see leaves of this sort as simply paid vacation and of no value to students, the
university has agreed to a pilot project to determine if a limited number of leaves can
be helpful in furthering research projects that directly support the institution’s
mission.
-- $ 150,000 set-aside for matching grants (HEAF)
-- $ 24,000 for a faculty development leave pilot project (New $s)
New Funds Committed to Support Priority 2
New $s $ 3,583,121
HEAF
$ 150,000
Other
$
Total Funds Priority 3: $3,733,121
KEY PERFORMANCE INDICATORS
The following performance measure is collected by the Legislative Budget Board
for all public universities in Texas.
•
Percentage of lower division courses taught by tenure and tenure-track faculty
Providing the support needed to recruit and retain quality faculty and staff is another
factor that directly contributes to the university’s ability to provide students with quality
programs and services. Performance indicators for this priority will be the same as those
listed for Priority 1. Faculty and staff salary studies, using appropriate national
benchmarks, will provide a more direct measure of the adequacy of university
compensation levels. Faculty-student ratios and other administrative support ratios provide
a more direct measure of the adequacy of staffing.
3.13
PRIORITY 3: PROVIDING THE PHYSICAL FACILITIES CONDUCIVE TO
HIGH QUALITY INSTRUCTION AND LEARNING
CONTEXT
The physical appearance of campus facilities have improved dramatically in recent
years. The $3.2 million Decks/Portico Renovation project was completed in Fall 2003 and
the new $18.2 million Commerce Street Building will open for classes in the fall. Both
were funded with tuition revenue bond proceeds. The Willow Street Pump Station project is
also now complete and will provide meeting and exhibition space for both the university
and the community. These new facilities, along with other beautification projects such as
the recent painting of the One Main Building, have greatly enhanced the University’s image
in the community and have created a much more appealing environment for students as
they pursue their educational objectives.
Well-designed and maintained facilities are important to the satisfaction of faculty,
staff and students, and also important to overall institutional effectiveness. Providing the
space that will be adequate to meet the demands of its growing student body will be a
continuing challenge for the university.
FY 2005 INITIATIVES
• Bringing New Commerce Street Building Online ($875,000) – The university’s new
academic building on Main and Commerce is scheduled to become fully operational
in Fall 2004. The 77th Legislature approved the issuance of $18.2 million in tuition
revenue bonds for the construction of this 90,000 square foot facility (58,000
assignable), but its maintenance and operation costs will have to be provided
through regular operating dollars. In addition to providing much needed classroom
space, the building will house all the administrative and faculty offices of the
College of Public Service.
-- $528,400 for utilities, custodial and other ongoing maintenance costs (New $s)
-- $171,600 for four police officers (includes benefits) to provide security (New $s)
-- $175,000 to operate and support a computer lab (New $s)
•
Upgrading Existing Space in the One Main Building ($385,500) - The move of the
College of Public Service to the new Commerce Street building will permit the
university to reconfigure some space in the One Main building as well as make
other improvements.
-- $350,000 to equip classrooms with presentation systems, replace fully depreciated
classroom furniture, and reconfigure faculty office space (HEAF)
-- $35,500 to replace furniture in the Student Records, Admissions and Financial
Aid areas (HEAF)
•
Continued Campus Repair and Rehabilitation ($560,000) - The university
continuously seeks to identify deferred maintenance needs and systematically
address them. UHD will address selected non-critical deferred maintenance items
that appear on the MP2/MP3 listing, which is part of the Campus Master Plan on
3.14
file with the THECB. In major need of painting is the atrium area between the two
towers of the One Main building, an area that was not included in the exterior
painting of the building funded and completed in FY 2004.
--
-- $110,000 for painting the exterior of the One Main Atrium (HEAF)
--$450,000 to address other deferred maintenance needs on the MP2/MP3 list
(HEAF)
New Funds Committed to Support Priority 3
New $s $ 875,000
HEAF
$ 945,500
Other
$
Total Funds Priority 3: $1,820,500
KEY PERFORMANCE INDICATORS
Well-designed and maintained facilities will have a positive on nearly all aspects of
university operations. Two performance measures that deal specifically with facilities are
listed below.
•
•
Space Deficit data from the Coordinating Board’s Space Projection Model
Classroom and Lab Utilization
3.15
PRIORITY 4: USING TECHNOLOGY TO IMPROVE EFFECTIVENESS AND
EFFICIENCY OF UNIVERSITY OPERATIONS
CONTEXT
UHD has made instructional technology and distance education support a high
institutional priority. The university's ongoing commitment to standardized desktop
computing support, enhancement of its networking infrastructure, computing labs and
electronic classrooms, and technical support services positions enable it to take advantage
of new technologies to improve instructional and administrative services. The university
has made significant investments over the years to upgrade its technology infrastructure,
and it continues to rely on incorporating new technology to gain competitive advantage and
provide better service. However, the university must continue to fund its comprehensive
and renewable technology reinvestment plan at an appropriate level if it is to protect its
investments and maintain an up-to-date technical environment. These “significant
investments” include engineering and scientific equipment as well as computer-related
equipment.
The need for reliable and secure technology has become increasingly important as
the university continues to increase the integration of technology into its overall operations.
The university must be prepared to respond to the resulting challenges such as individual
privacy, copyright compliance, misuse of resources, expanded web-based service delivery
and disaster recovery. Increased wide-area communications will also result in greater
vulnerability to unauthorized system access.
While UHD’s technology initiatives are listed here as a separate priority, they are
closely tied to the earlier priorities related to supporting student success and providing
faculty and staff support.
•
Ongoing Technology Projects ($635,000) - UHD has implemented technology
standards in order to facilitate electronic communication and streamline technology
support. The university’s Desktop Project, begun in FY 1997, provides faculty and
staff with the basic level of computing support (word processing, spreadsheet and
database programs) needed to effectively perform job responsibilities. This project
provides for an orderly upgrade of hardware and software through centralized
purchases.
-- $410,000 for scheduled updates of the Desktop Project (HEAF)
--$225,000 for upgrades in the Teaching Technology Learning Center (TTLC)
(HEAF)
•
Protect, Maintain and Upgrade Existing Technology ($505,000) - Significant
expenditures must be made each year to maintain and update the university’s
existing investments in technology. The computer-related equipment on which the
university depends for its instructional program and administrative operations has a
short shelf life and must be replaced in a systematic manner. The university’s FY
2005 plan addresses a number of equipment replacement and upgrade needs. These
include:
3.16
-- $ 95,000 for increases in current hardware/software maintenance contracts (New
$s)
-- $125,000 for VAX and server upgrades (HEAF)
-- $250,000 for network infrastructure enhancements (HEAF)
-- $ 35,000 for BANNER upgrade consulting (Reallocation)
New Funds Committed to Support Priority 4
New $s $ 95,000
HEAF
$1,010,000
Gift $s
$
Other
$ 35,000
Total Funds Priority 4: $1,140,000
KEY PERFORMANCE INDICATORS
The technology initiatives listed above will improve the university’s capacity to
deliver quality programs and services. UHD believes that these expenditures will have a
positive impact on a variety of enrollment-related performance measures including:
•
•
•
•
Headcount and semester credit hour enrollment
Student diversity
Percent of freshmen retained after one academic year
Ratio of new students admitted to graduates
3.17
PRIORITY 5: ADDRESSING MANDATES, ONGOING COMMITMENTS AND
GENERAL ADMINISTRATION NEEDS
CONTEXT
As in past years, a significant portion of the “new money” UHD will receive in FY
2005 is already committed to various state and system mandates and basic administrative
operations. The university recognizes that these funding initiatives do benefit the university
and help it fulfill its educational mission. Some initiatives listed below are under direct
control of the institution and could be considered discretionary, but were identified during
the planning process as being of critical importance to certain university programs or
operations.
FY 2005 INITIATIVES
•
External Mandates ($213,685) – There are certain expenses the university has no
control over.
These include state mandated programs as well as
charges/assessments to help with the funding of the UH System and its various
activities.
-- $107,527 for UH System Charges (New $s)
-- $106,158 for SORM/WCI (Workman’s Compensation) related expenses (New $s)
•
General Administration and Operations ($1,694,904) - To support the ongoing
operation of the university, funding must be provided for general administrative
expenses. Most of the following items will help improve the effectiveness and
efficiency by which basic administrative functions are performed.
-- $192,250 equipment set-aside for administrative units (HEAF)
-- $ 50,000 for bank charges (New $s)
-- $ 80,000 for building security equipment (HEAF)
-- $ 12,000 for an applicant tracking system for HR (New $s)
-- $ 22,100 to convert a PT assistant academic events coordinator position to
fulltime including benefits (New $s)
--$ 33,800 for an administrative technician II in HR including benefits (New $s)
--$ 20,000 to establish a fitness equipment replacement fund (New $s)
--$80,000 for initial support of System capital campaign (Reallocation)
--$280,281 in unallocated operating reserves (New $s from enrollment over 4%)
--$467,256 in required L1 staff benefits, includes some FY2004 catch-up (New $s)
--$200,024 in required L2 staff benefits relating to the shift of library personnel
from state to local funds (New $s)
--$ 57,193 of additional DOE funds for administrative units (New $s)
--$200,000 in unallocated HEAF reserves (HEAF)
3.18
New Funds Committed to Support Priority 5
New $s $1,356,339
HEAF
$ 472,250
Gift $s
$
Other
$ 80,000
Total Funds Priority 5: $1,908,589
KEY PERFORMANCE INDICATORS
The majority of the funding initiatives supporting this priority were adopted to
provide students the facilities and basic infrastructure needed for a quality academic
experience. The university believes that these expenditures will have a positive impact on a
variety of enrollment-related performance measures including:
•
•
•
•
•
•
Headcount and semester credit hour enrollment
Student diversity
Percent of freshmen retained after one academic year
Ratio of new students admitted to graduates
Retention rate of TASP-obligated students
Six-year graduation rate
3.19
University of Houston - Downtown
Appendix A - Allocation of FY2005 Resources
HOW NEW REVENUE WILL BE APPLIED
Priority #
1-Student Success
NEW REVENUE
State Funds
G/R Appr'n
Indirect G/R
Tuition
$
$
Local Funds
Des-Tuit
Des-Other
Aux-SSF
Aux-Other
Grand Total
Adjustments:
Bud. Fd. Bal.
IDC
Int. Income
Endow. Inc.
Reallocations:
TRB Refinance
P/S Implement.
P/S switch-back
Summer Instit.
$
56,446
12,972
1,483,807
1,553,225
$
4,479,352
1,409,729
185,438
380,853
6,455,372
$
8,008,597
$
200,277
54,042
(181,100)
(35,515)
$
79,475
35,242
(419,857)
90,000
Other Adjusts:
Description
Amount
Scholarships - 20% Tuit-Des set-aside
Texas Public Education Grant (TPEG)
Five (5) add'l web/on-line support staff
Two (2) F/T COB lecturers for off-campus
Tech Support position for Dist. Educ.
