UHV in 2025: Closing the Achievement Gap
in Coastal South Texas
A Report to Chancellor Renu Khator, University of Houston
Ellen Chaffee, Ph.D. and Michel Hillman, Ph.D.
Association of Governing Boards of Universities and Colleges
October 27, 2014
Executive Summary
1.
2.
3.
4.
5.
The University of Houston-Victoria has the demographics and the will to succeed as
a four-year destination institution. This change of mission is dramatic in that it means
withdrawing from Sugar Land, where about 850 on-site students and 1,800 online
students had enrolled. The major source of expected enrollment growth in the next
ten years is based on developing a destination campus for 6,000 on-campus
students by 2025, up from 1,400 currently.
Texas’ Closing the Gap initiative will benefit from downward expansion at UHV.
Degree attainment is low in the service area and minority population is high.
Providing a more attractive and accessible local option with support for student
success can enable more people to attend and produce more qualified personnel for
the local workforce.
On-campus enrollment growth requires significant up-front investment in facilities,
student services, and programs. Lower-division campus-based students have
significantly different requirements than UHV’s historic upper-division, graduate, and
online students. UHV would do well to have a multi-faceted, phased, integrated
university development plan to ensure smooth implementation.
The goal of 6,000 on-campus students by 2025 is appropriate and feasible if the
institution obtains from the State (a) an estimated $166 million in facilities funds
according to a schedule to be developed, (b) an increase of $1.8 million (to $6.0
million total) in special-item operating funds each biennium for downward expansion
until UHV reaches 6,000 FTSE on-campus students, and (c) a special-item allocation
of $6 million each biennium for program development until UHV reaches 6,000 FTSE
on-campus students.
All State funds are distributed directly from the State to universities, including UHV.
UH System has no funding source for destination university development. Therefore,
UHV’s expansion depends on state appropriations, tuition/fees, and local fund
development.
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UHV in 2025:
Closing the Achievement Gap in Coastal South Texas
This report to Chancellor Renu Khator, University of Houston, outlines important information for
her and other UH executive leaders, UHV executive leaders, regents, state legislators, planners,
and others interested in developing the potential of the University of Houston-Victoria (UHV).
The report focuses on the state-funded changes that must take place at UHV if it is to become a
destination university with a regional comprehensive mission enrolling 6,000 students by 2025.
University of Houston-Victoria: Background
The University of Houston-Victoria began as an off-campus center of the University of Houston
in 1973 with an enrollment of 356 students. In 1983, the Texas Legislature granted the
institution permanent degree-granting status at the upper division and graduate levels. At that
time, the University of Houston-Victoria enrolled 938 students. From its inception, UHV has
served as an extension arm of the University of Houston System (UHS) deploying their
expertise to provide educational opportunities within the UHS service region.
In October of 2008, UHV requested the UH System Board of Regents to approve its new vision
of being a four-year destination university with a comprehensive regional mission to expand
access to higher education and enhance student success (Appendix A). In 2009 UH System, on
behalf of UHV, requested the State legislature to approve UHV’s downward expansion. At the
time, UHV served 503 students in Victoria, 1,221 online, and 1,934 in Sugar Land and Cinco
Ranch. With approval from the legislature, UHV enrolled its first freshmen and sophomores in
fall 2010. UHV has been very active in improving baccalaureate access across the broader
regional community through courses and programs online and on the campuses of regional
community colleges. UHV is in the process of phasing out of the Sugar Land site.
In the Fall of 2014 UHV serves 1,348 students in Victoria, 1,816 students online, and 1,243
students in Sugar Land and Cinco Ranch. The most popular undergraduate major is business
administration, followed by interdisciplinary studies, accounting, and psychology. Business
administration is the dominant graduate major as well, followed by education/counseling.
The opportunity starting in 2010 to enroll underclassmen enables growth for UHV and improved
baccalaureate access for the region. Growth at UHV is a significant strategy to help Texas with
its Closing the Gap initiative goals in that UHV is primarily a teaching institution in a region with
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a significant and rapidly growing minority population and a low college completion rate among
adults. Only 20.2 percent of the Coastal South Texas regional population over age 24 holds a
bachelor or higher degree compared to the state average of 25.8 percent. The number of
Hispanics in the ages 18 through 35 category is expected to grow faster between 2010 and
2015 in the South Texas region than in any other region of the state, an increase of 92,334.
Fall enrollment of freshmen has risen steadily in the last three years from 101 to 156 to 326.
Total enrollment, including distance delivery, in 2009 was 3,655, growing to 4,407 (21 percent)
by fall 2014. Undergraduate students comprise 62 percent of the total. UHV employs 132 fulltime faculty and 91 adjunct faculty. The university’s estimated economic benefit to the region is
$150 million annually.
UHV shares a campus with Victoria College (VC), a public community college. UHV purchased
20 of VC’s 80 acres for its academic buildings. In 2009 UHV created an additional 19-acre
residence hall area that is a 10-minute walk from the two main UHV buildings. UHV and VC
share a library that is located on the other end of the joint campus from UHV’s classrooms. VC
also provides bookstore services and fitness center access. Student athletes compete in
baseball, softball, soccer, and golf. The only on-campus athletic facility is a soccer field.
Becoming a Destination University
UHV defines its vision to be a destination university. The term “destination university” implies an
emphasis on students who live on or near campus, no matter how their courses are delivered. It
is believed that retaining and drawing students to the campus provides proportionately greater
economic, social, and human capital benefits to the community and region around the campus.
Similar institutions elsewhere have a ”regional comprehensive mission,” a general term that
means it is public, offers baccalaureate and master’s degrees and sometimes doctoral degrees,
has moderate admission requirements, emphasizes teaching and learning, focuses more on
regional service than on academic research, and offers programs in the academic disciplines
and applied/professional fields. Such universities often proactively seek to offer programs in
fields that need graduates for the local workforce.
Historically, most students in regional comprehensive universities have been in the 18-25 age
group and live on or near campus. In the past decade or so, many such institutions have offered
hybrid and online instruction as well..
An SCU [State Comprehensive University] is a four-year institution with a wide range of
undergraduate programs funded by a state. SCUs usually have master’s programs . . . .
Some have a few doctoral programs, often in applied areas such as education. (Henderson,
2009)
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A state or system may define the role and mission of comprehensive universities. For example,
the core qualities of regional comprehensive institutions as defined by the University System of
Georgia can be found at http://www.usg.edu/inst/mission/category/comprehensive_universities.
In order to fulfill the vision of a destination university with comprehensive regional service,
accessibility, and student success, institutions require:
• A substantial number of students living on or near campus.
• Attractive, relevant, good quality academic programs and enough faculty to deliver them
effectively
• Programs (with staffing and technologies) to support students with a full range of needs learning, health, personal, and financial.
