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Part 1: Signature Page
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Part 2: Substantive Changes Since Last Reaffirmation
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Core Requirement 2.1 - Degree-Granting Authority
The institution has degree-granting authority from the appropriate government agency
or agencies.
Compliance Judgment: Compliance
Narrative:
The University of Texas at San Antonio (UTSA) has degree-granting authority from the
appropriate government agencies, which are the Texas Legislature, the Texas Higher
Education Coordinating Board (THECB), and The University of Texas System (UT
System).
In 1969, the Texas Legislature established UTSA. This act is codified in the Texas
Education Code (TEC), Chapter 71, Section 71.01 [1]. TEC, Section 71.03 [2], grants
UTSA’s authority to award degrees that “include bachelor’s, master’s, and doctor’s
degrees and their equivalents, and that there be established a standard four-year
undergraduate program; but no department, school, or degree program may be
instituted except with the prior approval of the Coordinating Board, Texas College and
University System.”
In Texas, the THECB has oversight of all higher education matters and is responsible
for monitoring educational quality. TEC, Chapter 61, Section 61.051 [3], describes the
powers and duties of the THECB, which include authorizing programs leading to
degrees. TEC, Section 61.051(a) [3] states that “[t]he board shall represent the highest
authority in the state in matters of public higher education and is charged with the duty
to take an active part in promoting quality education in the various regions of the state.”
As per TEC, Chapter 65, Section 65.02 [4], UTSA is a member of The UT System.
TEC, Section 65.11 [5], delegates the power and authority to administer The UT
System, including all of its component institutions, to the Board of Regents (Board). As
per TEC, Section 65.31 [6], “(a) The board [of Regents] is authorized and directed to
govern, operate, support, and maintain each of the component institutions that are now
or may hereafter be included in a part of The University of Texas System. (b) The board
is authorized to prescribe for each of the component institutions courses and programs
leading to such degrees as are customarily offered in outstanding American universities,
and to award all such degrees. It is the intent of the legislature that such degrees shall
include baccalaureate, masters, and doctoral degrees, and their equivalents, but no
new department, school, or degree-program shall be instituted without the prior
approval of the Coordinating Board, Texas College and University System.”
5
All degree programs at UTSA have been approved by the Board and the THECB. A list
of approved degree programs can be found on the THECB’s website in the THECB
Program Inventory [7].
Rules and Regulations of the Board of Regents, Rule 40101, Section 5 [8] places
control for degree granting authority in the faculty and specifies that “[i]t shall be the
duty of the several institutional faculties to recommend approval or disapproval of all
candidates for degrees. This duty may be delegated by affirmative vote of the
institutional faculty, or its legislative body, to the respective deans or other appropriate
official. Should this duty not be delegated, the institutional registrar, or his or her
equivalent, shall furnish to the members of the institutional faculty a complete list of the
degree candidates for recommendation.” The narrative for Comprehensive Standard
3.7.5 [9] provides details on faculty governance at UTSA.
Documentation:
Document
[1] Texas Education Code (TEC), Chapter 71,
Section 71.01
Source of Document
TEC, Chapter 71
[2] TEC, Chapter 71, Section 71.03
[3] TEC, Chapter 61, Section 61.051 (a)
TEC, Chapter 61
[4] TEC, Chapter 65, Section 65.02
TEC, Chapter 65
[5] TEC, Chapter 65, Section 65.11
[6] TEC, Chapter 65, Section 65.31 (a), (b)
[7] Texas Higher Education Coordinating Board
(THECB) Program Inventory
THECB Website - Proposal
Tracking System
[8] Rules and Regulations of the Board of Regents
(Regents' Rules), Rule 40101, Section 5
Regents' Rules, Rule 40101
[9] Comprehensive Standard 3.7.5
Located within the UTSA
Compliance Certification Report
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Core Requirement 2.2 - Governing Board
The institution has a governing board of at least five members that is the legal body with
specific authority over the institution. The board is an active policy-making body for the
institution and is ultimately responsible for ensuring that the financial resources of the
institution are adequate to provide a sound educational program. The board is not
controlled by a minority of board members or by organizations or interests separate
from it. Both the presiding officer of the board and a majority of other voting members
of the board are free of any contractual, employment, or personal or familial financial
interest in the institution.
Compliance Judgment: Compliance
Narrative:
As a component of The University of Texas System (UT System), The University of
Texas at San Antonio (UTSA) has a governing board, the Board of Regents (Board) of
The UT System, that is the legal body with specific authority over UTSA. The Board is
an active policy-making body for UTSA and it is ultimately responsible for ensuring that
the financial resources of the institution are adequate to provide a sound educational
program. The Board is not controlled by a minority of Board members or by
organizations or interests separate from it. Both the presiding office of the Board and a
majority of other voting members of the Board are free of any contractual, employment,
or personal or familial financial interest in UTSA. The Board is composed of at least five
members. As noted in Texas Education Code (TEC), Chapter 65, Section 65.11 [1]:
“The government of the university system is vested in a board of nine regents [2]
appointed by the governor with the advice and consent of the senate.”
Additionally, TEC, Section 65.12 [3] states, “Each member of the board shall be a
qualified voter; and the members shall be selected from different portions of the state.
The members hold office for staggered terms of six years, with the terms of three
expiring February 1 of odd-numbered years.” The Board holds regular meetings [4] in
February, May, July, August, November, and December. These meetings may be more
frequent during legislative years.
UT System Rules and Regulations of the Board of Regents (Regents’ Rules), Rule
10101 [5],outlines the Board’s power and authority, delegated by the Texas Legislature
as per the Texas Constitution, to administer The UT System. It states that the Board
has wide discretion in administering its power and authority and that the rules of the
Board have the same force as statutes. TEC, Section 65.31(a) [6], asserts the Board’s
duty to establish broad institutional policies: “The board is authorized and directed to
govern, operate, support, and maintain each of the component institutions that are now,
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or may hereafter be included in The University of Texas System.” The minutes of the
Board’s meetings [7] confirm that it is an active policy-making body.
TEC, Section 65.31(e) [8], addresses the Board’s responsibility for handling the
University’s financial resources: “The board is specifically authorized, upon terms and
conditions acceptable to it, to accept, retain in depositories of its choosing, and
administer gifts, grants, or donations of any kind, from any source for use by the System
or any of the component institutions of the System.” It may also authorize the issuance
of bonds. Regents’ Rules, Rule 20501 [9], outlines the broad oversight the Board
exercises over the financial resources of the University, both directly and through its
appointment of UT System officers. It provides guidelines for the accounting records of
component institutions and for internal controls that ensure funds are expended properly
and appropriately recorded. Rule 20501 also mandates preparation of interim and
annual financial statements, copies of which are submitted to the Board. It directs that
operating budgets of the institutions shall be prepared for and approved by The UT
System and the Board. Finally, it states that UT System officers shall review and
approve the University’s appropriation requests to the legislature.
Texas Government Code, Chapter 572, Section 572.001 [10], states that a “state
employee may not have a direct or indirect interest, including financial and other
interests, or engage in a business transaction or professional activity, or incur any
obligation of any nature that is in substantial conflict with the proper discharge of the
officer’s or employee’s duties in the public interest.” Regents’ Rules, Rule 30104 [11],
reiterates the Texas Government Code for all employees and outlines that the failure
to adhere to the law “may be grounds for disciplinary action, including termination.”
Additionally, members of the Board are subject to The UT System Ethics Standards
[12]. The minutes for the Board’s meetings [7] confirm that the Board is not controlled
by a minority of members or by any outside organizations or interests as it discharges
its duties.
Documentation:
Document
Source of Document
[1]
Texas Education Code (TEC), Chapter 65,
Section 65.11
TEC, Chapter 65
[2]
Current Regents
University of Texas System (UT
System) Board of Regents'
Website
8
Document
Source of Document
[3]
TEC, Chapter 65, Section 65.12
TEC, Chapter 65
[4]
Regents’ Meetings
UT System Board of Regents'
Website
[5]
Rules and Regulations of the Board of Regents
(Regents’ Rules), Rule 10101
Regents' Rules
[6]
TEC, Chapter 65, Section 65.31(a)
TEC, Chapter 65
[7]
Meeting Minutes & Dockets
UT System Board of Regents'
Website
[8]
TEC, Chapter 65, Section 65.31(e)
TEC, Chapter 65
[9]
Regents’ Rules, Rule 20501
Regents' Rules
[10] Texas Government Code, Chapter 572, Section
572.001
Texas Government Code,
Chapter 572
[11] Regents’ Rules, Rule 30104
Regents' Rules
[12] Ethics Standards
UT System Ethics Standards
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Core Requirement 2.3 - Chief Executive Officer
The institution has a chief executive officer whose primary responsibility is to the
institution and who is not the presiding officer of the board.
Compliance Judgment: Compliance
Narrative:
The University of Texas at San Antonio (UTSA) has a chief executive officer whose
primary responsibility is to the institution and who is not the presiding officer of the
governing board, The University of Texas System (UT System) Board of Regents
(Board). Rules and Regulations of the Board of Regents (Regents’ Rules), Rule 20201,
Section 1 [1], identifies the Board as responsible for selecting the university presidents
in The UT System. Following the procedures established in Rule 20201 for presidential
selection, Ricardo Romo, Ph.D., the fifth president and Chief Executive Officer of UTSA,
was appointed in May 1999. President Romo [2] holds a master’s degree in history
from Loyola Marymount University and a doctoral degree in history from the University
of California, Los Angeles. He has published widely in his field and has received many
awards. He served as the vice provost for undergraduate education at The University of
Texas at Austin before accepting the position of president of UTSA.
The president is not a member of or the presiding officer of the Board [3]. Chairman
James R. Huffines is the current presiding officer and was appointed to a six-year term
by Governor Rick Perry in February 2003. Governor Perry reappointed Mr. Huffines for
a second consecutive term to expire on February 1, 2015. The Board elected him
Chairman on April 13, 2009.
As per Rule 20201, Section 2 [4] “the president reports to and is responsible to the
Executive Vice Chancellor having responsibility for the institution. The president has
access to the Chancellor and is expected to consult with the appropriate Executive Vice
Chancellor and the Chancellor on significant issues as needed.” Moreover, “[w]ithin the
policies and regulations of the Board of Regents and under the supervision and
direction of the appropriate Executive Vice Chancellor, the president has general
authority and responsibility for the administration of that institution.”
As per Rule 20201, Section 4 [5], President Romo’s duties include:
•
•
Developing and administering plans and policies for the program, organization,
and operation of UTSA;
Interpreting UT System policy to the staff, and interpreting UTSA’s programs and
needs to The UT System administration and to the public;
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•
•
•
•
•
•
•
•
•
•
•
Developing and administering policies relating to UTSA students;
Recommending appropriate operating budgets and supervising expenditures
under approved budgets;
Appointing all members of the faculty and staff, except as provided in Regents’
Rules, Rule 31007 [6], concerning the award of tenure, and maintaining efficient
personnel programs;
Ensuring efficient management of business affairs and physical property and
recommending additions and alterations to the physical plant;
Serving as presiding officer at official meetings of UTSA faculty and staff, and as
ex officio member of each college or school faculty (if any) within the University;
Appointing, or establishing procedures for the appointment of, all faculty, staff,
and student committees;
Causing to be prepared and submitted to the appropriate Executive Vice
Chancellor and the Vice Chancellor and General Counsel for approval, the rules
and regulations for the governance of the University and any related
amendments;
Assuming initiative in developing long-range plans for the program and physical
facilities of the University;
Assuming active leadership in developing private fund support for the institution
in accordance with policies and procedures established in the Regents’ Rules;
Developing and implementing plans and policies to ensure that UTSA remains in
compliance with any accreditation requirements appropriate to the institution or
its programs; and
Ensuring that all rules and regulations regarding intercollegiate athletic activities
comply with UT System guidelines.
In addition to the job duties listed above, the President also prepares an annual work
plan. A description of this process and a copy of the 2008-09 work plan are provided in
the narrative for Comprehensive Standard 3.2.1 [7].
Documentation:
Document
Source of Document
[1] Rules and Regulations of the Board of Regents
(Regents’ Rules), Rule 20201, Section 1
Regents’ Rules, Rule 20201
[2] President Romo's Biography
Office of the President's Website
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Document
Source of Document
[3] Current Regents
University of Texas System
Board of Regents' Website
[4] Regents’ Rules, Rule 20201, Section 2
Regents’ Rules, Rule 20201
[5] Regents’ Rules, Rule 20201, Section 4
[6] Regents’ Rules, Rule 31007
Regents’ Rules
[7] Comprehensive Standard 3.2.1
Located within the UTSA
Compliance Certification Report
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Core Requirement 2.4 - Institutional Mission
The institution has a clearly defined, comprehensive, and published mission statement
that is specific to the institution and appropriate for higher education. The mission
addresses teaching and learning and, where applicable, research and public service.
Compliance Judgment: Compliance
Narrative:
The University of Texas at San Antonio (UTSA) has a clearly defined and published
mission statement that is specific to the institution and appropriate to an institution of
higher education. The UTSA mission statement addresses teaching and learning,
research, and public service. UTSA was founded on June 5, 1969, when Governor
Preston Smith signed the act creating a university of the first class in San Antonio that
would offer baccalaureate, master’s, and doctoral degrees and their equivalents. The
creation of the University was later codified in Texas Education Code (TEC), Chapter 71
[1]. TEC, Chapter 61, Section 61.0511 [2], requires that every university or other
institution of higher education establish a mission statement “reflecting the three
missions of higher education: teaching, research, and service.”
UTSA’s mission statement is as follows:
The University of Texas at San Antonio is dedicated to the advancement of knowledge
through research and discovery, teaching and learning, community engagement and
public service. As an institution of access and excellence, UTSA embraces multicultural
traditions, serving as a center for intellectual and creative resources as well as a
catalyst for socioeconomic development for Texas, the nation and the world.
The mission statement reflects UTSA’s commitment to the advancement of knowledge
through teaching and learning, research, and public service. In addition, the
University’s mission statement recognizes the multicultural nature of Texas and
identifies UTSA’s unique role in providing opportunities for access to educational
excellence in the region, the state, and beyond. UTSA, as a Hispanic-Serving
Institution [3], offers academic programs and services that provide access and
opportunity for large numbers of historically underserved students, many of whom are
first-generation college students. Located in South Texas, UTSA plays a critical role in
developing and sustaining the quality of life locally, nationally and internationally by
providing a rich knowledge base, innovation, and an educated workforce.
The University publishes the mission statement on the university website [4], in its
strategic plan [5], in its student information bulletin [6], and in multiple printed and
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electronic documents such as convocation programs [7], UTSA Fall 2008 Quick Facts
[8] and UTSA Fall 2008 Fact Book [9]. The narrative for Comprehensive Standard 3.1.1
[10] provides additional information related to the mission statement.
Documentation:
Document
Source of Document
[1]
Texas Education Code (TEC), Chapter 71
Texas Statutes - Education
Code
[2]
TEC, Chapter 61, Section 61.0511
TEC, Chapter 61
[3]
Hispanic Association of Colleges and
Universities (HACU) Member Hispanic-Serving
Institutions
HACU Website
[4]
UTSA Overview
UTSA Website - About UTSA
[5]
Mission, Vision and Core Values
UTSA 2016: A Shared Vision
(Strategic Plan)
[6]
About UTSA
2008-2009 Information Bulletin
[7]
Convocation Program
N/A
[8]
UTSA Fall 2008 Quick Facts
Office of Institutional Research
Website - UTSA Facts
[9]
UTSA History and General Information
UTSA Fall 2008 Fact Book
[10] Comprehensive Standard 3.1.1
Located within the UTSA
Compliance Certification Report
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Core Requirement 2.5 - Institutional Effectiveness
The institution engages in ongoing, integrated, and institution-wide research-based
planning and evaluation processes that (1) incorporate a systematic review of
institutional mission, goals, and outcomes; (2) result in continuing improvement in
institutional quality; and (3) demonstrate the institution is effectively accomplishing its
mission.
Compliance Judgment: Compliance
Narrative:
Note to Reviewers: The format of this narrative differs from the other narratives in the
Compliance Report because of its length and complexity.
The University of Texas at San Antonio (UTSA) engages in ongoing, integrated, and
institution-wide research-based planning and evaluation processes that (1) incorporate
a systematic review of institutional mission, goals, and outcomes; (2) result in continuing
improvement in institutional quality; and (3) demonstrate the institution is effectively
accomplishing its mission. These processes have been ongoing, are integrated both
among themselves and with planning and evaluation at the state and The University of
Texas System (UT System) levels, occur across the institution at all levels, and are all
research-based. In these efforts at all levels, systematic reviews of mission, goals, and
outcomes are included to ensure that UTSA continues to improve its service to its
constituencies. The results of our planning and evaluation efforts have resulted in
continuing improvements at UTSA and have allowed the University to continue to
accomplish its mission [1].
1. Planning and Evaluation at UTSA
Planning and evaluation at UTSA occurs at three levels: strategic, long-term, and
operational. Each of these planning modes must be integrated with one another, but
achieve different purposes:
1.1. Strategic Planning and Evaluation
Strategic planning and evaluation allows the University to chart new
courses and engage in bold initiatives designed to move the institution to a
new level while accomplishing its mission. UTSA has engaged in two
strategic planning efforts since our last reaffirmation: the 2001 – 2005
Agency Strategic Plan for UTSA (UTSA 2001-2005) [2] and UTSA 2016: A
Shared Vision (Strategic Plan) [3].
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1.2. Long-Term Planning and Evaluation
Long-term planning and evaluation, which has been a consistent practice,
is integrated with strategic planning. It allows the University to determine
how it will accomplish important objectives that will require coordination of
efforts by many functional areas over long periods focusing on particular
areas of need. For example, UTSA’s most recent Campus Master Plan
(2009 Master Plan) [4] represents planning over a longer span than the
strategic plans, but is informed by the initiatives of the strategic plans.
Goal 3 of Strategic Initiative V [5] of the Strategic Plan defers to the
Master Plan regarding use of space.
It should also be pointed out that at UTSA, as opposed to some
institutions, planning for technology occurs in the context of operational
planning and evaluation (below) since changes in technology often call for
rapid changes in plans.
1.3. Operational Planning and Evaluation
Operational planning and evaluation deals with the improvement of the
basic services and functions of the University that require regular
monitoring and improvement on an ongoing, short-term basis. For
example, developing ways to improve student learning and academic
programs, administrative and academic support units, research activity,
and community service – as addressed in detail in our narratives for
Comprehensive Standards 3.3.1.1 [6], 3.3.1.2 [7], 3.3.1.3 [8], 3.3.1.4 [9]
and 3.3.1.5 [10] – are the results of operational planning and evaluation
activities.
UTSA has engaged in graduate program evaluation in formal ways; that
process is described in the narrative for Comprehensive Standard 3.6.1
[11]. Undergraduate program evaluation has been conducted in a
decentralized manner at the college- and/or departmental levels.
Recognizing the need for a more centralized and standardized process, a
new policy for program review has recently been formulated. UTSA's
Handbook of Operating Procedures (HOP), Chapter 2, Section 2.39 [12],
calls for program review focused on academic departments, with all
programs at all levels reviewed at the same time.
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2.
Ongoing Planning and Evaluation
Ongoing efforts in planning have been directed at strategic, long-term, and operational
planning over the past decade. Each of those is described below.
2.1. Ongoing Strategic Planning and Evaluation
UTSA has engaged in ongoing strategic planning since our last
reaffirmation. Two strategic plans have been formulated: UTSA 20012005 [2] and our most recent Strategic Plan [3].
2.1.1. UTSA 2001-2005
UTSA 2001-2005, developed with input from a committee [13]
representing university-wide interests, was submitted to The UT System in
June 2000, shortly after the University’s last reaffirmation visit. That plan
contained a description of the University’s current status [14]; a selfevaluation [15] that included opportunities for improvement; a set of
“strategic directions” [16] to be followed; and a set of goals, sub-goals,
objectives, and associated strategies [17] needed for accomplishment of
the strategic plan.
The plan also included outputs and outcomes that were to be measured
as indicators of the plan’s success. The output measures are in Appendix
C [18], and include a set of metrics with projections for FY 2004-05. The
table entitled “UTSA 2001-2005 Output Measures, Projections, and Actual
Attainment” (“Output”) [19] presents the metrics and projections included
in UTSA 2001-2005. In addition, as an indication of the degree to which
the plan was successful, a column indicating the actual level of
performance for these metrics is included in this table. In all but seven
cases, the actual level of performance exceeded the projection (indicated
by an asterisk).
Lastly, in Appendix D [20], a set of performance measure definitions, each
related to key strategic indicators, is provided. The table entitled
“Outcome Measures for Goals of UTSA 2001-05” (“Outcomes”) [21]
presents those performance measures, both quantitative and qualitative,
with an indication of the degree to which the institution improved on those
measures from fall 2000 through fall 2006.
An examination of “Output” shows that the large majority of projections
were exceeded. Likewise, in “Outcomes,” in most cases UTSA improved
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performance with regard to these measures. It should be pointed out,
however, that while the institution consciously engaged in activities
designed to improve in light of UTSA 2001-2005, there was not enough
systematic monitoring of accomplishment and formal reporting regarding
this plan during this timeframe (this itself was a specific outcome expected
for the plan [22]). UTSA 2001-2005 was a success in that it raised the
consciousness of the campus with regard to the direction in which the
University needed to move. In retrospect, it also showed that significant
effort needed to be made to monitor planning and evaluation at the
university level.
To address the need to monitor University planning and assessment more
effectively, the provost established a new vice provost for Academic
Compliance and Institutional Research in 2004. A new director of
Institutional Research was hired in 2005 and was charged with
coordinating academic assessment as well as assisting the vice provost in
working with institutional, state, and system planning efforts. This
organizational change set the stage for increased and sophisticated
planning and evaluation processes being established at UTSA, which
continued to improve over the next four years. In 2006, this position was
renamed the vice provost for Accountability and Institutional Effectiveness
(VPAIE) [23], reflecting the breadth and depth of responsibilities of this
office. The office of the VPAIE oversees strategic planning processes,
SACS COC responsibilities, including coordination of reaffirmation efforts,
academic assessment, and institutional research. The VPAIE is
responsible for ensuring the implementation of all planning and evaluation
efforts.
2.1.2. A Shared Vision, UTSA 2016
In 2006, recognizing that UTSA required a new strategic plan if the
University was to achieve its mission and to build upon the work
accomplished through UTSA 2001-2005, the president charged the
University community with developing a strategic plan for the next decade.
The University’s current Strategic Plan [3] involved an extensive
development process, with input gathered from both internal and external
constituencies beginning in spring 2006 and concluding in spring 2007.
The Strategic Plan includes the following components: a revised mission
statement; a vision statement; a set of core values; a description of
strategic advantages and strategic challenges; three foundational themes
and five areas of collaborative excellence; five strategic initiatives, each
18
with multiple goals; and identification of key indicators. In addition, an
outline for an accountability and implementation plan was presented in the
Strategic Plan.
2.1.2.1. Development of UTSA 2016
Work on UTSA 2016 began in the spring of 2006, following reviews of the
results of our previous strategic planning process. A group of
administrators, faculty, students, staff, alumni and external constituents
met at an initial planning retreat [24]. During this retreat, nine strategic
“themes” important to all of the participants were initially proposed:
accountability, community engagement, enrollment management,
globalization, infrastructure/facilities, research, resources, staff/faculty
success, and student success. Nine teams were formed to expand upon
the themes identified in the retreat. In addition, one team was formed to
examine the University’s mission, vision, and core values statements to
ensure that they accurately reflected the nature and expectations of the
University at this critical point in its development. These teams worked
through the summer of 2006 to develop the themes and the strategies that
would be necessary for the University to make improvements in these
areas. In their work, these teams involved other members of the
university community as needed to ensure that the topics were fully
investigated. A central planning committee [25] was also formed to
monitor the strategic planning process.
In September of 2006, a second retreat [26] was held. At that time,
participants reviewed the teams’ work on strategic themes, as well as
reviewed drafts of materials pertaining to the University’s mission, vision,
and core values. By the middle of October 2006, the teams incorporated
suggestions from the retreat and developed drafts that included strategic
goals, objectives, strategies, and metrics for each theme. In addition, a
revised mission statement [27], vision statement [28], and statement of
core values [29] were also developed.
In order to ensure as much feedback as possible from our constituents, a
series of focus groups was conducted in November, using a standard
presentation [30], to obtain feedback regarding the themes and the draft
revisions of the mission, vision, and core values statements. The focus
group materials were also made available on a website and a survey [31]
was provided to both focus group participants as well as any other
members of the community who reviewed the materials. This survey
19
asked for open-ended feedback regarding the themes and the mission,
vision, and core values statements. All the information received from the
focus groups and the electronic survey was reviewed by the teams.
Changes to goals, outcomes, and strategies were made based on this
feedback. Final drafts of thematic team reports, including mission, vision,
and core values statements were completed and submitted in midDecember 2006. These reports were combined into a single document.
In January 2007, a subgroup of the central planning committee was
designated to review the nine themes and cluster them, as appropriate,
into a smaller set of strategic initiatives. The nine themes were
incorporated into five strategic initiatives, approved by the central planning
committee. This final draft served as the basis for discussion at the final
planning retreat held in February 2007. At that retreat, additional
suggestions were made and incorporated into the document.
In February 2007, in addition to the planning retreat, the provost convened
a division of Academic Affairs retreat that included all academic deans and
vice provosts, provost faculty fellows, and senior staff members. This
group not only reviewed the strategic initiatives, but also worked to identify
three foundational themes that underpin UTSA’s educational experience
and five areas of collaborative excellence. These areas of collaborative
excellence represent both current strengths of the institution and areas
that invite collaborations across departments and colleges.
In March 2007, sessions were held with staff in each vice presidential area
to provide them with information about the proposed final draft of the
document and to generate additional feedback. In addition, the
University’s external community – represented by the Silver to Gold
Commission [32] – was asked for its reaction to the planning documents.
The Silver to Gold Commission was initially formed from alumni, current
supporters of the institution, and community leaders to plan for UTSA’s
fiftieth anniversary. The information provided in each of these forums was
incorporated into the final draft as appropriate. The completed Strategic
Plan was submitted to the UT System Board of Regents (Board) in May
2007, and received approval [33] in August 2007.
As noted above, in addition to a new mission statement, a vision
statement, and a set of core values, the Strategic Plan contains three
foundational themes, five areas of collaborative excellence, and five
strategic initiatives. The foundational themes are diversity, globalization,
and transformative leadership. These underlying themes represent skills
20
and perspectives that we offer every member of our community. The
areas of collaborative excellence are health, security, energy and
environment, human and social development, and sustainability. These
represent areas in which the University is further developing expertise and
activities. They will provide interdisciplinary research and educational
opportunities and will expand strategic alliances with the University’s
external partners, both public and private.
2.1.2.2. Strategic Initiatives of UTSA 2016
The core of the Strategic Plan consists of five strategic initiatives, with
their associated goals. These initiatives represent specific targets for the
University to meet if it is to achieve its mission and move toward its vision.
These initiatives are listed below, and the specific goals can be found in
the Strategic Plan [34]:
I: Enriching Educational Experiences to Enable Student Success;
II: Serving Society through Creativity, Expanded Research, and
Innovations;
III: Promoting Access and Affordability;
IV: Serving the Public through Community Engagement; and
V: Expanding Resources and Infrastructure.
2.1.2.3. Monitoring the Progress of UTSA 2016
The Strategic Plan includes a set of key indicators [35] of the University’s
progress toward achieving the plan’s goals and fulfilling its mission.
These key indicators were later modified during initial implementation, as
described below.
The Strategic Plan also includes a “Call to Action and Accountability” [36],
which identifies the implementation, accountability, communication,
marketing, and assessment processes to be engaged in by the University.
Included in the call was the creation of Team 2016 [37], an oversight
committee representing various UTSA constituencies which will act as a
clearinghouse to communicate strategic direction and promote optimum
alignment of our current operations and new initiatives with the 2016 plan.
The implementation for the Strategic Plan involved two efforts. First,
implementation was aided by a presidential effort, Project Innovation,
21
which provided additional information incorporated into the implementation
plan. Second, and most important, was the development of a detailed
Strategic Implementation Plan (Implementation Plan).
2.1.2.4. Project Innovation
In order to ensure that communication to, and feedback from, the UTSA
community continued, the president implemented Project Innovation. Six
members of Team 2016 coordinated this effort. This group was chaired
by the special assistant to the president; it also included the provost and
vice president for Academic Affairs, the dean of the College of
Engineering, the associate vice president and director of UTSA’s Institute
for Economic Development, the vice provost for Accountability and
Institutional Effectiveness, and the associate vice provost for Institutional
Research. The activities of Project Innovation were coordinated directly
with the Strategic Plan and the work of Team 2016. Project Innovation
convened 14 meetings with a variety of constituent groups. During these
meetings, faculty, staff, students, and administrators from across the
University described problems they were encountering; suggested
activities, programs, and processes they would like to see implemented;
and asked questions regarding issues directly related to UTSA 2016 and
its implementation. Based on the input from these meetings, the president
identified key actions and activities that he and others at the University
needed to focus on to ensure the success of the Strategic Plan. In
addition, Project Innovation’s work contributed to the work of Team 2016
in the development of the Strategic Implementation Plan, as described
below.