Operation of MITCs - UHD share
Add'l DOE for academic departments
Receptionist/Records Clerk in CPS
Advisor/100 Club Coord. in CPS
Student telephone assistants in Fin. Aid
Imaging Tech. in Registrar's Office
Asst. Director of Student Serv. In Fin. Aid
Implement BANNER CAPP module
Electronic Resources Librarian
Library support staff - acquisitions
$
$
2-Faculty/Staff
Support
Eighteen (18) new T/TT faculty positions
Add'l funds for faculty recruitment
Four (4) pre-approved but unfunded fac. pos.
Four (4) Urban Ed. faculty - shift from gift
Non-T/TT position in Urban Ed.
Faculty market adjusts. based on CUPA data
Faculty merit pay per UHD policy
Faculty promotion pay
Staff pay increase - 3% across-the-board
Staff market adjustments in Enroll. Services
Funds for staff salary survey in FY2005
Faculty Development Leave pilot project
$
$
3-Provide High
Quality Facilities
(24,861)
Utilities/Custodial/Ongoing Maintenance
Four add'l (4) police officers
Operate new computer lab at Commerce St.
$
$
Adj. Grand Total
$
1,192,100
50,000
270,478
212,800
65,000
758,343
388,973
28,000
508,427
35,000
50,000
24,000
3,583,121
528,400
171,600
175,000
875,000
7,806,300
4-Technology
Hardware/software maintenance agreements
Consulting - BANNER student sys. upgrade
$
$
5-Commitments/
General Admin.
UH System Service Charges
SORM/WCI (Worker's Compensation)
Bank charges relating to credit card usage
Applicant tracking system - HR
Upgrade Asst. Events Coord. pos. to F/T
Admin. Tech. II position in HR
Fitness equipment replacement fund
Initial support for UHS Capital Campaign
Unallocated operating reserves
Req'd staff ben. adjust. - L1
Req'd staff ben. adjust. (Library) - L2
Add'l DOE for administrative units
Subtotal:
3/29/2005
614,971
211,160
240,500
130,000
48,100
73,938
120,431
30,240
48,400
16,600
36,400
52,000
85,000
46,800
27,300
1,781,840
$
95,000
35,000
130,000
$
107,527
106,158
50,000
12,000
22,100
33,800
20,000
80,000
280,281
467,256
200,024
57,193
1,436,339
$
7,806,300
UHD FY05 Budget.xls
University of Houston - Downtown
Appendix B - Application of HEAF Funds - FY2005
HOW HEAF WILL BE APPLIED
Priority #
$
Amount
1-Student Success
Equipment funds for academic units
$
Library collection
Other library initiatives
Upgrades - Academic Computing Lab
Upgrades - Satellite Computing Labs
Technology for field-based Urban Educ faculty
Equipment for Biotechnology program - MC/TUC
Equip Computer Lab - Commerce St. Bldg.
$
2-Faculty/Staff
Support
Set-aside for matching grants
$
$
150,000
150,000
3-Provide High
Quality Facilities
Presentation systems, C/R furn., faculty office spa $
Furniture for Records, Admissions, Fin. Aid areas
Painting the One Main Building Atrium
Deferred Maintenance Pool
$
350,000
35,500
110,000
450,000
945,500
4-Technology
Desktop Support Project
Equipment Upgrades - TTLC
VAX and Server upgrades
Network Infrastructure Enhancement
NEW REVENUE
Proposed
HEAF Alloc.
Description
4,826,264
HEAF Fund.
Balance
$
-
Total HEAF:
$
4,826,264
5-Commitments /
General Admin.
Equipment for Admin. units
$
$
410,000
225,000
125,000
250,000
1,010,000
$
192,250
$
80,000
200,000
472,250
$
4,826,264
Building security equipment
Reserve - held pending final enrollment data
Grand Total:
3/29/2005
327,750
968,000
33,500
225,000
365,000
37,600
106,000
185,664
2,248,514
UHD FY05 Budget.xls
University of Houston - Downtown
Appendix C - Primary Scholarship/Grant Funds - FY2005
Primary Scholarship/Grant Funds for FY2005 - Contributing to Student Success
TEXAS Grant
$
B-On-Time Allocation
1,773,460
367,935 (1)
Endowed Scholarships
UHD endowed scholarship funds (2):
AMP Match - Scholars Academy (Edmonds) $
UCSS/STEM Matching Scholarship (Edmond
Scholarship Match - Office of Naval Researc
Matching scholarships - Jeff Davis program (
Future Teachers (Cain)
All Other UHD endowed scholarship funds
123,000
48,000
40,791
150,000
79,569
101,865
543,225
UHD portion of shared UH System scholarship endowments
123,874
(Autrey, Cullen Leadership, Cullinan, Southland, Enron Project GRAD)
Endowed scholarships held at the UH Foundation
(Dykes & Hearst-UHD, Hugh Roy Cullen-UHS)
92,000
Non-Endowed Scholarships
Teacher Education Scholarships - Cain (3)
320,000
Red Rose Scholarships (primarily RRB proceeds)
75,000
Deans' Transfer Scholarships (RRB proceeds)
40,000
100 Club Scholarships
145,000
All Other UHD non-endowed scholarship funds:
103,685
$
3,584,179
(1)
The B-On-Time funds will be transferred from the THECB.
(2)
Income from UHD endowed scholarships will decrease $44,156 from the amount received for FY2004.
(3)
Gift from The Gordon and Mary Cain Foundation. FY2005 will be the sixth year of this $3.9 million gift being paid out over ten years.
Beginning in FY2005 UHD will begin endowing a portion of these funds.
UHD expects to process over $10.3 million in PELL, SEOG, and CWSP grants in FY2005.
3/29/2005
UHD FY05 Budget.xls
University of Houston - Downtown
Table 1 - Summary of Sources & Uses of Funds
Operating Budget
FY2004
Budget
----------Change----------Dollars
Percent
FY2005
Budget
Source of Funds
Operations
$
RRestricted
Total
$
63,730,601
14,806,693
78,537,294
$
7,725,282
2,225,323
$
9,950,605
$
7,725,282
2,225,323
$
9,950,605
12.1%
15.0%
12.7%
$
$
71,455,883
17,032,016
88,487,899
Use of Funds
Operations
$
RRestricted
Total
$
Capital Budget
63,730,601
14,806,693
78,537,294
FY2004
Budget
12.1%
15.0%
12.7%
$
$
71,455,883
17,032,016
88,487,899
FY2005
Budget
----------Change----------Dollars
Percent
Source of Funds
$
14,418,407
(13,508,407)
-93.7%
$
910,000
Use of Funds
$
14,418,407
(13,508,407)
-93.7%
$
910,000
FY2004
Budget
Total Operating Budget & Capital Budget
3/29/2005
$
92,955,701
----------Change----------Dollars
Percent
$ (3,557,802)
-3.8%
FY2005
Budget
$
89,397,899
r:bud05\UHD\UHD FY05 Budget.xls
University of Houston - Downtown
Table 2 - Operations
FY2004
Budget
Source of Funds
General Funds
State General Revenue Appropriations
Formula Funding
Special Items
Tuition Revenue Bonds
State Benefits Appropriation
Dedicated Appropriations-TX Grant/College Work Study
Subtotal State General Revenue Appropriations
Tuition and Fees
Statutory & Graduate Premium
Lab/other Student Fees
Subtotal Tuition and Fees
HEAF
Indirect Cost
Aux Admin Chg/Opt Clinic/Institutes/Cont. Ed/Other
Income on State Treasury Deposits
Fund Balance
Subtotal General Funds
Designated
Tuition and Fees
Designated Tuition - General
Library Fee
Technology Fee
Major/Department/Class Fees
Subtotal Tuition and Fees
Indirect Cost
Investment Income on Non-Endowed Funds
Endowment Income
Contracts / Grants
Self Supporting Organizations/Others
Fund Balance
Subtotal Designated Funds
Auxiliary Enterprises
Student Fees
Student Service Fee
Recreation and Wellness Center
Other Student Fees
Subtotal Student Fees
Sales & Service - Parking
Sales & Service - Athletics/Hotel/UC/Other
Fund Balance
Subtotal Auxiliary Funds
Total Current Operating Funds
Interfund transfer
Total Sources
Use of Funds by Object
Salaries and Wages
Benefits
M&O
Capital
Scholarships
Debt Service
Utilities
Total Uses
3/29/2005
$
17,678,362
350,000
2,852,103
3,710,706
1,972,422
26,563,593
----------Change----------Dollars
Percent
$
13,048,583
48,000
13,096,583
4,626,264
56,900
510,000
44,853,340
10,362,530
$
$
$
FY2005
Budget
2,417
62,968
(182,147)
(116,762)
0.0%
0.0%
0.0%
1.7%
-9.2%
-0.4%
$ 17,680,779
350,000
2,852,103
3,773,674
1,790,275
26,446,831
1,566,807
(8,000)
1,558,807
200,000
(11,900)
(380,000)
1,250,145
12.0%
-16.7%
11.9%
4.3%
14,615,390
40,000
14,655,390
4,826,264
-20.9%
-74.5%
2.8%
45,000
130,000
46,103,485
43.4%
14,861,882
741,798
2,535,361
1,529,991
19,669,032
178,955
55,000
50,474
29,329
955,500
512,868
21,451,158
1,874,474
1,520,747
13,757,751
124,913
220,000
56,417
26,793
1,108,200
460,000
15,754,074
4,499,352
741,798
660,887
9,244
5,911,281
54,042
(165,000)
(5,943)
2,536
(152,700)
52,868
5,697,084
35.3%
0.6%
43.0%
43.3%
-75.0%
-10.5%
9.5%
-13.8%
11.5%
36.2%
2,248,890
600,738
60,000
2,909,628
520,000
1,104,855
165,366
4,699,849
65,307,263
(1,576,662)
63,730,601
187,438
47,639
20,000
255,077
221,769
87,245
(32,591)
531,500
7,478,729
246,553
7,725,282
8.3%
7.9%
33.3%
8.8%
42.6%
7.9%
-19.7%
11.3%
11.5%
-15.6%
12.1%
2,436,328
648,377
80,000
3,164,705
741,769
1,192,100
132,775
5,231,349
72,785,992
(1,330,109)
$ 71,455,883
3,465,695
1,818,576
1,563,308
116,407
643,687
(82,391)
200,000
7,725,282
10.4%
24.3%
15.0%
2.9%
17.7%
-2.3%
16.7%
12.1%
$ 36,790,928
9,309,655
12,016,601
4,090,264
4,276,519
3,571,916
1,400,000
$ 71,455,883
33,325,233
7,491,079
10,453,293
3,973,857
3,632,832
3,654,307
1,200,000
63,730,601
$
$
$
UHD FY05 Budget.xls
University of Houston - Downtown
Table 3 - Restricted
FY2004
Budget
Source of Funds
Restricted
Contracts and Grants
Research
Financial Aid
Gifts
Endowment Income
Other Restricted(encum, student fees,other E&G)
Total Current Operating Funds
Interfund Transfer
Total Sources
Use of Funds by Object
Salaries and Wages
Benefits
M&O
Scholarships
Total Uses
3/29/2005
$
2,915,155
9,002,337
1,558,648
619,358
685,331
14,780,829
25,864
$ 14,806,693
$
1,451,698
305,782
2,731,384
10,317,829
$ 14,806,693
----------Change----------Dollars
Percent
$
# $
$
# $
FY2005
Budget
722,715
1,314,608
127,478
(54,363)
121,725
2,232,163
(6,840)
2,225,323
24.8%
14.6%
8.2%
-8.8%
17.8%
15.1%
-26.4%
15.0%
$
3,637,870
10,316,945
1,686,126
564,995
807,056
17,012,992
19,024
$ 17,032,016
(508,062)
(15,227)
1,466,794
1,281,818
2,225,323
-35.0%
-5.0%
53.7%
12.4%
15.0%
$
943,636
290,555
4,198,178
11,599,647
$ 17,032,016
UHD FY05 Budget.xls
University of Houston - Downtown
Table 4 - Capital Projects
Project
to Date (1)
FY2005
Budget
Future Year
Budgets
Total Project
Budget
------------------------------------------Funded From----------------------Revenue
HEAF
Bonds
Gifts
Other
New Construction
Subtotal New Construction
$
-
$
-
$
$
1,170,000
$
$
-
$
-
$
-
$
-
$
-
$
-
-
$
-
$
-
$
-
$
-
$
-
$
-
110,000
$
-
$
$
-
$
-
$
Major Repair and Rehabilitation
Exterior Repairs/Paint - One Main Building
Faculty/Staff Offices
-
Refurbish and Modernize Elevators
Furnishing/Equipping the New Classroom Bldg.