• Facilities to support the academic and student services programs, including library/learning
center, classrooms, and specialized spaces such as laboratories and arts centers
• Facilities to support student engagement and wellness, including student center, recreation
and fitness facilities, and residence halls
True to its historic mission, UHV currently offers access to academic courses and programs
through online delivery and in a variety of off-campus locations in addition to Victoria. This
approach has been highly efficient and effective. However, this mission focuses the university
on experienced college-going populations and results in much more limited access by underrepresented populations of students – the fastest growing population of potential students in
Texas. UHV will need to become a comprehensive regional university with a full range of
facilities and student support services and programs if it is to more fully address the Closing the
Gap mission in its region.
This report compares characteristics of UHV with two peer groups within Texas in order to
assess what UHV needs in order to fulfill the potential of its destination university mission.
Three other Texas universities moved from upper-division/graduate to become comprehensive
regional universities in the 1990s – Texas A&M International University, the University of Texas
at Permian Basin, and the University of Texas at Tyler. On average, the other three institutions
currently enroll 6,679 students. For purposes of this report, these three institutions constitute
UHV’s Texas Expansion Peer Group.
Six public master’s-level institutions in Texas have enrollments in UHV’s 2025 aspirational
enrollment range (4,510 – 8,164 students with an average of 6,210 students). They are: Angelo
State University, Midwestern State University, Texas A&M University – San Antonio, University
of Texas of the Permian Basin, University of Texas at Tyler, and University of Houston-Clear
Lake (TAMIU is classified as comprehensive, not master’s). In this report, these six institutions
constitute UHV’s Texas Aspirational Peer Group. Not all of these aspirational peers are
destination universities.
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Table 1. UHV Compared to Peer Institution Averages
UHV/Expansion Peers
UHV/ Aspirational Peers
Students
67%
72%
Students – distance total/total enroll.
290%
NA
Faculty
66%
62%
UG Academic Programs
71%
NA
Master’s Programs
70%
NA
Doctoral Programs
0/1-2
NA
Operating Revenue
51%
NA
State Approp per FTSE
88%
100%
Total Revenue per FTSE
73%
79%
63%
29%
37%
52%
83%
NA
Gross Square Feet (GSF)
1
GSF for Education/General
Residential Beds
1
1
Based on available data, UHV has about two-thirds as many students, faculty, programs, and
gross square feet as its peers and nearly three-fourths as much total revenue per full-time
student equivalent (FTSE). It has only half as much total operating revenue. UHV’s campus is
extremely small, with only 42.5 acres total and 37 percent as much space for educational and
general purposes. This reflects UHV’s historic mission of being an extension university;
however, it limits UHV’s ability to serve its new mission of being a destination university and to
perform a complete set of comprehensive university functions.
The most significant difference between UHV and its expansion peers is that in Fall 2013 UHV
enrolled proportionately three times as many distant students as the others.
1
Both GSF ratios for destination peers omit UT-SA, which has triple the average of the others,
apparently due largely to residence halls and parking lots.
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Efficiency and Effectiveness: 6,000 Students by 2025
Enrolling 6,000 on-campus students in Victoria is an appropriate goal if adequate resources are
available starting soon as described in the “Cost Estimates” section of this report, starting on
page 12. The goal is consistent with research on minimum size for economies of scale, done at
the National Center for Higher Education Management Systems (NCHEMS). Growth to this level
will enable UHV to spread its fixed costs over more students, making the university more
efficient. Growing to 6,000 on-campus students is feasible in that regional demographics are
favorable and the nearest similar institutions are about two hours away.
Such growth can also expand the impact of UHV on regional economic growth and more rapidly
help the state achieve its goals for degree attainment. The Texas Higher Education
Coordinating Board (THECB) supports a long-standing initiative to close the achievement gap
for higher education participation and success throughout the state. The THECB maintains a
web site with extensive demographic and higher education performance data, and encourages
regional approaches to help meet the state’s education needs.
Although technically UHV is in the South Texas region it has a broader service area that
includes parts of the Gulf Coast and Central Texas regions. For example, institutional data
indicates that the top two counties of origin for UHV are in the Gulf Coast region. Thus, UHV
serves three of the four fastest growing regions of the state as identified in the 2012 Regional
Plan for Texas Higher Education. The following table provides information on the other
comprehensive regional universities closest to Victoria.
Table 2. Approximate distance to other comprehensive universities
Location
Miles
Time to drive
Corpus Christi
San Marcos
San Antonio
Houston
Austin
Average
86
102
119
125
126
112
1H, 24M
1H, 54M
2H, 10M
1H, 59M
2H, 15M
1H, 56M
These distances create a large and important geographic service region for UHV in one of the
state’s fastest growing regions.
U. S. Census Bureau data reported through the Texas state demographer indicates that while
99 Texas counties lost population between 2010 and 2013, Victoria county gained population
and only 1 of 6 surrounding counties (Refugio) lost population. Census data also indicates that
Victoria County and the region around it are home to one of the state’s most stable, state-born,
populations. These populations are less likely to travel long distances to attend post-secondary
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education. As expressed in the 2012 Regional Plan, “…in every Texas higher education region,
students are more likely to stay within their region of origin for higher education than enroll in
another region.”
Hispanic students’ interest in UHV is high based on THECB almanac application data. This
interest in UHV is important given census data indicating that non-Hispanic Whites represented
45 percent of the general population but 67 percent of the college educated population.
According to the 2012 Plan, Hispanic participation in higher education is only 4.6 percent of the
Hispanic population, a full 1.1 percent below the plan goal. The gap is pronounced in STEM
fields. STEM fields in particular often require dedicated laboratory facilities and a full range of
student services to support student success. Specifically, the plan suggests the need to
“Improve participation of Hispanics and African American males and success of Hispanic and
African American students, and accelerate the implementation of comprehensive student
support systems in institutions with high Hispanic and African American enrollment.”
Other relevant demographic data from the plan includes:
• South Texas is projected to have the second largest percentage increase (8.0%) in the
age 18 through 35 population between 2015 and 2020
• The percentage of Texans aged 25 and over with a high school diploma increased 6.1
percentage points to 74.1 percent in South Texas, the greatest increase in the state.
• South Texas, the state’s third largest population region, had a bachelor’s degree
attainment rate of 20.2 percent in 2006-2010, This resulted in a rank of 5 out of the 10
regions.