2.1.2.5. UTSA Implementation Plan 2008-2016
In spring 2008, Team 2016 began to work on a detailed Implementation
Plan [38], which was completed in fall 2008. This implementation plan
includes prioritized operational strategies, and tactics required to
accomplish the goals of the strategic initiatives [34] of the Strategic Plan.
It also includes a revised and more detailed set of key performance
measures [39] for judging the success of the implementation. These
indicators were developed using analyses of UTSA’s performance as well
as that of data obtained for other institutions whose performance UTSA
aspires to attain. As a result of these analyses, it became clear that, while
achievement of the goals of the Strategic Plan will move UTSA closer to
its vision, a longer time frame is necessary to realize its vision. To
22
address this challenge and to sustain the momentum of the planning
efforts, two groups of “aspirant institutions” [40] were developed: nearterm aspirants (whose median performance would be achieved by 2016)
and long-term aspirants (whose median performance would be reached in
decades to come). The Implementation Plan includes a detailed resource
analysis [41] to identify estimated funding and other resources needed to
achieve the performance benchmarks of the Strategic Plan. In addition,
details are provided to assess the ongoing implementation as well as
describe required communication efforts needed to ensure that the plan is
a success.
As noted above, Team 2016 was responsible for planning the
implementation of the Strategic Plan. In addition, the president has
formed the Strategic Resource Planning Council, which is responsible for
advising University administrators about proposed resource allocations
that support the Implementation Plan. Details on this process are
provided below, as well as in the narrative for Core Requirement 2.11.1
[42].
2.2. Ongoing Long-Term Planning and Evaluation
2.2.1. 2004 Master Plan
Major projects and needs of the University require planning efforts
designed to achieve those needs over many years. This long-term
planning takes projects and needs identified in strategic planning and
develops ways to ensure they are implemented. As noted above, the
Strategic Plan identifies “expanding resources and infrastructure” [5] as
critical needs to be addressed by the University. UTSA has experienced
dramatic growth in its student body and associated growth in faculty and
staff since its last reaffirmation. In 2000, 18,830 students attended UTSA,
with 949 faculty members and 2,433 administrative and support staff. In
2004, these numbers had grown to 26,175 students, 1,312 faculty,
and 3,367 administration and staff. In fall 2008, these numbers
reached 28,413 students, 1,572 faculty, and 4,795 administration and staff
— increases of 51 percent, 66 percent, and 93 percent, respectively. This
rapid growth required ongoing facilities master planning since our last
reaffirmation.
At the time of our last reaffirmation in 2000, UTSA was one year into a
new master-planning effort. That planning effort resulted in a master plan
23
that was completed in 2001. However, due to the rapid growth of the
University during this period, the expectations of that plan were quickly
exceeded and a new planning effort began in December of 2003. Those
efforts culminated in the 2004 UTSA 1604 Campus Master Plan (2004
Master Plan) [43].
The 2004 Master Plan focused on developing the 1604 Campus (renamed
the Main Campus in the 2009 Master Plan) so that it could support the
University’s growing numbers of students, faculty, and staff. This plan
includes goals [44] and strategies [45] to accomplish those goals. It
describes the proposed layout of the Main Campus, including the
academic complex, housing, sports, and other facilities. It also describes
land acquisitions that would be needed to accommodate UTSA’s growing
student body. It includes information on desired transportation systems,
building systems, security measures, and signage and graphic needs. It
also includes a phasing plan indicating priorities for new buildings and
support services.
In evaluating the process of ongoing long-term planning from the
beginning of the 2004 Master Plan through 2008, it should be noted that
UTSA added approximately 1.3 million net assignable square feet (NASF)
of building space. Of this total space, approximately 400,000 NASF were
for classrooms and labs and 900,000 NASF were for other student support
and institutional support facilities.
Shortly after the University began to implement the 2004 Master Plan, it
became apparent that many of the assumptions that drove this plan were
quickly outpaced by the realities of rapid student population increases.
The scope of the plan – focusing on UTSA’s Main Campus exclusively –
required that expansion include the Downtown (DT) campus [46] and the
Institute of Texan Cultures (ITC) [47]. In addition, UTSA’s land
acquisitions during the initial years of the 2004 Master Plan made it
necessary to modify the University’s plans to include those areas.
2.2.2. 2009 Master Plan for UTSA
In 2007, a new master-planning effort was begun. The 2009 Master Plan
[4] includes comprehensive planning for all of the components of the
University. This will allow the institution to have the facilities and
supporting services needed to accomplish its Strategic Plan.
24
A primary consideration for the development of the 2009 Master Plan was
to incorporate the concepts of the Strategic Plan, which establishes the
University’s academic and campus community goals and objectives
through the year 2016. In recent years, UTSA’s image as a commuter
university had transformed to that of a more traditional university campus
with the addition of new on-campus housing and significant new studentlife amenities. UTSA had also acquired a 125-acre tract near UTSA’s
600-acre Main campus, with the goal of building an athletics complex that
would support an expanded and enhanced athletics program, potentially
including a football program. These developments will provide a greater
opportunity for community and alumni engagement with the University.
As with the development of the strategic plan, the campus master
planning effort was undertaken in a manner that would maximize the
involvement of the University community. The master plan steering
committee [48] of 18 members includes representatives from each of the
vice presidential areas: Academic Affairs, Business Affairs, Community
Services, Research, Student Affairs, and University Advancement. It also
includes representatives from appropriate operational areas such as
Facilities and Campus Police, as well as representatives from the Main
campus and the DT campus, an alumnus, and a student. The master plan
steering committee participated in the development of the request for
qualifications for the selection of the firm that would develop the plan;
participated in the selection process, including evaluation of on-campus
interviews; and advised the master planning team throughout the
development of the Master Plan.
The first phase of the planning project was the observation phase. This
phase began in January 2008 and included meetings with key groups on
campus, including representatives from colleges and vice presidential
areas. Initial workshops and focus groups were held for the master plan
steering committee, each vice presidential area, information and academic
technology, university advancement and alumni board, athletics,
recreation, housing, and city representatives, among others. In addition,
the planners met with each of the college deans and held four meetings
[49] with Team 2016 to ensure that the Master Plan would support the
initiatives and goals of the Strategic Plan. A meeting with neighborhoods
surrounding the Main Campus was held later in the planning process.
Meetings with University administrators occurred throughout the planning
process.
25
An extensive data-gathering effort was undertaken during the observation
phase. The master planning team collected information about numerous
factors, including the Strategic Plan and the Implementation Plan; existing
utilities and other facilities; space needs; circulation systems; athletics;
environmental considerations; and other information relevant to the
mission the physical environment is intended to support.
The mission of the University and its Strategic Plan formed the basis of
the conceptual designs developed in the principles and concepts phase.
In the Strategic Plan, the University acknowledges the importance of the
relationship between the campus environment and the academic mission
of the institution; it also stresses the relationship of the University to the
surrounding community. As specified in the 2009 Master Plan [4], “There
is a relationship between the quality of an institution’s physical
environment and its intellectual mission. The intent of the Master Plan is
to bring the campus into alignment with the University’s mission through
growth management and an improved physical environment.” On this
basis, the University affirms a set of goals for all of its campuses. These
goals include providing a built environment that will significantly increase
on-campus housing; developing open and civic spaces; and providing a
variety of campus amenities that will enrich educational experiences.
These goals are designed to enable student success. In addition,
provision of more academic space and expanded infrastructure will allow
the growth of research and support teaching. Lastly, the 2009 Master
Plan provides for the inclusion of an amphitheater and other venues that
enhance community engagement, including an athletic complex that will
include football, as mentioned above.
2.3. Ongoing Operational Planning and Evaluation
UTSA requires planning at the unit level designed to ensure that each unit
identifies expected outcomes, evaluates the degree to which those
outcomes are accomplished, and uses the results of those evaluations to
improve their programs and services. Unit-level planning and evaluation
has been established in all vice presidential areas, including academic
departments and programs, academic and administrative support
services, and student affairs offices. For academic departments and
programs, a key focus is on the evaluation of student learning outcomes.
Details of this planning and evaluation are provided in the narratives for
Comprehensive Standards 3.3.1.1[6], 3.3.1.2 [7], 3.3.1.3 [8], 3.3.1.4 [9],
and 3.3.1.5 [10].
26
3.
Integrated Planning and Evaluation
Planning efforts, if not integrated, may result in disconnected and at times conflicting
efforts. UTSA ensures that its planning efforts are integrated in two ways: integration
within the institution and integration with state and UT System planning efforts.
3.1. Integration of Planning and Evaluation within the Institution
Integration of planning must occur across the institution and at all levels
within the University. Thus, strategic, long-term, and operational planning
efforts must all be related to one another and in all areas of the institution.
While strategic plans describe major shifts in institutional direction, longterm planning describes the details for how some of these efforts must be
carried out. Operational planning ensures that the University’s core
functions are accomplished and that they are aligned with the long-term
and strategic directions of the institution. Included in this internal
integration effort is the integration of planning at all three levels with the
budget process.
3.1.1. Strategic Planning Integration within UTSA
In order to carry out the Strategic Plan at all levels of the institution, each
of the vice presidential divisions and colleges developed detailed strategic
plans [50]. In addition, vice presidents had the option to develop separate
plans. Each of these plans included mission statements, vision
statements, core values, and strategic initiatives to be undertaken in those
areas that correspond to the strategic initiatives [34] of the Strategic Plan.
The Implementation Plan [38] further ensures that strategic planning
efforts are integrated and that responsible parties and budget needs are
identified.
3.1.2. Integration of Long-Term Planning and Evaluation with Strategic
Planning
The development of the 2009 Master Plan [4] involved coordination and
integration with the Strategic Plan and the Implementation Plan, as noted
above. The master planning committee used the Strategic Plan as its
primary reference. In addition, the master planning committee held a
series of joint meetings with Team 2016 [37] to ensure that master
planning would support the strategic needs of the University with regard to
facilities and infrastructure.
27
3.1.3. Integration of Operational Planning and Evaluation with Strategic
Planning
Operational planning and evaluation is integrated with strategic planning
through the Implementation Plan and through the budget process. The
Implementation Plan identifies priorities and assigns responsibility to
individuals and offices within the University. Thus, as implementation
proceeds, those areas required to carry out programs or implement
policies will incorporate those actions into their ongoing activities. Each
unit and academic department of the institution also engages in planning
and evaluation (see the narrative for Comprehensive Standard 3.3.1.1) [6].
These efforts are also aligned with strategic needs of the institution.
3.1.4. Integration of Planning and Evaluation with University Budget
Processes
As noted in the narrative for Core Requirement 2.11.1 [42]:
“The Strategic Implementation Plan, which provides prioritized tactics to
fulfill UTSA 2016, is used to make budget decisions at UTSA. During
fiscal year 2009, the University Strategic Resource Planning Group was
established as an advisory group to the President to:
•
•
•
•
Provide a comprehensive understanding of the resource issues facing
the University and context in which budgetary decisions are made;
Integrate campus strategic goal setting to provide recommendations
regarding funding issues and budget policies consistent with University
strategic planning initiatives, including
o Recommending budget allocations to support the Strategic
Implementation Plan and
o Monitoring progress of strategic tactics and funding allocations;
Facilitate a transparent, informative, and participatory process
incorporating stakeholder views in the resource decision-making
process; and
Review cost savings initiatives, resources and requirements, including
o Prioritizing requests for additional, new base funding and
o Developing recommendations for other resource issues facing
the campus.”
The Strategic Resource Planning Group meet every other week during the
semester leading up to the next biennial budgeting cycle; representatives
28
from each vice presidential area discussed the activities they are
undertaking to address strategic goals. Following these information
sessions, each vice president works with their areas to identify and
prioritize strategic activities for which funding was required. The vice
presidents and their respective budget officers identify and prioritize
activities that require funding, based on likely levels of new monies
available. Vice presidential reports are then presented to the group and
the proposed initiatives/activities are discussed.
With input from the Strategic Resource Planning Group, the Council on
Management and Operations, composed of the president and vice
presidents, finalizes budget goals, merit and salary increase policy, and
other campus priorities. After an evaluation of new discretionary
resources, each vice president submits a request for consideration of new
base budget and one-time funding allocations. Requests are prioritized
for recommendation to the president and an operating budget is
developed in conformance with the Board’s budget preparation policies
[51].
Prior to finalizing the campus budget for the Board approval [52], the
president or his delegate makes a presentation to The UT System based
on the campus budget goals and priorities [53]. The president or his
delegate communicates to the University any changes to the operating
budget [54] in the President’s Budget Memo [55]. The transparency and
open communication of this process broadened the University
community’s understanding of the great number of needs, and the need to
prioritize in light of budget constraints.
3.2. Integration of Planning and Evaluation with External Agencies
UTSA, as part of The UT System, must ensure that its planning and
evaluation efforts are integrated with that system. Likewise, as an
institution within the state of Texas, UTSA must also respond to statewide
needs. UT System has a detailed planning and evaluation effort, including
a Strategic Plan [56] and an accountability reporting system [57] set up to
ensure that it attains its mission. Within the state of Texas, a major
educational effort, “Closing the Gaps” (CTG) [58], was begun in 2000 in
coordination with the Texas Higher Education Coordinating Board
(THECB). CTG is accompanied by a higher education accountability
system [59] that monitors performance for the state as well as each
institution of higher education. Also, within the state, the Legislative
29
Budget Board (LBB) [60] maintains an accountability system with
performance measures [61] for institutions of higher education. The LBB’s
system is used by the state legislature to provide longitudinal data to
assist in decision-making and legislative purposes.
UT System engages in comprehensive planning and evaluation. Its
Strategic Plan [56] identifies six major areas: Enhancing Student
Success; Increasing Research, Global Competitiveness, and Technology
Transfer; Improving Health in Texas; Enriching Society through Arts and
Cultural Contributions; Improving Productivity and Efficiency; and Ensuring
Integrity, Accountability, and Public Trust. In addition, a number of
Strategic Initiatives [62] are included to ensure that the plan accomplishes
its goals. UTSA’s Strategic Plan is integrated with The UT System plan in
two ways. First, UTSA’s plan and The UT System Strategic Plan overlap
significantly. UTSA’s Strategic Plan was developed following the
publication of The UT System plan, and a conscious effort was taken to
ensure that it would serve both the University and The UT System. As
noted above, UTSA’s Strategic Plan was approved by the Board, ensuring
that both efforts would be integrated. The second way that UTSA’s
Strategic Plan is integrated with The UT System plan is through The UT
System Compact process [63]. These compacts are “agreements
between the Chancellor of The University of Texas System and the
presidents of each of the System's academic and health institutions that
summarize the institution's major goals and priorities, strategic directions,
specific tactics to achieve its goals, and measures of progress.”
Institutional compacts are updated every August and provide analyses of
accomplishments for the prior year, ongoing efforts, and new efforts that
will move the institution toward accomplishment of its strategic goals. In
addition, these compacts help to ensure that progress is made on UT
System goals and strategic initiatives. UTSA’s most recently completed
compact [64], which covers FY 2009-2010, provides a snapshot of the
University’s progress towards its goals and its intentions for the immediate
future. Each UTSA compact [65] since the initiation of the process in 2003
can be found on The UT System website.
In addition to the compacts, The UT System has an annual accountability
system [57] that provides details on each institution’s status and progress
with regard to key indicators. The most recent UT System Accountability
Report (2008) was designed to correspond to The UT System Strategic
Plan. That report provides an analysis of overall UT System progress, as
30
well as detailed “profiles” for each institution. UTSA’s Accountability
Profile [66] includes both data and narrative descriptions regarding its
accomplishments.
The THECB higher education accountability system [59] is designed to
provide the public with information regarding how the state, and how each
institution of higher education within the state, is progressing toward
accomplishment of the goals of CTG [58], via key indicators as well as
contextual measures [67]. Actual data is matched to goals to show
percent of progress. Data is organized into five areas: participation [68],
success [69], excellence [70], research [71], and institutional effectiveness
and efficiency [72]. A web-based system [73] allows for the viewing of
data based on individual institutions or groups of institutions. Customized
reports can also be produced with a feature that allows interactive access
to data.
The LBB is authorized by the Texas Government Code, Chapter 322,
Section 322.001 [74], to ensure accountability with regard to budgetrelated issues. According to Section 322.001, the LBB is comprised of
“the lieutenant governor, the speaker of the house of representatives, the
chairman of the senate finance committee, the chairman of the house
appropriations committee, the chairman of the house ways and means
committee, three members of the senate appointed by the lieutenant
governor, and two other members of the house appointed by the speaker.”
Staff members assigned to the LBB assist it in accomplishing its
responsibilities. For institutions of higher education, a set of performance
measures [75] is collected and reviewed each year. By this means,
UTSA’s performance on key measures is integrated with legislative
requirements and needs.
4.
Research-Based Planning and Evaluation
In all of the planning efforts noted above, research – consisting of internal analyses and
reports as well as external comparisons and benchmarking – provided the basis for the
development of all initiatives and goals.
4.1. Research-Based Strategic Planning and Evaluation
4.1.1. UTSA 2001-2005
Details regarding the research-based nature of this strategic planning
effort can be found in the document itself as well as the description
31
provided above. However, it should be noted that in UTSA 2001-2005 [2],
UTSA analyzed its own current state by collecting a great deal of data
related to the institutions functions and performance. This information
provided the basis for developing the goals and initiatives of that plan as
well as determining the metrics to be used for measuring the plan’s
success. UTSA 2001-2005 includes an external/internal assessment
section that provides a wealth of data evaluating the institution’s current
status and condition, including demographic information, survey results,
fiscal analyses, descriptive statistics pertaining to its current technological
condition, an analysis of economic conditions, projections of the possible
impact of federal statutes and legal issues. In addition, a detailed selfevaluation includes performance benchmarking, an evaluation of
university-wide goals, and a summary evaluation. As noted above,
outcomes and output metrics are included to provide benchmarks for the
success of the plan.
4.1.2. UTSA 2016
Details regarding the research-based nature of the University’s most
recent strategic planning efforts are provided above. At the earliest stages
of development of the Strategic Plan, data was provided that described
the institution’s status with regard to demographics, student success,
faculty characteristics, research success, and financial status. This
information was gathered from a wide range of institutional sources as
well as information provided by the UT System, THECB, and LBB
accountability systems described above. In addition to quantitative
research, surveys [31] and focus groups contributed valuable qualitative
input for the development of the plan. The plan itself contains key
indicators [35] that were established based on examination of the abovenoted accountability systems as well as peer analyses using the
Department of Education’s Integrated Postsecondary Education Data
System (IPEDS) Peer Analysis System (PAS) [76]. The Implementation
Plan, developed by Team 2016, used extensive analyses of internal data
(including the UTSA Fall 2008 Fact Book [77] and research done by the
Office of Institutional Research [78]) as well as peer analyses using data
both from the PAS as well as other data sources, including the U.S.
Census Bureau [79], National Science Foundation databases [80]
regarding research expenditures, and the Center for Measuring University
Performance [81]. The Implementation Plan includes a set of
performance measures [39] that describe metrics and goals for the
32
institution using near-term and long-term aspirant institutions as a basis
for comparison and goal setting. These institutions also provide key fiscal
comparisons, providing data regarding the ultimate needs of the University
regarding revenue, expenditures, and faculty salaries. A detailed resource
needs analysis [82] provides information regarding facility space,
personnel (staff and faculty), student support (including scholarships,
fellowships, and work-study wages), and operating budget and equipment
needs.
4.2. Research-Based Long-Term (Master) Planning
As noted above, UTSA’s long-term planning process used input from a
series of focus groups and analysis of data regarding current student,
faculty, and staff size and demographics; projections of growth provided
by the Office of Institutional Research and the THECB; and input from
Team 2016 in a series of joint meetings. Evidence of the research-based
approach to master planning can be seen throughout UTSA’s 2009 Master
Plan [4].
4.3. Research-Based Operational Planning
The narratives for Comprehensive Standards 3.3.1.1 [6], 3.3.1.2 [7],
3.3.1.3 [8], 3.3.1.4 [9] and 3.3.1.5 [10] provide details on how individual
units and areas within the University use a research-based approach to
set expected performance goals and objectives and measure their
success in achieving those expectations. All areas and units in the
institution are expected to engage in planning and evaluation, including
assessment that is used to make improvements in their operations.
TracDat [83], the institution’s system for monitoring and reporting on these
efforts, allows for the continuous updating and analysis of progress in
achieving expected outcomes.
5.
Systematic Review of Mission, Goals, and Outcomes
UTSA uses its planning and evaluation processes noted above to ensure that these key
functions are accomplished. The narrative for Comprehensive Standard 3.1.1 [84]
provides a detailed description of the systematic and periodic review and update of
UTSA’s mission statement since UTSA’s last reaffirmation in 2000. In addition to that
process, UTSA has engaged in ongoing planning and evaluation at three levels:
strategic, long-term, and operational. All processes at all these levels involve
systematic review of the University’s goals and outcomes.
33
6.
Continuing Improvement in Quality and Effectively Accomplishing Mission
UTSA’s mission statement [1] calls the University to advance knowledge “through
research and discovery, teaching and learning, community engagement, and public
service.” In addition, it asserts that the institution is one of “access and excellence,” that
it “embrace[s] multicultural traditions,” and is a “center for intellectual and creative
resources as well as a catalyst for socioeconomic development.” The following
examples demonstrate UTSA’s continuing improvement in effectively accomplishing its
mission since its last reaffirmation in 2000.
6.1. Research and Discovery
UTSA 2001-2005 identified a number of goals and objectives [17], many
of which pertain to research and discovery. Goal A (Instructional and
Operational Support), Subgoal 1 (Research University) [85], specifies
UTSA’s primary goal to “become a research university” and “promote the
basic and applied research that addresses the critical issues of the
community.” As described above, the Strategic Plan also focuses on the
importance of improving the institution’s research and discovery
capabilities and productivity. Strategic Initiative II of that plan has five
goals that focus specifically on serving society through creativity,
expanded research, and innovations. In addition, the Strategic Plan
identifies five areas of collaborative excellence focusing on collaborative
research and partnerships goals. Both UTSA 2001-2005 and the
Strategic Plan have led to significant improvements in the institution’s
research productivity and capability. For instance, in 2000, UTSA had
three doctoral programs; in 2005, that number had increased to 14;
currently there are 21. In 2001, the University had 86,438 NASF of
laboratory space devoted to research; by 2005, this space increased to
115,998 NASF; it now totals 179,412 NASF. The number of tenured and
tenure-track faculty members increased from 424 to 549 from 2001 to
2005; it now stands at 590. In 2001, there were nine endowed chairs and
professorships, of which six were filled; in 2005, that number had
increased to 25 (eight filled); in 2008 UTSA had 35 (29 filled). Research
expenditures increased from $10.7 million in 2000 to $23.6 million (121
percent) in 2005 and to $34.6 million in 2008 (47 percent increase in three
years). In addition, UTSA established seven research centers/institutes
between 2001 and 2005; it now has 25.
See the narrative for Comprehensive Standard 3.3.1.4 [9] for more
details.
34
6.2. Teaching and Learning
Both UTSA’s strategic planning efforts since its last reaffirmation identify
improving teaching and learning support to be of utmost importance.
UTSA 2001-2005 calls for the institution to become “learner-centered”
[86]. To meet this goal, the plan called for not only increasing the
numbers of students served, but also “providing needed student service
and academic programs” [86]. The plan further identified specific
enhancements to existing programs and the establishment of new
programs to increase student learning and success. Prominent among
these were improvement of undergraduate advising, expansion of the
Tomas Rivera Center for Student Success (TRC) [87] and the
development of Learning Communities [88].
The work of the TRC has been expanded over the years to include a
number of academic success programs [89] that assist various freshmen
groups, including those admitted provisionally or not having declared a
major. In addition, the TRC provides a variety of learning assistance
programs [90] designed to assist students with regard to their learning
needs through workshops [91], individualized academic coaching [92], and
a variety of electronic resources [93]. There are also services provided
specifically to assist graduate students [94].
The Strategic Plan similarly places an emphasis on enriching educational
experiences to enable student success. Since that plan’s adoption,
additional improvements have been made with regard to teaching and
learning. For instance, the University has developed its Colleges'
Freshman Advising Center (CFAC) [95], which provides a wide variety of
services to guide entering students, including individual advising, both in
person and electronically, and through group workshops. In addition to
freshman advising, college- and degree-specific advising is provided
through the Downtown Undergraduate Advising Center [96], serving
students who primarily use the Downtown campus in the Colleges of
Public Policy and Architecture but also providing services for all college
majors.
Learning Communities [88] at UTSA were initiated in 2000 and have been
improved and expanded over the years. These communities are formed
for students who have the same major, have similar interests, live in the
same residence community on campus, or are provisionally admitted.
Results of internal analyses show that students who are part of these
35
learning communities are consistently retained from freshman to
sophomore years at higher rates (4 – 6 percent) than those students not
participating in these programs.
An additional significant internal change made to improve student learning
has been the systematic institutionalization of extensive student learning
outcomes assessment for all academic programs. The narrative for
Comprehensive Standard 3.3.1.1 [6] provides details on the University’s
current system. The most significant improvement began in 2004, with the
establishment of the office of the Vice Provost for Academic Compliance
and Institutional Research (now the office of the VPAIE), and the
combination of the institutional research function into that office. From
summer 2005 through fall 2006, the VPAIE conducted training workshops
for departmental assessment coordinators. In addition, it developed
materials to assist departmental coordinators in developing assessment
programs [97], [98], [99]. During this time, the number of programs with
systematic assessment efforts increased significantly; however, it does not
include the majority of degree programs. In addition, the quality of these
efforts was highly variable. In November 2006, the Provost created the
position of assistant vice provost for Assessment to work with colleges
and departments to increase the quantity and quality of student learning
assessment in undergraduate and graduate degree programs across the
institution. In addition, to facilitate the process and maintain longitudinal
information regarding student learning, the University purchased software
designed to manage this process (TracDat) [83]. Currently, all of the
degree programs at the University have student learning assessment
programs. The results of these efforts have been documented
improvements in both the assessment programs and in student learning.
The University has also reconfigured and increased resources designed to
improve teaching. The Teaching and Learning Center (TLC) [100]
“provide[s] the resources and the support to enhance and to recognize
excellent and innovative teaching by both faculty and graduate students.”
The goal of the TLC “is to promote active and engaged learning by UTSA
students to improve student learning outcomes and retention and
persistence in keeping with overall university goals.” The TLC provides a
number of services and resources to accomplish this mission, including a
Faculty Resource Center [101] located in the John Peace Library,
workshops (both live and via video), a weekly Teaching Tips newsletter,
links to videos regarding teaching and learning, and links to resources on
36
teaching and technology. In addition, the TLC provides grants to faculty
members to assist them in improving their teaching and courses. Lastly,
together with the Graduate Student Association, the TLC provides a
Distinguished Teaching Assistant Award in two categories: (1) the
humanities, social sciences, and professional schools and (2) sciences,
technology, engineering, and mathematics (STEM).
See the narrative for Comprehensive Standard 3.3.1.1 [6] for details on
academic department efforts in improving student learning outcomes.
6.3. Community Engagement and Public Service
Community engagement and public service have been hallmarks
throughout UTSA’s history. These remain strong values within the
University and are expected by the many stakeholder groups UTSA
serves. Stakeholders include students and their families, regional
employers and communities, state legislators and officials representing
the public interest at all levels, funders and partners of research and
sponsored projects, the entire P-20 educational system with which UTSA
interacts, the UT System and peer institutions, and UTSA’s faculty, staff,
alumni and supporters.
Soon after UTSA’s establishment, the State Legislature called upon the
University’s leadership to assume management responsibilities for the
Texas Pavilion, an exhibit remaining after HemisFair 1968. This provided
an early opportunity for UTSA to lead in cultural activities and awareness
by transforming the pavilion into the ITC [47], which provides educational
resources relating to the history and culture of the people of Texas. This
important statewide asset provides the first exposure to the University for
over 100,000 Texas middle-school children visitors annually, plus
approximately another 68,000 public participants during the annual Texas
Folklife Festival [102].
The office of the Vice President for Community Services (VPCS) [103]
was established in 1999, to lead initiatives focused on the University’s
strategic interface with key community constituencies. This office also
coordinates the broader range of public services throughout the University
via the UTSA Outreach Council [104]. The office of P-20 Initiatives seeks
to build pathways toward higher-education participation by Hispanic and
first-generation students. In addition, the Prefreshman Engineering
Program (PREP) builds middle and high school students’ mathematics
37
skills, leading to increased career selection and degree completion rates
in science, technology, engineering and mathematics. Ninety-nine
percent of the students in UTSA’s PREP program enroll in college and 84
percent complete their degrees.
The VPCS oversees development and maintenance of all activities that
enhance UTSA’s community service programs [105]. These include the
Institute for Economic Development (IED), the Prefreshman Engineering
Program (PFP), the Office of P-20 Initiatives (P-20), the Office of
Community Outreach (OCO), the Office of Extended Education (OEE), the
Downtown Special Events Office (DSE), the Institute of Texan Cultures
(ITC), the UTSA Mexico Center (Mexico Center), and the Child and
Adolescent Policy Research Institute (CAPRI).