350,000
1,280,000
$ 1,280,000
-
350,000
350,000
-
-
-
419,500
-
-
419,500
419,500
-
-
-
86,407
-
-
86,407
86,407
-
-
-
-
450,000
450,000
450,000
-
-
-
$ 2,585,907
$
-
$
-
$
-
Projects Budgeted Annually
Capital Renewal Deferred Maintenance
Subtotal Major Repairs & Rehabilitation
$
1,675,907
$
910,000
$
-
$
2,585,907
$
-
$
-
$
-
$
-
$
-
$
-
$
-
$
-
$
-
$
-
$
-
$
-
$
-
$
-
$
-
$
-
$
1,675,907
$
910,000
$
-
$
2,585,907
$ 2,585,907
$
-
$
-
$
-
Land Acquisition
Subtotal Land Acquisition
Total
(1) Project expenditures to date, estimated through August 31, 2004
3/29/2005
UHD FY05 Budget.xls
University of Houston - Downtown
Table 5 - Positions by Type and Organization
Employee Classification
FY2004
Budget
----------Change----------FTE
Percent
FY2005
Budget
Faculty
182
18
200
Part-time Faculty
198
(3)
195
Professional Staff
170
10
5.8%
180
Non-Professional Staff
214
20
9.2%
234
Temporary Staff
126
(8)
-6.3%
118
Total
890
37
4.1%
927
5.27
3/29/2005
UHD FY05 Budget.xls
University of Houston - Downtown
Table 6 - Annual Semester Credit Hour Trends
FY2001
Actuals
FY2002
Actuals
FY2003
Actuals
FY2004
Budget
FY2005
Budget
FY05 vs FY04
Change
Semester Credit Hours
Lower Division
112,091
122,226
125,593
129,052
140,284
Upper Division
90,961
96,392
104,329
107,048
116,552
519
1,320
1,848
3,120
1,992
203,571
219,938
231,770
239,220
258,828
19,608
Masters
Total
11,232
9,504
(1,128)
Semester Credit Hours-On/Off Campus
On Campus
192,260
206,490
212,937
221,819
237,785
15,966
Off Campus
11,311
13,448
18,833
17,401
21,043
3,642
203,571
219,938
231,770
239,220
258,828
19,608
Total
3/29/2005
UHD FY05 Budget.xls
University of Houston - Downtown
Table 7 - Allocation of Student Service Fee
FY2004
Budget
FY2005
Budget
----------Change----------Dollars
Percent
Sources
Current Year Appropriations
Remissions/Exemptions
Other Income
Budgeted Fund Balance
Total Sources
Allocations
Student Health Service
Financial Aid Office
Student Activities
Student Newspaper
Career Services
Registrar - SSF
Graduation/Diplomas
Counseling Unit
Handbook
Student Government
Drama Production
Campus Activities Board
Bayou Review
Student Affairs Office
Disabled Student Services
Student Awards
Utilities/Other Overhead
Clubs and Organizations
One Main Event
Student Services
Testing Center
2nd Floor Renovation
Remissions/Exemptions
Volunteer Center
Contingency
Total Allocations
3/29/2005
$ 2,243,390
5,500
119,000
75,366
$ 2,443,256
$
$
$
188,482
447,078
236,963
32,370
297,195
118,509
85,400
251,230
8,000
31,945
18,143
34,500
10,625
243,188
20,252
1,200
44,136
79,595
28,500
66,500
66,370
90,000
5,500
37,575
$ 2,443,256
$
$
185,438
2,000
31,000
(12,591)
205,847
8.3%
36.4%
26.1%
-16.7%
8.4%
10,526
157,379
9,630
2,000
6,709
34,534
20,000
62,581
7,160
1,125
9,750
7,048
9,500
21,520
(66,370)
(90,000)
2,000
755
205,847
5.6%
35.2%
4.1%
6.2%
2.3%
29.1%
23.4%
24.9%
0.0%
0.0%
39.5%
0.0%
10.6%
4.0%
0.0%
0.0%
16.0%
0.0%
33.3%
32.4%
-100.0%
-100.0%
36.4%
2.0%
8.4%
$ 2,428,828
7,500
150,000
62,775
$ 2,649,103
$
199,008
604,457
246,593
34,370
303,904
153,043
105,400
313,811
8,000
31,945
25,303
34,500
11,750
252,938
20,252
1,200
51,184
79,595
38,000
88,020
0
0
7,500
38,330
$ 2,649,103
UHD FY05 Budget.xls
University of Houston - Downtown
Note 1 to Table 2: Operations Expenditures by Organization
NOTE 1
FY2004
Budget
Use of Funds by Organization
President
University Advancement
Academic Affairs
Administration (Provost)
Business Administration
Humanities and Social Sciences
Public Service
Sciences and Technology
University College
Subtotal: Academic Affairs
Scholarships
Library
Continuing Education
Administration
Administration (VP Administration)
Business Affairs
Computing and Telecommunication
Academic Computing
Physical Plant
Utility
Subtotal: Administration
Student Affairs
Administration (Student Affairs)
Enrollment Services
Student Support Services
Student Life
Subtotal: Student Affairs
Staff Benefits
Community Development
System Admin - Software Project
System Service Charges
Insurance Premium
Debt Service
Contingency
Fund Balance Contingency
Remissions/Exemptions
Total Uses
3/29/2005
$
882,260
742,982
----------Change----------Dollars
Percent
$
1,813,862
5,879,707
7,327,818
2,440,072
5,105,196
991,956
23,558,611
3,632,832
1,954,783
790,875
3,802,908
643,687
373,592
(159,665)
(232,924)
61,495
536,607
293,615
601,717
200,000
1,929,212
1,542,099
4,545,423
1,606,683
4,305,122
1,200,000
15,128,539
620,341
2,044,659
1,154,570
844,239
4,663,809
5,858,368
350,000
419,857
777,214
357,449
3,654,307
22,849
75,366
860,500
$ 63,730,601
103,865
31,127
358,602
640,551
1,126,394
856,989
802,441
17,931
1,460,510
(303,385)
481,233
37,370
199,697
414,915
573,991
107,527
(57,449)
(82,391)
215,388
200,277
97,000
$
7,725,282
FY2005
Budget
11.8%
4.2%
19.8%
10.9%
15.4%
35.1%
15.7%
1.8%
$
986,125
774,109
17.7%
19.1%
-20.2%
2,172,464
6,520,258
8,454,212
3,297,061
5,907,637
1,009,887
27,361,519
4,276,519
2,328,375
631,210
-12.1%
4.0%
11.8%
18.3%
14.0%
16.7%
9.7%
1,696,288
1,603,594
5,082,030
1,900,298
4,906,839
1,400,000
16,589,049
-48.9%
23.5%
3.2%
23.7%
8.9%
9.8%
0.0%
0.0%
13.8%
-16.1%
-2.3%
942.7%
265.7%
11.3%
12.1%
316,956
2,525,892
1,191,940
1,043,936
5,078,724
6,432,359
350,000
419,857
884,741
300,000
3,571,916
238,237
275,643
957,500
$ 71,455,883
1
UHD FY05 Budget.xls
University of Houston - Downtown
Note 2 to Table 3: Restricted Expenditures by Organization
NOTE 2
FY2004
Budget
Use of Funds by Organization
President
University Advancement
Academic Affairs
Administration (Provost)
Business Administration
Humanities and Social Sciences
Public Service
Sciences and Technology
University College
Subtotal: Academic Affairs
Scholarships
Administration
Administration (VP Administration)
Subtotal: Administration
Student Affairs
Student Life
Subtotal: Student Affairs
Fund Balance Contingency
Total Uses
3/29/2005
$
92,011
14,141
----------Change----------Dollars
Percent
$
1
220,000
(23,006)
1,374
(104,541)
480,086
323,913
32,000
166,212
280,820
964,208
1,310,529
1,298,625
4,052,394
9,973,145
897,826
1,201,642
6,168
1,094
1,094
477
477
673,431
$ 14,806,693
-
6,168
1
1
119,685
$
2,225,323
0.0%
0.0%
FY2005
Budget
$
92,011
14,142
687.5%
-13.8%
0.5%
-10.8%
36.6%
24.9%
22.2%
12.0%
252,000
143,206
282,194
859,667
1,790,615
1,622,538
4,950,220
11,174,787
563.8%
563.8%
7,262
7,262
0.2%
0.2%
17.8%
15.0%
478
478
793,116
$ 17,032,016
UHD FY05 Budget.xls
UHD Workload Policy.txt
Memo to: All UH-Downtown/PS Holders UH-Downtown/PS 10.A.04
Issue No. 3
From:
Manuel T. Pacheco, President
Effective date: 3/1/86
Subject: Faculty Teaching Workload
1. PURPOSE
This PS defines the policy for faculty teaching workload at the
University of Houston – Downtown (UHD).