•
South Texas was the next to the last region in moving the FY 2000 7th grade cohort
through to a college degree
•
In spite of the low overall ranking, South Texas was second best at moving 7th grade
Hispanic males through to a college degree and had the second highest percentage of
overall enrollment
A majority of white students enroll at four-year colleges but a majority of Hispanic and
African-American students enroll at two-year colleges
Leading occupations typically requiring a college degree are projected to grow at a much
higher rate (32.5%) in South Texas than all occupations generally (19 percent)
•
•
•
Hispanic males’ 10-year graduation rate is 3.2 times higher for public universities in the
South Texas region (49.8 percent) compared to public community and technical colleges
(15.5 percent). The 6-year rate is 5 times higher (38 percent compared to 7.5 percent)
Finally, UHV serves the two higher education regions (Gulf Coast and South Texas) with the
largest numeric shortfall between plan enrollment allocations for Hispanic students and
institutional target enrollments.
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Elements of Growth at UHV
Growing UHV to 6,000 on campus by 2025 through downward expansion requires changes well
in advance of 2025. Essential ingredients to attract and properly serve the regional population
and the region’s economy are currently missing. The university is shifting from having 1,400 oncampus students in Victoria to a goal of 6,000 students enrolled on campus. On-campus
students need classroom space, student services, and parking. Attracting local students
requires academic programs that are of interest to local students and employers. Attracting fulltime students who are typically under age 25 requires an attractive campus, residence halls,
recreation and wellness facilities, athletics programs, and student activities on the campus or
nearby in the Victoria community. Given the state’s and the university’s commitment to student
success and the region’s demographics, the university will need significant staffing and
programming which must be provided through State funding sources, to support student
learning, success, and degree completion.
In business terms, UHV’s prior strategy, fulfilling its upper-division and graduate mission as well
as its historic designation as the outreach arm of the UH System, was to identify additional
markets for its instructional products – to reach out to those who wished to complete an
undergraduate degree or earn a master’s degree within the UH System service region. The new
mission requires a very different strategy – to reorient its instructional products and associated
services and facilities to best serve the regional market. The immediate focus is to grow by
customized products and services for a target market on the Victoria campus.
The table below illustrates the discussion that follows. UHV needs up-front ongoing funding and
one-time capital funding from the State of Texas in order to address critical academic and
student-support requirements.
Table 3. State Funded Needs for Enrollment Growth
Investment in Growth
(Special item funding until standard
state formula is appropriate)
Capital Assets
(One-time funds)
Academic
New programs for regional needs and
student interests
Faculty in new program areas
Learning support staff
Academic facilities – additional
classrooms, learning center, science
with labs
Instructional technologies
Science/other equipment
Student Support
Learning support staff
Student services staff
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ACADEMIC EXPANSION
With this new mission, UHV’s attention to its local region must come into sharp focus. In effect,
the needs of regional employers and students become more central to the university’s
decisions. UHV’s current assessment of those needs is listed in Appendix C as proposed new
programs. With additional program development funding, UHV will be able to respond
proactively and thereby build enrollment more quickly. After an initial new-program launch
period of several years, UHV will have reoriented itself into the new mission and program
development can occur within standard state budget expectations.
STUDENT SUPPORT/COMMUNITY LIFE
Although the percentage of high school graduates prepared for college (as defined by the TSI
achievement rate) in the South Texas region is 12 percent below the statewide average (55
percent vs. 67 percent statewide), a slightly greater percentage (50 percent versus 49 percent
statewide) enroll in post-secondary education. This affects planning for the UHV’s future. The
desired clientele for UHV’s new mission will probably be, on average, less well-prepared,
younger, less experienced, and in greater need of financial assistance than its prior upperdivision and graduate population. Fulfilling the significant opportunity to help “close the gap” for
Texas requires a financial commitment from the State and programmatic commitment from the
institution to student success for this new clientele. Services such as degree progress
monitoring, tutoring, first-year student experience programs, activities that help retain students
by building a sense of community, and other functions are required.
In addition to the direct role that student services play in support of academic success (e.g.
tutoring), they also play a critical role in supporting the broader student life function to help
insure that students are engaged in multiple ways with the campus. Student engagement is
highly correlated with student success. UHV uses multiple student surveys to regularly assess
student perceptions on important student issues such as health and safety and, processes such
as financial aid service, but adequate resources must be available to address any concerns.
The campus environment is also communicated to students through literature and formal and
informal communications. For example: Does the campus send a welcoming message to
Hispanic students and their families? No simple formula prescribes either an adequate or ideal
level of support for the student services function. A continuous improvement strategy based on
the collection of information that guides the strategic allocation of resources is required since
each campus is in a unique environment.
There is strong evidence, however, that UHV could greatly benefit from new student services
investments. With the mission change, six-year graduation rates are not yet available but other
2014 Almanac data does help to describe the current campus environment. Average time to
completion at UHV is 6.2 years compared to a range of 5.1 to 5.4 years for peers. Similarly,
average Student Credit Hours to degree is 151 at UHV compared to 139 to 145 at peers.
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Chart 1. UHV Hispanic and White
Students
70 52.5 35 17.5 0 Accepted Enrolled Degrees Accepted Enrolled Degrees Hispanic
White!
Chart 1 provides an interesting perspective on the current campus environment. Hispanic
students make up 64.7 percent of accepted students but only 31.7 percent of enrollments and
23.4 percent of degrees. White students, on the other hand, make up only 12.3 percent of
applications but 40.2 percent of enrollments and fully 48.6 percent of degrees. It appears that
many Hispanic students have an interest in UHV but the campus, in its current condition, is
neither appealing to a large percentage of them nor does it offer them the full range of services
supporting high levels of success.
This information supports the view that the current operation of UHV is efficient and effective in
serving the more traditional and adult students in the region; however, the campus must change
dramatically if it is to meet its Closing the Gap responsibility to serve larger numbers of students,
particularly those from under-represented groups. Transitioning UHV to a destination university
with a full range of facilities, programs and support services would enable the campus to meet
its responsibility in serving its region. Specifically, UHV would be better able to serve the
growing number and percentage of Hispanic students in this region of the state, who would
otherwise have a two-hour commute to other baccalaureate campuses.
CURRENT RESOURCES AT UHV - SOURCES AND USES
The 2014 Texas Public Higher Education Almanac provides information to allow a comparison
of UHV with its peers on sources of revenue (Chart 2).
While UHV is the highest in its expansion peer group for tuition and fee revenues per FTSE, it is
third of the four in state funding per FTSE, and it falls well below its peers in total revenue and
institution revenue. This is a reflection of UHV’s commitment to instruction as well as limited
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Chart 2. Revenue per State-funded FTSE
22,000 16,500 Total revenue State revenue TuiGon/ fees InsGtuGon revenue 11,000 5,500 0 TAMIU UTPB UT-­‐T UH-­‐V opportunities for a focus on campus life. UHV does not have the range of facilities, programs
and services of its peers to generate institutional revenue.