Moreover, UTSA 2001-2005 and the most recent Strategic Plan call for
actions designed to increase and improve UTSA’s engagement and
service to the community; they also identify multiple strategies in this area.
These strategies include a pre-engineering program, the UT System
Alliance for Minority Participation (AMP), a Small Business Center, the
ITC, and K-16 Initiatives. Likewise, Strategic Initiative IV in the Strategic
Plan, Goals 1, 2, 4, and 5 [106], address improvements in this area.
These four goals focus on development of community partnerships,
engaging community employers, and the development of arts and
humanities programs that will serve the community.
Over the past 10 years UTSA has had a growing role as an agent of
change in the larger San Antonio community, with its higher education
mission helping to support regional growth and prosperity. Adult
educational attainment of a baccalaureate degree or better as a
percentage of population is a key determinant of growth and prosperity;
historically, San Antonio has lagged in both state and national levels by
wide margins. In the early 1990s, this key metric was only 18-19 percent;
as of 2008, it improved to 26 percent, finally surpassing the state average
of 25 percent. According to recent census data, UTSA contributed 40
percent of the college education attainment growth in the region for 2008,
with an estimated 70 percent of its graduates staying in the San Antonio
metropolitan region. Moreover, according to The Hispanic Outlook in
Higher Education [107], in 2007 UTSA ranked fourth nationally in the
number of undergraduate degrees awarded to Hispanics [108]; it shows
similar strength being ranked twelfth for master’s degrees awarded to
Hispanics [109]. These results are a strong measure of UTSA’s success
38
in fulfilling its mission of providing access to excellence in higher
education.
6.4. Access and Excellence
At the time of the University’s last reaffirmation in 2000, UTSA had an
essentially “open” admissions policy, resulting in approximately 99
percent of students applying being accepted for admissions [110]. As of
the fall 2008 entering class, due to the implementation of higher standards
for admissions, the percent of applied students being accepted for
admission was 88 percent [110]. In order to continue to provide “access
to excellence,” as per UTSA’s mission statement [1], the University has
developed plans and processes that will ensure access to all students,
especially those from traditionally underserved groups, even as
admissions standards increase.
The Strategic Plan, Strategic Initiative III [111], focuses on “promoting
access and affordability.” In addition, UTSA developed an Enrollment
Management (EM) Plan [112] submitted to UT System, which:
•
•
•
•
•
Identifies the current status of enrollment, retention, and graduation at
UTSA and states targets for each in the year 2016, coincidental to the
closing date of the current strategic plan;
Identifies strategies that will be implemented pertinent to the promotion
of access and affordability, and to the enrichment of the educational
experience in support of improved student success rates at UTSA;
Provides metrics and assessment methods that will enable the
University to track the progress made, and to identify improvements to
future iterations of the EM plan;
Estimates the resources that should be invested in marketing,
recruitment and scholarships in support of the plan’s strategies; and
Identifies the person(s) responsible for the annual review, assessment,
and updated status of the EM plan.
Recently (March 27, 2009), the Enrollment Management Plan was
updated [113] and submitted to UT System to include additional details
and targets.
For example, UTSA’s freshman admission policies [114], while gradually
increasing regular admissions standards, provide alternative, nontraditional paths for students to attend the University, thus promoting
39
access. Beginning in 2006, the University developed admissions policies
that provide for acceptance in one of three ways. Those students granted
regular admissions must meet the University’s basic admissions
requirements. Students not meeting the requirements for regular
admissions may still gain admission to the University in two other ways.
First, students may be admitted provisionally [115]. Provisionally admitted
students must obtain a grade point average of 2.0 in 18 credit hours of
coursework. Upon satisfactory completion of those 18 hours, these
students obtain “academic good standing” status. In addition, the TRC
[87] provides academic and personal assistance to these students through
its academic success programs [89]. Second, beginning with the fall 2007
semester, some students who did not qualify for admission to UTSA have
been provided access through the Joint Undergraduate Matriculation
Program (JUMP!) [116]. This program is a deferred admissions program
that has been established in cooperation with the Alamo Community
Colleges. JUMP! guarantees transfer admission to UTSA for students
who accepted their JUMP offer and who satisfactorily completed the core
curriculum at an Alamo Community College. Additionally, successful
JUMP! students who complete the program receive a $2,000 JUMP!
scholastic award that is distributed over four consecutive semesters of
enrollment at UTSA. The JUMP! program provides access to students
who in the past may not have entered UTSA or any other four-year
institution. Both the provisional admissions and JUMP! programs ensure
that the University provides access while maintaining excellence.
In addition to admissions programs, UTSA provides financial aid to
students who would otherwise be unable to pursue a post-secondary
education. UTSA has seen an increase in financial aid applicants (an
average of 5 percent each year since 2001-2002, with a total of 35
percent increase through 2008-09) with more students applying by the
priority deadline of March 31. UTSA has increased its outreach on and
off-campus about resources that are available to students and it has
created a Financial Aid ombudsperson to assist students with extenuating
circumstances. UTSA has implemented and enhanced programs, policies
and procedures to assist students that may be affected by financial
barriers and to equitably provide aid to students at all levels. In 2007-08,
64 percent of all undergraduates applying for aid had 90 percent or more
of their direct costs met. In the same year, 90 percent of graduate
students had 90 percent or more of their direct costs met.
40
The Undergraduate Tuition Support and Access Program (UTSAccess)
[117] was created to help make higher education affordable, accessible
and provide support to students and families with an income of $25,000 or
less. This program provides grants and/or scholarships to cover tuition
and fees for four years for students that apply by the priority deadline of
March 31 and meet the income level. During 2007-2008, the first year of
this program, over $8 million was awarded, with an average award of
approximately $13,500. Along with financial resources, UTSA offers
advising, financial aid counseling, money management programs and
tutoring to help support students and to assist in graduating on time.
UTSA has also created additional work-study positions on campus to help
support students. Many of the students at UTSA have to work while
attending college. In 2003-2004, institutional funds were added to the
work-study allocation. During 2008-2009, $600,000 of institutional funds
increased our total fall/spring positions by approximately 75 jobs and
summer positions by 150, creating more opportunities for students to work
on campus. Historically, students who work on campus have higher
retention and graduation rates than those who work off campus.
The Financial Aid Office recently enhanced customer service by
increasing the capacity of its one-stop-shop counter and call center. The
front counter now offers 13 stations to assist students. Counselors are
readily available for walk-ins and appointments. The call center receives
more than 250,000 calls per year and the counter and counselors have
more than 100,000 student contacts per year.
6.5. Embracing Multicultural Traditions
UTSA engages in a wide range of activities and programs designed to
support and encourage multicultural traditions. The following provide only
some examples of these activities and programs:
6.5.1. Academic Affairs
•
The College of Architecture [118]:
o Conducted two summer courses at Acoma Pueblo in New Mexico
with graduate students to investigate conservation strategies;
o Offers upper-level studio projects/courses that focus on
underserved Hispanic and African-American neighborhoods in
South Texas and the east side of San Antonio;
41
o Offered semester-long study abroad programs in each of the past
five years: one in Tuscany, Italy and one in Barcelona, Spain; and
o Conducted two programs in Mexico: one a summer exchange
program with Universidad Nacional Autónama de México in Mexico
City and another in Noragachi in Chihuahua, an Indian community,
which focuses on developing and building adobe structures in the
community.
•
The College of Business [119]:
o Cited by Princeton Review in 2006, 2007, 2008, 2009 editions as a
top 10 MBA program for minority students;
o Hispanic Business magazine has recognized the MBA in the Top
10 in the nation;
o Ranked number three in the nation for undergraduate degrees
awarded to Hispanics by Hispanic Outlook magazine; and
o Received the 2006 National Society of Hispanic MBAs Brillante
Award for educational excellence.
•
The College of Engineering [120]:
o Over 45 percent of current students are from minority groups;
o More than 50 percent of the faculty in the college are foreigntrained, bringing an important multicultural voice and serving as
models to both U.S. students and foreign-born students; and
o Participation in collaborative ventures with universities in Portugal,
India, China, Thailand, and Australia.
•
The College of Education and Human Development [121]:
o Houses the Academy for Teacher Excellence, which is grounded in
the college’s “Culturally Efficacious Teacher” model, preparing
teachers to teach diverse student populations and increasing the
number of culturally and linguistically diverse students who enroll
and graduate with bachelor’s and advanced degrees in education;
o The teacher education program in the Department of
Interdisciplinary Learning and Teaching includes a “cultural
competence core” consisting of 15 semester credit hours (IDS 2113
Society and Social Issues; IDS 3003 Science and Humanity; IDS
3013 Diversity, Equity, and the Social Sciences; IDS 3123 Culture,
Literature, and Fine Arts; and IDS 3713 Interdisciplinary Inquiry);
42
o The Department of Bicultural-Bilingual Studies focuses all of its
degree programs on multicultural competencies.
o The college is currently the home of the African-American Studies
minor;
o The multi-year “Textbooks and Learning Materials Program” at the
ITHUBA Project was designed to improve educational opportunities
for Africa’s children. UTSA is one of six minority-serving
universities who provide a combined 3.6 million textbooks and/or
learning materials for children across Africa. UTSA works with the
U.S. Government and the South African Department of Education;
o The Department of Counseling operates the Community Family Life
Center, providing free counseling services to local individuals and
families. An additional outreach clinic has recently been started
located in the Guadalupe Community Center, located on the west
side of San Antonio;
o The Department of Health and Kinesiology operates a Mobile
Health Lab that provides health and wellness screening to a wide
variety of families throughout San Antonio and surrounding
communities.
•
The College of Liberal and Fine Arts [122]:
o In 2008, COLFA sponsored international academic conferences on
African-American Women’s Language and Food in the Arts;
o COLFA hosts annual performances and workshops by the Arathi
School of East Indian Dance, and is starting its own academic
dance program featuring ethnic and world dance traditions;
o COLFA is home to the annual Sprachfest, a regional competition
for young students of German language and culture;
o The Music Department is home to the UTSA Mariachi Ensemble,
which performs often in the San Antonio metro area, and the
department co-sponsors mariachi festivals including the famous
annual Mariachi Vargas Extravaganza. The Mariachi Ensemble
was also honored to perform at the 2008 COC Annual Meeting held
in San Antonio;
o The doctoral program in the Department of English offers students
opportunities for advanced study and research in cross-cultural,
transnational approaches to English language and literary studies,
with coursework required in U.S. Latina/o literature and theory.
43
•
The College of Sciences [123]:
o The College of Sciences has a long history of sponsoring programs
that promote the development of minority talent. MBRS (Minority
Biomedical Research Support) programs, including RISE
(Research Initiative for Scientific Enhancement) and MARC
(Minority Access for Research Careers) are two examples that
provide support for minority undergraduate and graduate students;
o The college has organized to increase both student and faculty
diversity; an Associate Dean of Diversity oversees the Office of
Diversity Initiatives;
o The Dean’s Fellows Program was established to increase the
recruitment of minority graduate students into doctoral programs.
These fellows must have exceptional academic accomplishments
and be of Texas border-region origin. Three fellows were funded in
AY 2008-09 and six are targeted for AY 2009-10;
o A joint doctoral program in Physics was established in collaboration
with The University of Texas at Brownsville to increase the number
of Hispanic and other minority students and faculty involved in
doctoral education.
•
The College of Public Policy [124]:
o The Department of Demography and Organizational Studies is one
of UTSA’s most minority-represented departments with 15 of 24
doctoral students that are women; 12 of 24 that are Hispanic; and
two of 24 that are African-American;
o Coursework in demography requires a sophisticated understanding
of the magnitude and trends of social and economic characteristics
in the population;
o Research in demographics looks at, among other topics,
projections of obesity and diabetes by race/ethnicity; consequences
of “mixed” race/ethnic identification; racial/ethnic differences in
psychiatric illness; exploration of the “Hispanic Paradox” (poorer
health, longer life expectancy, and so on;
o The Department of Public Administration has a diverse student
body, consisting of 48 percent Hispanic/Latino, 13 percent AfricanAmerican/Black, and 50 percent women. Its coursework
investigates multicultural values, how they are expressed in the
workplace, and their effects;
44
o The Master of Social Work (MSW) program is organized around a
conceptual model of cultural competence; knowledge about
multicultural traditions is incorporated throughout the curriculum.
Students in the MSW program participate actively in Martin Luther
King Day, Cinco de Mayo, and other culturally relevant holidays
and events within the community.
•
The Honors College [125]:
o Coordinates two international programs — one in Italy and one in
China — that emphasize the multicultural nature of the global
society;
o Developed and sponsored the Holocaust Reemergence week that
discusses African (Rwanda), Armenian, and European holocaust
experiences;
o Developed an Honors Seminar on Construction of Race Class;
o Co-sponsor of the Women’s History and Black History Months at
the University;
o Recruiting efforts are emphasized for first-generation and nontraditional students.
6.5.2. Community Services
As described above, ITC is a major resource for information about and
programs focused on the multicultural traditions of Texas. In addition,
Community Services houses the Mexico Center [126], “an umbrella
organization within UTSA that connects existing Mexico-related expertise
at UTSA through cross-disciplinary collaboration on research projects and
activities.”
6.5.3. Student Affairs
The Student Affairs division provides numerous opportunities for students
to become involved in programs related to multicultural traditions.
Programs and activities [127] provided by the Inclusion and Community
Engagement Center, the Office of Student Activities, Counseling Services,
and Housing and Residence Life reveal a wide variety of opportunities for
student engagement and learning regarding multicultural traditions.
45
6.6. Center for Intellectual and Creative Resources
As mentioned above, UTSA has established 17 centers and institutes
[128] that focus on a variety of disciplinary and cross-disciplinary activities.
For instance, UTSA’s Institute for Cyber Security (ICS) [129], founded in
2007, includes research labs and an “incubator” that “has a mission of
making San Antonio metro a fertile breeding ground for innovative security
products and companies.” Research funding has been granted by the
National Science Foundation and the Air Force Office of Scientific
Research. The ICS collaborates with other universities in its research,
including Arizona State University, University of Illinois at Urbana
Champaign, University of Maryland at Baltimore County, University of
Michigan, University of North Carolina at Charlotte, Purdue University,
Pennsylvania State University and The University of Texas at Dallas. The
“operational arm” of the ICS is the Center for Infrastructure Assurance and
Security (CIAS) [130]. The CIAS was established in 2001; in 2002, it was
designated a National Center of Excellence in Information Assurance by
the U.S. National Security Agency. The program at the CIAS is designed
to develop “an education pipeline of [infrastructure assurance and
security] talent to increase the number of students who will study
infrastructure assurance and security, ultimately earning degrees that will
contribute to the IAS field in San Antonio and the nation. This is a
“coordinated effort between UTSA, the Air Intelligence Agency at Lackland
AFB, industry, and other research institutions. The CIAS is the anchor of
this partnership. The dynamic focus of the CIAS is controlled by a diverse
team consisting of members from academia, the commercial sector, and
the government.”
Each of the colleges of the University has made significant efforts in
making UTSA a center of intellectual and creative resources. The
examples below are in addition to the significant contributions made by
faculty in the colleges as part of their academic roles at the University.
•
The College of Architecture [118]:
o Sponsored lectures series bringing world-renowned architects,
theorists, and designers to UTSA;
o Recently hosted the annual conference of the Architectural
Research Centers Consortium, which brought architectural
researchers to campus, and San Antonio from all over the world;
46
o In the process of establishing an outreach (graduate student)
design studio located in the old Pearl Brewery building in the
Offices of the American Institute of Architecture San Antonio;
o Provides design assistance to local communities. These include a
planning study to assist in the Boerne RUDAT (Regional/Urban
Design Assistance Team) [131].
•
The College of Business [119]:
o The Department of Information Systems and Technology
Management took the lead in successfully pursuing designation of
UTSA as a National Center of Academic Excellence in Information
Research for 2009-2014;
o Named one of the top 10 research institutions nationwide for faculty
scholarly productivity in business administration, according to data
assembled by Academic Analytics [132] in 2007;
o Ranked as one of the top 100 business schools nationally in the
fields of finance, management, and marketing according to the
Business School Research Rankings [133] compiled by the
University of Texas at Dallas School of Management (based on
research publications of business faculty, 2006-07).
•
The College of Education and Human Development [121]:
o The Department of Health and Kinesiology operates the Exercise
Biochemistry and Metabolism Laboratory [134], promoting and
investigating exercise as a preventative and treatment program for
obesity, cardiovascular disease, and non-insulin-dependent
diabetes mellitus;
o Hosts, or hosted, several academic journals: The Journal of
Southeast Asian American Education and Advancement; The
Journal of Creativity in Mental Health; Voices from the Middle; The
Bilingual Research Journal (from 2004 through 2008); and The
Journal of Language, Identity, and Education (2002 through 2006);
o Recently received funding (anonymous) to establish the Center for
Educational Leadership, Policy, and Professional Development;
o The College has more than doubled its sponsored research funding
over the past five years, to over $7 million in the most recent fiscal
year.
47
•
The College of Engineering [120]:
o Established the Center for Innovation and Technology
Entrepreneurship (CITE) [135] in collaboration with the College of
Business. The CITE helps students to be creative and inventive
using new technologies; these projects are then covered by patents
and students develop business plans around them;
o Established Institute for Bioengineering and Translational Research
(IBTR) [136] that works closely with industry and other research
institutions to develop and mature new technologies in the
biomedical arena;
o The Center for Advanced Manufacturing and Lean Systems [137]
works with industry partners to solve real life problems.
•
The College of Liberal and Fine Arts [122]:
o The Southwest Guitar Festival directed by COLFA faculty is one of
the classical music world’s premier biannual concert series and
competitions, held on the UTSA campus and at other venues
throughout San Antonio;
o The Opera in the Schools Program co-sponsored by the San
Antonio Opera Guild takes UTSA performers to several schools
each year and brings 500 schoolchildren to campus to see an
opera;
o The UTSA Music Department puts on approximately 180 concerts
and recitals each year, most of which are free and open to the
public;
o The endowed Brackenridge Distinguished Visiting Professor
residency in the Department of English brings two internationally
recognized scholars in literature and philosophy to campus each
year for public lectures. Past lecturers have included Jacques
Barzun and Houston Baker;
o The Ovations Lecture Series features semiannual public programs
in which COLFA scholars explore issues of general interest. The
most recent lecture featured Professor John Bartkowksi,
Department of Sociology, on the role of religion in childrearing;
o The Department of Art and Art History stages several art exhibitions
every year on the 1604 campus and at its downtown San Antonio
gallery space at the Blue Star Arts Complex. An example is the
current exhibition and lecture series sponsored jointly by UTSA, the
San Antonio Museum of Art and the Southwest School of Arts and
48
Crafts: "Marcia Gygli King: Forty Years," reflecting the many facets
of this respected artist. All exhibitions are free and open to the
public;
o The Center for Archaeological Research is the premier contract
archaeology concern in Texas. It is a certified repository for
artifacts; it continually conducts research and preservation for
historic and cultural sites such as the Alamo, all of the San Antonio
Missions, San Fernando Cathedral, the San Antonio River Walk,
and similar sites throughout Texas. The Center conducts outreach
and public education for adults and young people directly at these
sites and through such means as Texas Archaeology Awareness
Month programs and the Legacy summer camp for children.
•
The College of Public Policy [124]:
o The Department of Demography and Organizational Studies offers
the only Ph.D. program in the United States specifically in applied
demography;
o The Department of Public Administration engages in a host of “real
world” research activities, such as economic development, voting
rights, electronic government, housing policy, nonprofit
management, and land use policy;
o The Department of Social Work engages students in projects
focused on improving local communities, such as a needs
assessment for a coalition of agencies and consumer groups on
San Antonio’s west side. Students developed the research/survey
instrument, conducted interviews, wrote a report and delivered the
findings to the coalition leadership.
•
The College of Sciences [123]:
o A number of programs designed to assist high school and other
faculty in developing and providing professional development for
science and mathematics teachers, including:
o Faculty members regularly make presentations to local high
schools and associations, including the Bexar County Mathematics
collaborative;
o Principal supporter of BRIDGE, a county-wide program bringing
together resources from military, governmental, and higher
education organizations to promote the professional development
of public school science and mathematics teachers;
49
o Major supporter of SAMSEC, organization aimed at promoting
interest in the profession of sciences and mathematics teaching in
high school students, college students, and members of the general
public;
o Helping high school students increase their scientific competence,
including:
o UTSA faculty founded, and continue to work in, the TexPREP
program, a multi-year science, engineering, and mathematics
summer camp for talented middle- and high-school students;
o Faculty in the mathematics department coordinate a math and
statistics competition for middle- and high-school students;
o UTSA Institute for Cyber Security [129] engages in research and
community outreach, running simulated cyber-attacks on municipal
government information technology systems and demonstrating
both vulnerabilities and ways in which the systems can be
“hardened”;
o UTSA’s Center for Water Research [138] has a project to locate
and map thousands of uncapped, abandoned, wells in Bexar
County using GIS technology; the goal of creating the database is
to underpin efforts to seal/cap these wells to prevent contamination
of the area’s sole water source, the Edwards Aquifer.
•
The Honors College [125]:
o Sponsored two undergraduate Research Symposiums and
sponsored students to attend and present research at the National
Conference on Undergraduate Research (April 2009) at the
University of Wisconsin, La Crosse;
o Sponsored students to attend and present research at the National
Conference of Honors Colleges (November 2008);
o Has organized its organizational structure to promote research and
has an Assistant Director for Undergraduate Research and an
Assistant Director for National Scholarships.
6.7. Catalyst for Socioeconomic Development
UTSA leadership in economic development emerged from the same
urgent community needs that served as an impetus for Community
Engagement and Public Service described above. UTSA benefits from
this leadership because such development enables families to better
afford a university education for their children. In the 1970s, the region
50
was dependent on low-wage tourism and government/military sectors for
predominant job opportunities. This limited the region’s best potential as a
participant in the global knowledge economy.
The UTSA Institute for Economic Development (IED) [139] serves over
30,000 businesses annually, through ten programs and ten locations
across the region, with a national and international presence, and as a
center of excellence for UTSA. The IED facilitates economic, community,
and business development throughout South Texas and the Mexico-U.S.
Border Region and provides programs that serve 79 counties in Texas,
two states in addition to Texas (Oklahoma and Louisiana), and the
Mexico-U.S. Border Region. All programs in the IED are supported by
state and/or federal funding. The services provided by the IED include
consultation, training and technical/research/information services. All of
these services and programs are coordinated with other University
programs as well as state, federal and local agencies. The areas of
expertise that are provided include accounting, agribusiness, economic
development, finance, human capital, international business, legal issues,
management, marketing, manufacturing, non-profit organizations,
procurement, and technology. Critical governmental partnerships are
maintained with the U.S. Small Business Administration, the U.S.
Economic Development Administration, the U.S. Minority Business
Development Agency, and the U.S. Agency for International Development.
In addition to these governmental partnerships, the IED has business
partners that include various banks, contracting agencies, and chambers
of commerce throughout the region. Several IED programs are
consistently top-ten rated among peers in the US (Small Business
Development Center, Minority Business Enterprise Center, Trade
Adjustment Assistance Center, National Small Business Information
Clearinghouse, International Trade Center’s Mexico Program), marking
the IED as a center of excellence for UTSA.
As premier universities are increasingly appreciated and called upon as
drivers of economic growth in the new millennium, key stakeholders in
government and the regional business sector expect greater leadership
linking UTSA research with industry, graduates within the workforce, and
business development extension services to communities. UTSA
leadership in global extension and applied research responding to
community needs are relatively new initiatives; however, these are
important dimensions of a premier public research university. Many
51
professional and institutional relationships of UTSA with Mexico have
been organized through the UTSA Mexico Center and likewise through the
newly established East Asia Institute. Recognized international programs
with major USAID funding include the South African “Ithuba” textbook
development project through the College of Education and Human
Development and the Mexican SBDC/University partnerships through the
IED.
Engagement to solve regional and national issues through applied
research is exemplified by the Child and Adolescent Policy Research
Center (CAPRI) [140], established to comprehend major impediments to
educational attainment success in children and then address these at the
causal, public programs and policy levels. Also the Institute for Cyber
Security (ICS) [127] has garnered major sponsorships from government
and industry to address information technology assurance needs and build
cutting-edge expertise for our graduates to play a role in this field. ICS is
also home to the National Collegiate Cyber Defense Competition. The
Center for Advanced Manufacturing and Lean Systems [137] extends
education and consulting to existing industry to bolster regional
competitiveness. Finally, a new Institute for Conventional, Alternative, and
Renewable Energy (I-CARE) [141] was formed in 2008 in response to the
UTSA 2016 Vision’s goal to build sustainability into our programs and to
help formulate San Antonio’s sustainability agenda.
Documentation:
Document
Source of Document
[1]
UTSA Mission Statement
UTSA Overview
[2]
2001-2005 Agency Strategic Plan for UTSA
(UTSA 2001-2005)
N/A
[3]
UTSA 2016: A Shared Vision (Strategic Plan)
UTSA 2016: A Shared Vision
Website
[4]
2009 UTSA Campus Master Plan
UTSA Website
[5]
Strategic Initiative V – Expanding Resources
and Infrastructure
Strategic Plan
52
Document
Source of Document
[6]
Comprehensive Standard 3.3.1.1
Located within the UTSA
Compliance Certification
Report
[7]
Comprehensive Standard 3.3.1.2
[8]
Comprehensive Standard 3.3.1.3
[9]
Comprehensive Standard 3.3.1.4
[10]
Comprehensive Standard 3.3.1.5
[11]
Comprehensive Standard 3.6.1
[12]
Handbook of Operating Procedures (HOP),
Chapter 2, Section 2.39
HOP Table of Contents
[13]
Strategic Planning Committee – Spring 2000
N/A
[14]
External/Internal Assessment
UTSA 2001-2005
[15]
University Self-Evaluation and Opportunities for
Improvements
[16]
Strategic Directions
[17]
University Goals, Objectives, and Strategies
[18]
Appendix C – UTSA Five Year Projections for
Outcomes
[19]
UTSA 2001-2005 Output Measures,
Projections, and Actual Attainment Table
N/A
[20]
Appendix D – UTSA Performance Measure
Definitions
UTSA 2001-2005
[21]
Outcome Measures for Goals of UTSA 20012005
N/A
[22]
Outcome 3 – Establish Formal Planning and
Evaluation Process
UTSA 2001-2005
53
Document
Source of Document
[23]
Vice Provost for Accountability and Institutional
Effectiveness
UTSA Website
[24]
Agenda for UTSA 2016 Planning Retreat
N/A
[25]
Central Planning Committee Members
N/A
[26]
Agenda for Second UTSA 2016 Planning
Retreat
N/A
[27]
Mission Statement
Strategic Plan
[28]
Vision Statement
[29]
Core Values
[30]
Presentation for Strategic Planning Focus
Groups
N/A
[31]
Strategic Planning Focus Groups Survey
N/A
[32]
Silver to Gold Commission Membership –
March 2007
N/A
[33]
Approval of Strategic Plan by UT System
N/A
[34]
Strategic Initiatives and Goals
Strategic Plan
[35]
Key Indicators
[36]
Call to Action and Accountability
[37]
Team 2016 Members
N/A
[38]
Implementation Plan 2008-2016
(Implementation Plan)
UTSA 2016: A Shared Vision
Website
[39]
Performance Measures
Implementation Plan
[40]
Aspirant Institutions
[41]
Resource Analysis
54
Document
Source of Document
[42]
Core Requirement 2.11.1
Located within the UTSA
Compliance Certification
Report
[43]
2004 UTSA 1604 Campus Master Plan
UTSA Website
[44]
Master Plan Goals
2004 UTSA 1604 Campus
Master Plan
[45]
Master Plan Strategies
[46]
Downtown Campus
[47]
Institute of Texan Cultures
[48]
2009 Master Plan Committee Member List
N/A
[49]
Master Plan Meetings
N/A
[50]
Supporting Area Strategic Plans
UTSA 2016: A Shared Vision
Website
[51]
The University of Texas System (UT System)
Approval of the Fiscal Year 2009 Operating
Budget Preparation Policies and Calendar
UT System Website
[52]
Regents Approve $11.5 Billion Operating
Budget for UT System
[53]
UTSA Budget Goals
Financial Affairs Website
[54]
UTSA Operating Budget Fiscal Year Ending
August 31, 2009
UT System Website
[55]
UTSA 2008-2009 Budget Memo from President
Romo
[56]
The University of Texas System Strategic Plan
2006-2015
[57]
Accountability
UTSA Website
Texas Higher Education
55
Document
Source of Document
[58]
Closing The Gaps
Coordinating Board Website
[59]
Higher Education Accountability System
[60]
Legislative Budget Board (LBB) Website
N/A
[61]
General Academic Institutions Performance
Measure Definitions
LBB Website
[62]
UT System Strategic Initiatives
UT System Website
[63]
Institutional Compacts
[64]
UTSA Compact for FY 09 and FY 10
[65]
Compacts (UTSA)
[66]
UTSA Accountability Profile
[67]
University Accountability Measures and
Definitions
[68]
University Performance – Participation
[69]
University Performance – Success
[70]
University Performance – Excellence
[71]
University Performance – Research
[72]
University Performance – Institutional
Effectiveness and Efficiency
[73]
Universities Performance – Web-based System
[74]
Texas Government Code, Chapter 322,
Section 322.001
Texas Government Code,
Chapter 322
[75]
General Academic Institutions Performance
Measure Definitions
LBB Website
Office of Strategic
Management – UT System
Website
56
Document
Source of Document
[76]
Integrated Postsecondary Education Data
System Website
N/A
[77]
UTSA Fall 2008 Fact Book
Office of Institutional Research
Website
[78]
Office of Institutional Research
UTSA Website
[79]
U.S. Census Bureau Website
N/A
[80]
National Science Foundation Website
N/A
[81]
The Center for Measuring University
Performance Website
N/A
[82]
Resource Analysis
Implementation Plan
[83]
TracDat
Assessment Website
[84]
Comprehensive Standard 3.1.1
Located within the UTSA
Compliance Certification
Report
[85]
Goal A (Instructional and Operational Support),
Subgoal 1 (Research University)
UTSA 2001-2005
[86]
Learner-Centered Institution
[87]
Tomas Rivera Center for Student Success
[88]
Learning Communities
[89]
Academic Success Programs
[90]
Learning Assistance
[91]
Workshops
[92]
Academic Coaching
[93]
Online Study Skills Resources
UTSA Website
Tomas Rivera Center for
Student Success Website
57
Document
Source of Document
[94]
Graduate Student Learning Assistance
[95]
Colleges’ Freshman Advising Center
[96]
Downtown Undergraduate Advising Center
[97]
Assessment of Degree Programs:
Requirements for Process and Reporting
N/A
[98]
Assessment Reporting for 2005
N/A
[99]
Student Outcomes Assessment Training
Presentation
N/A
UTSA Website
[100] Teaching and Learning Center
UTSA Website
[101] Faculty Resource Center/Library
Teaching and Learning Center
Website
[102] Texas Folklife Festival
Institute of Texan Cultures
Website
[103] Office of the Vice President for Community
Services
UTSA Website
[104] UTSA Outreach Council
Office of Community Outreach
Website
[105] Community Service Programs
Office of the Vice President for
Community Services Website
[106] Strategic Initiative IV – Serving the Public
through Community Engagement
Strategic Plan
[107] The Hispanic Outlook in Higher Education
N/A
[108] Colleges Awarding the Most Bachelor’s
Degrees to Hispanics
The Hispanic Outlook in Higher
Education Website
[109] Colleges Awarding the Most Master’s Degrees
to Hispanics
58
Document
Source of Document
[110] First Time Undergraduates Applied, Accepted,
and Enrolled
UTSA Fall 2008 Fact Book
[111] Strategic Initiative III – Promoting Access and
Affordability
Strategic Plan
[112] UTSA Enrollment Management Plan
(Submitted to UT System on January 9, 2008)
N/A
[113] UTSA Enrollment Management Plan
(Submitted to UT System on March 27, 2009)
N/A
[114] Undergraduate Admissions Policies
UTSA Website
[115] Provisional Admission at UTSA
2008-2009 Information Bulletin
[116] Joint Undergraduate Matriculation Program
(JUMP!)