2. POLICY/PROCEDURES
2.1 General Statement of Policy
The standard workload for the faculty during each long semester is
twelve semester credit hours of classroom instruction or the
equivalent. Reductions in the workload of twelve semester credit
hours may be approved by the vice president for academic affairs for
conditions including, but not limited to, chairing an academic
department; supervising special instructional laboratories;
supervising directed study; conducting internships and student
practicum; coordinating special instructional programs; developing
new instructional programs; and engaging in significant creative
activities. Only with approval of the president will full-time faculty
members who are not department chairmen be permitted to teach
fewer than nine semester hours or the equivalent each long semester.
2.2 Guidelines/Principle
The following principles and guidelines are adopted by this policy to
facilitate more effective teaching, increased professional
development, improved academic quality, and appropriate response
to enrollment growth at UHD.
2.2.1 Faculty members may be granted released time for
administrative duties, special assignments, and significant creative
activities. This last category includes the case of sponsored research
when the sponsor provides funds for released time and/or a salary. In
all cases, the granting of released time requires the recommendation
of the department chair and the dean, and approval of the VPAA.
2.2.2 The department chairman will regularly monitor each
faculty member's student teaching load to ensure its consistency with
sound pedagogical practices and the best interests of the department
and the university.
2.2.3 The department chairman, in consultation with the
department faculty, the appropriate dean and the VPAA, determines
the maximum number of field instruction students whom a faculty
member may supervise in a given semester. Any faculty member
supervising the maximum number of students in a given semester will
be assigned an additional teaching load not to exceed 9 semester
hours or the equivalent.
2.2.4 The cumulative supervision of directed study for 10
students entitles the faculty member to a three-hour course load
credit, ordinarily taken in the next long semester.
2.2.5 The department chairman, in consultation with the
department faculty, the appropriate dean, and the VPAA, determines
specific course equivalencies for those courses whose contact hours
exceed their assigned credit hours.
Page 1
UHD Workload Policy.txt
2.2.6 The teaching load for department chairmen is 18 semester
hours or the equivalent per year.
2.2.7 Administrators must hold faculty rank to teach and may not
teach more than three credit hours per semester.
3. REVIEW AND RESPONSIBILITIES
Responsible Party (Reviewer): President
Review: As needed
Reprint of original policy statement. Signed original on file in the
President's Office.
Page 2
University of Houston-Victoria
Mission Statement
The University of Houston-Victoria shares with all institutions of higher education the universal
mission of teaching, research, and service. It shares with the other institutions of the University
of Houston System a special responsibility to serve educational needs, to promote economic well
being, and to advance the quality of life in the coastal bend region of Texas.
The university’s most distinctive commitment is to make higher education accessible to able
students who might otherwise lack the opportunity. Its most compelling commitment is to make
the quality of education they receive nonetheless competitive. The university emphasizes
student learning, related research, responsiveness to student needs, and collaboration in the
development and delivery of academic programs. Outreach has characterized its mission and
history.
The university is an upper-level and graduate institution with selected bachelor’s and master’s
degree programs in the arts and sciences, business administration, and education. Although it
serves primarily commuting students from Victoria and surrounding counties, it also offers
degree programs, in collaboration with other UH System institutions, at an off-campus center in
Fort Bend County and offers courses at a number of other off-campus sites in the region. The
university admits only students whose records demonstrate successful academic performance at
the college level.
In addition to degree programs, the university extends educational, informational, and cultural
opportunities to the public through library services, continuing education and professional
development programs, and a variety of special events.
ASP 1
Standing University Goals
Goal 1: Teaching and Learning
UHV will provide high-quality instruction and learning support in selected degree programs,
with emphasis upon outreach, collaboration, and responsiveness to the needs of place-bound
students.
Goal 2: Research and Scholarly Activities
UHV will contribute through research and scholarly activities to the advancement of
knowledge in academic fields of inquiry, in teaching and learning, and in professional
communities--commensurate with UHV’s mission as a teaching institution.
Goal 3: Public Service and Partnerships
UHV will help to serve the regional community’s need for access to information resources,
professional expertise, and continuing non-credit education; it will collaborate with other
educational, entrepreneurial, governmental, and non-profit entities in promoting the
educational, economic, and cultural development of the region.
Goal 4: Enrollment Management and Student Services
UHV will optimally shape the size and characteristics of the student body consistent with
conducive access, educational effectiveness, operational efficiency, and provision of
responsive services.
Goal 5: Financial and Administrative Support Services
UHV will demonstrate efficient and accountable stewardship of fiscal, human, and physical
resources in its efforts to meet educational needs, to comply with oversight authorities, and
to maintain public trust.
Goal 6: University Advancement
UHV will complement public support of the institution with private support; will provide
accurate and timely information to institutional constituencies; and will maintain positive
visibility within the regional and alumni communities.
Goal 7: Planning, Assessment, and Development
UHV will maintain systematic processes for planning and budgeting, for institutional and
employee assessment, and for professional development--with the intention of ensuring
competitiveness, of improving effectiveness, and of complying with the mandates of the UH
System, state legislature, Coordinating Board, and regional accrediting association.
ASP 3
Strategic Priorities and
Initiatives for 2004-2005
Overview
Emphases
UHV’s universal mission of teaching, research, and service includes these distinctive emphases:
Effective teaching, with attention to individual learners and to learning results;
Responsiveness to the needs of students and to the regional community;
Outreach in delivering programs and services to where the students are;
Collaboration with other institutions and enterprises in advancing the educational,
economic, and cultural vitality of the region.
Strategic Priorities
In pursuing its mission, UHV has identified four strategic priorities that guide its long-range and
annual planning efforts:
1.
2.
3.
4.
Responsive growth
Supportive access
Quality improvement
Demonstrable accountability
Aspiration
In brief, UHV wants to become a bigger and better institution, known and respected for its
attentiveness to its students and regional community, for its willingness to collaborate with
others in attempting to fulfill those needs as efficiently and effectively as possible, for its
stewardship of resources entrusted to its care, and for the satisfaction of its graduates with the
education they have received.
Increasingly, the university can be defined more as a delivery system than as a location. It has
developed the know-how and capabilities to extend instruction, learning support, student
services, and community outreach in any area. Capabilities include organization,
communications, logistics, marketing, technology, and a well-trained workforce that understands
the institutional mission and is committed to carrying it out. The university aspires to be a model
for this new kind of institution.
The distinctive emphases and strategic priorities noted above guide the institution strategic
initiatives and resource commitments.
ASP 4
Analysis
The institution’s most obvious weakness lies in its being a small, commuter institution, serving a
very large region that includes rural and suburban populations. Its small size necessarily affects
operational efficiency and to some extent quality--or the perception of that. Its being an upperlevel institution means that it turns over its undergraduate student body fairly rapidly and that its
recruitment efforts are necessarily affected by those of the surrounding community colleges.
The university’s strengths lie in the support of its regional community, in its commitment to
teaching, in the quality of its graduates, and in its initiative in seeking out and following through
on opportunities to better serve its clienteles. Its strength also lies in its understanding of its
distinctive mission and of the means requisite to accomplish that mission.
Opportunities currently before the institution include, most notably, expanding credit and noncredit programs to serve a greater range of educational needs, developing further the distance
delivery of courses and programs throughout the region, participating fully in the UH System’s
off-campus centers, and taking advantage of the institution’s location and student-friendly
reputation to attract students to campus from surrounding metropolitan areas
One evident threat, or disadvantage, is that distance technology enables other institutions to
compete for students within our region. Another is that lack of convenient housing,
transportation, and student activities are a serious detriment to attracting residential students to
campus. We are confident that the competition from other institutions using distance technology
can be met by our providing equally convenient access through technology, combined with local
familiarity and personal service.
A significant concern that has emerged during the past year in particular is the relative decline in
state support. As institutional costs increase and state support declines, tuition and fees must go
up to meet operational demands and to maintain quality. Thus, tuition and fees have risen
significantly for the coming year. If continued, such significant increases could hinder
institution’s ability to grow and to provide access.
Major Projects
Although the university has a number of new and continuing initiatives each year, the following
are singled out as major ones that we expect to expend significant effort on in the coming year.
ƒ
ƒ
ƒ
ƒ
Highest priorities emerging from the Regents’ review of the UHS’s strategic planning
process, including especially the expansion of off-campus teaching centers.
Planning and funding of a shared classroom/office building to be constructed at the center
in Sugar Land and to house operations of both Wharton County Junior College and UHS
institutions (shared library building that would include Fort Bend County in the
collaboration is also in prospect).
Initial funding commitments in response to a System-wide capital campaign, including
support for professorships.
Development of a proposal and possible completion of the approval process for a
bachelor’s degree program in nursing (BSN), to be offered in Victoria with eventual
expansion to Fort Bend, if feasible.
ASP 5
ƒ
ƒ
Planning and funding for a shared facility on university property in Victoria that would
house UHV’s Small Business Development Center (SBDC) and other key entities, such
as the Chamber of Commerce and Economic Development Corporation, engaged in
regional economic development efforts. The shared facility would be intended to realize
operating efficiencies and create opportunities for fruitful collaboration.
Complete hiring and employment of three new faculty members to accommodate
university growth and quality goals.
Priority 1: Responsive Growth
For the past several years, the enrollment trend for UHV has climbed clearly upward. Reasons
include some growth in Victoria, expansion in Fort Bend, effective use of online courses,
scholarship leveraging, and improved marketing and recruitment efforts. In looking to future
enrollments for the university and, more important, to the welfare of its region, the university has
established an initiative called LEAD (Letting Education Achieve Dreams), with support from
diverse segments of the regional community. LEAD focuses on elementary and middle school
children and their parents in an effort to increase high school graduation rates and college
attendance. This is an important initiative for the future of the institution and region.
“Responsive Growth,” as an institutional priority, extends to non-credit programs and activities
that serve the community’s educational needs and contribute to its economic competitiveness.
Such services are becoming a larger part of the higher-education market, as persons who already
have degrees seek the training necessary to continue or advance in their careers and professions.
Though not funded by the credit-hour formula, these efforts are revenue-producing.
Non-credit programs are a vital part of serving educational and economic needs throughout the
region.
The facilitation of programs delivered to campus though collaborative arrangements with other
institutions is also an important way in which the institution seeks to meet the educational needs
of its community with cost-effectiveness for the state. The institution has; for example, assisted
two iterations of a cooperative doctoral program in Education delivered to Victoria by UH and is
currently assisting an MSW program delivered by Southwest Texas State University.
Initiatives
ƒ
Continue to Develop and Extend Academic Program Offerings
UHV has implemented an array of online courses to serve the Victoria-Houston area. The
MBA, as well as some other programs, is available entirely on line. The university has
successfully implemented its graduate M.A.I.S. program in Fort Bend and has begun to offer
in Fort Bend undergraduate programs in Biology and in Applied Arts and Sciences.