Chart 3 illustrates the differences between UHV and its expansion peers in uses of funds per
state-funded FTSE based on 2014 Almanac data. Total UHV expenditures fall $847 short of its
Chart 3. Fund Use per Statefunded FTSE
20,000 16,000 12,000 Total uses InstrucGon/ res and support Stu. Services/ Scholarships Inst support /OM Other 8,000 4,000 0 TAMIU UTPB UT-­‐T Peer Ave. UHV expansion peers. While it expends more per state-funded FTSE in the categories of instruction,
research and academic support, and other, it expends less per student on student services and
Page 11
scholarships and less per student on Institutional support and OM. This shortfall can have a
large impact on both student success and the types of students served.
Cost Estimates
This section offers several approaches to estimating the investment needed to enable UHV to
grow and further enable the university to help with Closing the Gap. Because sufficiently
detailed plans and information about developing UHV for its new mission are not yet available,
these estimates are “rule of thumb” only. We trust that this overview will assist the institution as
it engages in detailed planning. We recommend that the institution develop an integrated and
comprehensive academic, student services, administrative, technology, and facilities plan with
an implementation timetable.
SPACE NEEDS
The first determinative factor in whether UHV grows to 6,000 by 2025 is the space for academic
and support services. UHV is located inside the town of Victoria which allows it to utilize various
facilities already available, but it also makes acquiring new land extremely challenging. UHV has
a master plan and there have been conversations about various options for acquiring land
around the campus. The bottom line is that UHV will need additional land to accommodate its
space needs in the immediate future.
With only two buildings other than residence halls and about one-third the number of gross
square feet for educational and general purposes compared to their peers, the need for such
facilities is evident. In addition, the university must find non-state sources of funding (from
student fees or philanthropy) for a student center and facilities for student recreation and
athletics.
There are several ways to estimate the need for one-time facilities funding from the State –
equity based on what other Texas downward-expansion institutions have received, equity based
on square footage at other peer institutions, and cost of major needed facilities based on
estimated size and Texas guidelines for cost per square foot by type. The three estimates
described below yield costs respectively of $129 million plus about 15 years of inflation, $166
million plus 20% for design and engineering, and $153 million plus the requirements of
enrollment growth. Taking into account the potential for rising costs by the time construction
can begin, we suggest a rough estimate for one-time facilities construction funding of $166
million.
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Equity with past downward expansion institutions - $129 million plus inflation
Provide UHV with seed money (TRB) based on past Texas experience - TAMIU
$177,196,600; UT-T $79,910,000; UT-PB $130,410,000 – average is $129 million.
Adjust the average to recognize about 15 years of inflation since the peer institutions
were funded for downward expansion.
Equity with aspirational and expansion peers based on gross square footage (GSF) $166,328,700 plus enrollment growth
THECB estimates UHV’s current GSF deficit at 163,258 square feet (sf). At an average
of $450/sf2, UHV needs $73,466,100.
UHV is approximately 300,000 sf short of its Texas Expansion Peer Group. At an
average of $450/sf, UHV needs $135,000,000.
UHV is approximately 645,600 sf short of its Texas Aspirational Peer Group, excluding
UT-SA because of its extensive residence halls and parking lots. At an average of
$450/sf, UHV needs $290,520,000.
The average of these three estimates is $166,328,700. This estimate is conservative in
that the THECB estimated need for 163,258 sf is based on current conditions, not
including on-campus enrollment growth.
Needed facilities compared to Expansion Peers - $153,210,000 plus design/engineering
UHV needs several important facilities, as comparison with its expansion peers illustrates.
Table 5. UHV and Peer Facilities
Academic Special Purpose (GSF)
TAMUI
Library (168K)
Fine/Performing Arts Center (141K)
Science Center (79K)
2
THECB construction cost analysis, Fall 2013: Aud/theater $551; general classroom $406;
general lab $518; healthcare lab $663; library/study $313; office $303; tech office $437; parking
$70; physical plant $724; student center $418
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Academic Special Purpose (GSF)
UT-PB
Industrial Tech (16K)
Library (80K)
Visual Arts Studies (25K)
UT-T
Library (75K)
Fine Arts Center (113K)
Fine Arts Complex (37K)
UHV
Library (shared) (49K)
Buildings and square footage in these estimates are for illustrative purposes only, not based on
UHV plans.
Library/learning center (100,000 sf) * $313 = $31,300,000
Science building (100,000 sf) * $406, plus science lab space (25,000 sf) * $518. Plus
Healthcare lab (20,000 sf) * $663 = $66,810,000
Arts/performance/auditorium space (100,000 SF) * $551 = $55,100,000
Total $153,210,000 for construction, plus 20% for design, engineering, other costs
ACADEMIC AND PROGRAMATIC NEEDS
In fall 2013, graduate students comprised 38 percent of the student population. Some 76
percent of all students learned off-campus, and 51 percent of all students were taking online
courses. In order to attract, retain, and graduate a more residential and local undergraduate
population as part of a destination university mission, the university must develop programs and
staffing ahead of the growth curve. Once UHV is appropriately staffed and prepared for this new
mission, standard state resource allocation procedures will apply.
As shown in Table 6, UHV has less state revenue ($897, 88 percent) and fewer total dollars per
FTSE ($848, 94 percent) than its expansion peers, yet UHV maintains a commitment to
instruction that is more than equal to theirs (105 percent). UHV’s spending on student services
and institutional support/operations and maintenance are proportionately less – about threefourths of its peers. With its new mission, UHV will need to maintain its commitment to
instruction while increasing its commitment to the other two categories in recognition of its
changing student body, its commitment to student success, and the need to maintain more
facilities.
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Table 6. Expenditures per FTSE, UHV and Expansion Peers
2013 State
Revenue/ FTSE
Total Expend/
FTSE
InstrucRes/
FTSE
StuSvcs/
FTSE
InstSuppOM/
FTSE
TAMUI
7,274
15,874
8,696
3,595
2,797
UT-PB
9,310
14,833
7,359
3,379
3,681
UT-T
6,458
15,334
8,801
2,885
3,468
PEER
AVG.
7,681
15,347
8,285
3,286
3,315
UHV
6,784
14,499
8,716
2,490
2,508
UHV/Peers
88%
94%
105%
76%
76%
Peers-UHV
897
848
-431
796
807
In the next several years, UHV will need to pursue several significant kinds of initiatives while
also continuing to provide high quality education and services to its students:
• Add academic programs to respond more directly to local potential students and
workforce needs.
• Develop and provide additional student services – directed both at successful learning
and the quality of campus-based student life.
• Raise and expend millions of dollars for student facilities that are not supported by State
funds.
• Obtain state funding for land acquisition and academic facilities to meet the needs of
over 4,000 more on-campus students.
• Oversee and administer a multi-million-dollar, multi-year land acquisition and campus
construction program.