Undergraduate Admissions
Website
[117] UTSAccess Program
Student Financial Aid and
Enrollment Services Website
[118] College of Architecture
UTSA Website
[119] College of Business
[120] College of Engineering
[121] College of Education and Human Development
[122] College of Liberal and Fine Arts
[123] College of Sciences
[124] College of Public Policy
[125] Honors College
[126] Mexico Center
[127] Student Affairs Multicultural Programs and
Activities
59
Document
Source of Document
[128] Research Centers & Institutes at UTSA
Office of the Vice President for
Research Website
[129] Institute for Cyber Security
UTSA Website
[130] Center for Infrastructure Assurance and
Security
[131] Boerne RUDAT (Regional/Urban Design
Assistance Team) Website
N/A
[132] Academic Analytics, LLC Website
N/A
[133] The UT Dallas Top 100 Business School
Research Rankings
UT Dallas School of
Management Website
[134] Exercise Biochemistry & Metabolism
Laboratory
College of Education and
Human Development Website
[135] Center for Innovation and Technology
Entrepreneurship
College of Business Website
[136] Institute for Bioengineering and Translational
Research
Office of the Vice President for
Research Website
[137] Center for Advanced Manufacturing and Lean
Systems
UTSA Website
[138] Center for Water Research
Office of the Vice President for
Research Website
[139] Institute for Economic Development
[140] Child and Adolescent Policy Research Center
[141] “The Energy Equation” - UTSA Today article
(Institute for Conventional, Alternative, and
Renewable Energy established)
UTSA Today Website
60
Core Requirement 2.6 - Continuous Operation
The institution is in operation and has students enrolled in degree programs.
Compliance Judgment: Compliance
Narrative:
The University of Texas at San Antonio (UTSA), authorized in 1969 by the Texas
Legislature in Texas Education Code (TEC), Chapter 71, Section 71.01 [1], has been in
continuous operation since enrolling its first students [2] and [3] in the summer 1973
semester. The University currently has students enrolled in both undergraduate and
graduate degree programs offered by its eight colleges (Architecture, Business,
Education and Human Development, Engineering, Honors, Liberal and Fine Arts, Public
Policy, and Sciences). The University offers 64 baccalaureate, 46 master’s and 21
doctoral degrees. A list of these approved degree programs can be found on the Texas
Higher Education Coordinating Board's (THECB) website in the THECB Program
Inventory [4].
The Office of Institutional Research reports official enrollment at UTSA. For the fall
2008 semester, the total enrollment was 28,413 students, of whom 24,648 were
undergraduate students, 280 were post baccalaureate students, and 3,485 were
graduate students [5]. The table titled UTSA Enrollment by Level [6] shows the fall
2008 and spring 2009 enrollment by level for students in both undergraduate and
graduate programs.
Documentation:
Document
Source of Document
[1] Texas Education Code (TEC), Chapter 71,
Section 71.01
TEC, Chapter 71
[2] UTSA History
UTSA Website - UTSA
Overview
[3] "UTSA Has Its First Student" - San Antonio Light N/A
newspaper article
[4] Texas Higher Education Coordinating Board
(THECB) Program Inventory
THECB Website - Program
Inventory
61
Document
Source of Document
[5] UTSA Fall 2008 Fact Book
Office of Institutional Research
Website
[6] UTSA Enrollment by Level Table
N/A
62
Core Requirement 2.7.1 - Program Length
The institution offers one or more degree programs based on at least 60 semester credit
hours or the equivalent at the associate level; at least 120 semester credit hours or the
equivalent at the baccalaureate level; or at least 30 semester credit hours or the
equivalent at the post-baccalaureate, graduate, or professional level. If an institution
uses a unit other than semester credit hours, it provides an explanation for the
equivalency. The institution also provides a justification for all degrees that include
fewer than the required number of semester credit hours or its equivalent unit.
Compliance Judgment: Compliance
Narrative:
All undergraduate baccalaureate degree programs at The University of Texas at San
Antonio (UTSA) require at least 120 semester credit hours and all graduate degree
programs at UTSA require at least 30 semester credit hours. The number of credit
hours offered for each degree program is presented in the table titled Degree Programs
Semester Credit Hours [1]. UTSA does not offer associate degrees. The University
does not use a unit other than semester credit hour. All degree plans are approved by
the Texas Higher Education Coordinating Board (THECB) according to procedures
found in the Texas Administrative Code, Title 19, Part 1, Chapter 5, Subchapter C, Rule
5.45 [2].
UTSA offers 64 baccalaureate degree programs. Individual program requirements,
including required semester credit hours, core curriculum requirements, major
preparatory courses and electives, are listed in the Undergraduate Catalog 20082010 [3]. The degree plan for the Bachelor of Business Administration Degree in
Accounting [4] demonstrates how the total degree hours are distributed.
UTSA offers 46 master’s and 21 doctoral degree programs. Individual program
requirements, including semester credit hours, are listed in the Graduate Catalog 20092011 [5]. The degree plan for the Master of Science Degree in Electrical Engineering
[6] and the degree plan for the Doctor of Philosophy Degree in Anthropology [7]
demonstrate how the total degree hours are distributed.
Documentation:
Document
[1] Degree Programs Semester Credit Hours Table
Source of Document
N/A
63
Document
Source of Document
[2] Texas Administrative Code (TAC), Title 19, Part
1, Chapter 5, Subchapter C, Rule 5.45
TAC, Title 19, Part 1, Chapter 5,
Subchapter C
[3] Undergraduate Catalog 2008-2010
UTSA Website - Current
Students
[4] Bachelor of Business Administration Degree in
Accounting
Undergraduate Catalog 20082010
[5] Graduate Catalog 2009-2011
UTSA Website - Current
Students
[6] Master of Science Degree in Electrical
Engineering
Graduate Catalog 2009-2011
[7] Doctor of Philosophy Degree in Anthropology
64
Core Requirement 2.7.2 - Program Content
The institution offers degree programs that embody a coherent course of study that is
compatible with its stated mission and is based upon fields of study appropriate to
higher education.
Compliance Judgment: Compliance
Narrative:
The University of Texas at San Antonio (UTSA) offers degree programs that embody a
coherent course of study that is compatible with its stated mission [1] and is based upon
fields of study appropriate to higher education. The Texas Higher Education
Coordinating Board (THECB) and The University of Texas System (UT System) require
adherence to an institutional mission. As the THECB mandates in the Texas
Administrative Code (TAC), Title 19, Part 1, Chapter 5, Subchapter C, Rule 5.45 [2],
“the program must be within the existing role and mission of the institution as indicated
by its table of programs or the Board must make the determination that the program is
appropriate for the mission of the institution.” In addition, all programs are approved by
The UT System and adhere to Rules and Regulations of the Board of Regents
(Regents’ Rules), Rule 40307 [3], which states, “[n]ew university degree and certificate
programs should be consistent with the higher education goals and mission of the State
of Texas, The U.T. System, and the offering institution.” All undergraduate and
graduate programs at UTSA have undergone review and approval by the THECB as per
Regents’ Rules.
UTSA’s mission statement [1] emphasizes that the institution is “dedicated to the
advancement of knowledge through research and discovery, teaching and learning,
community engagement and public service.” In addition, as “an institution of access
and excellence, UTSA embraces multicultural traditions, serving as a center for
intellectual and creative resources as well as a catalyst for socioeconomic development
for Texas, the nation and the world.”
The undergraduate and graduate curricula at UTSA together support all elements of
UTSA’s mission statement. Both undergraduate and graduate programs enhance
student knowledge through teaching and learning, stimulate critical thinking, develop
creative skills, and prepare graduates who can make significant contributions to Texas,
the nation and the world, including in socioeconomic development. All UTSA graduate
programs and some UTSA undergraduate programs (e.g., The Honors College) are
specifically designed to advance knowledge through formal research and discovery.
65
All UTSA undergraduate and graduate programs adhere to the Texas Classification of
Instructional Programs (CIP) [4] established by the THECB, which is based on the
United States Department of Education Classification of Instructional Programs (CIP)
taxonomy [5]. The CIP is the accepted federal government statistical standard on
instructional program classifications.
UTSA degree programs undergo extensive review before approval to ensure coherence
with the institutional purpose, as described in the mission statement. The content of
each degree program offered at UTSA undergoes a comprehensive review and
approval process to ensure that the programs embody a coherent course of study,
support the institutional mission, and are consistent with the rules and regulations
established by the THECB and The UT System. UTSA faculty and administrators, UT
System staff, and THECB staff are all involved in this review and approval process. The
narrative for Comprehensive Standard 3.4.1 [6] describes in detail the process for the
approval of new degree and certificate programs.
UTSA offers 131 approved degree programs: 64 bachelor’s, 46 master’s, and 21
doctoral programs [7]. Approved programs undergo periodic formal reviews to ensure
that they are still in alignment with the university mission. In addition, course content in
every program is reviewed as a part of the biennial catalog revision process. The
narrative for Comprehensive Standard 3.4.11 [8] details this review process.
Undergraduate Programs
To meet its mission, UTSA offers a wide range of undergraduate programs. All
undergraduate degree programs require successful completion of a common general
education (core) curriculum, discussed in the narratives for Core Requirement 2.7.3 [9]
and Comprehensive Standard 3.5.1 [10]. The Undergraduate Catalog 2008-2010
provides specific information for each degree program. The information includes a
general description of the program; core curriculum requirements; total number of SCH
required to complete the degree program; specific course requirements in the major;
number of SCHs allowed for elective courses, which include free electives; upper
division course requirements; and the description of the courses offered in the degree
program. Examples for the Bachelor of Business Administration Degree in Finance
[11], the Bachelor of Arts Degree in American Studies [12], and the Bachelor of Science
Degree in Chemistry [13] are provided.
Graduate Programs
Student interests and needs in graduate education are diverse; UTSA graduate
programs are designed with sufficient flexibility to meet these needs while addressing
the mission of the University. In general, graduate programs are focused on advanced
66
study in a specific field when compared to undergraduate programs. Master’s-level
programs also prepare students for continuing their education at the doctoral
level. TAC, Title 19, Part 1, Chapter 5, Subchapter C, Rule 5.46 [14], provides the
criteria for approval of doctoral programs, which should prepare graduate students for
careers in teaching, creative activity, research, or other professional activities. The
criteria call for a carefully planned program of study, which is clear and comprehensive
and includes both specialization and breadth of knowledge. The criteria mandate that
curricula have sufficient flexibility to meet the legitimate professional interests and the
special needs of doctoral-level degrees and that they include a research dissertation or
equivalent quality requirements. In addition, programs must meet the standards of the
Southern Association of Colleges and Schools, as well as the accrediting standards and
doctoral program criteria of appropriate professional groups and organizations.
TAC, Rule 5.46 [14], further supports coherence across curricular levels by requiring
that doctoral programs “be undergirded by strong programs in a wide number of
disciplines at the undergraduate and master's levels. Quality programs in other related
and supporting doctoral areas must also be available.”
Information on the university-wide degree requirements for master’s- and doctorallevel programs [15], [16] and information on specific graduate program requirements
and course descriptions [17] are described in detail in the Graduate Catalog 20092011. All master's degree programs require a minimum of 30 hours, with a minimum of
18 SCH of course work in the major. Doctoral program SCH requirements vary by
discipline and admission requirements. UTSA post-baccalaureate doctoral program
SCH requirements range from 75 to 90 while post-master’s doctoral program SCH
requirements range from 39 to 69. Examples for the Master of Science Degree in
Mechanical Engineering [18] and for the Doctor of Education Degree in Educational
Leadership [19] are provided.
Documentation:
Document
Source of Document
[1]
UTSA Mission Statement
UTSA Overview
[2]
Texas Administrative Code (TAC), Title 19, Part
1, Chapter 5, Subchapter C, Rule 5.45
TAC, Title 19, Part 1, Chapter
5, Subchapter C
[3]
Rules and Regulations of the Board of Regents
(Regents' Rules), Rule 40307
Regents' Rules
67
Document
Source of Document
[4]
Classification of Instructional Programs (CIP)
Texas Higher Education
Coordinating Board Policies
and Procedures Manual
[5]
Index of CIP-2000 Codes and Program Titles
United States Department of
Education Classification of
Instructional Programs (CIP)
[6]
Comprehensive Standard 3.4.1
Located within the UTSA
Compliance Certification Report
[7]
Degree Programs Semester Credit Hours Table
N/A
[8]
Comprehensive Standard 3.4.11
[9]
Comprehensive Standard 2.7.3
Located within the UTSA
Compliance Certification
Report
[10] Comprehensive Standard 3.5.1
[11] Bachelor of Business Administration Degree in
Finance
Undergraduate Catalog 20082010
[12] Bachelor of Arts Degree in American Studies
[13] Bachelor of Science Degree in Chemistry
[14] TAC, Title 19, Part 1, Chapter 5, Subchapter
C, Rule 5.46
TAC, Title 19, Part 1, Chapter
5, Subchapter C
[15] University-wide Requirements - Master's
Degree
Graduate Catalog 2009-2011
[16] University-wide Requirements - Doctoral
Degree
[17] Graduate Program Requirements and Course
Descriptions
[18] Master of Science Degree in Mechanical
Engineering
68
Document
Source of Document
[19] Doctor of Education Degree in Educational
Leadership
69
Core Requirement 2.7.3 - General Education
In each undergraduate degree program, the institution requires the successful
completion of a general education component at the collegiate level that (1) is a
substantial component of each undergraduate degree, (2) ensures breadth of
knowledge, and (3) is based on a coherent rationale. For degree completion in
associate programs, the component constitutes a minimum of 15 semester hours or the
equivalent; for baccalaureate programs, a minimum of 30 semester hours or the
equivalent. These credit hours are to be drawn from and include at least one course
from each of the following areas: humanities/fine arts, social/behavioral sciences, and
natural science/mathematics. The courses do not narrowly focus on those skills,
techniques, and procedures specific to a particular occupation or profession. If an
institution uses a unit other than semester credit hours, it provides an explanation for
the equivalency. The institution also provides a justification if it allows for fewer than the
required number of semester credit hours or its equivalent unit of general education
courses.
Compliance Judgment: Compliance
Narrative:
In each undergraduate degree program, The University of Texas at San Antonio (UTSA)
requires the successful completion of a general education component at the collegiate
level that (1) is a substantial component of each undergraduate degree, (2) ensures
breadth of knowledge, and (3) is based on a coherent rationale. For baccalaureate
degree completion, the component constitutes a minimum of 30 semester hours or the
equivalent. These credit hours are to be drawn from and include at least one course
from each of the following areas: humanities/fine arts, social/behavioral sciences, and
natural science/ mathematics. The courses do not narrowly focus on those skills,
techniques, and procedures specific to a particular occupation or profession. Rather,
these courses are designed to enable students to assess the perspectives and
accomplishments of the past and to move to the future with an informed and flexible
outlook, thereby developing their intellectual adaptability, ethical awareness, and
transfer among diverse modes of thought. UTSA uses semester credit hours (SCH) as
its unit for measuring course credit and for determining the length of its degree
programs. It does not use any other unit for these purposes.
General Education Core Curriculum Requirement
All undergraduate degree programs at UTSA require the successful completion of 42
semester credit hours of general education (core curriculum) at the collegiate level
70
(taken at UTSA or via transfer from other institutions of higher education). A description
of the overall degree requirements [1] and core curriculum requirements [2] is published
in the Undergraduate Catalog 2008-2010.
Substantial Component of Undergraduate Degree
Texas Education Code (TEC), Chapter 61, Section 61.0515 [3], places a statutory
limitation on the length of undergraduate degree programs. The statute states that the
baccalaureate degrees offered by an institution of higher education cannot exceed 120
SCH, unless the institution has a compelling academic reason for requiring additional
hours for specific degrees. Therefore, although a few programs require additional hours
[4], the majority of undergraduate degree programs at UTSA require 120 SCH.
Examples for the Bachelor’s of Arts Degree in Interdisciplinary Studies Grades 4-8
(Bilingual Generalist Certification Concentration) and the Bachelor’s of Science Degree
in Mechanical Engineering are provided [5], [6]. The 42-SCH core curriculum is a
substantial component of the required course work for all undergraduate degree
programs. The core curriculum constitutes approximately 31 to 35 percent of the total
requirements for UTSA’s undergraduate degree programs, with one exception (Clinical
Laboratory Sciences). The core curriculum component of this joint degree program,
offered by UTSA and The University of Texas Health Science Center at San Antonio,
constitutes approximately 29 percent of the total requirement (141.5 SCH).
Breadth of Knowledge
Successful completion of the core curriculum requirement ensures that UTSA’s
undergraduate students are provided with a breadth of knowledge as well as basic
competencies necessary to seek more advanced knowledge in the major. The core
curriculum provides knowledge in the humanities and fine arts, social and behavioral
sciences, natural sciences, mathematics, and world society and issues expected of the
well-rounded college graduate. The core curriculum consists of the following 10
components: communications (6 SCH); literature, philosophy, modern or classical
language/literature and cultural studies (3 SCH); visual and performing arts (3 SCH);
United States history (6 SCH); political sciences (6 SCH); social and behavioral science
(3 SCH); economics (3 SCH); world society and issues (3 SCH); natural sciences (6
SCH); and mathematics (3 SCH).
The Undergraduate Catalog 2008-2010 provides a list of courses acceptable for each
core curriculum requirement [2]. For most requirements, students have a choice of
selecting courses from a menu of courses to satisfy the requirement of a specific
component. To ensure that students in certain majors acquire necessary basic
competencies, these degree programs recommend specific core curriculum courses to
71
satisfy a component area of the core curriculum (for example, recommending calculus
to satisfy the math requirements for Engineering degrees [6]).
Coherent Rationale
Texas Senate Bill 148 [7], passed by the Texas Legislature in January of 1997,
mandated that the Texas Higher Education Coordinating Board (THECB) establish rules
for public institutions of higher education in Texas regarding general education core
curriculum requirements. In November 1997, the THECB appointed an Advisory
Committee, the membership of which was drawn from 24 institutions of higher
education in Texas, to make recommendations on general education core curriculum.
In February 1998, the committee submitted its recommendations, which were used by
the THECB to develop specific rules and to define component areas for the core
curriculum. Although each institution was given freedom to select core courses, the
rules were specific about some of the component areas and the course distribution
among all component areas [8]. The THECB stipulated that core curriculum should not
be less than 42 SCH and could not exceed 48 SCH. The Texas Administrative Code,
Title 19, Part 1, Chapter 4, Subchapter B, Rule 4.28 [9], provided the following
guidelines for the number of SCH in each of the component areas of the core
curriculum: 6-12 SCH in communication (English rhetoric/composition); 6-12 SCH in
mathematics; 6-9 SCH in natural sciences; 15-18 SCH in social and behavioral
sciences; 6-9 SCH in humanities and arts; and 0-6 SCH in an institutionally designated
area. Exemplary educational objectives were identified for each component area.
Texas Senate Bill 148 [7] also required that the successfully completed core curriculum
be transferable as a block from one institution to satisfy the core curriculum
requirements at any other public college or university in Texas. Since a block of core
curriculum requirements could be completed at any institution of higher education,
including community colleges, the rule also stipulated that all core curriculum courses
be lower-division.
To comply with rules and guidelines established by the THECB, the UTSA Core
Curriculum Committee [10] modified the existing general education requirements to
develop a 42-SCH general education core curriculum for the undergraduate degree
programs. The committee, in consultation with the faculty [11], employed a coherent
rational in developing the general education core curriculum. The committee used two
principle elements as starting points for the design of core curriculum at UTSA: the
educational goals of the University and the guidelines provided by the THECB as
assumptions and defined characteristics of basic intellectual competencies [8], [9]. The
essential objectives considered in the development of the core curriculum were for
students to “ a) cultivate the verbal, numerical, and visual skills necessary to analyze
and synthesize information, construct arguments, and identify and solve problems, b)
72
foster understanding of the intellectual and cultural pluralism of modern society as it is
reflected in natural science and mathematics; behavioral, cultural, and social science;
and literature and artistic expression, and c) develop critical awareness of the
continuities and discontinuities of human thought, history, and culture.” These
objectives are presented in the description of the core curriculum [2] in the
Undergraduate Catalog 2008-2010. The committee established criteria for approving
courses for the core curriculum and, in May 1998, sent out a memorandum [12] asking
colleges to propose appropriate courses for the core curriculum. The criteria mandated
that the proposed courses meet the Texas Senate Bill 148 requirement that the courses
be lower-division (1000- or 2000-level) courses. The courses must also comply with the
THECB assumptions, perspectives, and exemplary educational objectives. The criteria
also mandated that the proposed courses serve a sufficient number of students so that
the courses could be offered every semester.
Based on the feedback from the faculty and the colleges, the Core Curriculum
Committee drafted a proposal for the UTSA general education core curriculum and
submitted the proposal to the colleges for review and approval [13]. In November
1998, the Core Curriculum Committee submitted a report to the Faculty Senate [14] for
review and consideration for approval. The report included a table comparing the
existing requirement, THECB guidelines, and the proposed requirements for the new
general educational requirements. The report also included a table listing the
acceptable courses for each component area of the proposed core curriculum. The
Faculty Senate approved the Core Curriculum Committee’s proposal at its meeting of
November 10, 1998 [15]. The proposed core curriculum was approved by the
University Assembly in December 1998 and forwarded to the President for his approval
[16]. In January 1999, the President asked the Provost to proceed with implementation
of the proposed core curriculum [17]. In March 1999, the Provost submitted the 42-SCH
core curriculum proposal to The University of Texas System (UT System) for review and
approval [18]. After receiving external approvals from The UT System and the THECB,
the new core curriculum was implemented during the 1999-2000 academic year.
Exceeding the Minimum 30 Semester Credit Hours Requirement
The general education core curriculum component of the undergraduate degree
programs at UTSA requires 42 SCH of course work, which exceeds the 30
SCH requirement. As described above, the core curriculum consists of 10 component
areas, including humanities/fine arts, social/behavioral sciences, and natural science/
mathematics. The core curriculum draws its courses from a wide spectrum of
disciplines and does not narrowly focus on those skills, techniques, and procedures
specific to a particular occupation or profession. Rather, it focuses on skills and
knowledge required in all disciplines. All degree-seeking students are required to
73
complete the 42-SCH core curriculum. Only courses specifically listed in the catalog for
the core curriculum may satisfy the general education requirements. UTSA does not
allow substitutions for core curriculum courses, and no student can graduate with fewer
than 42 SCH of courses required for the core curriculum.
The Undergraduate Catalog 2008-2010 [2] also describes the competencies that the
student must successfully achieve in order to meet the learning objectives of each
component area of the core curriculum. In 2004, the Core Curriculum Committee
conducted an evaluation of the core curriculum at UTSA. The results [19], [20],
[21] were submitted to the THECB. The Core Curriculum Committee has continued to
review the courses required for the core curriculum and to refine the educational
objectives of the core curriculum [22], [23]. Recently the UTSA Blue Ribbon Committee
completed a study [24] of the entire undergraduate educational experience and
provided recommendations that will entail a review of the core curriculum. A detailed
description of UTSA core curriculum educational objectives, the assessment process
and the results are provided in the narrative for Comprehensive Standard 3.5.1 [25].
Core Curriculum Transfer Policy
UTSA follows the rules of the Texas Administrative Code, Section 4.28 (c through f) [9],
in accepting transfer credits for the core curriculum from other public institutions of
higher education in Texas. This rule requires that when the entire core curriculum is
successfully completed at another Texas public institution of higher education, the
receiving public institution must accept the entire block of the core curriculum courses to
satisfy its own core curriculum requirements. In such cases, the transfer student should
not be required to take any additional core curriculum courses, unless the THECB has
approved a larger core curriculum at the receiving institution. Students who transfer
only a portion of the core curriculum courses at another Texas public institution of
higher education may use those courses to satisfy UTSA’s core curriculum
requirements if the transfer courses are equivalent to the core curriculum courses
offered at UTSA. UTSA uses the designated Texas Common Course Numbering
(TCCN) system to accept transfer credit for the core curriculum courses. For courses
not covered by TCCN numbering systems, students may petition for accepting a
transfer course as an equivalent core curriculum course at UTSA. These petitions are
reviewed and approved by the respective associate dean of the college where the
equivalent course is being offered.
UTSA has articulation agreements with a number of community colleges in Texas. As
part of these agreements, UTSA prepares a transfer plan for the community colleges
[26], [27] showing the transfer courses accepted for each degree program offered at
UTSA. The core curriculum courses are identified on the transfer plans.
74
Documentation:
Document
Source of Document
Undergraduate Catalog 20082010
[1]
Overall Degree Requirements
[2]
Core Curriculum Requirements
[3]
Texas Education Code (TEC), Chapter 61,
Section 61.0515
TEC, Chapter 61
[4]
List of Bachelor’s Programs Requiring More
than 120 Semester Credit Hours
N/A
[5]
Bachelor of Arts Degree in Interdisciplinary
Studies Grades 4-8 (Bilingual Generalist
Certification Concentration)
Undergraduate Catalog 20082010
[6]
Bachelor of Science Degree in Mechanical
Engineering
[7]
Texas Senate Bill 148
Texas Legislature Website
[8]
Texas Higher Education Coordinating Board
(THECB) Core Curriculum: Assumptions and
Defining Characteristics (Rev. 1999)
Texas Higher Education
Coordinating Board Website
[9]
Texas Administrative Code (TAC), Part 1,
Chapter 4, Subchapter B, Rule 4.28
TAC, Part 1, Chapter 4,
Subchapter B
[10] Core Curriculum Committee
University Governance
[11] Core Curriculum Committee Survey of Faculty
N/A
[12] Core Curriculum Committee Memorandum to
College regarding Revision of Core Curriculum
(1998)
N/A
[13] Example of approval of Core Curriculum by
Colleges (1998)
N/A
[14] Core Curriculum Committee Report to Faculty
Senate
N/A
75
Document
Source of Document
[15] Minutes of the Faculty Senate Meeting on
November 10, 1998- Approval of Core
Curriculum
UTSA Faculty Senate Minutes
[16] Memo to UTSA President –University Assembly
Approval of Core Curriculum
N/A
[17] Memo to Provost-Implementation of Core
Curriculum
N/A
[18] Provost Letter to UT-System- Core Curriculum
N/A
[19]
N/A
Memo to the THECB regarding Core
Curriculum Assessment
[20] 2004 Core Curriculum Committee Memo to the
Provost regarding Core Curriculum Assessment
N/A
[21] 2004 Core Curriculum Committee Report on
Evaluation of Core Curriculum
N/A
[22] Example of Core Curriculum Proposal
submitted to Core Curriculum Committee
N/A
[23] UTSA Core Curriculum Committee Meeting
Minutes
N/A
[24] UTSA Blue Ribbon Committee Report
N/A
[25] Comprehensive Standard 3.5.1
Located within the UTSA
Compliance Certification Report
[26] Bachelor of Business Administration in
Economics or Bachelor of Arts in Economics
Transfer Plan for San Antonio College
Undergraduate Catalog 20082010
[27] Bachelor of Arts in History Transfer Plan for Del
Mar College
76
Core Requirement 2.7.4 - Course Work for Degrees
The institution provides instruction for all course work required for at least one degree
program at each level at which it awards degrees. If the institution does not provide
instruction for all such course work and (1) makes arrangements for some instruction to
be provided by other accredited institutions or entities through contracts or consortia or
(2) uses some other alternative approach to meeting this requirement, the alternative
approach must be approved by the Commission on Colleges. In both cases, the
institution demonstrates that it controls all aspects of its educational program.