Recently, it gained approval for programs in the Fort Bend area to prepare teachers for the
secondary schools. It will implement those in the coming year.
An initiative to deliver an M.B.A. program to China in cooperation with Shandong
University is expected to get underway soon, pending approval of the Chinese government.
This program will be self-supporting.
ASP 6
Program initiatives in progress or in immediate prospect include the continued
implementation of approved degree programs at the Cinco Ranch center. As resources
permit, the university may deliver Education courses and other courses to the recently
completed instructional facility in El Campo, where we share an ITV station and computers
with Wharton County Junior College, purchased with grant funds. The facility is owned and
operated by a non-profit organization in El Campo.
New faculty positions were added to accommodate the above initiatives, and additional
positions will be needed as the institution continues to expand operations and increase
enrollments, particularly if the prospective teaching center in Cy-Fair/290 area becomes a
reality.
A new program currently in the planning stage is a bachelor’s degree in nursing (BSN). This
would build off the 2-year program at Victoria College and eventually off the Wharton
County Junior College program in the Fort Bend area.
As the institution has increased its program offerings and outreach, it has increased its fulltime faculty significantly. Also, staff positions have been added on campus and in Sugar
Land to support the need for academic advising, online delivery of courses, secretarial
services, and admissions processing. Further staff positions may be needed.
In keeping with its efforts to serve the educational needs of the region through brokering
programs from other institutions, UHV developed a partnership arrangement with Southwest
Texas State University to deliver that institution’s MSW program to the Victoria area. The
program is a cohort one, with UHV providing some of the instruction, facilities, and other
support services. One cohort has been graduated. A second cohort is underway. UHV’s
costs are being recovered through an Interlocal Agreement.
Key Performance Indicators
ƒ Headcount enrollment
ƒ Semester credit hours generated
ƒ Market share of enrollments
Additional funding to continue to develop and extend academic program offerings:
ƒ Additional 3.0 FTE faculty for Arts & Sciences,
Business and Education
$236,373
ƒ Additional 1.0 FTE Financial Aid and .5 FTE
Student Placement staff
48,696
ƒ Increased travel
4,800
ƒ M&O increases
62,292
ƒ Increase in credit card charges
16,800
ƒ Utilize nursing consultant and develop nursing program
40,000
ƒ
Develop On-line Courses and Support UHS Distance Education Efforts
UHV continues to develop online and online supplemented courses. It is evident from our
experience with online delivery that there is a significant market that can be reached through
ASP 7
asynchronous delivery of courses. (E.g., we could not produce a traditional schedule that
could meet the needs of shift workers in area plants.)
The institution has budgeted significant funding each of the last several fiscal years for online
training and faculty support, including reassigned time for faculty to develop the courses.
Support will be needed in the coming year for this important initiative. Over and above
training costs, staff has been added to provide technical and course-management support for
online delivery. Fees approved by the Board of Regents help significantly to offset these
costs, as well as instructional travel costs and central service charges.
UHV expects to utilize the opportunities made available through CampusNet, the systemwide approach to marketing and delivery of off-campus instruction and has budgeted funds
for UHV’s continued support of and participation in this important collaborative effort.
Key Performance Indicators
ƒ Headcount enrollment
ƒ Semester credit hours generated
ƒ Market share of enrollments
Additional funding to develop online courses and support UHS distance education
ƒ WebCT Vista license renewal
$22,700
ƒ UHS decrease for CampusNet charge
<2,096>
ƒ
Support UH System Efforts at Sugar Land and at Cinco Ranch
As site manager of the Sugar Land center, UHV will continue to assist in solidifying and
expanding the UH System presence in that area. In cooperation with other UHS institutions,
UHV seeks to expand programs available to the Fort Bend community and has committed
several faculty and staff positions to that end. Most of these are stationed in Sugar Land, but
some Education faculty have been assigned to Cinco Ranch to improve visibility and
interaction with students at that location. We provide off-campus faculty with on-site staff
support and home office support. We expect these numbers and expenses to increase.
To accommodate growth, improve access, and provide for future growth, UHV is working
with WCJC and UHS administration to secure funds and initiate construction on a new
building for the Sugar Land center that would enable WCJC to move onto the UHS site and
would provide shared facilities for classrooms, labs, offices, etc. The shared building would
also permit shared services.
Key Performance Indicators
ƒ Headcount enrollment at the center
ƒ Semester credit hours generated at the centers
ƒ Market share of enrollments in the area
ƒ Completion of new construction at Sugar Land
Additional Funding to Support UH System @ Sugar Land and at Cinco Ranch
ƒ MITC Sugar Land increase
$17,500
ƒ MITC Cinco Ranch increase
71,611
ASP 8
ƒ
Continue Student Recruitment Initiatives
UHV has established a number of 2+2 agreements with community colleges and continues to
meet with college counselors and to update our articulation agreements.
UHV will continue to use institutional scholarships to leverage additional enrollments. With
such leveraging, we have significantly impacted enrollments. The university has also moved
a significant portion of its recruitment efforts into the academic schools to better target its
upper-level and graduate clienteles.
In an effort to attract more residential students to the Victoria campus, UHV will continue
efforts to emphasize the attractions of small classes taught by full-time faculty; low student
expenses; secure small-town environment; recreational opportunities; and proximity to the
coast and to major cities.
UHV is extending recruitment directly in the high schools in cooperation with the regional
community colleges, following through on the “dual admissions” agreements established
with these colleges.
Through its “LEAD” (Letting Education Achieve Dreams) program, UHV has initiated
ongoing efforts to inform public school students and their parents about prospects, resources,
and reasons for attending college--targeting especially those schools with historically low
college participation rates. The mission of LEAD is to raise the educational attainment level
of all residents of the university’s primary service region. Its message is not only that
“College Is Possible” but that it is truly achievable.
LEAD shares in the special item for regional outreach. The university seeks to increase this
special item appropriation.
As a result of the above programmatic and recruitment efforts, we expect to continue to
realize gains in student headcount and credit hours generated, both for the immediate and the
long-range future. As necessary, scholarship resources are being reallocated to support these
efforts.
Key Performance Indicators
ƒ Headcount enrollment
ƒ Semester credit hours generated
ƒ Student diversity
ƒ Classroom utilization
ƒ Percent of 1st generation college graduates
Additional funding to continue student recruitment initiatives
ƒ Marketing
ƒ
$100,000
Continue Regional Outreach
UHV’s Regional Outreach will continue to assess educational and community needs and to
support educational and economic development in the region. It will serve as a guide to
ASP 9
existing information resources, help to generate additional regional data, and coordinate the
delivery of needed services, through UHV or a collaborating entity.
UHV’s LEAD initiative, supported by a special line-item appropriation, as well as other
funds, is part of the outreach effort.
In the planning stage is a facility that would house the Small Business Development Center
(SBDC), Greater Victoria Chamber of Commerce, and other non-profit entities engaged in
economic development. The university would construct and own the building. Funding
would be from non-university sources. The facility would represent an important
collaboration in regional economic development.
Key Performance Indicators
ƒ Number of persons served through non-credit and collaborative delivery
ƒ Revenues generated
ƒ Satisfaction of those served and of partnering entities
Additional funding to continue Regional Outreach
ƒ Additional M&O
$9,074
Summary of Initiatives
ƒ Undertake additional program initiatives
ƒ Develop additional online courses and provide support
ƒ Solidify and expand UH System presence in the Fort Bend area
ƒ Continue recruitment efforts
ƒ Continue the LEAD initiative
ƒ Continue implementation of Regional Outreach
Priority 1 additional funding allocated
ƒ Contingency
ƒ Capital Support
1. Additional equipment needed in Bursar’s Office
2. PC replacement for information system class at UHS@SL
3. Additional computers
Priority 1 total additional funding allocated
$81,226
$16,750
18,000
13,485
$710,717
Priority 2 Supportive Access
Access would remain a priority, even if growth were not, since the university takes seriously its
mission to make higher education available and affordable throughout its service region—
particularly for those whose job, family, or financial commitments limit their opportunity to
pursue further studies. Nonetheless, several of the initiatives related to growth are also related to
access.
ASP 10
Initiatives
ƒ
Continue the LEAD initiative (Letting Education Achieve Dreams)
The LEAD initiative is an access strategy, as well as a long-range recruitment strategy. It
targets especially those children and families who have historically lacked access, owing to
financial, educational, or aspirational constraints. For the university to grow, serve its region,
and raise educational levels, it much increase college-going rates in this segment of the
population. Strategies include raising family awareness that college is possible, introducing
children to the prospect of attending college, emphasizing academic preparation, mentoring
programs, and eventually financial aid.
Key Performance Indicators
ƒ Diversity of the student body
ƒ First generation students
ƒ High school and college completion rates throughout the region
ƒ
Continue the Access to Success initiative
This successful program targets teachers’ aides who aspire to become certified teachers
themselves. Developed in collaboration with the public schools and community colleges, the
program assists the aides financially and educationally as they pursue their ambition. Access
to Success runs in conjunction with the State of Texas’ tuition exemption program for
instructional aides.
Access to Success draws both on state and private support. Thanks to continued support
from Houston Endowment, Inc., the Dolores Welder Mitchell Charitable Annuity Trust, and
Wells Fargo South Texas, the program continues to grow and thrive.
Key Performance Indicators
ƒ Number of teacher aides entering the program
ƒ Number of teacher aides gaining teacher certification
ƒ
Continue online and off-campus delivery of courses, learning support, and student services
As computers and Internet access have become common in the workplace and in most
homes, the university has embraced this technology as offering a new and effective way to
reach out to students at work or at home in small towns and rural locations throughout its
service region.
Many courses and a few complete programs are now available online, erasing the constraints
of both time and distance. Online support technicians assigned to each academic school,
assist students and faculty with the logistics of course delivery.
The library continues to increase its electronic resources and to collaborate with other
libraries in the UH System and across the state, enabling students and faculty to do research
around the clock and without coming to campus. Instructional Support Services maintains
coordination with the main campus in providing the WebCT course management platform.
ASP 11
IT services both on campus and at the off-campus centers maintain student computer labs and
e-mail services. The Academic Center offers online tutoring, as well as supervised testing.
Student orientation and advisement are also available online. The college catalog and the
schedule are online, providing up-to-date accuracy, and students may register online or by
telephone.
The university is piloting an online program that provides real time access and may enable
remote students to participate in a traditional face-to-face course or in advisement or tutoring
sessions. The university plans to implement such a program, should it prove successful and
affordable.