These circumstances are especially difficult for a small institution to accommodate, especially
one with less than average state funding per FTSE.
Accordingly, the university originally requested $6 million per biennium for start-up expenses of
becoming a destination university: additional faculty for lower division courses, additional
recruitment and advising/counseling staff, and marketing. For state budget reasons at the time,
the $6 million request was cut to $4.2 million. We recommend restoring full funding at the $6
million level per biennium (an increase of $1.8 million) in special-item operating funds until oncampus enrollment reaches 6,000 FTSE, as UHV requests.
Page 15
In addition, UHV requests a special-item allocation of $6 million each biennium for program
development until UHV reaches an enrollment of 6,000 on-campus students. UHV reports that
the $6 million figure is based on:
(1) what the legislature funded for UHVs new program "Master of Nursing" and (2) the
general cost for new programs we estimated in the past. Each program will cost on
average $500,000 (2-3 faculty, staff support, and operational support for 2-4 years).
Appendix C contains a list of academic programs UHV anticipates launching during 2015-2025.
They are primarily technical and professional degrees that appear to be well-suited to the
employment opportunities in the region. Some may require faculty with new expertise who will
need to begin employment before students enroll so that they can develop the curriculum and
courses.
Fully funding this request would better enable UHV’s physical and programmatic development to
occur in tandem. Not providing adequate program/services funding could carry very high costs
in lost opportunity and inability to meet growth expectations. We recommend approving UHV’s
request for a special-item allocation of $6 million each biennium until UHV reaches an
enrollment of 6,000 FTSE on-campus students.
FUNDING REALITIES
The University of Houston System receives no discretionary State or other source of funding
which could be allocated to support the transition of UHV to a self-sustaining destination
university. UHS does not have access to funding from independent sources, such as the
Permanent University Fund, which allow the designation of funds to universities within the UH
System as needed or desired. Increases in direct State funding through all sources including
base funds, TRBs or special items, in addition to individual University tuition and fees will be
required to achieve the goals outlined for UHV and to meet the THECB regional goals in
“Closing the Gap”.
Overall, UHV would need special-item funding or funding through a bill passed by the legislature
and signed by the Governor, which will be used to develop new programs and make start-up
funds available.
Conclusion
Texas will derive the greatest benefit from UHV’s downward expansion by aiming for an oncampus enrollment of 6,000 by 2025. Because this is a dramatic mission change and UHV
currently has very limited land, facilities, and student services needed by undergraduate
resident students, achieving this goal requires an infusion of capital. Based on our analysis,
UHV needs the following to reach its aspiration goal of enrolling 6,000 students as a destination
Page 16
campus. Since UHV relies almost exclusively on state support, the funding will have to come
from the State.
1.
State support for facilities and land: $166 million
2.
State support in terms of special-item budget increases: $6 million per biennium for
program development and an additional $1.8 million per biennium for downward expansion until
enrollment reaches 6,000 FTSE.
3.
Board of Regents’ approved tuition increase comparable to its peers: TBD
4.
Board of Regents’ approved student fees to build buildings for support functions: TBD
5.
Philanthropy to enhance other sources of funding as and where possible.
In addition, we recommend that:
6.
The UH System support UHV in its request to the state legislature for additional funding.
7.
UHV commits itself to building a destination university in Victoria.
8.
UHV enhances its partnerships with the business and civic communities in Victoria and
the surrounding area.
Page 17
APPENDIX A: Minutes of the Board of Regents – Special meeting October 10, 2008
MINUTES OF THE
UNIVERSITY OF HOUSTON SYSTEM
SPECIAL CALLED
BOARD OF REGENTS MEETING
Friday
October 10, 2008
The Chair of the Board, Welcome W. Wilson, Sr., convened the meeting of The University of
Houston System Board of Regents in the Elizabeth D. Rockwell Pavilion, Second Floor, M.D.
Anderson Library, Houston, TX on Friday, October 10, 2008, with the following members present:
Lynden B. Rose, Vice Chair, Jim P. Wise, Secretary, Dennis D. Golden, Tamara K. Goodwin,
Carroll Robertson Ray, and Calvin W. Stephens. Regents Nelda L. Blair, Jacob M. Monty and Mica
Mosbacher were not in attendance. Noting the presence of a quorum, Chairman Wilson called the
meeting to order at 9:37 a.m.
*****
Chairman Wilson stated for this meeting only, the committees will meet as committees of the whole;
and all action items presented would be considered for Board approval at the end of the committee
meetings.
Chairman Wilson welcomed everyone from the UH-Victoria community and congratulated Coach
Sumlin and UH on their recent victory!
CHANCELLOR’S REPORT
Dr. Khator gave a very special welcome to everyone from UH-Victoria and stated how proud she
was of their accomplishments. Dr. Khator gave the following remarks:
• Three records have been broken by the University of Houston System: (1) UH Cougars
defeated a ranked team after 12 years, East Carolina five weeks ago, and then beat UAB; (2)
Enrollment is now at 59,000 students for the first time; and (3) Annual Giving at UHS has
increased by 55 percent to $85.4 million for a record.
• Dr. Khator applauded the regents, faculty and staff for all of their efforts during Hurricane
Ike. There were 1,600 students who volunteered their time after Hurricane Ike and helped
46,000 people.
Due to a scheduling problem, Chairman Wilson declared the next item on the agenda, Item D,
Discussion regarding University of Houston/Scott Street Development – UH System, would be taken
out of order and moved to the end of the meeting to accommodate The Honorable Garnet
Coleman.University of Houston System Special Called Board of Regents Meeting Minutes, October 10, 2008
Page 18
ACADEMIC AND STUDENT SUCCESS COMMITTEE MEETING
Chair of the committee, Jim Wise, called the meeting to order at 9:50 a.m. Mr. Wise introduced the
first item for informational purposes, Report from the Commission on Expanding Access to Higher
Education – UH-Victoria. He commented this was a Blue Ribbon Commission of outstanding
leadership with members Welcome W. Wilson, Sr., Chairman of the UH System Board of Regents
and Ron Walker, President, Board of Trustees of The Victoria College, who co-chaired the
committee. The 17-member Commission included the UH-Victoria and Victoria College presidents,
the superintendent of Victoria ISD, and numerous community leaders. In September 2008, the
Commission met four times, the result of which was a report that included three recommendations
for consideration by the Victoria College and UH System governing boards – including downward
expansion at UH-Victoria – and one recommendation for the Victoria community.
The Commission on Expanding Access to Higher Education was created to explore ways in which
Victoria education institutions could enhance student access and success in higher education, in
accordance with the goals identified in the state’s plan for higher education, “Closing the Gaps.”