Compliance Judgment: Compliance
Narrative:
The University of Texas at San Antonio (UTSA) provides instruction for all course work
required for at least one degree program at each level for which it awards degrees. In
all cases, UTSA controls all aspects of its degree-granting programs.
All course work required for baccalaureate degrees is presented in the Undergraduate
Catalog 2008 -2010 [1]. All course work required for master’s and doctoral degrees is
presented in the Graduate Catalog 2009-2011 [2]. Texas Education Code (TEC),
Chapter 71, Section 71.03 [3], grants UTSA authority to award degrees to “include
bachelor’s, master’s, and doctor’s degrees and their equivalents, and that there be
established a standard four-year undergraduate program; but no department, school, or
degree program may be instituted except with the prior approval of the Coordinating
Board, Texas College and University System.” TEC, Chapter 61, Section 61.002 [4],
establishes the Texas Higher Education Coordinating Board's (THECB) leadership role
in the Texas higher education system. All degree programs must be coordinated
through and approved by the THECB. The University of Texas System (UT System)
provides guidelines and procedures [5] for review and approval of program change
proposals. The Texas Administrative Code (TAC), Title 19, Part 1, Chapter 5,
Subchapter C [6] and the THECB Universities Division Policies and Procedures Manual
[7] describe the guidelines for degree program review.
Instruction Offered Through Contracts or Consortia
Undergraduate
UTSA offers a joint degree program with The School of Health Professions [8] at The
University of Texas Health Science Center at San Antonio (UTHSCSA) leading to the
Bachelor of Science Degree in Clinical Laboratory Sciences [9]. Basic science courses
are completed at UTSA and all clinical laboratory science courses are taken at the
77
UTHSCSA. Faculty from UTSA and UTHSCSA meet annually [10] to discuss curricula
and other program matters. The degree is awarded by UTHSCSA.
Graduate
UTSA is part of the Cooperative Consortium [11], an arrangement between The UT
System and the Texas A&M University System, which permits a graduate student at
one institution to use unique facilities or access courses at the other institution. The
student registers and pays fees at the home institution and retains any fellowship or
financial assistance awarded by it. Space must be readily available and the instructor
or laboratory director of the proposed work must consent to the arrangement. The
graduate dean of each institution must give approval for a student to participate in this
program.
UTSA participates in the UT TeleCampus [12], which provides online education from UT
System institutions. Eight UT System universities collaborate to offer the online
Master’s in Business Administration Degree. The title on the diploma and transcript is
“University of Texas Consortium Online MBA" [13].
UTSA offers a Doctor of Philosophy Degree in Applied Demography [14] that allows
students to take related courses at or work with contributing faculty members from
UTHSCSA and The University of Texas School of Public Health (UTSPH). These
partners offer instruction and research courses for the program and provide work
experiences for students. The program of study in the Graduate Catalog 2009-2011 [2]
and the listing of courses [15], [16] provided by the departments clearly delineate which
course work is taught at UTSA, UTSPH, or the UTHSCSA.
UTSA offers a Doctor of Philosophy Degree in Biomedical Engineering [17] as a jointdegree program with UTHSCSA. The program of study stipulates the required core
courses and the prescribed elective courses offered at UTSA and UTHSCSA. The
student’s dissertation advisor, dissertation committee, doctoral studies committee, and
the dean of the Graduate School at UTSA must approve the student’s entire program of
study. The Committee of Graduate Studies, which includes all program faculty
members, makes policy and provides guidance for the program. The committee meets
monthly [18] to discuss curricula and issues, to adopt modifications to program policy,
and to address related matters.
The Department of Physics and Astronomy at UTSA offers a Master of Science Degree
in Physics [19] and a Doctor of Philosophy Degree in Physics [20] in collaboration with
Southwest Research Institute (SwRI) [21]. SwRI provides nearly two million square feet
of laboratories, test facilities, workshops, and offices. Areas of expertise include space
weather; ionsphere-thermosphere-mesospheric physics; plasmaspheric physics;
78
magnetospheric physics; heliospheric physics; cometary and planetary science; space
physics instrumentation; and computational space physics. This partnership between a
public university and a private, nonprofit institute is the first of its kind in Texas.
Selected scientists from the Space Science and Engineering Division at SwRI have
been appointed as adjoint professors [22] in the Physics and Astronomy Department at
UTSA. These faculty members teach advanced graduate courses, serve on
committees, and supervise Ph.D. dissertations. As per the UTSA Handbook of
Operating Procedures, Chapter 2, Section 2.2 [23], although not employees of UTSA,
adjoint professors “have the same obligations, responsibilities, and authority as regular
faculty employed directly by UTSA.” Graduate students working with SwRI scientists
can receive research assistantships, and therefore have the opportunity to carry out
cutting-edge research in space physics and engineering at SwRI’s world-class
laboratories.
UTSA has recently signed a Memorandum of Understanding [24] to offer the Doctor of
Philosophy Degree in Physics at The University of Texas at Brownsville (UTB) (UTSA is
the degree-granting institution). Required courses will be offered at the UTSA campus,
with some electives offered via distance learning, such as interactive videos. UTSA
faculty and UTB faculty who have been approved by UTSA for doctoral-level instruction
and appointed as adjoint professors at UTSA will teach all courses.
UTSA has signed an additional Memorandum of Understanding [25] with The University
of Texas at Permian Basin (UTPB) to offer the Doctor of Education Degree in
Educational Leadership to UTPB resident students. This agreement has met all
requirements of the THECB and has been approved by The UT System. The
Commission on Colleges has been notified (letter sent to Dr. Belle Wheelan, February
25, 2009 [26]) regarding UTSA’s intent to engage in this collaborative agreement
beginning in fall 2009 (approval pending).
Program Control
UTSA demonstrates that it controls all aspects of its educational programs, including
those programs offered through consortial agreements. The following programs have
signed agreements to ensure that UTSA reviews and approves faculty members,
curricula, and other program requirements:
•
•
Bachelor of Science Degree in Clinical Laboratory Sciences with UTHSCSA [27];
MBA Online [28] (There are two committees [29] administered by UT System
which oversee the MBA online program. The committees include deans and
graduate faculty from UTSA, as well as from each partnered institution.);
79
•
•
•
•
•
•
Cooperative Consortium [11] (approval by the dean of Graduate Studies at UTSA
is required for student participation);
Doctor of Philosophy Degree in Applied Demography with UTHSCSA and
UTSPH [30];
Doctor of Philosophy Degree in Biomedical Engineering with UTHSCSA [31];
Master of Science Degree and Doctor of Philosophy Degree in Physics with
SwRI [32];
Doctor of Philosophy Degree in Physics with UTB [24];
Doctor of Education Degree in Educational Leadership with UTPB [25].
See the narrative for Comprehensive Standard 3.4.7 [33] for additional details regarding
consortial relationships and contractual agreements.
Documentation:
Document
Source of Document
[1]
Undergraduate Catalog 2008-2010
[2]
Graduate Catalog 2009-2011
[3]
Texas Education Code (TEC),Chapter 71,
Section 71.03
TEC, Chapter 71
[4]
TEC, Chapter 61, Section 61.002
TEC, Chapter 61
[5]
Approval of Program Change Proposals
Guidelines and Procedures
University of Texas System (UT
System) Website - Office of
Academic Affairs
[6]
Texas Administrative Code (TAC), Title 19, Part
1, Chapter 5, Subchapter C
TAC, Title 19, Part 1, Chapter 5
[7]
Texas Higher Education Coordinating Board
Universities Division Policies and Procedures
Manual
N/A
[8]
The School of Health Professions
The University of Texas Health
Science Center at San Antonio
(UTHSCSA) Website
UTSA Website - Current
Students
80
Document
[9]
Bachelor of Science Degree in Clinical
Laboratory Sciences
Source of Document
2008-2010 Undergraduate
Catalog
[10] Advisory Meeting Minutes – Clinical Laboratory
Sciences
N/A
[11] Cooperative Consortium – UT System and
Texas A&M University System
2008-2009 Information Bulletin
[12] UT TeleCampus
UT System Website TeleCampus
[13] University of Texas Consortium Online MBA
College of Business Website
[14] Doctor of Philosophy Degree in Applied
Demography
College of Public Policy
Website
[15] The University of Texas School of Public Health
Course Catalog
University of Texas School of
Public Health Website
[16] UTHSCSA Course Catalog
UTHSCSA Website
[17] Doctor of Philosophy Degree in Biomedical
Engineering
Graduate Catalog 2009-2011
[18] Meeting Minutes – Committee of Graduate
Studies
N/A
[19] Master of Science Degree in Physics
Graduate Catalog 2009-2011
[20] Doctor of Philosophy Degree in Physics
[21] Southwest Research Institute (SwRI) Website
N/A
[22] Adjoint Professors from SwRI
N/A
[23] Handbook of Operating Procedures (HOP),
Chapter 2, Section 2.2
HOP Table of Contents
81
Document
Source of Document
[24] Memorandum of Understanding with The
University of Texas at Brownsville
N/A
[25] Memorandum of Understanding with The
University of Texas at Permian Basin
N/A
[26] Letter from Dr. Romo to Dr. Wheelan, February
25, 2009
N/A
[27] Clinical Laboratory Sciences Affiliation
Agreement with UTHSCA
N/A
[28] MBA Online Program Collaboration with UT
System
N/A
[29] MBA Committees
UT TeleCampus Website MBA Program Information
[30] Program Agreement for Doctor of Philosophy in
Applied Statistics and Demography
N/A
[31] Letter of Agreement for Joint Biomedical
Engineering Graduate Program
N/A
[32] Letter of Agreement for Joint Physics Graduate
Program
N/A
[33] Comprehensive Standard 3.4.7
Located within the UTSA
Compliance Certification Report
82
Core Requirement 2.8 - Faculty
The number of full-time faculty members is adequate to support the mission of the
institution and to ensure the quality and integrity of its academic programs. Upon
application for candidacy, an applicant institution demonstrates that it meets the
comprehensive standard for faculty qualifications.
Compliance Judgment: Compliance
Narrative:
The University of Texas at San Antonio (UTSA) has adequate full-time faculty members
to support the mission of the institution and to ensure the quality and integrity of its
academic programs. UTSA’s mission statement [1] reflects its commitment "to the
advancement of knowledge through research and discovery, teaching and learning,
community engagement and public service." UTSA has ensured that faculty resources,
measured both quantitatively and qualitatively, are sufficient to maintain and improve
the quality and integrity of its academic programs. Rigorous reporting measures are
used to ascertain that full-time and part-time faculty are qualified to teach at UTSA. For
further details, see the narrative for Comprehensive Standard 3.7.1 [2].
For all data provided below, official total UTSA faculty numbers found in the UTSA Fall
2008 Fact Book [3] are used. These data include all employed instructional faculty,
whether teaching or not teaching during any semester at UTSA, so the total numbers
may not be in agreement with faculty roster information provided in the narrative for
Comprehensive Standard 3.7.1. The faculty rosters for fall 2008 and spring 2009 [4]
contain all instructors of record for all courses taught at UTSA and may not include
some faculty members who are not teaching during any one semester.
Faculty at UTSA are classified as tenured (T), tenure-track (TT), or non-tenure-track
(NTT). In the fall semester of 2008, UTSA had a total of 1,271 faculty members. Of
these, 30.8 percent (392) were tenured, 15.6 percent (198) were TT and 53.6
percent (681) were NTT [5].
Adequate Numbers (Percentages) of Full-Time (FT)/Part-Time (PT) Faculty
Members
In order to determine the FT/PT status of faculty members, official reports made to the
Texas Higher Education Coordinating Board (THECB) were used. Any faculty members
reported to the THECB with less than 100 percent appointment at UTSA were coded as
PT.
83
In fall 2000 (UTSA’s last reaffirmation), the University had a total of 879 faculty. Of
these, approximately 60 percent were FT and 40 percent were PT. By fall 2008, UTSA
had 1,271 faculty: 67 percent (851) of all faculty were full-time (FT) and 33
percent (420) were part-time (PT). Thus, UTSA increased the total number of faculty by
44.6 percent, but increased the numbers of FT faculty by 61.8 percent. A table [6] is
provided comparing the numbers and percents of FT and PT faculty in fall 2000 (last
reaffirmation of accreditation) to fall 2008 for each department at the University.
Overall, the table shows that the percent and numbers of FT faculty increased from just
under 60 percent FT to 67 percent FT over this time period and remain adequate for all
departments and colleges.
As further evidence of UTSA’s commitment to providing adequate numbers of FT
faculty, UTSA has increased the number of FT NTT faculty members who also have full
benefits at the University. These faculty have exhibited outstanding teaching and
dedication to the University, and are not only responsible for teaching a full course load,
but are also involved in other aspects of departmental and college life, including
advising of undergraduate students. Certain FT NTTs are referred to as “super NTTs,”
because they have terminal degrees in the discipline. The numbers of “super NTT”
faculty have increased from only one in the fall of 2000 (0.2 percent of NTT faculty, 0.1
percent of all faculty), to 12 in the fall of 2005 (2 percent of NTT faculty, 1 percent of all
faculty), to 74 in the fall of 2008 (11 percent of NTT faculty, 6 percent of all faculty).
Student to Faculty Ratio
An additional index of the adequacy of FT faculty at UTSA is the ratio of Full-Time
Equivalent (FTE) students to the number of FTE faculty. This measure is used by the
THECB as one of the “excellence” measures in its public higher education
accountability system. In fall 2000, UTSA had a FTE student/FTE faculty ration of 26:1.
By fall 2008, this had decreased (indicating improvement) to 24:1. The number of FTE
students increased from 13,339 in fall 2000 to 22,054 in fall 2008 (an increase of 65.3
percent). The number of FTE faculty increased from 523 in fall 2000 to 910 in fall 2008
(an increase of 74 percent).
Full-Time Faculty Teaching Loads
Further evidence of UTSA’s commitment to providing adequate numbers of FT faculty is
found by reviewing the numbers and percentages of FT faculty teaching courses and
students. Three measures of teaching are appropriate: courses taught, course credit
hours taught, and student credit hours taught. The designation “courses taught” reflects
simply the number of course sections taught by faculty. The designation “course credit
hours taught” reflects the number of credits awarded for each course and summed for
84
all faculty members (e.g., a course in general psychology would have three course
credit hours). Student credit hours taught is determined by summing the number of
credit hours earned by students in a faculty member’s courses taught (e.g., 20 students
completing a three course credit hour course would yield 60 student credit hours).
Three tables [7], [8], [9] are provided with details regarding these measures for FT
faculty, PT faculty, and teaching assistants (TAs) at UTSA for fall 2008 by college and
department. Overall, FT faculty were responsible for 75.8 percent of courses taught,
75.6 percent of course credit hours taught, and 69.5 percent of student credit hours
taught.
Class Size
The THECB recognizes class size as an indicator of adequate faculty resources as part
of its accountability system, specifically looking at average class size for lower-division
courses. In fall 2000, UTSA’s average was 46 students. By fall 2008, the average
lower-division class size increased to 57. In fall 2000, UTSA had a total of 18,830
students. The number of students increased to 28,413 by fall 2008 (50.9
percent increase). As noted above, during this same period UTSA increased the
number of faculty by 44.6 percent, with more than two-thirds of these being FT. Thus,
while UTSA has made a significant commitment to increasing faculty, especially FT
faculty, this increase could not match the unprecedented increase in student headcount.
It should be noted that no other state university had a larger increase in student
headcount [10] during this same period. Unfortunately, the THECB does not provide
information that allows direct comparisons of the number of FT faculty added by each
institution. However, the THECB does allow for comparisons of the percent of Full-Time
Faculty Equivalent (FTFE) faculty who are T/TT. Since at most universities the large
majority of T/TT faculty are FT, this comparison provides some insight regarding how
institutions have improved FT faculty resources. From 2000 to 2008, UTSA increased
the percent of FTFE that are T/TT by 3.7 percent (52.8 to 56.5 percent). Only two
institutions in the state [11] had higher percent increases, and a majority (20 of 35 or 57
percent) of institutions showed a decrease in this percentage.
Documentation:
Document
[1]
UTSA Mission Statement
Source of Document
UTSA Overview
85
Document
Source of Document
[2]
Comprehensive Standard 3.7.1
Located within the UTSA
Compliance Certification Report
[3]
UTSA Fall 2008 Fact Book
Office of Institutional Research
Website
[4]
Faculty Roster – Fall 2008 and Spring 2009
N/A
[5]
Faculty Members by Tenure Status
UTSA Fall 2008 Fact Book
[6]
Full-Time and Part-Time Faculty by College and N/A
Department: Fall 2000 Compared to Fall 2008
Table
[7]
Courses Taught by FT/PT/TA Fall 2008 Table
N/A
[8]
Course Credit Hours Taught by FT/PT/TA Fall
2008 Table
N/A
[9]
Student Credit Hours Taught by FT/PT/TA Fall
2008 Table
N/A
[10] THECB Accountability System Report:
Headcount Enrollment Increases, All Public
Universities, Fall 2000 to Fall 2008, Ranked
from Highest to Lowest Amount of Increase
THECB Accountability System
Website
[11] THECB Accountability System Report: Percent
of FTFTE that are T/TT
86
Core Requirement 2.9 - Learning Resources and Services
The institution, through ownership or formal arrangements or agreements, provides and
supports student and faculty access and user privileges to adequate library collections
and services and to other learning/information resources consistent with the degrees
offered. Collections, resources, and services are sufficient to support all its educational,
research, and public service programs.
Compliance Judgment: Compliance
Narrative:
The University of Texas at San Antonio (UTSA), through ownership or formal
arrangements or agreements, provides and supports student and faculty access and
user privileges to adequate library collections and services and to other
learning/information resources consistent with the degrees offered. Collections,
resources, and services are sufficient to support all its educational, research, and public
service programs. The UTSA Library can be found at three locations: the John Peace
Library (JPL), located on the Main campus; the Archives, located in the Institute of
Texan Cultures at the Hemisfair Park campus; and the Downtown (DT) Library at the
DT campus. The UTSA Library’s vision statement in the Library Strategic Plan [1] is “to
be the intellectual center of a premier research university and its broader community,
delivering excellent and innovative services, instruction, collections, and technology
conducive to the advancement of knowledge and student success in a welcoming,
collaborative, and user-centered environment.”
Current Collections, Resources and Services
Core Research Collection
As indicated in the Library Fact Sheets [2], the UTSA Library houses and provides
access through the UTSA Library Catalog (UCAT) [3], to over 1,279,564 volumes, over
41,000 periodical and serial titles and more than 54,000 audiovisual items. The library
has a large government documents collection, including a complete depository for
Texas state documents and a selective Federal Document Depository. Over 3,280,000
microforms including primary research materials, major national and regional
newspapers and government documents sets are housed within the library. In addition,
the library provides access to more than 300 electronic databases.
87
Interlibrary Loan and Delivery
The UTSA Library provides effective access to additional print and non-print items
through an interlibrary loan service that borrowed a total of 7,866 books and articles for
the use of UTSA students, faculty and staff in 2007-2008. The library uses the
Interlibrary Loan & Library Express Services (ILLiad) system [4] to send and receive
interlibrary loan requests, streamlining the order process for faculty and students by
automatically supplying the patron’s contact information on orders and enabling the
patron to import book and article information from databases for requested items.
Books that have been borrowed for faculty and staff are delivered directly to the faculty
or staff member’s office through the Library Express Service [5]. Articles that have been
requested are sent electronically. The library also lends materials from its collections
for the use of researchers at other institutions, filling requests for 7,279 books and
articles in 2007-2008 [2] from borrowers nationwide. This reciprocal arrangement
benefits UTSA faculty and students who receive books from other institutions’ libraries
through the interlibrary loan service.
To improve UTSA faculty and student productivity and success, the library extends the
Library Express Service to provide access to all collections, not just items that have
been requested through ILLiad. Through the Library Express Service, library staff
members pull books from the stacks for students and hold the items at the circulation
desk for pickup. In addition, library staff members deliver books from the stacks to
faculty and staff offices, and scan articles held in print or microform format and send
them electronically to students, faculty, and staff at no charge.
The library also participates in the TexShare [6] reciprocal borrowing system, hosted by
the Texas State Library and Archives Commission, which enables UTSA students, staff,
and faculty to borrow books from academic libraries throughout the state. UTSA has
334 registered TexShare faculty users and 244 student users. The library is also a
member of the Center for Research Libraries (CRL) [7], and makes the CRL catalog
available to researchers, providing access to unique international resources in a variety
of formats.
Archives and Special Collections
The UTSA Archives and Special Collections [8] serve as repositories for the University’s
primary source materials, including manuscripts, rare books, and University records. In
addition to University records, the archives’ core collecting areas are San Antonio and
South Texas, San Antonio authors, women’s volunteer associations in South Texas,
and South Texas Hispanic political activists. Its holdings total more than 4,800 linear
feet and its finding aids are available in the Texas Archival Resources Online database.
88
Special Collections contains more than 19,300 volumes, emphasizing the history and
development of the Texas-Mexico border region, especially the people, history, art, life
and literature of San Antonio and South Texas. It also supports the research needs of
UTSA by providing a general selection of core Texas historical book materials and a
comprehensive selection of San Antonio historical book materials.
The UTSA Library is attracting an increasing number of gift collections [9] from the
community, including sizable collections that support growing programs in music and
architecture, as well as personal collections from cultural figures in San Antonio.
Preservation
The Preservation Unit was created in 2006-2007 and an experienced conservator [10]
was hired to manage the unit. The work of the preservation specialist focuses on
monitoring environmental conditions, item treatment and staff education.
Services that Enhance the Use of the Library and Its Collections
The UTSA Library offers a number of services [11] to provide access and enhance
student success, including laptop lending, lending of portable DVD players, electronic
course reserves via the Blackboard course management system, a videoconferencing
room (managed in partnership with the UTSA Office of Information Technology),
multimedia viewing rooms and equipment, and a presentation room to allow students to
practice and record multimedia presentations. Staff are available all hours that the JPL
(Main campus) is open to assist patrons in checking out materials, accessing media
equipment and items placed on reserve by faculty members for specific courses, and
using the facility, materials, computers and other equipment in the JPL. A courier
service provides one-day service for students, faculty and staff to transport needed
books and other materials between the JPL and the DT Library. During 2007-2008,
over 168,000 instances [2] of these services and equipment were provided.
Reference Services
The UTSA Library reference services have moved beyond the traditional reference desk
with “Ask a Librarian” [12] online service that connects students and researchers,
regardless of where they are working, with reference services via phone, instant
messaging, text messaging, email, and The University of Texas System (UT System)
online chat. Individualized assistance ranges from instruction in basic library research
for freshmen starting their first college-level research papers to in-depth research
consultations with faculty members and doctoral students. In addition to providing
assistance upon request at our physical and virtual service points, the library reaches
out to its patrons to make them aware of its services. For example, reference and
89
access services staff members provide library tours to new students each summer as
part of the University's orientation program. In 2007-2008, reference staff provided
assistance to 366 persons in a typical week [2].
In order to provide comprehensive student support, the library has created partnerships
with campus tutoring programs, including the Judith G. Gardner Center for Writing
Excellence [13]; the Tomas Rivera Center [14], which provides tutoring in a variety of
subjects; and the Supplemental Instruction Program [15], a peer-tutoring program.
Tutors are available to assist students both at the JPL’s learning commons and the DT
Library. The schedule for tutors [16] is posted both in the library and on the tutoring
web pages.
Availability of Library Spaces and Services
The JPL Library [17] is open from 1:00 p.m. Sunday through 9:00 p.m. Friday and 9:00
a.m. to 9:00 p.m. on Saturdays, for a total of 131 service hours per week during the
semester. During the final exam period, the library offers extended hours [18]; it is open
approximately 70 hours per week during breaks. The DT Library is also open seven
days per week, but with fewer extended hours. Most UTSA library services remain
available during overnight hours, including circulation of library materials, access to the
collection, laptop computer and DVD player lending, chat reference service through the
UT System consortial reference service, and group study room checkout.
In the library’s learning commons, computers, software, printers, scanners, and
technical staff are available at all hours when the library is open. In addition, reference
consultation, information, and research assistance are offered to UTSA students,
faculty, staff, and the public in person, via phone, and email 87 hours per week at the
JPL and 83 hours per week at the DT Library. Instant messaging and text messaging
assistance is available more than 50 hours weekly.
Information Literacy and Instruction
Librarians provide instruction in research skills and information literacy to UTSA
students through a formal program managed by the Library Instruction Coordinator.
Subject librarians deliver course-related instruction to undergraduate and graduate
classes. The library also offers an online tutorial, Research 101 [19], which is included
in the Blackboard course pages for many lower division classes. This tutorial provides
students with basic library instruction that can be accessed anytime and from anywhere
via the Internet. Instructors on a voluntary basis incorporate the Research 101 course
into the Judith G. Gardner Center for Writing Excellence core courses. This tutorial is
also available to all students 24 hours a day, seven days a week, through the library
website, along with a suite of course-specific and subject-specific research guides. In
90
addition, the names and contact information for subject librarians are available on the
library website, and students and faculty are encouraged to consult with the librarians
for research and instruction assistance.
Reference librarians and staff also provide library tours and introductory Crash Courses
[20] on various topics to new faculty and students at all levels. During 2008, over 4,000
freshman and transfer students received library orientation tours presented by library
staff. A general orientation to library services is provided via a self-guided tour available
on portable MP3 players; a virtual tour of the library facilities and services is featured on
the library’s home page.
In addition, a “Librarian on Location” program puts a reference librarian with a laptop
computer at various locations across campus, including in the dorms, at key times
during the semester to provide on-site research assistance to students.
For more information, see the narrative for Comprehensive Standard 3.8.2 [21].
Web Services
The UTSA Library expands access to library resources and services beyond the library
building by promoting and continually developing the library website, providing coursespecific materials within the Blackboard environment and embedding access
to resources, via link resolver, in web search engines such as Google Scholar. The
web site offers seamless access to the library’s resources, services and instructional
content. The library has continually improved the site using new technologies such as
online tutorials [22] and the integration of services such as Library Express. The
number of users of the library website has grown steadily over the past five years [23]
and access to resources through link resolver has grown rapidly since its introduction in
2007.
Ensuring Sufficiency of Collections and Resources
In the past decade, the rapid growth of UTSA’s academic programs and student
enrollment made heavy demands on library collections, resources and services. The
overall student body has increased by 51 percent. While the proportion of graduate
students has remained fairly stable (12 to 13 percent), the number of graduate students
has increased from 2,123 to 3,485 (64 percent). In addition, the number of tenured and
tenure-track faculty members necessary to meet the needs associated with this growth
has grown from 408 to 590 (45 percent). Many of these faculty members were hired to
serve in new graduate programs (18 doctoral programs [500 percent] were added
during this decade), which increased research requirements. Therefore, faculty and
student expectations changed significantly, with more attention being devoted to their
91
research needs. A LibQual + Survey [24] was administered in the fall of 2006 to
evaluate the collections and services. The results of the survey [25] showed that some
aspects of library facilities, collections, and access to the collections did not meet the
expectations of the UTSA community during this period of accelerated growth.
Over the last several years, the UTSA Library and the University have taken sustained
and intense action to improve library collections, facilities, and services. Library budget
[26] and facilities (space allocations) [27] have steadily increased to 325 percent and
115 percent, respectively. In addition, the library made several organizational
adjustments [28] to better serve the changing mission of the University, as detailed
above. In an internally developed follow-up survey of faculty [29] in fall 2008, results
show a marked improvement in faculty satisfaction with the library’s resources and
services. Overall, 86 percent of faculty agreed that the library provides the needed
resources and services for their research, teaching, and scholarship.
Following the library’s renovation of the second floor and completion of the expanded
learning commons in JPL, a LibQUAL + survey will be conducted in spring 2010.