The off-campus centers in Sugar Land and Cinco Ranch provide a physical presence in
strategic locations. They provide classrooms, labs, and library support, as well as student
services. The UH System is seeking to collaborate with Prairie View A&M in creating a new
teaching center in the Cy-Fair area immediate northwest of Houston. UHV plans to join this
effort.
Key Performance Indicators
ƒ Number of courses offered online and off-campus
ƒ Enrollments in these courses
ƒ Students use of line library and tutorial services
ƒ Student us of online orientation and advisement
ƒ Student use of off-campus library and computing facilities
Additional funding to continue online and off-campus delivery of courses, learning support,
and student services
ƒ Increase scholarships for MBA program
$10,000
ƒ Software upgrades
20,250
ƒ ADA accommodations
3,000
ƒ
Maintain Affordable Tuition and Fees
The university is committed to keeping tuition and fees as low as possible, given the
demands of maintaining quality and the reality of declining state support. They will increase
but will remain competitive with those of other public universities. The change to an
Extended Access and Support fee has worked well. The change recognizes the changing
nature of instructional and support services for all students and the increasing difficulty of
distinguishing between on-campus and off-campus students, as well as between traditional
and technology enhanced teaching.
The university introduced an MBA fee in 2003-2004, which applies only to students in that
program. The fee represents an investment in access, quality, and support for students in this
program. Fee revenues provide need-based scholarships and tutorial support for students
who need these, as well as greater responsiveness to the needs of all students in the program.
ASP 12
Key Performance Indicators
ƒ Comparison of UHV tuition and fees with those of other public institutions in the state
ƒ Access to financial aid opportunities
ƒ
Deliver Non-Credit Learning Opportunities
The Regional Outreach department of the university will seek to develop web-based learning
opportunities and training programs for professionals throughout the region. It already offers
some opportunities on campus and at various sites. Web-based programs will enable the
university to serve the needs of a greater number and variety of professionals, especially
those whose schedules and travel requirements or distance from campus constrain their
opportunities for development and training.
Key Performance Indicators
ƒ Number of web-based programs developed
ƒ Number of participants in these programs
Summary of Initiatives
ƒ Continue LEAD and Access to Success
ƒ Continue online and off-campus delivery
ƒ Maintain affordable tuition and fees
ƒ Deliver non-credit opportunities
Priority 2 additional funding allocated
ƒ Contingency
ƒ Capital Support
1. Online full-text resource Library materials
2. TiltRac Upgrade
3. Data Imaging Project upgrade
Priority 2 total additional funding allocated
$50,000
$37,700
10,935
22,600
$154,485
Priority 3: Quality Improvement
UHV’s retention and graduation rates continue to be high. The pass rates on the TExES exam
for teachers have been among the highest in the state, and the institution exercises diligence to
keep them high. Performance on other externally administered exams is competitive. The
student to faculty ratio is comparatively low, and undergraduate students are mentored by fulltime, terminally qualified faculty members. Faculty salaries average near the top at non-research
public institutions in Texas. The institution has substantial endowment funds that support
continuing faculty development and student scholarships. Endowment funds compare very
favorably on a per-student basis with such funds available at similar institutions. Operating
funds are consistently budgeted to support ongoing training of both faculty and staff. Students,
alumni, and employers generally express satisfaction with the quality of education and services.
ASP 13
Nonetheless, quality improvement remains a continuing challenge and commitment for the
institution. It continues to seek and to implement credible and affordable means of defining and
measuring learning results for every academic program. It is committed to meeting the standards
of its regional accrediting body and is seeking national accreditation in selected fields. It is
committed, as well, to providing ample student access to current learning technologies and to
providing well-supported library resources.
As noted under Priority 1, size can have some impact on quality and the perception of this. E.g.,
students in each major program are exposed to a limited number of faculty members, who in turn
have a limited number of colleagues with whom to share pedagogical and scholarly interests on a
daily basis. The range of sub-specialties available cannot compare with the variety of these at
institutions with far larger faculties. These inherent disadvantages of size are ones we attempt to
compensate for and to represent as simply the other side of the coin at a place where personal
familiarity with one’s teachers and fellow students is the rule rather than the exception. As the
institution grows, we do not want to lose sight of this value.
Initiatives
ƒ
Pursue Excellence in Student Achievement
UHV will pursue excellence in student achievement on state and national examinations. It
will continue to use a nationally standardized instrument to survey alumni on their
satisfaction with the quality of education they received. However, it intends to drop the
national ACT survey of student satisfaction and to develop its own biennial survey tailored to
the kind of students the university serves. The ACT will probably be used every third
iteration of the survey to provide national comparisons on selected indicators. The university
will continue to use standardized test instruments, as available and helpful, to measure
student learning achievement--e.g., the ETS test for Business Administration majors and
TExES for prospective teachers.
Key Performance Indicators
ƒ Test scores on TExES and other standardized examinations
ƒ Four-year graduation rates
ƒ Retention rates
ƒ Student and alumni satisfaction rates
ƒ
Support Competitive and Equitable Pay
UHV will continue to support competitive and equitable pay for faculty and staff, as an
important way of trying to maintain quality and continuing quality improvement. Salary
reviews are regularly conducted for both faculty and staff to monitor internal equity and
external competitiveness. Individual performance evaluations are conducted each year for
merit consideration. Equity adjustments are not considered in the absence of meritorious
performance.
Key Performance Indicators
ƒ Faculty salaries in comparison to state averages by rank and to national averages by field
and rank at similar institutions (as represented in the annual CUPA survey results).
ƒ Staff and administrative salaries in comparison to those of comparable positions, based
on national and regional data.
ASP 14
Additional funding to support competitive and equitable pay
ƒ Faculty Promotions/Equity
ƒ Staff Reclassifications/Promotions/Equity
ƒ Health Insurance for part-time employees
ƒ Classification System Consultant
ƒ Merit
ƒ
$5,329
50,053
35,440
12,000
300,000
Provide Training and Development Opportunities
UHV will continue training and development opportunities for faculty and staff. A
combination of local, endowment, and state funds support faculty research and participation
in professional conferences. The institution has increased these funds substantially in
previous years. A significant investment has been made in faculty use of instructional
technology, both for distance-delivery and for enrichment of on-campus courses. This
investment relates both to enrollment growth and quality of instruction.
Key Performance Indicator
ƒ Number and diversity of training opportunities
ƒ Number and percentage of employees participating
Additional funding to provide training and development opportunities
ƒ M&O increases for training
$26,050
ƒ
Pursue Accreditations
UHV will ensure continued regional accreditation of the institution. In spring 2003 the
university had its decennial reaffirmation review by the Commission on Colleges (COC) of
the Southern Association of Colleges and Schools (SACS). It spent the previous two years
preparing for this review through a comprehensive self-study process. The review by a
visiting team of SACS representatives from other member institutions and the institution’s
follow up responses to the team’s recommendations made significant demands on
institutional focus, time, and funding, but they have also resulted in significant improvements
in the quality and credibility of institutional efforts to carry out its mission effectively and
responsibly. The university’s accreditation was reaffirmed at the annual meeting of
SACS/COC in December 2003.
The university also will continue to pursue appropriate national accreditations in specialized
fields. The School of Business is a candidate for AACSB accreditation and has undergone a
successful mock review by visiting consultants and will undergo a formal review in 20042005. This process also entails the expenditure of considerable time, energy, and money.
The School of Education continues to prepare for NCATE accreditation. Extensive efforts
have been committed to developing plans, processes, and documents, backed by resource
allocations, for these quality initiatives. The Institutional Effectiveness System developed to
meet regional accreditation mandates, as well as state and UH System mandates, provides a
framework and foundation for quality the Commission on Colleges of the Southern
Association of Colleges and Schools (SACS).
ASP 15
These accreditation processes not only bring credibility and recognition to the institutions
program. Demanding and costly though they are, they help concentrate institutional focus
where it needs to be. As a result the institution gains from the process, regardless of how
successful the eventual outcome of the review.
ƒ
Implementing responses to recommendations of SACS/COC
UHV has responded specifically to recommendations of the COC, resulting from the spring
2003 report of the visiting committee on reaffirmation of the institution’s accreditation.
Reponses included such quality improvements as clearer, more formal separation of graduate
and undergraduate studies; use of qualitative criteria for admission to graduate programs;
clearer delineation of a faculty member’s teaching and research obligations, as well as policy
with regard to external grants and contracts. The implementation of these changes will be
ongoing.
Key Performance Indicators
ƒ Student satisfaction and performance
ƒ Continued compliance with criteria of the Commission on Colleges of SACS
ƒ Continued pursuit of AACSB and NCATE accreditation
ƒ Inclusion of responses to COC recommendations in appropriate institutional documents
and practices
ƒ
Provide Support for Additional Quality Improvements
The institution routinely looks for developing opportunities and potential problems related to
maintaining and improving the quality of its programs, services, and support. The president
undertook in fall 2003 an extensive series of meetings with staff from all units of the
institution to address quality improvement in the work environment at the institution. The
recommendations resulting from those meetings impact the employee evaluation and merit
process, the job classification system, and the institutional budget. Further, the institution
has undertaken a training program for all employees for increasing effectiveness in dealing
with both internal and external customers or, constituencies, of the institution. This effort
remains in progress.
A new unit, Instructional Support Services, now coordinates use of instructional technology
(WebCT) and distance education efforts, particularly with regard to UH System
collaboration. It offers orientation and training for online courses, as well as staff support for
such courses the schools of Arts/Sciences and Education. This unit also includes the tutoring
and testing functions of the Academic Center and coordinates academic responses to ADA
requirements.
A new standing committee will be named to keep the university’s web site under continuous
review and to recommend changes in policy, features, and support in the interest of
improving the effectiveness of this vital resource.
ASP 16
Additional funding to provide support for additional quality improvements
Additional support staff
$66,314
Impatica for PowerPoint license
4,500
M&O increase
93,116
Summary of Initiatives
ƒ Excellence in student achievement
ƒ Competitive and equitable pay
ƒ Training and Development Opportunities
ƒ Pursuit of special accreditations
ƒ Compliance with recommendations of the COC, implementing specific responses
Priority 3 additional funding allocated
ƒ Contingency
ƒ Capital Support
1. Remodel Facilities Building and build a new Biology prep-lab
2. Install occupancy sensors
$350,000
12,000
Priority 3 total additional funding allocated
$984,802
30,000
Priority 4: Demonstrable Accountability
UHV is accountable for the integrity and effectiveness of its efforts, as well as for the
stewardship of its resources. This accountability extends to a number of oversight bodies,
representing the public and the academic profession. They include the Board of Regents, the
Texas Higher Education Coordinating Board, the state legislature, the regional accrediting body
(COC/SACS), and the federal Department of Education. The institution is also accountable to its
students, its alumni, its benefactors, and its employees, all of whom have invested their trust in
the university.