Paramount to the commission’s work was examining whether UH-Victoria should be transformed
into a four-year university through downward expansion.
Mr. Wise called on Mr. Walker who thanked the UH System, in particular, Chairman Wilson, Dr.
Khator, Ed Hugetz, and Chris Stanich for their hard work and support.
Chairman Wilson also thanked State Representative Geanie Morrison for her support. The Honorable
Geanie Morrison was unable to attend but her assistant, Ms. Lisa Peterson, attended in her place.
Based on presentations and discussions that took place at its meetings, the Commission on
Expanding Access to Higher Education arrived at the following six points of consensus:
• The Victoria ISD, Victoria College, and UH-Victoria must work together to increase the
number of local high school students who attend higher education institutions in the region;
• Downward expansion at UH-Victoria is a key component to expanding access to higher
education and enhancing student success;
• For downward expansion at UH-Victoria to succeed in the near future, recruitment of
students from outside the region is necessary;
• If downward expansion is approved, UH-Victoria will continue to be located on the same
campus until enrollment growth generates the need for a separate campus;
• Downward expansion at UH-Victoria must be accomplished in such a way as to not have a
material adverse effect on Victoria College; and
• The Victoria community must be an active partner in strengthening the PK-16 pipeline and
implementing downward expansion at UHV.
(University of Houston System Special Called Board of Regents Meeting Minutes, October 10, 2008 –
FOOTER)
Page 19
To fulfill these points of consensus, the Commission made the following specific recommendations
to the UH System Board of Regents, Victoria College Board of Trustees, Victoria ISD, and the
Victoria community in general:
• Authorize UH-Victoria to seek enabling legislation to achieve downward expansion;
• Create the Victoria Education Council. Comprised of the Victoria College president, UHVictoria president, Victoria ISD superintendent, and community representatives, the Council
should develop and coordinate collaborative approaches to strengthening the PK-16 pipeline,
including early college/dual enrollment programs, workforce training programs, and joint
degree programs. The Victoria Education Council should report to the three governing boards
at least once per year; and
• Develop a memorandum of understanding between UH-Victoria and Victoria College that
outlines the partnership among the two institutions in the event of downward expansion.
A fourth recommendation was offered by the Commission to the Victoria community:
• Make a five-year commitment to raising resources for scholarships needed to attract
freshmen and sophomores to UH-Victoria who reside outside the region. The community’s
goal for the first year of downward expansion (beginning in fall 2010), is $250,000. This
amount will increase in the subsequent four years in order to cover both new and continuing
students. The UH-Victoria president will advise community leaders on the scholarships
needed in years 2-5.
This item was for information only and required no action by the Board.
The next item on the agenda for Board consideration was the UH-Victoria Downward Expansion –
UH-Victoria. The request was for the UH System Board of Regents to approve the resolution
addressing downward expansion at UH-Victoria. Mr. Wise called on President Tim Hudson for his
presentation on UHV Downward Expansion – Expanding Access. A summary of his remarks are as
follows:
Upper Division Universities
• Undergrad enrollment limited to community college transfer students;
• Only four remaining upper level division universities in nation – two in Texas;
Downward Expansion
• Admit freshmen and sophomore students;
• Enriched learning environment;
• Broader service to students;
• Community and economic gains;
• Contribute to Closing the Gaps for Texas; and
• Support the UHS goals of expanded access and student success.
A matrix showing the Fall Enrollment Data: Former Upper Level Universities and Related
Community Colleges following 10 years of downward expansion of the university were displayed.
(University of Houston System Special Called Board of Regents Meeting Minutes, October 10, 2008 –
FOOTER)
Page 20
The Business Plan Assumptions were outlined as follows:
• First enrollments: Fall 2010;
• Begin with existing facilities;
• Freshmen student housing – Casa Rio Apts.;
• Enrollment: 150 freshmen, 40 sophomores annually for first 5 years;
• Enrollment increase: 3% year 2; 5% year 3; 7% year 4; 9% year 5;
• Retention rates: 65% freshmen; 75% sophomores; 85% juniors; and
• Each student generates 30 SCHs/year average
• 70% courses taught by faculty (tenure/non-tenure track);
• 30% courses taught by adjuncts;
• Tenure track faculty course load – 8 courses (24 SCH) for combined Fall/Spring semesters;
• Non-tenure track faculty – 10 courses (30 SCH);
• Formula funding rates – based on FY2008-2009;
• Salary projections – based on current rates; and
• Partner with Victoria College
A complete copy of Dr. Hudson’s presentation was filed in the Board office.
Regent Ray made a motion for Board approval of the action item as presented. Regent Golden
seconded the motion, which passed unanimously.
There being no further business to come before the committee, the meeting was adjourned.
FACILITIES, CONSTRUCTION AND MASTER PLANNING COMMITTEE MEETING
Chair of the Committee, Regent Rose, called the meeting to order at 10:50 a.m. He stated there was
one action item on the agenda and called on Dr. Carl Carlucci, who introduced this item.
The Approval for negotiation of a development and lease agreement with ownership of the campus
building and underlying 40 acres upon conclusion of the lease – UH-Clear Lake was presented. Dr.
Carlucci requested the approval for the delegation of authority to the Chancellor to negotiate a
development agreement and 20-year lease for a minimum 22,616 square feet of a campus building
from the City of Pearland with ownership to UH System upon conclusion of the lease. This had come
to the Board in May 2007 but was since increased in scope and annual cost. There were numerous
factors influencing this proposal:
• Opportunity to increase space by 13% (2,616 sq. ft.);
• Favorable bond rate will hold cost impact to 11.6%;
• Project cost per gross square foot increased 7.6%;
• Bond interest rate 5.25%; and
Page 21
•
Operating cost will fluctuate based on annual usage; therefore, it is not included in impact
calculation.
The lease presented would have a $250,000 cap, which would limit our risk.
Chairman Wilson moved Board approval of this item as presented. Regent Ray seconded the motion,
which passed unanimously.
There being no further business to come before the committee, the meeting was adjourned.
*****
FINANCE AND ADMINISTRATION COMMITTEE MEETING
Chair of the Committee, Calvin W. Stephens, called the meeting to order and turned the meeting over
to Dr. Carl Carlucci, who introduced the one item for information.
Update on Campus Status – University of Houston was presented by Dr. Carlucci, who gave a brief
overview of Post Hurricane Ike and the Financial Market Impact. Dr. Carlucci stated that the
delegation of authority to the Chancellor to negotiate contracts associated with Hurricane Ike
recovery would be submitted for Board approval at the next Board meeting in December per Board
Policy 55.01.02, Subsection E.
There were two issues addressed in regard to our debt financing:
• Can we go to the market and sell our bonds?
• What price must we pay to borrow?