Budget for Collections
The UTSA Library secured a student library resource fee in 1998 that has created a
strong collections budget for print and electronic materials. This fee has grown from $1
per student credit hour in FY 1996 to $14 per student credit hour in FY 2009. During FY
2001, the fee generated $878,655 of revenue for collections, and in FY 2008 it
generated $9,358,080 (a 965 percent increase), of which $5,041,500 was allocated for
materials. The total materials budget has increased by 14 percent in the past three
years; $5,041,500 was budgeted for collections in FY 2008 [2]. Over the last five years
(2003-2008), there have been significant increases in the library's volume (51 percent)
and serials subscription (71 percent) counts. During this same period, 278 electronic
resources and databases were also added.
Improvements to Collections and Collection Development Processes
The UTSA Library’s collections budget is used to develop the print, non-print, and
electronic holdings in those disciplines that are growing and adding new programs,
while continuing to strengthen the collection by purchasing new resources for all
disciplines. Subject Librarians [30] are responsible for developing relevant collections in
assigned subject fields, and they serve as liaisons to the academic departments,
maintaining current knowledge of curricular and research needs. New programs are
monitored and factored into the annual budget allocation process, and the number of
faculty and students served in each subject field is also taken into consideration when
allocating the budget. Using this systematic approach, the library's volume count per
92
FTE (faculty and students combined) is approaching our peers' average and serials
subscription count per FTE is now significantly larger than our peers' average [31]. This
selective growth is meeting the needs of the faculty with over 90 percent of the faculty
expressing satisfaction with the collection in the fall 2008 survey [29]. The library has
been able to quickly build an excellent electronic collection of databases [32] and
journals [33] by leveraging its negotiating and purchasing power through participation in
The University of Texas System Digital Library (UTSDL) [34] and TexShare [6]
consortium. In addition to consortial purchasing, the library purchases a number of
databases and electronic journal packages locally, including large data sets that are
purchased jointly with the College of Business. The majority of these electronic
resources are available online 24 hours a day, seven days a week, to UTSA faculty,
staff, and students. Many of the electronic resources also carry archival rights, ensuring
access in perpetuity. The library’s electronic collection is now equivalent or better than
most of its peers. In the fall 2008 survey of faculty [29], results showed that faculty
frequently use, and are satisfied with, the electronic resources provided by the library.
The library’s organization is designed to promote an environment of collaboration with
the University community for the development and ongoing assessment of the library
collections and services. The collection development department has overall
responsibility for assuring that the library’s collection maintains its relevancy to the
university community’s information needs [35]. In this role, the head of collection
development oversees the collection development activities of the subject librarians and
is responsible for ensuring a collection that serves undergraduates, graduates and
faculty across disciplinary lines.
The library extends its reach into the academic departments by identifying faculty liaison
representatives [30] from each academic department on campus. These faculty liaison
representatives provide a valuable communication channel between academic
departments and the library. New faculty representatives are provided with a formal
orientation [36] to the collection development process and are encouraged to participate
with the librarian subject specialist for their department and with their faculty colleagues
in building the library collections. Guidelines for the selection of materials [35] are
provided to bibliographers and faculty members.
Beginning in 2006-2007, the library strengthened its efforts to build the research
collections and provide support for researchers and students by creating four new
subject specialist positions, bringing to twenty the number of librarians with subject
responsibilities. The additional subject librarian positions ensure that the library will be
able to build collections effectively and work with students and faculty in their areas.
Although subject specialists develop strong relationships with the faculty members who
serve as liaisons, they also support the entire academic department that they serve,
93
providing collection building, instruction, in- depth reference assistance, and general
assistance in with library services and policies. Subject librarians also participate in the
writing of program reviews and new program proposals, providing statistics and
descriptions of the strengths of the collections pertaining to the programs being
reviewed or proposed.
To support the additional specialists, the library has improved its efficiency in obtaining
materials. Due to an increased use of electronic ordering systems over the past five
years, staff time spent on ordering has been significantly reduced, allowing books to
arrive at the library weeks earlier than in the past and getting books to the shelves for
students and faculty to use sooner. The library has also implemented WorldCat [37] to
streamline the handling of books that need minimal cataloging attention, thus getting
them to the shelves for patron use sooner. This service provides automated delivery of
bibliographic records, saving staff time in identifying and downloading individual
records. The library has contracted for architectural plans for the construction of an
automated storage and retrieval system so that the JPL will be able to provide rapid, onsite access to one million volumes.
The library has recently used the WorldCat Collection Analysis service to assess its
print, non-print, and electronic collections against peer institutions. This tool provides
quantitative analysis only and allows subject specialists to identify titles owned by peer
institutions that might be relevant for inclusion in its collections. It will be valuable as
one measure of gaps in the collections for the newer degree programs that the
University has added in recent years.
University-Wide Input and Planning
In addition to the close working relationship with the faculty, the University Libraries
Committee [38] is a standing committee that is charged with providing input to the
library administration on collections, services, and policies. The committee also serves
as a liaison between the library and the UTSA faculty, and it functions in an advisory
role to the Dean of Libraries. The members of the committee include faculty and
student representatives. The duties of the committee are listed in the UTSA Handbook
of Operating Procedures, Chapter 6, Section 6.2 [39].
The dean is an active member of many university-wide planning groups including the
Dean’s Council, the Provost’s Council, the Executive Leadership Council and Team
2016, the University’s strategic planning group.
94
Documentation:
Document
Source of Document
[1]
Library Strategic Plan
[2]
Library Fact Sheets
[3]
Library Catalog (UCAT)
[4]
Interlibrary Loan & Library Express Services
(ILLiad) System
[5]
Library Express Service
[6]
TexShare
Texas State Library and
Archives Commission Website
[7]
Center for Research Libraries Member List
Center for Research Libraries
Website
[8]
Archives and Special Collections
Library Website
[9]
Gift Collections
Library Website - Gift of
Materials Information
Library Website
[10] Lead Conservator Resume
UTSA Library Strategic Plan
2007-2016
[11] Library Services
Library Website
[12] Ask a Librarian
[13] Judith G. Gardner Center for Writing Excellence
UTSA Website
[14] Tomas Rivera Center for Student Success
[15] Supplemental Instruction Program
Tomas Rivera Center for
Student Success Website
[16] Tutoring Hours
Judith G. Gardner Center for
Writing Excellence Website
[17] Library Hours
Library Website
95
Document
Source of Document
[18] Extended Library Hours
[19] Research 101
[20] Crash Courses
[21] Comprehensive Standard 3.8.2
Located within the UTSA
Compliance Certification Report
[22] Online Tutorials
Library Website
[23] Website Usage Statistics
N/A
[24] LibQual+TM Survey
N/A
[25] LibQual + Survey Results
Library Website
[26] Library Budget
N/A
[27] Library Facilities
[28] Staff Analysis
[29] UTSA Faculty Survey
[30] Subject Librarians
Library Website
[31] Peer Comparisons
N/A
[32] Databases
Library Website
[33] Journals
[34] University of Texas System Digital Library
(UTSDL)
[35] Guidelines for the Selection of Materials
[36] Faculty Liaison Program
[37] WorldCat
WorldCat Website
96
Document
Source of Document
[38] University Libraries Committee
University Governance
[39] Handbook of Operating Procedures (HOP),
Chapter 6, Section 6.2
HOP Table of Contents
97
Core Requirement 2.10 - Student Support Services
The institution provides student support programs, services, and activities consistent
with its mission that promote student learning and enhance the development of its
students.
Compliance Judgment: Compliance
Narrative:
The University of Texas at San Antonio (UTSA) provides student support programs,
services, and activities consistent with its mission [1] that promote student learning and
enhance the development of its students. UTSA provides a wide variety of programs
and services designed to support student success and to enrich the learning and living
experience. The University strives to help students reach their educational, personal
and professional aspirations. In addition, UTSA provides opportunities for students to
develop leadership skills and to engage in the campus community as well as the greater
community.
Pre-Enrollment and Enrollment Services
UTSA provides critical enrollment programs and services to both potential and newly
admitted students. These programs and services guide students’ preparation for
admission and help them transition quickly and easily to achieve academic success.
The University is committed to assisting prospective students in advancing
academically.
The TRIO Program [2] is dedicated to helping low-income and first-generation collegebound, secondary school students improve their grades and enroll and graduate from
an institution of higher education. The three programs that make up TRIO are:
Educational Talent Search [3], Upward Bound [4], and Upward Bound Math and
Science [5].
The Gear Up Program [6] aims to help at-risk students achieve academic success by
offering resources such as pre-college advising, college visits, mentoring, enrichment
programs and college entrance exam information.
Undergraduate Admissions [7] helps prospective undergraduates by providing guidance
in the acceptance process. Examples of some of the resources provided to students
are the Transfer Admission Process Checklist [8], the UTSA Viewbook [9] and the
RoadMap to Success in English [10] and Spanish [11] versions. The Visitor Center [12]
offers campus tours and on-campus events [13] for potential students.
98
Orientation and Family Programs [14] assists new students with their transition to
college. All freshmen and freshmen transfers with 29 or fewer college credit hours are
required to participate in new student orientation (Roadrunner Roundup) [15]. During
orientation, new students meet with an academic advisor to plan a class schedule, learn
about UTSA’s campus services and programs, and meet key faculty, staff and
administrators. Family members are encouraged to attend a family orientation program
(Rowdy Ties) [16] that provides family information sessions about UTSA’s services and
resources, campus tours, and the opportunity to meet with campus representatives from
areas such as University Housing and Financial Assistance.
Student Financial Aid and Enrollment Services [17] helps students achieve their
educational potential by providing appropriate financial resources and information
services in the areas of Fiscal Services, Admissions, Registrar, Financial Aid and
Scholarships. Student support includes appointments with staff members, walk-in
counseling, a call center, and e-mail correspondence. The office maintains a
comprehensive website that clearly explains the process of applying for financial aid,
eligibility requirements and types of aid available. A Financial Aid Outreach Program
[18] has been developed to better communicate financial aid programs, instructions and
tips to parents and students.
The UTSACard [19] provides financial, access, and identification services to students,
faculty and staff in a manner that enhances life on and around campus. The UTSACard
is the official identification card of the UTSA community. It may also be used as a debit
card to pay for meals as well as services such as copiers and laundry.
Academic Support and Career Services
Academic Advising [20] offers guidance to empower undergraduate students to realize
their full potential. Freshman of all colleges are advised by the Colleges’ Freshman
Advising Center [21], while students at the sophomore level and above are advised by
advising centers housed in the colleges. Each center has professional, full-time
academic advisors that provide scheduled appointments, walk-in assistance, group
advising and/or information sessions, and e-mail advising. Undergraduate Studies
Support and Technology Services [22] supports future graduates and the academic
community by providing educational and technical services for achieving academic and
professional goals. The office also supports students through online interactive services
such as “GotPREREQS" [23].
The UTSA Library [24], with locations at the Main and Downtown campuses, provides
resources to advance academic knowledge and the intellectual life of the University and
the community. The library has a core collection of over 768,000 books, 2,300
99
periodical subscriptions, and electronic access to more than 300 databases with over
30,000 full-text journals and 384,000 electronic books. Additional services include
interlibrary loan, a multimedia center, group study rooms, microforms, archives and
special collections. For more information on the library facilities, services and
resources, see narratives for Core Requirement 2.9 [25] and Comprehensive Standards
3.8.1 [26], 3.8.2 [27] and 3.8.3 [28].
Distance Learning and Academic Technology
Distance Learning and Academic Technology [29] supports student learning through
WebCT Management and other technologies such as streaming video, interactive TV,
and videoconferencing. All students are assigned myUTSAmail accounts [30] to
support their learning.
Student Computing Services (SCS) [31] provides three student computer labs equipped
with personal computers that are pre-loaded with common software applications. In
addition, SCS manages a campus-wide Wireless Area Network called Air Rowdy. For
more information on UTSA’s use of technology to enhance student learning, see
Comprehensive Standard 3.4.12 [32].
Testing Services [33] makes testing available to UTSA students and the community.
The office provides tests such as Math, Chemistry and Foreign Language Placements
as well as Credit-by- Examination, ACT Residual, THEA QT and Accuplacer. In
addition to university-wide testing programs, the office also administers National and
State Standardized tests such as LSAT, MCAT and ACT. Testing Services also
provides testing plans and information through their website.
The Tomás Rivera Center for Student Success (TRC) [34] is an academic support unit
dedicated to promoting student success by providing tutoring and other learning
assistance programs such as Academic Coaching [35], Supplemental Instruction [36],
and Learning Communities [37]. Learning Communities assists first-year students
academically and socially by connecting students together in common learning
experiences based on affinities such as majors, careers, interests and residence. In
addition, the TRC oversees several academic success programs, such as the Academic
Development Program (ADP) [38], that are designed to ease the transition from high
school to college. The TRC also offers a comprehensive online study skills website [39]
that has resources on topics such as time management, critical thinking, reading
strategies, note-taking and test preparation. For more information on educational
support services, see narratives for Core Requirement 2.5 [40] and Comprehensive
Standard 3.3.1.3 [41].
100
The University Career Center [42] assists students and alumni in identifying and
developing the skills necessary to pursue lifelong career goals. Staff members provide
one-on-one counseling in career development, choosing a major and developing career
action plans. Professional development workshops [43] are provided on topics such as
résumé development, interview skills, job searching and transitioning to the work world.
On-campus employer panel discussions help students explore careers and industries.
Throughout the year, UTSA’s Career Services Office hosts several career fairs [44] that
give students and employers the opportunity to connect. During these career fairs,
students are afforded the opportunity to participate in on-campus interviews for
positions. Students, alumni, faculty and employers have access to an extensive parttime and full-time job posting service through the UTSA Career Services Jobbank [45].
Students also receive job search help through the Career Services website that includes
links to local, state and national job posting services. The UTSA Job Search Guide [46]
provides guidance on successfully using the available job banks.
Student Living, Health, and Safety Programs and Services
Campus Recreation [47] enhances the development of UTSA students by providing
opportunities for recreational activities through intramural teams, club sports, fitness and
wellness programs, swimming and outdoor activities and trips. The indoor facility,
nearly 300,000 square feet, houses basketball and racquetball courts, cardio and weight
rooms, a climbing wall, demo kitchen, indoor track, and group exercise studios.
Outdoor facilities include an aquatics center, volleyball and basketball courts,
intramural fields and a track.
The Child Development Center [48] provides affordable child care services for UTSA
students, staff and faculty. Child care services are available for children from six weeks
through five years of age. Care is contracted on a semester-to-semester basis and can
be paid for by using one of the three available flexible payment plans. The Center is
licensed by the Texas Department of Family and Protective Services and accredited by
the National Association for Young Children.
Counseling Services [49] provides a confidential atmosphere where students may
discuss concerns regarding challenges that interfere with their ability to manage
important life experiences involving relationships, family, work and school. Services
offered include individual counseling, relationship counseling, group counseling, referral
services, counseling for veterans, and presentations and workshops on special topics.
Services are pre-paid through the student service fee with the exception of a few indepth assessment tests. Two other centers are located within Counseling Services, the
Women’s Resource Center and the Recovery Center. The Women’s Resource Center
[50] provides UTSA men and women with an equal opportunity for growth and
101
development by providing resources such as books, brochures, support groups and
educational presentations on women’s issues. The Recovery Center [51] provides
alcohol and substance addiction services in order to maximize students’ abilities to
participate in the intellectual and social culture of the university and prepare students for
a successful life.
Dining Services [52], part of UTSA’s Business Auxiliary Services Office, offers various
dining venues on campus at moderate prices. UTSA contracts with ARAMARK to
provide management of the food service operations on campus. UTSA’s student dining
hall, the 450-seat Roadrunner Café [53], is conveniently located on the Main campus
adjacent to the student housing facilities, Chaparral Village and Chisholm Hall.
Disability Services [54] promotes equal access to all University programs and activities
for students with disabilities by providing services, accommodations and equipment.
Additional goals of Disability Services are to promote a barrier-free environment,
encourage independence and self-reliance and provide disability awareness education
to the University community. A Faculty Guide, Access to Education: A Guide to
Working with Students with Disabilities [55], is available for all university faculty.
Examples of services provided are counseling, note-taking, alternative printing, test
accommodations, interpreters, captioning, motorized scooters and teletypewriters.
Housing and Residence Life [56] strives to provide clean and comfortable
accommodations, which will nurture personal growth while contributing to each
student’s academic and social success. As presented in the Resident Handbook [57],
the office fosters a sense of community, civic responsibility, and an appreciation of
diversity through the staff and residents. Four housing complexes on campus offer
several styles of group living. Chaparral Village and Laurel Village are Olympic-style
student housing complexes owned and operated by UTSA. University Oaks and
Chisholm Hall are owned and operated by Century Development. Students living on
campus are close to classrooms, the University Center, the UTSA Library, as well as
athletic and recreation facilities.
Intercollegiate Athletics [58] is committed to providing an environment in which studentathletes can be successful academically, athletically and socially [59]. Athletes
participate in intercollegiate athletic competition through the Southland Conference.
The athletics program is comprised of sixteen men’s and women’s programs including
men's and women's basketball, cross-country, golf, tennis, track and field, and golf.
UTSA also fields a men's baseball team and women's softball, volleyball and soccer
teams. These programs are vital to the spirit and campus life of UTSA. The Athletics
Department is also an asset to the city of San Antonio as it frequently hosts national
events such as the Men’s and Women’s NCAA Championship events [60] and local
102
events such as the UTSA Relays [61]. UTSA adheres to NCAA compliance
requirements as evidenced by the Certification of NCAA Division I [62].
Student Activities [63] provides co-curricular activities through student organizations,
leadership opportunities, and programming for students. There are approximately 240
active student organizations classified as academic, cultural, honorary, military, political,
professional, religious, service, social, Greek, and sports and recreation. The Office of
Student Activities supports several annual events such as Roadrunner Days, the
Involvement Fair for new and returning students to meet the student organizations, and
an annual alcohol awareness event called the Rowdy Wing Fling. Each fall there is also
an annual Babcock Road Clean Up service project for the campus community.
Additionally, current marquee programs include a poetry night, UTSA Spirit Day, and a
student Risk Management Symposium.
Student Health Services [64] offers quality medical services to students by providing
innovative health education, illness prevention programs and care in urgent situations.
Information on wellness, healthy living practices and illness prevention is available
through individual consultation, group presentations, classes, videos and brochures. In
addition, a student health insurance plan is available to all students for purchase
through United Health Care [65].
Student Judicial Affairs (SJA) [66] “has responsibility for administering matters arising
from student conduct on campus. The SJA mission is to create an environment that
strives to assure a fair and objective process that upholds the high behavioral and
academic standards articulated in the UTSA Student Code of Conduct [67]. SJA uses
educational strategies and disciplinary counseling as catalysts for self-understanding
and personal growth.” The SJA provides resources such as Discipline Process:
Faculty Disposition of Scholastic Dishonesty [68] and a website [69] to help students
and faculty understand what constitutes scholastic dishonesty. The ongoing UTSA
Civility Project [70] provides a range of information to raise awareness and promote
civility on campus, including in the classroom [71].
International Programs [72] supports international students enrolled at UTSA by
providing services such as immigration advising, orientation programs and intensive
English programs. In addition, it helps current UTSA students become international
students themselves through the Study Abroad program [73].
The University Center (UC) [74] serves as a focal point on the Main campus for
programs, meetings, and dining and relaxation for students, faculty, staff and University
guests. Services and amenities at the UC that support daily campus life include several
multi-purpose meeting rooms, the Information Center, a Ticketmaster outlet, the UTSA
103
Bookstore, several food service outlets, a convenience store, Frost Bank, ATMs, a
Campus Technology store, lounge spaces and several UTSA e-kiosks. In addition, UC
space dedicated solely to student activities includes the Student Activities Complex and
Student Organization Complex with student organizations’ cubicles, Student Activities’
staff offices, and offices for the Campus Activities Board, the Student Government
Association, the Volunteer Organization Involving Community Education and Service,
Honors Alliance and the Greek Life Student Organization Council.
The effectiveness of UTSA’s support programs, services, and activities is assessed to
ensure that UTSA students’ needs are met. See the narrative for Comprehensive
Standard 3.3.1.3 [41] for more details.
Documentation:
Document
Source of Document
[1]
UTSA Mission Statement
UTSA Overview
[2]
TRIO Program
UTSA Website
[3]
Educational Talent Search
TRIO Programs Website
[4]
Upward Bound
[5]
Upward Bound Math and Science
[6]
Gear Up Program
[7]
Undergraduate Admissions
[8]
Transfer Admission Process Checklist
N/A
[9]
UTSA Viewbook
N/A
UTSA Website
[10] Roadmap to Success (in English)
N/A
[11] Roadmap to Success (in Spanish)
N/A
[12] Visitor Center
UTSA Website
[13] On-campus events
Visitor Center Website
[14] Orientation and Family Programs
UTSA Website
104
Document
Source of Document
[15] Roadrunner Roundup
N/A
[16] Rowdy Ties
Orientation & Family Programs
Website
[17] Student Financial Aid and Enrollment Services
UTSA Website
[18] Financial Aid Outreach Program
Student Financial Aid and
Enrollment Services Website
[19] UTSACard
UTSA Website
[20] Academic Advising
UTSA Website – Current
Students
[21] Colleges’ Freshman Advising Center
UTSA Website
[22] Undergraduate Studies Support and
Technology Services (USSTS)
[23] GotPREREQS
USSTS Website
[24] Library
UTSA Website
[25] Core Requirement 2.9
Located within the UTSA
Compliance Certification Report
[26] Comprehensive Standard 3.8.1
[27] Comprehensive Standard 3.8.2
[28] Comprehensive Standard 3.8.3
[29] Distance Learning and Academic Technology
UTSA Website
[30] myUTSAmail
[31] Student Computing Services
[32] Comprehensive Standard 3.4.12
Located within the UTSA
Compliance Certification Report
[33] Testing Services
UTSA Website
105
Document
Source of Document
[34] The Tomás Rivera Center for Student Success
(TRC)
[35] Academic Coaching
TRC Website
[36] Supplemental Instruction
[37] Learning Communities
UTSA Website
[38] Academic Development Program
TRC Website
[39] Online Study Skills Website
[40] Core Requirement 2.5
Located within the UTSA
Compliance Certification Report
[41] Comprehensive Standard 3.3.1.3
[42] Career Center
UTSA Website
[43] Professional Development Workshops
[44] Career Fair Flyer
N/A
[45] UTSA Career Services Jobbank
University Career Center
Website
[46] UTSA Job Search Guide
N/A
[47] Campus Recreation
UTSA Website
[48] Child Development Center
[49] Counseling Services
[50] Women’s Resource Center
[51] Recovery Center
Counseling Services Website
[52] Dining Services
Business Auxiliary Services
Website
106
Document
Source of Document
[53] Roadrunner Café
Housing and Residence Life
Website
[54] Disability Services
UTSA Website
[55] Access to Education: A Guide to Working with
Students with Disabilities
N/A
[56] Housing and Residence Life
UTSA Website
[57] Resident Handbook
N/A
[58] Intercollegiate Athletics
GoUTSA Website
[59] CHAMPS/Life Skills Program
[60] Men’s and Women’s NCAA Championship
Events
[61] UTSA Relays
[62] Certification of NCAA Division I
[63] Student Activities
UTSA Website
[64] Student Health Services
[65] United Health Care
N/A
[66] Student Judicial Affairs
UTSA Website
[67] UTSA Student Code of Conduct
2008-2009 Information Bulletin
[68] Discipline Process: Faculty Disposition of
Scholastic Dishonesty
N/A
[69] Scholastic Dishonesty
Office of Student Judicial Affairs
Website
[70] UTSA Civility Project
[71] UTSA’s Civility in the Classroom Guide
N/A
107
Document
[72] Office of International Programs
Source of Document
UTSA Website
[73] Study Abroad
[74] University Center
108
Core Requirement 2.11.1 - Financial Resources
The institution has a sound financial base and demonstrated financial stability to support
the mission of the institution and the scope of its programs and services.
The member institution provides the following financial statements: (1) an institutional
audit (or Standard Review Report issued in accordance with Statements on Standards
for Accounting and Review Services issued by the AICPA for those institutions audited
as part of a systemwide or statewide audit) and written institutional management letter
for the most recent fiscal year prepared by an independent certified public accountant
and/or an appropriate governmental auditing agency employing the appropriate audit (or
Standard Review Report) guide; (2) a statement of financial position of unrestricted net
assets, exclusive of plant assets and plant-related debt, which represents the change in
unrestricted net assets attributable to operations for the most recent year; and (3) an
annual budget that is preceded by sound planning, is subject to sound fiscal
procedures, and is approved by the governing board.
Compliance Judgment: Partial Compliance
Currently, The University of Texas at San Antonio (UTSA) is not in full compliance with
Core Requirement 2.11.1 because the audit requirement cannot be met by the
Compliance Certification Report deadline (September 10, 2009). The FY 2009 audit
requirement will be fulfilled by a Standard Review Report issued by the Texas State
Auditor’s office. The Standard Review Report is in accordance with the Statements on
Standards for Accounting and Review Services issued by the American Institute of
Certified Public Accountants. The report will be submitted by January 31, 2010, prior to
the SACS onsite visit. UTSA is in compliance with all other aspects of Core
Requirement 2.11.1.
Narrative:
The University of Texas at San Antonio (UTSA) has a sound financial base and
demonstrated financial stability to support the mission of the institution and the scope of
its programs and services. UTSA provides the following financial statements: (1) an
institutional audit (or Standard Review Report issued in accordance with Statements on
Standards for Accounting and Review Services issued by the AICPA for those
institutions audited as part of a system-wide or statewide audit) and written institutional
management letter for the most recent fiscal year prepared by an independent certified
public accountant and/or an appropriate governmental auditing agency employing the
appropriate audit (or Standard Review Report) guide; (2) a statement of financial
109
position of unrestricted net assets, exclusive of plant assets and plant-related debt,
which represents the change in unrestricted net assets attributable to operations for the
most recent year; and (3) an annual budget that is preceded by sound planning, is
subject to sound fiscal procedures, and is approved by the governing board. Audit
requirements for applicant institutions may be found in the Commission policy
“Accreditation Procedures for Applicant Institutions.”
Sound Financial Base and Demonstrated Financial Stability
UTSA has a sound financial base and has demonstrated that it has the financial stability
to support its institutional mission and the scope of its programs and services.
Revenue sources
UTSA’s revenues consist of the following funding sources [1]:
Unrestricted net revenues comprise 75 percent of total revenues for fiscal year 2008.
These are funds over which the institution retains control within statutory requirements:
•
•
•
•
State Appropriations, including Research Development funds, comprise $114.7
million or 29 percent of total revenues. This is an increase of 17 percent over
fiscal year 2007 and a 57 percent increase since fiscal year 2001;
Tuition and fees represent $148.1 million net of tuition discounting, or
38 percent of total revenues. This is an increase of 3 percent over fiscal year
2007 and an increase of 168 percent since fiscal year 2001;
Auxiliary Enterprises account for $17.9 million of total revenues. This is an
increase of 18 percent over the prior year and an increase of 143 percent over
fiscal year 2001;
Sales & Services and Other Income account for $11.1 million, or 3 percent of
total revenues. This revenue source has almost tripled since 2001.
Restricted funds are utilized only for activities established by their source and comprise
the remaining 25 percent of revenues:
•
•
•
Federal Grants and Contracts, including federal financial aid, represent $64.5
million or 17 percent of total revenues. This is an increase of 7 percent over FY
2007 and a 151 percent increase since 2001;
State and Local Grants and Contracts, including state financial aid, represent
12.2 million, or 3 percent of total revenues. This is an increase of 21
percent over FY 2007 and a 570 percent increase since 2001;
Private Gifts and Grants comprise $8.8 million, or 2 percent of total revenues
over FY 2007 and have more than doubled since 2001;
110
•
Endowment and Interest Income comprise $12.9 million, or 3 percent of total
revenue. This is over twenty times the amount recognized in 2001.
Total operating revenues have grown 64 percent since 2004. Non-operating revenues
(includes state appropriations and gifts in support of operations) have grown 37
percent over the past five years.
Annual Financial Reports
At the end of each fiscal year, an Annual Financial Report (AFR) is prepared by the
campus in conformity with generally accepted accounting principles. The AFR is also in
accordance with the Government Accounting Standards Board requirements and The
University of Texas System (UT System) Policy, UTS142.1 [2], on the Annual Financial
Report for consolidation with other UT System institutions. The UT System’s AFR [3] is
then consolidated into the State of Texas Comprehensive Annual Financial Report
(CAFR). The CAFR includes the following primary statements:
•
•
•
Balance Sheet: 2008 [4], 2007 [5], 2006 [6];
Statement of Revenues, Expenses and Changes in Net Assets: 2008 [7], 2007
[8], 2006 [9];
Statement of Cash Flows: 2008 [10], 2007 [11], 2006 [12].
A financial overview [13] of the past five years of financial data further illustrates that
UTSA has the stability to continue its successful operation and that it continues to
receive a satisfactory rating from The UT System. Net assets grew by 14.4 percent in
2008, 19.9 percent in 2007, 12.1 percent in 2006, 18.2 percent in 2005 and 12.4
percent in 2004.
Financial Ratios
Four core ratios are used to calculate the Composite Financial Index (CFI) [14]:
1.
2.