Institutional pride in accomplishment, external respect for the quality and credibility of its
efforts, and the loyal commitment of all its constituencies are values that the university takes
very seriously. UHV therefore continues to seek means and measures for evaluating, reporting,
and improving its performance. Over the past few years the institution has taken steps to ensure
that it is in compliance with known standards related to faculty workload and credentials, to
student admissions and the award of financial aid, and to the delivery of degree programs. It has
also improved administrative efficiency and has provided for clear, consistent, and participatory
processes of decision-making.
Initiatives
ƒ
Respond to Requirements of the State Board of Educator Certification (SBEC)
The university has realigned and augmented teacher certification program requirements to
meet new certificate categories. Two categories of initial certification increased to three.
Standards for these categories were developed by SBEC and were incorporated into degree
plans and courses. Also, SBEC approved additional program entrance standards, which have
been implemented by the university.
ASP 17
ƒ
Support Technology Needs
Continuing needs include the library and the new PeopleSoft Computerized Record Systems
(FRS, HR, SIS) being implemented for all UH System institutions. UHV will continue to
emphasize employment of technology that promotes cost effective support for students and
other users of university services--including improved electronic access to the library,
improved e-mail access from off-campus, and support of online and telephone registration.
Additionally, the university has moved to an improved e-mail system, has assigned addresses
to all students, and will before or during FY 05 enable students to access their e-mail from
off-campus via the Internet.
The institution has shifted resources from the instructional use of interactive television to
more online, web-based delivery. The limitations and expense of ITV have been significant
considerations. Online delivery has proven to be more attractive and trouble free. However,
continued growth has meant continued reliance on ITV to deliver some courses. The
university will upgrade ITV units to meet the continuing need.
Additional funding to support technology needs
ƒ Continuation of PeopleSoft implementation
ƒ Additional M&O
ƒ
$51,000
600
Support Development and Use of Facilities
UHV is expanding space on campus. Construction will have been completed by mid spring
2004. A storage facility and greenhouse (for Biology) are still needed.
The new building housing the UHS at Sugar Land was opened fall 02. Auxiliary buildings
were added to the site for use of institutional staff assigned to the center and were occupied
in spring 03. The new Sugar Land facilities represent a significant leap forward in
accommodating enrollment demand in the Fort Bend area. However, taking care of the
facilities and grounds now make additional demands on the budgets of the participating
institutions.
For the new fiscal year, the institution has in place a facilities master plan for the Victoria
campus. The plan locates possibly needed facilities for the next 20-years.
Additional funds to support development and use of facilities
ƒ Copier lease
ƒ
$2,309
Support Fund Raising and Stewardship
The institutional will continue its successful efforts to complement state support with funding
from private sources, including individuals, corporations, and foundations. Careful record
keeping and regular stewardship reports contribute to continuing success and demonstrate
due appreciation for the support received. Increases in the following initiatives will help to
sustain and grow the university’s annual fund campaigns: greater campaign segmentation,
new donor acquisition, payroll deduction, individual giving levels, multiple individual gifts,
corporate matching gifts, fund raising events (such as Talk of the Town).
ASP 18
The university will get underway its part of the System-wide capital campaign, attempting to
identify potential donors and to secure initial commitments.
Key Performance Indicators
ƒ Student and alumni satisfaction ratings
ƒ Administrative efficiency: institutional support vs. instruction as a ratio of total
expenditures (E&G)
ƒ Dollars raised, number of donors, and new donor acquisition
Additional funds to support fund raising and stewardship
ƒ Additional 1.5 FTE staff for Capital Campaign
ƒ UHV Match of Faculty/Staff Donations
ƒ
$38,015
8,500
Support Planning and Assessment Efforts
UHV will continue to maintain integrated planning, budgeting, and assessment processes that
incorporate the diverse mandates of the state, UH System, Coordinating Board, and regional
accrediting body. Support for this effort is provided through the existing budgets of the
Provost’s office and Institutional Research.
Key Performance Indicators
ƒ Maintain established planning, budgeting, and assessment processes
ƒ Conduct annual review of designated academic programs
ƒ Conduct periodic review of faculty and staff salary plans
ƒ Conduct student and alumni satisfaction surveys in alternating years
ƒ Track student performance on TExES and other exams
ƒ Track retention and graduation rates
ƒ Track faculty achievement--publications, presentations, grants, service
ƒ Track other performance indicators
ƒ
Continue Emphasis on Administrative Efficiency
UHV will continue its efforts to ensure administrative efficiency, maintaining the currently
high ratio of instructional expenditures to administrative expenditures.
Key Performance Indicator
ƒ Instructional support in relation to administrative support
Additional funds to support planning and assessment efforts
ƒ Additional .75 FTE staff for Budget Department
ƒ System Service Charge decrease
ƒ Marketing
ƒ Insurance increase
ƒ Safety & risk management (.50 FTE additional staff)
ƒ ¼ cost of UHV/VC shared Library Server
ƒ M&O increases
ASP 19
$4,335
<2,706>
13,000
14,725
16,380
5,000
6,480
Summary of Initiatives
ƒ Respond to certification requirements
ƒ Support computerized record systems and other technology needs
ƒ Provide for the maintenance and optimal use of facilities
ƒ Support ongoing planning and assessment efforts
ƒ Continue emphasis on instructional support and administrative efficiency
Priority 4 additional funding allocated
ƒ Contingency
ƒ Capital support
1. UPS Upgrade for Servers
2. Install security cameras and software
3. Waterless fire suppression system for server room
4. Digital camera and batteries
Priority 4 total additional funding allocated
$20,000
$900
7,500
27,500
1,025
$214,563
ASP 20
University of Houston-Victoria
Appendix A - Allocation of FY2005 Resources
HOW ADDITIONAL REVENUE WILL BE APPLIED
Priority #
1-Responsive Growth
ADDITIONAL REVENUE
FOR OPERATIONS
State Funds
G/R Appr'n
$
Tuition
Other Income
Reallocations
Budgeted Fund Balan
$
(189,163)
733,704
78,365
213,947
145,192
982,045
Local Funds
Tuition Designated $
Extended Access Fee
MBA Fee
Student Serv. Fee
Other Income
Reallocations
Budgeted Fund Balan
$
250,592
275,268
44,147
67,530
(36,305)
109,214
43,591
754,037
Total-Operations
$
Grand Total
Additional Faculty
Increase in Faculty Travel
Additional Staffing
On-line Course and CampusNet Support
Support - UHS Off-Campus Initiatives
Increased Recruitment Efforts
Additional M&O Support
Increase in credit card charges
Continue Regional Outreach
Nursing Consultant & Program Development
Capital Support
Contingency
$
$
2-Supportive Access
On- and off-campus delivery of courses, learning
support and student services
Capital Support
Contingency
$
$
3-Quality Improvement
Support Competitive and Equitable Pay
Increase Training & Development
Support for Quality improvements
Capital Support
Contingency
$
33,250
71,235
50,000
154,485
$
386,400
131,995
518,395
$
2,254,477
4-Demonstrable Accountability
Support Technology Needs
Support Development and Use of Facilities
Support Fund Raising and Stewardship
UHS Central Service Decrease
Insurance Increase
Additional M&O Support
Marketing
Additional Staffing
Safety & Risk Management
Capital Support
Contingency
$
546,238
26,050
163,930
362,000
30,000
$ 1,128,218
$
Grand Total
3/29/2005
236,373
4,800
48,696
20,604
89,111
100,000
62,292
16,800
9,074
40,000
48,235
81,226
757,211
1,736,082
ADDITIONAL REVENUE
FOR CAPITAL
HEAF
Tuition Designated
Total-Capital
Description
51,600
2,309
46,515
(2,706)
14,725
11,480
13,000
4,335
16,380
36,925
20,000
214,563
$ 2,254,477
r:bud05\UHV\UHV FY05 Budget.xls
University of Houston-Victoria
Table 1 - Summary of Sources & Uses of Funds
FY2004
Operating Budget
Budget
----------Change----------Dollars
Percent
FY2005
Budget
Source of Funds
Operations
Restricted
Total
$
$
22,335,816
1,761,687
24,097,503
$ 1,931,316
393,916
$
2,325,232
8.6%
22.4%
9.6%
$
8.6%
22.4%
9.6%
$
$
24,267,132
2,155,603
26,422,735
Use of Funds
Operations
Restricted
Total
$
$
22,335,816
1,761,687
24,097,503
FY2004
Capital Budget
Budget
$ 1,931,316
393,916
$
2,325,232
$
24,267,132
2,155,603
26,422,735
FY2005
----------Change----------Dollars
Percent
Budget
Source of Funds
$
1,182,000
$ (1,182,000)
-100.0%
$
-
Use of Funds
$
1,182,000
$ (1,182,000)
-100.0%
$
-
Budget
----------Change----------Dollars
Percent
25,279,503
$ 1,143,232
FY2004
Total Operating Budget & Capital Budget
3/29/2005
$
4.5%
FY2005
Budget
$
26,422,735
r:\bud05\ex summ\UHV FY05 Budget.xls
University of Houston-Victoria
Table 2 - Operations
FY2004
Budget
Source of Funds
General Funds
State General Revenue Appropriations
Formula Funding
Special Items
Tuition Revenue Bonds
State Benefits Appropriation
Dedicated Appropriations-TX Grant/College Work Study
Subtotal State General Revenue Appropriations
Tuition and Fees
Statutory & Graduate Premium
Lab/other Student Fees
Subtotal Tuition and Fees
HEAF
Aux Admin Chg/Opt Clinic/Institutes/Cont. Ed/Other
Income on State Treasury Deposits
Fund Balance
Subtotal General Funds
$
Use of Funds by Object
Salaries and Wages
Benefits
M&O
Capital
Scholarships
Debt Service