Dr. Carlucci gave a brief overview of the above scenarios. A copy of his presentation was filed in the
Board office.
There being no further business to come before the committee, the meeting was adjourned.
*****
Chairman Wilson called for a 10 minute break at 11:15 a.m.
At 11:24 a.m. Chairman Wilson reconvened the Board meeting, and stated that due to a scheduling
problem, Item D, Discussion regarding University of Houston/Scott Street Development – UH
System, would not be discussed. This item was for information only and required no action by the
Board.
*****
University of Houston System Special Called Board of Regents Meeting Minutes, October 10, 2008
INFORMATION ONLY:
Chairman Wilson introduced three individuals who had signed up for Open Forum:
Page 22
1. Ms. Kristen Lindley, UH-Victoria Student Senate President;
2. Mr. Will Armstrong, City of Victoria Mayor; and
3. Mr. Dale Fowler, Executive Director, Victoria Economic Development Association.
All individuals addressed the UH-Victoria downward expansion.
*****
CHAIR’S REPORT
There was no Chair’s report given at the meeting.
*****
Pursuant to Subchapter D of Chapter 551 of the Texas Government Code, which allows governing
boards to meet in closed session, the Board of Regents went into Executive Session at 11:42 a.m. The
Board reconvened the meeting at 12:05 p.m.
EXECUTIVE SESSION REPORT
Chairman Wilson announced that the regents consulted with General Counsel, Dona Cornell and
property issues were discussed. There was no action taken in Executive Session.
In absence of further business, the Board adjourned at 12:05 p.m.
All documentation submitted to the Board in support of the foregoing action items, including but not
limited to “Passed” agenda items and supporting documentation presented to the Board, is
incorporated herein and made a part of these minutes for all purposes; however, this does not
constitute a waiver of any privileges contained herein.
*****
Others Present:
Renu Khator
Jerry Strickland
Carl Carlucci
Dona Cornell
Grover Campbell
Elwyn Lee
Michael Rierson
Dan Gardner
Raymond Bartlett
Ron Walker
Wynne Chin
Suzanne LaBrecque
Malcolm Davis
Elaine Charlson
Donald Day
Ed Hugetz
John Powell
Eric Gerber
Don Guyton
Emily Messa
Michelle Dotter
Tom Ehardt
Lisa Holdeman
Ruby Rodriquez
Page 23
Tim Hudson
Max Castillo
William Staples
Carl Stockton
Ed Jones
Dick Phillips
Alan Dennis
Earl Smith
Dan Jaeckle
Oscar Gutierrez
Will Armstrong
Molly Woods
Karen Clarke
Diane Murphy
Phil Booth
Marquette Hobbs
Cindy Schonably
Charles Alcorn
John Walsh
Gerry Mathisen
Jim Anderson
Jon Aldrich
David Bell
Dave Irvin
Johanna Wolff
Dan Wells
Lisa Peterson
Dana Rooks
Kristen Lindley
Page 24
RESOLUTION
UH-VICTORIA DOWNWARD EXPANSION
The University of Houston System Board of Regents authorizes UH-Victoria to seek enabling
legislation during the 81st Texas Legislature to offer freshman and sophomore courses, with the
following contingencies and requirements:
1. Downward expansion will take place on the existing UH-Victoria campus, until enrollment
growth justifies the need for expansion of current facilities. UHV anticipates enrolling a
cumulative total of 557 new students by year five of downward expansion. This level of
growth can be accommodated in existing facilities.
2. UHV has sufficient cash reserves to cover forecast funding deficits if state resources are not
appropriated for this purpose during the 2009 legislative session. The UH system, as an
entity, will not allocate resources to support downward expansion.
3. The delivery of freshman and sophomore level instruction at UHV will take place in
partnership with Victoria College. To that end, a memorandum of understanding between the
two institutions is being developed and must be approved by the UH system Board of
Regents before implementation of downward expansion begins.
4. The recruitment of students to UH-Victoria from the Houston region will be consistent with
the enrollment management plan for the UH System.
5. The Victoria community is committed to the success of UHV downward expansion. To that
end, the community has pledged to raise scholarship funds for five years: $250,000 for the
first year of downward expansion ($190,000 has been raised to date), with increasing
amounts in the subsequent four years to cover the costs of new and continuing students.
6. As it moves forward with downward expansion, UH-Victoria will comply with the
requirements of all relevant accrediting agencies, including the Southern Association of
Colleges and Schools (SACS) and the Texas Higher Education Coordinating Board.
7. Progress at UH-Victoria will be reviewed by the UH System Board of Regents after three
years to ensure that downward expansion is being implemented as proposed and that
accountability expectations are being met.
Page 25
APPENDIX B: Mission Statements for UHV (dating back to 1992)
UH-Victoria Mission
1992-1995
The University of Houston-Victoria was established in 1973 as an off-campus center of the
University of Houston and became a separate degree-granting institution in 1983. It is one of
four institutions in the University of Houston System, which is governed by a single Board of
Regents and administered by a chancellor. Administrative authority for the University is vested
in its president.
The University of Houston-Victoria shares with all other institutions of higher education a
commitment to learning as its primary end. The development, acquisition, and communication
of learning are accomplished through teaching, research, and service.
The University carries out this traditional mission within received limitations that define its role
and scope. The university provides upper-level and graduate instruction only, and mainly to
part-time students commuting within a fifteen-county area surrounding Victoria. The student
body is composed of community college graduates seeking baccalaureate degrees, postbaccalaureate students seeking advanced training or second baccalaureate degrees, graduate
students seeking master’s degrees, and other students seeking to update or expand their
knowledge for the sake of enhancing their career opportunities or the quality of their lives. Most
students are employed residents of the area with obligations to their work, families, and
communities, as well as to their studies.
The distinctiveness of the university’s mission derives from its service area, the kind of people it
serves, and its commitment to providing them with a quality of education at least equal to that
which they could receive had they the opportunity to study elsewhere. The institution strives to
maintain a faculty dedicated especially to excellence in teaching but also to scholarly activities
and public service. Programs are intended to produce educational, business, social, and
cultural leaders, particularly for the service area. As a result of instruction and other learning
opportunities made available, students are expected to observe critically, reason logically,
communicate effectively, acquire marketable skills, and pursue knowledge that adds value to
living.
The university is authorized to offer degree programs in education, business administration, and
specified areas of the arts and sciences. In addition, the university serves the educational
needs and interests of area residents with continuing education offerings and cultural events.
Page 26
UH-Victoria Mission
1996-2005
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.
Page 27
UH-Victoria Mission
2006-2009
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 region.
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 and Human
Development. In cooperation with community colleges, which offer the first two years of
instruction, the university provides an opportunity for students to complete baccalaureate
degrees. At both the undergraduate and graduate levels, the university admits only students
whose records demonstrate successful academic performance at the college level.