3.
4.
Primary Reserve Ratio;
Viability Ratio;
Return on Net Assets Ratio; and
Net Income Ratio (Annual Operating Margin).
Overall Composite Financial Index (CFI) scores [14] for FY 2004, 2005, 2006, 2007 and
2008 are 3.1, 3.7, 3.6, 4.4, and 3.5, respectively, which is over the recommended
threshold value of 3.0. The current CFI score (3.5) indicates a financially sound
institution, despite debt burden, due to a strong operating margin and return on net
assets. This rating demonstrates UTSA’s ability to direct resources to allow
transformation.
111
The Primary Reserve Ratio [15] for UTSA has exceeded 0.5 for the past five years.
This ratio provides a snapshot of financial strength and flexibility by indicating how long
the institution could function using its expendable reserves without relying on net assets
generated by operations. At this level, UTSA has the continued ability to cover six
months of expenses from reserves.
The Viability Ratio [16] measures a basic determinant of financial health – the
availability of expendable net assets to cover debt should the institution need to settle
its obligations as of the balance sheet date. For the past five years, UTSA’s ratio has
hovered between 0.6 and 0.7. Long term debt for new facilities has doubled over the
past five years (consistent with UTSA’s enrollment and infrastructure growth) and
increased by $69.2 million between 2007 and 2008. During that same period, net
assets have increased by 80 percent. UTSA receives a state appropriation to service
approximately 11 percent of the total debt with the remainder paid by student tuition,
fees and auxiliary revenues.
The Return on Net Assets Ratio [17] measures whether the institution’s resources are
growing. For the past five years, UTSA’s ratio has varied between 8.4 percent (2008)
and a high of 16.9 percent (2007). The cyclical variation is attributed to changes in
asset growth primarily due to new construction. A continued downward trend is
expected as UTSA begins to use its funding to implement the strategic plan. A more
realistic rate of return in the range of 2 – 3 percent is predicted for future periods.
The Net Income Ratio [18], also referred to as Annual Operating Margin, determines
whether the institution is financially better off than in previous years by measuring total
economic return. A positive number indicates an operating surplus. This measure has
grown from 3.3 percent in 2004 to 7.3 percent in 2008. UTSA expects this ratio to
decline in the coming years as funds are expended on strategic initiatives.
Institutional Audits
The Texas State Auditor’s Office provides audit services to Texas state agencies,
including annual audits of state financial statements. As a state agency, UTSA is
included in these statewide audits. The Texas Internal Auditing Act [19] prescribes the
requirements for UTSA’s full-time program of internal auditing as outlined in its audit
charter [20]. The fiscal year 2008 audit requirement is fulfilled by a Standard Review
Report performed by the Texas State Auditor’s Office. The fiscal year 2009 Standard
Review Report is anticipated to be completed by January 31, 2010.
UTSA’s Office of Audit, Compliance and Risk Services [21] also reviews the institution’s
financial base and financial stability. The audit function reports to the president, with
additional reporting responsibilities to the director of The UT System Audit Office and to
112
The UT System Audit, Compliance, and Management Review Committee of the Board
of Regents. The UTSA president chairs the Audit Committee [22], which meets
quarterly to discuss audit, financial, and compliance issues. More information about the
audit function is found in the narrative for Comprehensive Standard 3.10.4 [23].
The Budget and Budget Planning Process
The strategic plan [24], which provides prioritized tactics to fulfill UTSA 2016, is used to
make budget decisions at UTSA. During fiscal year 2009, the University Strategic
Resource Planning Council was established as an advisory group to the president to:
•
•
•
•
Provide a comprehensive understanding of the resource issues facing the
University and context in which budgetary decisions are made;
Integrate campus strategic goal setting to provide recommendations regarding
funding issues and budget policies consistent with University strategic planning
initiatives:
o Recommend budget allocations to support the strategic implementation
plan;
o Monitor progress of strategic tactics and funding allocations;
Facilitate a transparent, informative, and participatory process to incorporate
stakeholder views in the resource decision making process;
Review cost savings initiatives, resources and requirements:
o Prioritize requests for additional, new base funding;
o Develop recommendations for other resource issues facing the campus.
With input from the University Strategic Resource Planning Council, budget goals, merit
and salary increase policy, and other campus priorities are finalized by the Council on
Management and Operations, composed of the president and vice presidents. After an
evaluation of new discretionary resources, each vice president submits a request for
consideration of new base budget and one-time funding allocations. Requests are
prioritized for recommendation to the president and an operating budget is developed in
conformance with Board of Regents’ budget preparation policies [25]. Prior to finalizing
the campus budget for Board of Regents’ approval [26], a presentation is made to The
UT System based on the campus budget goals and priorities [27]. Changes to the
operating budget are communicated to the University community in the President’s
Budget Memo [28]. The FY 2009 operating budget [29] is available on the Fiscal Affairs
home page.
The Texas state legislature meets every other year to enact a biennial budget.
Although over 78 percent of UTSA’s state appropriation is based on two funding
formulas – one for instruction and operations costs and one to support educational and
113
general infrastructure – the University develops a Legislative Appropriations Request for
special line item funding [30]. In this report it should be noted that the term, "Space
Deficit" refers to differences between actual and optimal space, rather than between
actual and adequate space requirements. The General Appropriation Act takes effect
on September 1 of each odd-numbered year following the regular legislative sessions.
Funds are dispensed to agencies based on this two-year budget act.
In addition to state appropriations, a significant component of new discretionary
income is derived from tuition and fee revenues. The UT System Board of Regents
(Board) authorizes tuition and fee increases on a two-year cycle based on campus
proposals [31] that are developed with significant stakeholder consultation about
requirements and uses. The value of discounts and allowances to qualified students
are allocated by fund group and shown as an adjustment to tuition and fees based on
actual scholarship and waiver costs. This is done in accordance with the Government
Accounting Standards Board Statement 34 following the National Association of College
and University Business Officer’s Accounting Principles Council Advisory Report 2000-5
[32]. Since 2001, UTSA’s operating budget has experienced a trend of considerable
growth (+157 percent) [33].
Documentation:
Document
Source of Document
[1]
UTSA FY 2008 Annual Financial Report –
Operating Sources and Uses
UTSA Fiancial Affairs Website
[2]
UTS142.1 – University of Texas System (UT
System) Policy on the Annual Financial Report
UT System Policy Office
[3]
UT System Annual Financial Statements
Texas State Auditor’s Office
Website
[4]
UTSA Balance Sheet FY 2008
N/A
[5]
UTSA Balance Sheet FY 2007
N/A
[6]
UTSA Balance Sheet FY 2006
N/A
[7]
UTSA Statement of Revenues, Expenses and
Changes in Net Assets FY 2008
N/A
114
Document
Source of Document
[8]
UTSA Statement of Revenues, Expenses and
Changes in Net Assets FY 2007
N/A
[9]
UTSA Statement of Revenues, Expenses and
Changes in Net Assets FY 2006
N/A
[10] UTSA Statement of Cash Flows FY 2008
N/A
[11] UTSA Statement of Cash Flows FY 2007
N/A
[12] UTSA Statement of Cash Flows FY 2006
N/A
[13] Five Year Financial Overview
N/A
[14] Composite Financial Index - UTSA 2008
Summary of Financial Condition
N/A
[15] CFI – Primary Reserve Ratio
N/A
[16] CFI – Viability Ratio
N/A
[17] CFI – Return on Net Assets Ratio
N/A
[18] CFI – Net Income Ratio
N/A
[19] Texas Internal Auditing Act
Texas Constitution and Statutes
Website
[20] Internal Auditing Charter
Office of Audit, Compliance,
and Risk Services Website
[21] Office of Audit, Compliance, and Risk Services
UTSA Website
[22] UTSA Audit Committee
Office of Audit, Compliance,
and Risk Services Website
[23] Comprehensive Standard 3.10.4
Located within the UTSA
Compliance Certification Report
[24] UTSA 2016: A Shared Vision (Strategic Plan)
UTSA 2016: A Shared Vision
Website
115
Document
Source of Document
[25] Board of Regents’ Budget Preparation Policy
UT System Website - Policies &
Rules - Budget Preparation
Policies
[26]
UT System Website - UT
Systems News
UT System News Release: Regents Approve
$11.5 Bill Operating Budget for UT System
[27] UTSA Budget Planning and Development:
Budget Goals
UTSA Website
[28] UTSA President’s Budget Memo FY 2008-2009
[29] FY 2009 Budget
UTSA Financial Affairs Website
[30] Legislative Appropriations Request, FY 2010
and 2011, UTSA, Revised – October 2008
UT System Website
[31] UT System: 2008-2010 Campus Proposals
UT System Website - Access &
Affordability
[32] National Association of College and University
Business Officer’s (NACUBO) Accounting
Principles Council Advisory Report 2000-5
NACUBO Website
[33] UTSA Operating Budget Graph, FY 2001-2009
N/A
116
Core Requirement 2.11.2 - Physical Resources
The institution has adequate physical resources to support the mission of the institution
and the scope of its programs and services.
Compliance Judgment: Compliance
Narrative:
The University of Texas at San Antonio (UTSA) has adequate physical resources to
support its mission and the scope of its programs and services. The Office of Facilities
[1] strives to provide a physical environment that supports the current and future
research and discovery, teaching and learning, and community engagement and public
service mission [2] of the University.
Oversight of State University Facilities
UTSA’s use of and planning for its physical facilities in support of its mission is subject
to coordinated oversight by the Texas Higher Education Coordinating Board (THECB)
and The University of Texas System (UT System). The University complies with all
guidelines from these two bodies in supporting the broad scope of programs and
services.
The THECB has extensive control over decisions regarding state university facilities.
Texas Administrative Code, Title 19, Part 1, Chapter 17, Subchapter D, Rule 17.30 [3]
requires all institutions within The UT System to obtain approval from the THECB for
new construction projects and deferred maintenance. The THECB requires that state
universities submit reports related to their facilities so that it can evaluate the need for
and use of space of each university. It should be noted that the evaluation is based on
optimal rather than adequate space requirements. State universities must submit the
MP1 Capital Expenditure Plan [4] to the THECB and update it annually. This plan is
used to track major construction, major renovation, and all land acquisition projects for
the next five years. UTSA’s president certifies this plan, addressing the University’s
ability to support and maintain the proposed facility. In addition, universities must also
submit an annual Space Inventory Report. Each year, the THECB uses this report to
calculate the optimal amount of educational and general (E&G) space needed at UTSA
and compares it to actual space. Based on the THECB Fall 2007 Academic Space
Projection Model [5], UTSA could qualify for an additional 1,008,270 E&G (or statefunded) gross square feet (GSF). While UTSA qualifies for a significant increase in
E&G space, two observations should be considered from the narrative for Core
Requirement 2.11.1 [6] (citation 30, slide 10) regarding space in relation to FTE student
enrollment. First, from FY 2002 to FY 2007, FTE enrollment grew by 5,708 students (a
117
35.7 percent increase). Second, during the same time period, space only declined by
4.12 square feet per FTE student (a 13.8 percent decrease). This reflects a major
addition of classroom and laboratory space during that period. When current
construction projects are added to the actual space, the amount of E&G space to meet
the optimal level is reduced to 919,291 GSF. The THECB uses the MP1 and the Space
Inventory Report, along with a weighted formula that calculates the average weekly
hours of use of both classroom space and class laboratory space, as factors to consider
in granting approval for construction of new buildings. THECB approval is necessary
before funding will be granted.
In addition to THECB oversight of state university facilities, UTSA is also subject to the
Rules and Regulations of the Board of Regents (Regents’ Rules), Rule 80101 [7], which
addresses UT System facilities and authorized users. The UTS168 [8] - System Capital
Improvement Program is a long range plan to preserve and enhance facility assets for
all its component institutions. The approval process for capital projects is outlined in
detail in the UT System’s Capital Expenditure Policy [9] as a uniform method for
documenting the full capital expenditure life cycle. UTSA must submit its Capital
Improvement Plan (CIP), which describes all major active and potential construction
projects [10], [11], to the UT System Board of Regents (Board) each year. The Board
reviews the information in the CIP to determine compliance with the current UTSA
Master Plan. Regents’ Rules, Rule 80301 [12], governs UTSA’s capital improvement
program. Rule 80402 [13] governs capital construction, major repair and rehabilitation
projects and Rule 80403 [14] governs minor construction, repair and rehabilitation
projects. The UTSA Handbook of Operating Procedures (HOP), Chapter 8, Section 8.1
[15] reflects its adherence to THECB and UT System requirements in the use of its
facilities and in its facilities planning.
Physical Facilities
Facilities used by UTSA are located on three campuses (Main, Downtown, and Institute
of Texan Cultures), as well as in leased office space (University Heights). The
University consists of 756 acres, with 106 buildings that contain approximately 4.3
million gross square feet (GSF) of space providing approximately 2.7 million of net
assignable square feet (NASF) of space.
The Main campus is located in northwest San Antonio along Loop 1604 between
Babcock Road and Valero Drive [16]. Consisting of 89 buildings providing
approximately 3.4 million GSF and 2.3 million NASF of space, the Main campus
contains a majority of the University’s academic and administrative facilities and all
student residential facilities. The facilities on the Main campus include a wide variety of
physical resources to support UTSA’s mission, programs and services. From 2000 to
118
2008, 54 buildings with almost 1.3 million NASF have been added to the Main campus.
See the Comparison of Space Pre- and Post-FY 2001 [17] and the Space Addition
by Campus and Category FY 2001-2008 [18] tables for details.
Located on the west side of San Antonio between IH-35 and Frio Street [19], the 18acre Downtown (DT) campus consists of six buildings, providing over 657,000 GSF
(311,000 of NASF) to meet UTSA’s mission, programs and services. Since 2000, four
buildings with approximately 399,000 GSF (162,000 NASF) have been added to the DT
campus. See the Comparison of Space Pre- and Post-FY 2001 [17] and the Space
Addition by Campus and Category FY 2001-2008 [18] tables for details.
Also located in downtown San Antonio, the 22-acre Institute of Texan Cultures
(ITC) [20] has over 216,000 GSF (131,000 NASF) of space [17]. This facility contains
50,000 square feet of rotating museum exhibits [21] that provide information about the
various cultures and ethnicities that contribute to the fabric of life in Texas. The
responsibilities of the curator of the artifacts collection include recording the conditions
of the exhibit floor. Although not a traditional part of the program, the Curator
Maintenance Report [22] contributes to a well-maintained exhibit floor and increased
accountability from staff.
ITC’s Museum Library [23] contains extensive archives, such as a collection of more
than 3.5 million photographic images that chronicle the history and cultures of Texas.
ITC is in the process of digitizing the entire photo collection, providing the requestor with
immediate access to view archived photos online.
ITC’s Education department provides syllabi [24] and training to pre-service teachers in
UTSA’s College of Education and Human Development and creates pre-visit WEB sites
for teachers [25]. The department also offers outreach services such as the Back 40
Program, the Tex-kit Program, and the Video Conferencing Program [26]. Some of
these programs have benefited from collaborations with UTSA’s Departments of Arts,
Anthropology, and History.
UTSA leases space near the Main campus at University Heights [27]. This location
provides over 28,000 GSF (21,092 NASF) of additional administrative space in two
buildings [17]. This facility provides space for a variety of support functions, such as
Human Resources, Advancement, Audit, Financial and Legal Affairs. This arrangement
makes additional space available on the campuses for programs and services that
directly support students.
To continue to move toward optimal space projections, UTSA is adding approximately
182,000 GSF with the following projects:
119
•
•
•
Engineering Building II (scheduled to be completed October 2009 at a size of
148,127 gross square feet) will provide 9 classrooms, 39 offices, 24 research
labs, and support space;
Multifunction Building I has been funded and currently is in the design phase. It
will be a 30,000 gross square foot facility for faculty and administrative
offices, which will free up instructional space in other existing core buildings; and
Park West, consisting of 125 acres located at Hausman Road, will be used as
the site for a proposed 60-acre competitive Athletics Complex [28]. The fully
developed complex will include NCAA Division I quality stadiums for baseball,
softball, soccer, track and tennis, along with practice fields, a team building and
related infrastructure.
Various additional administrative functions are scheduled to move to University Heights
during FY 2009. This will add 28,747 additional GSF to space UTSA is leasing at that
location.
In addition, UTSA has requested state funding for an additional 400,000 square feet of
academic space that includes:
•
•
Experimental Science Instructional Building that will provide 150,000 GSF of new
space consisting of approximately 30 classrooms, 100 offices and support space;
and
Information and Innovation Library Center that will provide 250,000 GSF of new
space consisting of approximately 13 classrooms and 60 offices.
While UTSA’s square footage is less than the optimal projected square footage, the
University has adequate facilities to meet its mission. When allocating space, the needs
of students are given primary consideration as detailed in the HOP, Chapter 8, Section
8.1 [15] and Chapter 2, Section 2.42 [29]. Classroom scheduling strives to ensure
maximum use of available instructional space. This efficiency is reflected in the
THECB’s annual Classroom Utilization Report for Public Universities [30]. UTSA has
ranked first in the state in classroom utilization for several years. In fall 2008, the
University averaged 43.18 hours per week, well above the standard of 38 hours. It also
consistently ranks high in class laboratory utilization (third in fall 2008). The average of
32.31 hours per week exceeded the standard of 25 hours per week significantly. These
averages reflect the ability of UTSA to provide adequate space for its mission, programs
and services through efficient use of space.
120
Strategic Plan
UTSA has recently completed a comprehensive and inclusive strategic planning
process. The resulting strategic plan, UTSA 2016: A Shared Vision [31], provides
strategic initiatives, goals and metrics to meet the needs of a significant increase in the
number of students, faculty and staff by the year 2016. The Implementation Plan 20082016 [32], identifies the resources needed for the success of UTSA’s strategic plan and
details the various funding sources needed to fully implement the plan. UTSA has
developed a prioritized listing of capital projects in this implementation plan.
Campus Master Plan
As UTSA brought the strategic planning projects to completion, it initiated a
new campus master plan project. The UTSA Campus Master Plan [33], informed by
UTSA’s strategic plan, provides a framework, projected over several decades, for the
University to develop the facilities required for successfully implementing the strategic
plan. UTSA faculty, staff, students, as well as members of the local community
provided input as the plan was under development.
Operation and Maintenance of Physical Facilities
The Office of Facilities has overall responsibility for the operation and maintenance of
UTSA’s physical facilities and for overseeing institutionally-managed construction
projects. The Associate Vice President for Facilities, the senior facilities officer, has
integrated facilities services into a single organization [34] and established a formal
preventive maintenance program [35].
All facilities employees are encouraged to obtain professional credentialing or licensing
as appropriate. For example, as of January 2009, the Office of Facilities employed five
Professional Engineers (PE) [36], one Registered Architect [37], two Certified Facilities
Managers (CFM) [38], four Educational Facilities Professional (EFP) [39], one Facilities
Management (FM) Professional [40] and two Executive Housekeepers [41]. See the
narrative for Comprehensive Standard 3.11.3 [42] for more information on Physical
Facilities at UTSA.
Documentation:
Document
Source of Document
[1]
Office of Facilities
UTSA Website
[2]
UTSA Mission Statement
UTSA Overview
121
Document
Source of Document
[3]
Texas Administrative Code (TAC), Title 19, Part
1, Chapter 17, Subchapter D, Rule 17.30
TAC, Title 19, Part 1, Chapter
17, Subchapter D
[4]
MP1 Capital Expenditure Plan Summary Report
2009-2013
THECB Website - Finance and
Resource Planning - Interactive
Tools
[5]
THECB Fall 2007 Academic Space Projection
Model
THECB Website - Finance and
Resource Planning - Space
Model
[6]
Core Requirement 2.11.1
Located within the UTSA
Compliance Certification Report
[7]
Rules and Regulations of the Board of Regents
(Regents’ Rules), Rule 80101
Regents’ Rules
[8]
UTS168 - Board of Regent’s Capital
Expenditure Policy
UT System Policy Office
[9]
UT System Capital Improvement Program (CIP)
UT System Website - Office of
Facilities Planning and
Construction
[10] UT System CIP 2008-2013
[11] UT System CIP 2009-2014
[12] Regents’ Rules, Rule 80301
Regents’ Rules
[13] Regents’ Rules, Rule 80402
[14] Regents’ Rules, Rule 80403
[15] Handbook of Operating Procedures, (HOP),
Chapter 8, Section 8.1
HOP Table of Contents
[16] UTSA Main Campus Map
UTSA Website
[17] Comparison of Space Pre- and Post-FY 2001
Table
N/A
122
Document
Source of Document
[18] Space Addition by Campus and Category FY
2001-2008 Table
N/A
[19] UTSA Downtown Campus Map
UTSA Website
[20] Institute of Texan Cultures (ITC) Map
[21] ITC Exhibits and Events
N/A
[22] Curator Maintenance Report
N/A
[23] ITC Museum Library
The Institute of Texan Cultures
(ITC) Website
[24] ITC Syllabi for New Teachers
N/A
[25] ITC New Teacher Tours
N/A
[26] ITC Outreach Services
ITC Website - Special Events /
Education
[27] University Heights Map
UTSA Website
[28] UTSA Athletic Initiative Business Plan
N/A
[29] HOP, Chapter 2, Section 2.42
HOP Table of Contents
[30] THECB Classroom Utilization Report for Public
Universities
N/A
[31] UTSA 2016: A Shared Vision (Strategic Plan)
UTSA 2016: A Shared Vision
Website
[32] Implementation Plan 2008-2016
[33] UTSA Campus Master Plan
UTSA Website
[34] Office of Facilities Organization Chart
N/A
[35] UTSA Preventive Maintenance Program in Brief
N/A
[36] Licensure for Professional Engineers (PE)
National Society of Professional
Engineers (NSPE) - Licensure
123
Document
Source of Document
[37] Architect Registration Examination (ARE) Overview
National Council of Architect
Registration Board (NCARB) ARE
[38] Certified Facilities Manager (CFM) Certification
International Facility
Management Association
(IFMA) - FM Credentials
[39] Educational Facilities Professional (EFP)
Credentialing and Certification Programs
APPA Educational Facilities
Professionals Credentialing and
Certification Programs
[40] Facilities Management (FM) Professional
Certification
IFMA - FM Credentials
[41] Executive Housekeeper Certification
Caldwell Community College
and Technical Institute Website
[42] Comprehensive Standard 3.11.3
Located within the UTSA
Compliance Certification Report
124
Comprehensive Standard 3.1.1 - Mission
The mission statement is current and comprehensive, accurately guides the institution’s
operations, is periodically reviewed and updated, is approved by the governing board,
and is communicated to the institution’s constituencies.
Compliance Judgment: Compliance
Narrative:
The mission statement of The University of Texas at San Antonio (UTSA) is current and
comprehensive, accurately guides the institution’s operations, is periodically reviewed
and updated, is approved by the governing board, and is communicated to the
institution’s constituencies.
Current and Comprehensive
UTSA’s current mission statement guides the institution’s operations and is
communicated to the institution’s constituencies through paper and electronic means.
Texas Education Code (TEC), Chapter 61, Section 61.0511 [1], requires that every
university or other institution of higher education establish a mission statement
“reflecting the three missions of higher education: teaching, research, and service.”
UTSA’s mission statement below expands upon the concepts of teaching, research, and
service to ensure that it comprehensively describes the role of the institution in a
diverse, urban setting:
The University of Texas at San Antonio is dedicated to the advancement of knowledge
through research and discovery, teaching and learning, community engagement and
public service. As an institution of access and excellence, UTSA embraces multicultural
traditions, serving as a center for intellectual and creative resources as well as a
catalyst for socioeconomic development for Texas, the nation and the world.
The University’s mission statement recognizes the multicultural nature of Texas and
identifies UTSA’s unique role in providing opportunities for access to educational
excellence in the region, the state, and beyond.
Accurately Guides Institution’s Operations
UTSA’s mission statement accurately guides its operations as demonstrated by
allocation of resources, academic programs offered, and the populations that it serves.
See the narrative for Core Requirement 2.5 [2] for descriptions and detailed examples
of changes made at UTSA linked to specific components of the mission statement. In
addition, since 2002, expenditures for teaching have grown by 60.5 percent [3]. Over
125
the past ten years, UTSA has significantly expanded the number and type of academic
programs offered to enhance both the teaching and research missions of the University.
Since 2000, UTSA has added 43 additional degree programs (14 baccalaureate, 11
master’s, and 18 doctoral). Currently, UTSA offers 64 baccalaureate, 46 master’s, and
21 doctoral degrees. To support these new programs, the number of tenured and
tenure-track faculty has increased by over 30 percent [4]. Since its inception, UTSA has
provided a path to higher education for underserved populations. Although the mission
statement of UTSA has been revised several times, the University’s commitment to
providing access to higher education has remained constant as demonstrated by over
50 percent [5] of the University’s total enrollment consisting of students from
underserved populations. Since 2002, the University’s support for student services has
increased by 79.5 percent [3] and the growth in scholarships and fellowships has grown
by 156.4 percent [3].
Since 2002, expenditures for research have grown by 161.8 percent [3]. In 2002, UTSA
added a vice presidential division [6] devoted to enhancing its research mission. This
division promotes research and other creative endeavor development, fosters research
partnerships, and builds research infrastructure. These increases can be attributed to
changes in institutional focus as articulated in the revisions of the University’s mission
statements during this time period. To support this increase in research expenditures,
UTSA more than doubled the available research space, from 86,438 square feet in
2003 to 184,595 square feet in 2007. At the same time, research productivity has
increased, so that the average number of research dollars generated per
tenured/tenure-track faculty increased from $36,099 in 2003 to $66,231 in 2007.
In 2006, UTSA added a vice presidential division [7] devoted to enhancing its
community engagement and public service mission. This division promotes economic
development, educational partnerships (local, regional and international), and child and
adolescent research programs. In addition, this division oversees the Institute of Texan
Cultures [8], the state’s museum dedicated to enhancing the understanding of cultural
history and its influence on the people of Texas.
Periodically Reviewed and Updated
UTSA has reviewed and updated its mission statement three times since 2000. These
revisions reflect the evolution of UTSA from a comprehensive metropolitan institution
with a regional focus toward a statewide research institution with a national and
international focus. However, it is important to note that the threefold mission of higher
education - teaching, research, and service - has remained constant from the UTSA
2000 mission statement revisions [9] to the present.
126
Approved by Governing Board
Texas Administrative Code (TAC), Title 19, Part 1, Chapter 5, Subchapter B, Rule 5.24
[10], states that university mission statements are to be reviewed by the Texas Higher
Education Coordinating Board (THECB) and The University of Texas System (UT
System) Board of Regents (Board) a minimum of every four years and that the THECB
must approve all mission statement changes. The authority for the administration of
The UT System by the Board is codified in TEC, Chapter 65, Section 65.11 [11], which
designates the Board as the governing body of The UT System. According to TEC,
Section 65.31 [12], the Board is authorized to govern, operate, support and maintain
each of the component institutions in The UT System. As a component institution of
The UT System, UTSA is governed by the Board. UTSA’s current mission statement
was approved at the Board of Regents Meeting No. 1019 [13] on July 11, 2007 and by
the THECB in its Mission Statement Approval [14] on April 24, 2008 (see the notation at
the top right of this reference indicating APB April 24, 2008 as the most recent date of
approval by the Board).
Communicated to Constituencies
In order to communicate UTSA’s mission to its constituents, the University publishes the
mission statement in its student Information Bulletin [15], on the University website [16],
in its strategic plan [17], and in multiple printed and electronic documents such as
convocation programs [18], recruitment brochures [19], UTSA Quick Facts [20] and the
UTSA Fall 2008 Fact Book [21].
Documentation:
Document
Source of Document
[1]
Texas Education Code (TEC), Chapter 61,
Section 61.0511
TEC, Chapter 61
[2]
Core Requirement 2.5
Located within the UTSA
Compliance Certification Report
[3]
The University of Texas System Operating
Budget Summaries
University of Texas System (UT
System) - Operating Budget
Summaries
127
Document
[4]
Tenured/Tenure Track Faculty Members by
Rank
[5]
Number of Students Enrolled by Ethnicity
[6]
Vice President for Research
[7]
Vice President for Community Services
[8]
Institute of Texan Cultures
[9]
UTSA Mission Statement Revisions
Source of Document
UTSA Fall 2008 Fact Book
UTSA Website
N/A
[10] Texas Administrative Code (TAC), Title 19, Part
1, Chapter 5, Subchapter B, Rule 5.24
TAC, Title 19, Part 1, Chapter
5, Subchapter B
[11] TEC, Chapter 65, Section 65.11
TEC, Chapter 65
[12] TEC, Chapter 65, Section 65.31
[13] Minutes of the Board of Regents Meeting No.
1019 held on July 11, 2007
UT System Board of Regents
Meeting Minutes and Dockets
[14] Texas Higher Education Coordinating Board
(THECB) Mission Statement Approval
THECB Website
[15] 2008-2009 Information Bulletin
UTSA Website
[16] UTSA Overview
[17] Mission, Vision, and Core Values
UTSA 2016: A Shared Vision
(Strategic Plan)
[18] Convocation Program
N/A
[19] Recruitment Brochures
[20] UTSA Quick Facts
Office of Institutional Research
Website
[21] UTSA Fall 2008 Fact Book
128
Comprehensive Standard 3.2.1 – CEO Evaluation/Selection
The governing board of the institution is responsible for the selection and the periodic
evaluation of the chief executive officer.