Utilities
Total Uses
3/29/2005
0.0%
0.0%
0.0%
-10.0%
21.4%
-1.4%
733,704
733,704
386,400
105,365
(27,000)
145,192
1,154,498
25.9%
0.0%
25.8%
87.2%
22.0%
-54.0%
17.3%
32.9%
12.7%
20.7%
-2.3%
-27.1%
0.0%
0.7%
4,055,862
382,587
275,268
44,147
702,002
(2,810)
(13,000)
2,741
43,591
732,524
18.1%
2,593,192
1,111,368
391,872
4,096,432
121,001
35,000
90,066
402,296
43,591
4,788,386
627,075
627,075
33,136
660,211
22,335,816
67,530
67,530
(23,236)
44,294
1,931,316
10.8%
10.8%
-70.1%
6.7%
8.6%
694,605
694,605
9,900
704,505
24,267,132
8.6%
$ 24,267,132
8.1%
-6.4%
15.8%
73.2%
14.7%
0.0%
0.0%
$ 12,287,507
2,791,796
5,486,768
856,125
730,543
1,770,393
344,000
8.6%
$ 24,267,132
17,619,743
2,210,605
836,100
347,725
3,394,430
123,811
48,000
90,066
399,555
$
22,335,816
$
11,368,731
2,983,423
4,738,169
494,440
636,676
1,770,377
344,000
$
22,335,816
$
FY2005
Budget
169
(207,808)
18,476
(189,163)
2,835,738
10,000
2,845,738
443,325
479,211
50,000
Designated
Tuition and Fees
Designated Tuition - General
Technology Fee
Major/Department/Class Fees
Subtotal Tuition and Fees
Indirect Cost
Investment Income on Non-Endowed Funds
Contracts / Grants / Gifts
Self Supporting Organizations/Others
Fund Balance
Subtotal Designated Funds
Auxiliary Enterprises
Student Fees
Student Service Fee
Subtotal Student Fees
Sales & Service - Athletics/Hotel/UC/Other
Subtotal Auxiliary Funds
Total Current Operating Funds
Interfund transfer
Total Sources
9,782,515
457,989
1,398,426
2,076,030
86,509
13,801,469
----------Change----------Dollars
Percent
$ 1,931,316
918,776
(191,627)
748,599
361,685
93,867
16
$ 1,931,316
6.6%
$
9,782,684
457,989
1,398,426
1,868,222
104,985
13,612,306
3,569,442
10,000
3,579,442
829,725
584,576
23,000
145,192
18,774,241
r:bud05\UHV\UHV FY05 Budget.xls
University of Houston-Victoria
Table 3 - Restricted
FY2004
----------Change----------Dollars
Percent
Budget
Source of Funds
Restricted
Contracts and Grants
Financial Aid
Endowment Income
Other Restricted(encum, student fees,other E&G)
Total Current Operating Funds
Interfund Transfer
Total Sources
Use of Funds by Object
Salaries and Wages
Benefits
M&O
Scholarships
Total Uses
3/29/2005
774,000
377,243
610,444
1,761,687
$
$
1,761,687
$
133,995
22,252
563,527
1,041,913
1,761,687
$
$
Budget
$
393,916
52.8%
-5.1%
0.7%
22.4%
1,183,000
358,157
614,446
2,155,603
$
393,916
22.4%
$
2,155,603
$
(21,298)
3,484
26,603
385,127
393,916
-15.9%
15.7%
4.7%
37.0%
22.4%
$
112,697
25,736
590,130
1,427,040
2,155,603
$
409,000
(19,086)
4,002
FY2005
$
r:\bud05\UHV\UHV FY05 Budget.xls
University of Houston-Victoria
Table 4 - Capital Projects
(No Capital Projects At University of Houston Victoria)
3/29/2005
r:\bud04\formats\UHV FY05 Budget.xls
University of Houston-Victoria
Table 5 - Number of Full-Time Equivalent Positions
Employee Classification
FY2004
Budget
----------Change----------FTE
Percent
4.3%
FY2005
Budget
Faculty
70
3
73
Part-time Faculty
20
-
Professional Staff
77
2
2.6%
79
Non-Professional Staff
79
5
6.3%
84
Temporary Staff
13
(1)
-7.7%
12
Total
259
9
3.5%
268
20
6.26
3/29/2005
UHV FY05 Budget.xls
University of Houston-Victoria
Table 6 - Annual Semester Credit Hour Trends
FY2001
Actuals
FY2002
Actuals
FY2003
Actuals
FY2004
Budget
FY2005
Budget
FY05 vs FY04
Change
Semester Credit Hours
Upper Division
18,870
20,930
23,332
22,946
24,257
1,311
Masters
13,702
16,137
18,915
18,859
22,050
3,191
Total
32,572
37,067
42,247
41,805
46,307
4,502
Semester Credit Hours-On/Off Campus
On Campus
23,452
26,540
32,180
30,267
33,341
3,074
Off Campus
9,120
10,527
10,067
11,538
12,966
1,428
32,572
37,067
42,247
41,805
46,307
4,502
Total
3/29/2005
UHV FY05 Budget.xls
University of Houston-Victoria
Table 7 - Allocation of Student Service Fees
FY2004
Sources
Current Year Revenue
Budgeted Fund Balance
Total Sources
Budget
$
$
Allocations
Financial Aid
Student Relations
Student Senate
Special Projects
Child Care Assist
Registrar
Publications
Student Organization
Student Ambassadors Program
SS Fees Contingency
Special Events
University Advancement
Student Service Support
Credit Card Support
Parking
Telecommunications Service
Transcripts
Commencement
Graduation & Diploma
VIP/Registration Support
Career Services
ADA Compliance
Total Allocations
3/29/2005
620,808
620,808
$
$
198,843
79,445
3,900
8,650
3,500
82,513
9,000
3,250
1,000
59,224
15,985
826
31,040
40,700
1,000
13,091
10,000.00
12,000.00
10,000.00
7,513.00
29,328.00
$
620,808
----------Change----------Dollars
Percent
59,905
9.6%
59,905
9.6%
29,576
(3,454)
1,375
(12,415)
(2,000)
3,690
16,800
335
2,000
980
20,018
3,000
$
59,905
FY2005
Budget
$
$
14.9%
-4.3%
0.0%
0.0%
0.0%
1.7%
0.0%
0.0%
0.0%
-21.0%
-12.5%
0.0%
11.9%
41.3%
0.0%
2.6%
0.0%
16.7%
0.0%
13.0%
68.3%
9.6%
680,713
680,713
228,419
75,991
3,900
8,650
3,500
83,888
9,000
3,250
1,000
46,809
13,985
826
34,730
57,500
1,000
13,426
10,000
14,000
10,000
8,493
49,346
3,000
$
680,713
UHV FY05 Budget.xls
University of Houston-Victoria
Note 1 to Table 2: Operations Expenditures By Organization
NOTE 1
FY2004
----------Change----------Dollars
Percent
Budget
Use of Funds by Organization
President
Human Resources
Regional Outreach
University Advancement
Academic Affairs
Office of the Provost
Arts and Sciences
Business Administration
Education
Student Services
Small Business Development Center
Instructional Support
Library
Subtotal Academic Affairs
Scholarships
Administration and Finance
Office of the VP Administration and Finance
Budget
Business Services
Finance
Information Technology
Plant Operations
Subtotal Administration and Finance
Staff Benefits
Contingency
Debt Service
System Service Charge
System Center-Sugar Land
Information System Project
Utilities
Capital Construction
Total Uses
$
496,279
199,144
454,302
537,665
434,324
1,839,000
2,796,592
2,030,452
849,197
209,489
349,473
780,873
9,289,400
636,676
$
453,106
59,995
429,855
362,314
1,080,197
970,459
3,355,926
2,821,910
238,756
1,770,377
1,218,818
875,679
96,884
344,000
22,335,816
-
3/29/2005
$
19,468
457
30,092
175,522
85,118
163,396
243,035
163,416
61,843
5,442
56,312
778,562
93,867
211,942
5,125
69,571
61,208
137,170
11,043
496,059
(30,114)
(62,596)
16
47,309
32,674
350,000
$
1,931,316
3.9%
0.2%
6.6%
32.6%
FY2005
Budget
$
515,747
199,601
484,394
713,187
19.6%
8.9%
8.7%
8.0%
7.3%
0.0%
1.6%
7.2%
8.4%
14.7%
519,442
2,002,396
3,039,627
2,193,868
911,040
209,489
354,915
837,185
10,067,962
730,543
46.8%
8.5%
16.2%
16.9%
12.7%
1.1%
14.8%
-1.1%
-26.2%
0.0%
3.9%
3.7%
0.0%
0.0%
665,048
65,120
499,426
423,522
1,217,367
981,502
3,851,985
2,791,796
176,160
1,770,393
1,266,127
908,353
96,884
344,000
350,000
24,267,132
8.6%
$
-
UHV FY05 Budget.xls
University of Houston-Victoria
Note 2 to Table 3: Restricted Expenditures By Organization
NOTE 2
FY2004
----------Change----------Dollars
Percent
Budget
Use of Funds by Organization
President
Regional Outreach
Academic Affairs
Office of the Provost
Arts and Sciences
Education
Small Business Development Center
Library
Subtotal Academic Affairs
Scholarships
Total Uses
$
65,756
$
43,007
157,105
273,507
180,023
376
654,018
1,041,913
1,761,687
$
5,873
20,784
(1,725)
2,772
(18,875)
(40)
(17,868)
385,127
$
393,916
8.9%
-4.0%
1.8%
-6.9%
0.0%
-10.6%
-2.7%
37.0%
22.4%
FY2005
Budget
$
$
71,629
20,784
41,282
159,877
254,632
180,023
336
636,150
1,427,040
2,155,603
-
3/29/2005
UHV FY05 Budget.xls
Employment: Workload, Compensation, & Additional Income
F-1 Workload
General expectations with regard to teaching, research, and service are noted in section E.11.1.
Percentage weights for evaluation are explained in E.7.4 and should provide guidance to the distribution
of a faculty member's attention. Each academic school may have more specific expectations.
1.1 Teaching Load
This policy is in compliance with Sections 51.402 and 51.403 of the Texas Education Code, which
requires the establishment of minimal teaching load requirements. Each faculty member paid full-time
from the appropriations item "Faculty Salaries" must report a minimum of nine Teaching Load Credits
(TLC) each semester. However, in practice, 12 TLCs represent the normal teaching load at UHV and may
be reduced only with the Provost's approval (see below).
In addition to teaching, faculty workload includes academic advising, directing independent studies and
theses, curriculum development, and committee work.
Faculty are also expected to engage in scholarly pursuits, remain active in their discipline and profession,
and provide professional service to the community as need arises and time permits. Faculty workload
policy attempts to quantify other activities related to instruction to assure fair and equitable workloads for
all faculty members, while, simultaneously, meeting the special needs of this university.
Reduction in Teaching Load:
Although the overall standard remains a twelve-hour teaching load for each semester, this may be
reduced at the discretion of the school to no fewer than nine for owed TLCs, productive research,
administrative reassignment, grant projects, or possibly special projects. The following qualifications
apply:
•
The school/program must maintain its credit generation at the existing or expected level or above.
•
Course scheduling must be maintained in a way that allows students to progress expeditiously
toward their degrees.
•
Faculty positions (full-time or part-time) cannot be added to support reductions in teaching load.
•
Summer teaching must be comparably reduced if semester teaching is reduced for research
purposes. Faculty may not be assigned a reduced teaching load during the semesters yet carry a
twelve-hour load for extra pay during the summer.
•
There must be a written expectation of and accountability for what faculty members are expected
to accomplish or produce if granted a reduction in teaching load, whether on a temporary or
indefinite basis. This may be covered in a school policy statement or in a memorandum from the
Dean to the individual faculty member.
•
The reduction in teaching load may be continued only for so long as expectations are being
fulfilled or until the task or project has been completed.