The university serves students on campus in Victoria and delivers instruction to other
communities in the area. In collaboration with other UH System universities, it offers degree
programs at teaching centers in greater Houston. It provides extensive course offerings,
selected degree programs, learning support, and many student services entirely online.
In addition to degree programs, the university extends educational, informational, and cultural
opportunities to the public through library services, outreach and professional development
programs, and a variety of special events.
In reaching out to students online and on site in multiple communities, the University of
Houston-Victoria is evolving beyond location. But though its identity may have changed, its
basic mission remains the same: to provide able students, often with job and family obligations,
convenient access to higher education that is affordable, credible, and relevant to their lives,
their communities, and their world.
Page 28
UH-Victoria Mission
2010-Present
The University of Houston-Victoria (UHV) is a dynamic destination university in the Coastal
Bend Region of Texas. UHV serves the educational needs, promotes the economic well-being,
and advances the quality of life for the university and community through teaching, research,
and service excellence.
As a separately accredited university in the University of Houston System, UHV is dedicated to
providing students with educational and leadership opportunities that empower them to be
successful 21st century professionals and citizens in the global economy. UHV offers
undergraduate and graduate degrees in four schools: Arts and Sciences, Business
Administration, Education and Human Development, and Nursing. Fully-online programs
complement face-to-face programs and allow convenient access for UHV’s traditional and nontraditional students. UHV also serves transfer students through articulation agreements with
community colleges.
Civic engagement and service learning provide students the opportunity to make meaningful
connections between their classroom experiences and their lives in an ever-changing and
increasingly complex world. UHV enriches the region by offering economic development, lifelong learning, outreach and special events, athletics and cultural experiences for the community.
Page 29
APPENDIX C: BACKGROUND DOCUMENTS
O DISTANCE LEARNING TABLE RE EXPANSION PEERS
O UHV NEW PROGRAMS PLANNED FOR 2015-2025
- Distance learning table regarding Expansion Peers
Enrollment and Semester
Credit Hours (SCHs)
Attempted in Distance
and Non-Distance
Education Courses
Semester: Fall 2013
Institution
Type of
Instruction
Instruction
Name
Instruction
Mode
Location
TEXAS A&M
INTERNATIONAL UNIV
Distance
Distance
SCH
Fully Distance
Education
On-Campus
1,695
4,878 64.00% 6.69%
Hybrid/Blended
On-Campus
77
231 3.03% 0.32%
Two Way
Interactive
On-Campus
78
234 3.07% 0.32%
Face to Face
On-Campus
Face to Face
Off-Campus
Pub/Private School
2,578
7,617
100% 10.50%
23,018
65,271
89.50%
25,596
72,888
100%
9
27 0.09% 0.07%
7
14 0.05% 0.04%
1,552
4,691 16.20% 12.30%
26
78 0.27% 0.20%
6,465
19,703 68.00% 51.60%
444 1.53% 1.16%
Fully Distance
Education
Individual
Telecomm
Hybrid/Blended
On-Campus
148
Off-Campus
60
204 0.70% 0.53%
466
1,823 6.29% 4.77%
Interinstitutional
Pub/Private School
Two Way
Interactive
30
90 0.31% 0.24%
On-Campus
275
825 2.85% 2.16%
Interinstitutional
364
1,092 3.77% 2.86%
Distance
Total
Face to Face
On-Campus
Grand Total
Distance
SCH
2,274 29.90% 3.12%
Interinstitutional
U. OF TEXAS AT TYLER
Total
728
Foreign Country
NonDistance
Dist
Ed
Off-Campus
Grand Total
U. OF HOUSTON-VICTORIA
SCH
% of
Face to Face
Distance
Total
NonDistance
Enrollment Attempted % of
Face to Face
Fully Distance
Education
9,402
28,991
100% 75.90%
3,258
9,222
24.10%
12,660
38,213
100%
Off-Campus
377
Interinstitutional
226
627 2.87% 0.83%
Pub/Private School
540
1,632 7.46% 2.15%
5,174
15,433 70.60% 20.30%
Individual
Telecomm
1,829 8.36% 2.41%
Page 30
Hybrid/Blended
Two Way
Interactive
On-Campus
632
1,896 8.67% 2.50%
Individual
Telecomm
44
132 0.60% 0.17%
Work Location
77
231 1.06% 0.30%
Off-Campus
29
87 0.40% 0.11%
Distance
Total
NonDistance
Face to Face
On-Campus
Grand Total
U. OF TEXAS-PERMIAN
BASIN
Distance
Fully Distance
Education
Individual
Telecomm
Hybrid/Blended
On-Campus
Distance
Total
NonDistance
Face to Face
On-Campus
Grand Total
7,099
21,867
100% 28.80%
19,283
54,038
71.20%
26,382
75,905
100%
5,919
69
17,882 98.90% 38.90%
207 1.14% 0.45%
5,988
18,089
100% 39.30%
10,576
27,896
60.70%
16,564
45,985
100%
- Planned New Programs at UHV, 2015-2025
1. Applied Sciences
a. BS in Computer Engineering
b. BS in Electrical Engineering
c. BAAS in Engineering Technology
d. BAAS in Oil and Gas
e. BAAS in Electronics
f. BS in Environmental Science
g. BAAS and BS in Radiological Technology
2. Arts
a. Minors in Music, Theater
b. BAIS in Arts
3. Social Sciences
a. BS in Political Science
b. BA in Medical Sociology
c. MS in Gerontology
d. BA in Public Administration
e. BA/BS in Social Work
4. Professional Programs
a. BBA in Aviation Management
b. BS in Aeronautics
c. BS in Kinesiology
d. BS in Nursing (RN to BSN)
e. BSIS in Curriculum & Instruction (Success Coaching)
Page 31
f.
g.
h.
i.
j.
k.
l.
m.
n.
o.
BSIS in Special Education (Autism)
MBA in Actuarial Science
M.Ed in Educational Technology
BSN and MSN in Nursing
BS in Occupational Therapy
BS in Athletic Training
BS in Physical Therapy
Ed.D. in Educational Leadership
BSIS in Educational Interventions for Autism
MBA in Construction Management
Page 32
APPENDIX D: LIMITATIONS OF THE REPORT
1. The report was produced to meet a very short timeline.
2. The authors relied on the excellent services of University of Houston-Victoria staff members
for much of the data.
3. The authors received historical and contextual information from the UH System.
4. Limits on resources did not permit the consultants to conduct an onsite inspection.
APPENDIX E: REFERENCES
Henderson, Bruce B., “The Work of the People’s University,” Teacher-Scholar; The Journal of
the State Comprehensive University, Volume 1, Number 1, Summer 2009, pp. 5-29
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