Compliance Judgment: Compliance
Narrative:
The University of Texas System (UT System) Board of Regents (Board), the governing
board for The University of Texas at San Antonio (UTSA) is responsible for the selection
and the periodic evaluation of the chief executive officer (president). Texas Education
Code (TEC), Chapter 51, Section d(3) [1] authorizes the Board to “appoint the
president or other chief executive officer of each institution under the board’s control
and management and evaluate the chief executive officer of each component institution
and assist the officer in the achievement of performance goals.”
As stated in the Rules and Regulations of the Board of Regents (Regents’ Rules), Rule
20201, Section 1 [2], the Board has the responsibility for the selection of the institution’s
president and provides guidance on how the selection process is to take place. A
Presidential Search Advisory Committee constituted according to Rule 20201, Section 1
[2], submits to the Board, through its chairperson, a list of no more than
ten recommended candidates with no preference indicated. The selection criteria are
based on the needs of the institution. The Board interviews the candidates and makes
the final decision. The president of UTSA, Dr. Ricardo Romo, was selected through this
process at the Board of Regents Meeting No. 919 [3] on February 10, 1999. At the
Board of Regents Meeting No. 921 [4] on May 13, 1999, Chairman Evans introduced
Dr. Romo as the president of UTSA effective May 17, 1999.
The president’s evaluation is addressed in the Regents’ Rules, Rule 31101, Section 1
[5]: “evaluation of the president of each institution is primarily the responsibility of the
appropriate Executive Vice Chancellor and shall occur annually.” The purpose of this
evaluation is stated in Regents’ Rules, Rule 30501, Section 1 [6]: “an annual evaluation
program for all employees (administrative, faculty and classified) within The University
of Texas System or any of its institutions is to be used for the improvement of
performance, promotion consideration, and merit salary review.”
Each fall, the chancellor and the executive vice chancellor for academic affairs receive
an annual work plan [7] from the president outlining the president’s goals for the coming
year. The work plan serves as the basis for the evaluation of the president’s
performance. The following spring, the president provides the chancellor and the
executive vice chancellor with an annual report that summarizes the accomplishment of
129
goals described in the work plan. The chancellor and the executive vice chancellor write
a one-page response to this report for the Board and then meet with the president to
discuss their response prior to meeting with the Board in August of each year. At the
Board of Regents Meeting No. 1036 [8] on August 13, 2008, the chancellor and
executive vice chancellor presented their responses to the Board in executive session.
The Board makes the final determination regarding the president’s evaluation. At the
Board of Regents Meeting No. 1036 [8] on August 13, 2008, the Board proposed the
president’s compensation for fiscal year 2009. A copy of the most recent evaluation of
the President's performance is enclosed [9].
Documentation:
Document
Source of Document
[1] Texas Education Code (TEC), Chapter 51,
Section 51.352 d(3)
TEC, Chapter 51
[2] Rules and Regulations of the Board of Regents
(Regents’ Rules), Rule 20201, Section 1
Regents’ Rules, Rule 20201
[3] Board of Regents Meeting No. 919 on February
10, 1999
Board of Regents Meeting
Minutes and Dockets
[4] Board of Regents Meeting No. 921 on May 13,
1999
[5] Regents’ Rules, Rule 31101, Section 1
Regents’ Rules, Rule 31101
[6] Regents’ Rules, Rule 30501, Section 1
Regents' Rules, Rule 30501
[7] President’s Work Plan 2008-09
N/A
[8] Board of Regents Meeting No. 1036 on August
13, 2008
Board of Regents Meeting
Minutes and Dockets
[9] Ricardo Romo Evaluation
N/A
130
Comprehensive Standard 3.2.2.1 - Institution’s Mission
The legal authority and operating control of the institution are clearly defined for the
following area within the institution’s governance structure: institution’s mission.
Compliance Judgment: Compliance
Narrative:
The legal authority and operating control of The University of Texas at San Antonio
(UTSA) is clearly defined for the mission of the institution. UTSA has a clearly defined
mission that has been legally authorized by the State of Texas, the Texas Higher
Education Coordinating Board (THECB), and The University of Texas System (UT
System) Board of Regents (Board).
Legal Authority
Texas Education Code (TEC), Chapter 51, Section 51.354 [1], discusses institutional
responsibility for higher education by stating that the University “has the general
responsibility to serve the public;” its role and mission are to "transmit culture through
general education; extend knowledge; teach and train students for professions; provide
for scientific, engineering, medical, and other academic research; protect intellectual
exploration and academic freedom; strive for intellectual excellence; provide educational
opportunity for all who can benefit from postsecondary education and training; and
provide continuing education opportunities." In addition, TEC, Chapter 61, Section
61.0511 [2], requires every university to establish a mission statement that addresses
the three essential components of higher education: teaching, research, and service.
Texas Administrative Code (TAC), Title 19, Part 1, Chapter 5, Subchapter B, Rule 5.21
[3], indicates that the THECB takes a role in developing and reviewing the missions of
Texas public institutions. Further, TAC, Rule 5.24(c) [4] states, as provided by TEC,
Chapter 61, Section 61.051(e) [5], “at least every four years the Board shall review the
role and mission statements, the table of programs and all degree and certificate
programs offered by each public senior university or health related institution.”
TEC, Chapter 65, Section 65.11 [6], delegates the power and authority to administer
The UT System to the Board. TEC, Section 65.31 [7], states that “the board is
authorized and directed to govern, operate, support, and maintain each of the
component institutions that are now or may hereafter be included in a part of The
University of Texas System.” TEC, Chapter 71, Section 71.02 [8], states that UTSA is
“under the organization and control vested under the Board of Regents of The
University of Texas System.” The Rules and Regulations of the Board of Regents
131
(Regents’ Rules), Rule 20201, Section 4 [9], states that “under the supervision and
direction of the appropriate Executive Vice Chancellor, the president has general
authority and responsibility for the administration of that institution.” Each university
thus has the appropriate degree of autonomy. Also see the narratives for Core
Requirement 2.3 [10] and Comprehensive Standards 3.2.6 [11], 3.2.7 [12] and 3.2.8 [13]
for more information.
Mission Statement
UTSA’s Mission Statement [14] reads as follows:
“The University of Texas at San Antonio is dedicated to the advancement of knowledge
through research and discovery, teaching and learning, community engagement and
public service. As an institution of access and excellence, UTSA embraces multicultural
traditions, serving as a center for intellectual and creative resources as well as a
catalyst for socioeconomic development for Texas, the nation and the world.”
This statement guides the institution’s operations and is communicated to the
institution’s constituencies through paper and electronic means. UTSA adheres to the
TEC requirements for an institution’s mission statement, expanding upon the concepts
of teaching, research, and service to ensure that it comprehensively describes the role
of the institution in a diverse, urban setting. The mission statement was last approved
at the Board of Regents Meeting No. 1019 [15] held on July 11, 2007.
In order to fulfill its mission, UTSA established a strategic plan, UTSA 2016: A Shared
Vision [16], that presents strategies for UTSA to become a premier public research
university, generating world-class research, providing access to educational excellence,
and preparing leaders for the global environment. The plan includes five strategic
initiatives, encompassing more than 30 goals: enriching educational experiences to
enable student success; serving society through creativity, expanded research, and
innovations; promoting access and affordability; serving the public through community
engagement; and expanding resources and infrastructure. Underpinning these
initiatives are three foundational themes: building programs that meet the needs of a
global society, promoting diversity, and fostering transformative leadership. In
addressing these themes, UTSA plans to draw on five areas of collaborative excellence:
health, security, energy and environment, human and social development, and
sustainability. The strategic plan is currently becoming operational through
the Implementation Plan 2008-2016 [17], which identifies strategies and related tasks
and assigns responsibility within the University for accomplishing those tasks.
132
Documentation:
Document
Source of Document
[1]
Texas Education Code (TEC), Chapter 51,
Section 51.354
TEC, Chapter 51
[2]
TEC, Chapter 61, Section 61.0511
TEC, Chapter 61
[3]
Texas Administrative Code (TAC), Title 19, Part
1, Chapter 5, Subchapter B, Rule 5.21
TAC, Title 19, Part 1, Chapter
5, Subchapter B
[4]
TAC, Title 19, Part 1, Chapter 5, Subchapter B,
Rule 5.24(c)
TAC, Title 19, Part 1, Chapter
5, Subchapter B, Rule 5.24
[5]
TEC, Chapter 61, Section 61.051(e)
TEC, Chapter 61
[6]
TEC, Chapter 65, Section 65.11
TEC, Chapter 65
[7]
TEC, Chapter 65, Section 65.31
[8]
TEC, Chapter 71, Section 71.02
TEC, Chapter 71
[9]
Rules and Regulations of the Board of Regents
(Regents’ Rules), Rule 20201, Section 4
Regents’ Rules, Rule 20201
[10] Core Requirement 2.3
Located within the UTSA
Compliance Certification Report
[11] Comprehensive Standard 3.2.6
[12] Comprehensive Standard 3.2.7
[13] Comprehensive Standard 3.2.8
[14] UTSA Mission Statement
UTSA Overview
[15] Board of Regents Meeting No. 1019 on July 11,
2007
Board of Regents Meeting
Minutes and Dockets
[16] UTSA 2016: A Shared Vision (Strategic Plan)
UTSA 2016: A Shared Vision
Website
[17] Implementation Plan 2008-2016
133
Comprehensive Standard 3.2.2.2 - Fiscal Stability of the Institution
The legal authority and operating control of the institution are clearly defined for the
following area within the institution’s governance structure: fiscal stability of the
institution.
Compliance Judgment: Compliance
Narrative:
The legal authority and operating control of The University of Texas at San Antonio
(UTSA) is clearly defined regarding the fiscal stability of the institution. UTSA’s
governance structure is outlined by state laws, University of Texas System (UT System)
policies, and local UTSA policies and procedures. The legal authority of UTSA to
operate as an institution of higher education is in the Texas Education Code (TEC),
Chapter 51, Section 51.352 [1] and Chapter 65, Section 65.31 [2] wherein the Board is
“authorized and directed to govern, operate, support, and maintain each of the
component institutions that are now or may hereafter be included in a part of The
University of Texas System.”
As to fiscal control, TEC, Chapter 61, Section 61.065 [3], requires the Texas comptroller
of public accounts and the Texas Higher Education Coordinating Board (THECB) to
“prescribe and periodically update a uniform system of financial accounting and
reporting” and to do so incorporating “in so far as possible . . . the provisions of the
financial accounting and reporting manual published by the National Association of
College and University Business Officers.” Texas Administrative Code, Title 19, Part 1,
Chapter 13 [4], sets forth the procedures for budget approval and financial reporting for
institutions in Texas, and the Rules and Regulations of the Board of Regents (Regents’
Rules), Rule 20501, Section 1 [5], establishes that “all accounting records and
procedures shall be subject to the approval of the institution’s chief business officer
(Vice President for Business Affairs) and The UT System Executive Vice Chancellor for
Business Affairs. The Executive Vice Chancellor for Business Affairs shall be
responsible for establishing internal controls to ensure that funds are expended and
recorded appropriately.” Additionally, Regents’ Rules, Rule 20201, Section 4.6 [6],
states that under the supervision of the Executive Vice Chancellor, the president has
general authority and responsibility for the administration of that institution to “ensure
efficient management of business affairs and physical property and [to] recommend
additions and alterations to the physical plant.” UTSA ensures fiscal stability by
adhering to these statutes, policies, and procedures. Furthermore, UTSA has
developed a Fiscal Management Operations Guide [7] that can be found on the Office
of Accounting website.
134
The UTSA Office of Audit, Compliance and Risk Services [8] provides additional fiscal
oversight. The Executive Director of Audit, Compliance, and Risk Services reports to
the president and to The UT System Audit and Compliance Offices. The Office of Audit,
Compliance and Risk Services conducts an annual audit [9] of the Annual Financial
Report under the direction of The UT System Audit Office.
Documentation:
Document
Source of Document
[1] Texas Education Code (TEC), Chapter 51,
Section 51.352
TEC, Chapter 51
[2] TEC, Chapter 65, Section 65.31
TEC, Chapter 65
[3] TEC, Chapter 61, Section 61.065
TEC, Chapter 61
[4] Texas Administrative Code (TAC), Title 19, Part
1, Chapter 13
TAC, Title 19, Part 1
[5] Rules and Regulations of the Board of Regents
(Regents’ Rules), Rule 20501, Section 1
Regents’ Rules, Rule 20501
[6] Regents’ Rules, Rule 20201, Section 4.6
Regents’ Rules, Rule 20201
[7] Fiscal Management Operations Guide
UTSA Business Affairs Website
[8] Office of Audit, Compliance and Risk Services
UTSA Website
[9] 2008 Annual Financial Report Audit
N/A
135
Comprehensive Standard 3.2.2.3 – Institutional Policy
The legal authority and operating control of the institution are clearly defined for the
following area within the institution’s governance structure: institutional policy, including
policies concerning related and affiliated corporate entities and all auxiliary services.
Compliance Judgment: Compliance
Narrative:
The Texas Education Code (TEC) clearly defines the legal authority and operating
control of The University of Texas at San Antonio (UTSA) concerning institutional policy,
including policies about related and affiliated corporate entities and all auxiliary
services. Based on TEC, Chapter 51, Section 51.352 [1] and Chapter 65, Section 65.31
[2], The University of Texas System's (UT System) Board of Regents (Board) is charged
to authorize, govern, operate, support, and maintain each UT System institution. These
laws delegate to the Board overall authority to establish broad institutional policies in the
institution’s handbook of operating procedures. UTSA's Handbook of Operating
Procedures (HOP), Chapter 9 [3] (see Sections 9.41 and 9.42), discusses affiliated
enterprises and auxiliary services and is in alignment with UT System policy.
UTSA has two affiliated corporate entities, the UTSA Alumni Association and the
Athletic Roadrunner Fund. As addressed in the Rules and Regulations of the Board of
Regents (Regents’ Rules), Rule 20501 [4], an institution’s chief business officer has the
responsibility over internal control for fiscal matters. Included in this obligation of Rule
20501, the chief business officer (Vice President for Business Affairs [VPBA]) has the
responsibility to ensure that UTSA is fiscally responsible and decisions are made
ethically regarding auxiliary services at the University. The narrative for Comprehensive
Standard 3.2.2.4 [5] discusses these entities.
Texas Government Code, Chapter 2252, Section 2252.061 [6], defines an auxiliary
service as “a business activity that is conducted at a state agency, provides a service to
the agency, and is not paid for with appropriated money.” For UTSA, Schedule B-3 [7]
of the Annual Financial Report (AFR) dated August 31, 2008, lists the University’s major
auxiliary services. A comprehensive auxiliary list [8] can be found in the 2008-09 UTSA
Budget for Auxiliary Enterprise Funds.
The Auxiliary Services department reports to the VPBA. The University provides
several auxiliary services such as:
•
•
Food court dining in various buildings, serviced by Aramark Dining;
University Bookstore, serviced by Follets (textbook warehouse);
136
•
•
•
Soft Drink vending, provided by Pepsi Co.;
Snack Vending; and
University Housing.
The HOP, Chapter 8, Section 8.11 [9], pertains to food service contracts: “The
governing board of an institution of higher education shall develop and implement
policies that provide the students at the institution with a reasonable opportunity to
appear before any committee or other entity that is determining whether a food service
provider should be selected or retained by the institution.”
UTSA’s Business Services Advisory Committee is chaired by the VPBA and is
comprised of students (including the Student Government Association president and
two students selected by him/her for one-year terms), faculty, and administrators. It
serves as the primary institutional vehicle to review the performance and provide
customer satisfaction feedback on the food service contract. It also reviews menu
selection, pricing, operating hour adjustments and other food service issues. The
committee further involves its student members in evaluating future food service
proposals and the technical evaluation of future food service bids. The committee must
meet with the Director of Dining Services a minimum of once per semester to discuss
new service offerings or enhancements to the program. It also must schedule town hall
meetings to allow all students the opportunity to meet with the director and University
staff responsible for monitoring the food service contract.
Documentation:
Document
Source of Document
[1] Texas Education Code (TEC), Chapter 51,
Section 51.352
TEC, Chapter 51
[2] TEC, Chapter 65, Section 65.31
TEC, Chapter 65
[3] Handbook of Operating Procedures (HOP)
Table of Contents (see Sections 9.41 and 9.42)
UTSA Website
[4] Rules and Regulations of the Board of Regents
(Regents’ Rules), Rule 20501
Regents’ Rules
[5] Comprehensive Standard 3.2.2.4
Located within the UTSA
Compliance Certification Report
137
Document
Source of Document
[6] Texas Government Code, Chapter 2252,
Section 2252.061
Texas Government Code,
Chapter 2252
[7] Schedule B-3
N/A
[8] Auxiliary List
N/A
[9] HOP, Chapter 8, Section 8.11
HOP Table of Contents
138
Comprehensive Standard 3.2.2.4 - Related Foundations
The legal authority and operating control of the institution are clearly defined for the
following area within the institution’s governance structure: related foundations (athletic,
research, etc.) and other corporate entities whose primary purpose is to support the
institution and/or its programs.
Compliance Judgment: Compliance
Narrative:
The legal authority and operating control of The University of Texas at San Antonio
(UTSA) is clearly defined for related foundations (athletic, research, etc.) and other
corporate entities whose primary purpose is to support the institution and/or its
programs. Rules and Regulations of the Board of Regents (Regents’ Rules), Rule
20201, Section 4.11 [1], authorizes the president “to assume active leadership in
developing private fund support for the institution in accordance with policies and
procedures established in the Regents’ Rules and Regulations.”
The president has the authority for fundraising entities and activities, as well as the
acceptance and reporting of gifts, as outlined in The University of Texas System Policy,
UTS138 – Gift Acceptance Procedures [2]. In addition, Regents’ Rules, Rule 60301,
Section 6 [3], states: “Internal foundations are not encouraged and shall not be
established or maintained except with the approval of the president of the institution, the
Vice Chancellor for External Relations, the appropriate Executive Vice Chancellor, the
Chancellor, and the Board of Regents."
The UTSA Development Office [4] serves as the clearinghouse and coordinating agent
for all private fundraising for UTSA. This office provides quality support services such
as prospect research, gift processing, preparation of endowment agreements and other
required gift documentation. It also provides donor relations programs to ensure the
cultivation, solicitation and stewardship of all private gifts. These activities adhere to the
policies and guidelines established in the Regents’ Rules and the UTSA Handbook of
Operating Procedures (HOP), Chapter 9, Section 9.23 [5].
UTSA has no foundations; however, the University has identified two affiliated
organizations whose primary purpose is to support UTSA. The UTSA Alumni
Association [6] is incorporated as a charitable organization under the Texas Nonprofit
Corporation Act and is qualified as a tax-exempt organization under Section 501(c)(3) of
the United States Internal Revenue Code of 1986. The purpose of the association is to
support policies of higher education and to support the educational activities and
mission of UTSA. All authority of the association and its governance and management
139
is exercised by its Board of Directors. The Roadrunner Athletic Fund [7] is a nonprofit
organization that raises private funds to support UTSA’s 16 intercollegiate athletic
programs. Its purpose is to build and sustain quality relationships with alumni, friends,
and constituents of UTSA Athletics, which in turn will provide the resources necessary
for UTSA student-athletes to achieve success and competitive excellence academically,
socially, and athletically.
Documentation:
Document
Source of Document
[1] Rules and Regulations of the Board of Regents
(Regents’ Rules), Rule 20201, Section 4.11
Regents’ Rules, Rule 20201
[2] UTS138 – Gift Acceptance Procedures
UT System Policy Office
[3] Regents’ Rules, Rule 60301, Section 6
Regents’ Rules, Rule 60301
[4] UTSA Development Office
UTSA Website
[5] Handbook of Operating Procedures (HOP),
Chapter 9, Section 9.23
HOP Table of Contents
[6] UTSA Alumni Association Bylaws
N/A
[7] Roadrunner Athletic Fund Bylaws
N/A
140
Comprehensive Standard 3.2.3 - Board Conflict of Interest
The governing board has a policy addressing conflict of interest for its members.
Compliance Judgment: Compliance
Narrative:
The governing board of The University of Texas at San Antonio (UTSA), The University
of Texas System (UT System) Board of Regents (Board), has a policy addressing
conflict of interest for its members.
The Rules and Regulations of the Board of Regents (Regents’ Rules), Rule 10102,
Section 1 [1], states that members of the Board are appointed by the governor of the
state of Texas, with the advice and consent of the Senate, and are therefore considered
state officers. Regents’ Rules, Rule 30104, Section 1 [2] indicates, “It is the law of this
state that a state officer or state employee may not have a direct or indirect interest,
including financial and other interests, or engage in a business transaction or
professional activity, or incur any obligation of any nature that is in substantial conflict
with the proper discharge of the officer’s or employee’s duties in the public interest.”
Additionally, Rule 30104, Section 2 [3] requires written disclosures and Section 3 [4]
requires adherence “to the laws, rules, regulations, and policies of applicable
governmental and institutional authorities and the standards of conduct provided by
Texas Government Code, Section 572.051 [5]. The failure to do so may be grounds for
disciplinary action, including termination.”
Texas Government Code, Chapter 572, Section 572.051 [5], defines standards of
conduct, including the avoidance of conflicts of interest, for state officers and state
employees. Section 572.001 [6] requires that “a state officer or state employee may not
have a direct or indirect interest, including financial and other interests, or engage in a
business transaction or professional activity, or incur any obligation of any nature that is
in substantial conflict with the proper discharge of the officer's or employee's duties in
the public interest,” and sets “a basis for discipline of those who refuse to abide by its
terms.” Furthermore, Section 572.005 [7] defines a substantial interest in a business
entity for a state officer or state employee. The Texas Ethics Commission published A
Guide to Ethics Laws for State Officers and Employees [8] to delineate what actions
constitute breaches of conflicts of interest and other unethical behavior.
Regents’ Rules, Rule 10401 [9], establishes procedures for the meetings of the Board
and its Standing Committees. Rule 10402 [10] establishes procedures for the selection
of committee members. Rule 10403 [11] establishes procedures for the attendance and
conduct of its meetings. The Board posts minutes of its meetings on The UT System
141
website for public view [12]. These measures further ensure that the Board avoids
conflicts of interest.
In order to ensure that Board members clearly understand their responsibilities with
regard to all standards, UT System publishes a "Standards of Conduct for Board of
Regents" [13]. This document details a wide range of standards, including conflict of
interest requirements. The standards of conduct state: "A member of the Board of
Regents is required to attend at least one training during the member's first two years of
service. The training program is required to include a seminar held annually in Austin
that is conducted by the staff of the Texas Higher Education Coordinating Board with
assistance from other state agencies. The training program includes information
concerning enabling legislation creating institutions of higher education, the role of the
Board of Regents, disciplinary and investigative authority of the Board of Regents, audit
procedures, requirements of the open meetings law and the open records law, conflict
of interest laws, and other ethics laws and policies. A member of the Board of Regents
is also required to attend open government training consisting of a one-hour course on
the Open Meetings Act. This is a one-time requirement and may be completed by
taking the free training offered through the Office of the Attorney General either online
or through a video." An example demonstrating that the Board is aware of, and takes
precautions to avoid, conflict of interest, is found in the February 2009 Board minutes
[14]: "To avoid any appearance of a possible conflict of interest, Regent Barnhill
abstained from vote on the proposed contract between Pepsi Bottling Group and The
University of Texas at Arlington on Page Docket - 8 because of stockholdings."
Documentation:
Document
Source of Document
[1]
Rules and Regulations of the Board of Regents
(Regents’ Rules), Rule 10102, Section 1
Regents’ Rules, Rule 10102
[2]
Regents’ Rules, Rule 30104, Section 1
Regents’ Rules, Rule 30104
[3]
Regents’ Rules, Rule 30104, Section 2
[4]
Regents’ Rules, Rule 30104, Section 3
[5]
Texas Government Code, Chapter 572, Section
572.051
Texas Government Code,
Chapter 572
142
Document
Source of Document
[6]
Texas Government Code, Chapter 572, Section
572.001
[7]
Texas Government Code, Chapter 572, Section
572.005
[8]
The Texas Ethics Commission: A Guide to
Ethics Laws for State Officers and Employees
The Texas Ethics Commission
[9]
Regents’ Rules, Rule 10401
Regents’ Rules
[10] Regents’ Rules, Rule 10402
[11] Regents’ Rules, Rule 10403
[12] Meeting Minutes & Dockets
Regents' Meetings
[13] Standards of Conduct for the Board of Regents
N/A
[14] Minutes of the Board of Regents Meeting No.
1043 held on February 11, 2009
UT System Board of Regents
Meeting Minutes and Dockets
143
Comprehensive Standard 3.2.4 - External Influence
The governing board is free from undue influence from political, religious, or other
external bodies, and protects the institution from such influence.
Compliance Judgment: Compliance
Narrative:
The University of Texas System (UT System) Board of Regents (Board) is free from
undue influence from political, religious, or other external bodies and protects the
institution from such influence.
Texas Education Code (TEC), Chapter 65, Section 65.02 [1], establishes The University
of Texas at San Antonio (UTSA) as a member of The UT System. TEC, Section 65.11
[2], designates the Board of Regents as the authorized governing board for UTSA. The
nine board members serve six-year staggered terms. The Board’s responsibilities,
including the issue of undue influence, are addressed in TEC, Chapter 51, Section
51.352 [3]: The Board “is expected to preserve institutional independence and to
defend its right to manage its own affairs through its chosen administrators and
employees.” Board members are appointed by the governor of Texas; these
appointments are subject to the approval of the Texas State Senate [4]. Per TEC,
Chapter 65, Section 65.12 [5], Board members are chosen to be representative of the
geographical and demographic diversity of the state. A student regent is also appointed
by the governor to serve a one-year term, expiring on May 31 of each year. Information
about each Board member is published by The UT System on its website under Current
Regents [6].
Rules and Regulations of the Board of Regents (Regents’ Rules), Rule 30104, Section
1 [7] states, “It is the law of this state that a state officer or state employee may not
have a direct or indirect interest, including financial and other interests, or engage in a
business transaction or professional activity, or incur any obligation of any nature that is
in substantial conflict with the proper discharge of the officer’s or employee’s duties in
the public interest.” Rule 30104, Section 2 [8], requires written disclosures and
adherence “to the laws, rules, regulations, and policies of applicable governmental and
institutional authorities and the standards of conduct provided by Texas Government
Code, Chapter 572, Section 572.051 [9]. The failure to do so may be grounds for
disciplinary action, including termination.” In addition, Regents’ Rule 30103 [10]
establishes the standards of conduct for all employees including Board members with
further prohibitions and protections against conflicts of interest such as sitting on outside
boards and running for political office. See the narrative for Comprehensive Standard
3.2.3 [11] for more details on conflict of interest policy concerning Board members.
144
Finally, Texas Government Code, Chapter 551, Section 551.001 [12], sets forth the
rules for “open meetings” of governmental bodies. These rules further ensure that the
actions of the Board are transparent and free of undue influence. The agendas and
minutes [13] of all Board meetings are posted by UT System on its website. A review of
these minutes will show that Board meetings and decisions involve wide participation by
Board members. No evidence is found that any political, religious, or external body
influences Board deliberations to decisions.
Documentation:
Document
Source of Document
[1]
Texas Education Code, (TEC), Chapter 65,
Section 65.02
TEC, Chapter 65
[2]
TEC, Chapter 65, Section 65.11
[3]
TEC, Chapter 51, Section 51.352
TEC, Chapter 51
[4]
Members of the Texas State Senate
Texas State Senate Website
[5]
TEC, Chapter 65, Section 65.12
TEC, Chapter 65
[6]
Current Regents
UT System Board of Regents
[7]
Rules and Regulations of the Board of Regents
(Regents’ Rules), Rule 30104, Section 1
Regents’ Rules, Rule 30104
[8]
Regents’ Rules, Rule 30104, Section 2
[9]
Texas Government Code, Chapter 572, Section
572.051
Texas Government Code,
Chapter 572
[10] Regents’ Rules, Rule 30103
Regents’ Rules
[11] Comprehensive Standard 3.2.3
Located within the UTSA
Compliance Certification Report
[12] Texas Government Code, Chapter 551, Section
551.001
Texas Government Code,
Chapter 551
[13] Regents’ Meetings
UT System Board of Regents
145
Comprehensive Standard 3.2.5 - Board Dismissal
The governing board has a policy whereby members can be dismissed only for
appropriate reasons and by a fair process.
Compliance Judgment: Compliance
Narrative:
The University of Texas System Board of Regents (Board) has a policy whereby
members can be dismissed only for appropriate reasons and by a fair process. The
Board is the authorized governing board for The University of Texas at San Antonio
(UTSA), as designated by Texas Education Code, Chapter 65, Section 65.11 [1]. Each
Board member is appointed by the governor and, as a state officer, is subject to the
laws that regulate state officers. The appointment of each Board member is subject to
the approval of the Texas State Senate [1]. Because Board members, as state officers,
are protected by state law from being dismissed without appropriate reasons and by an
unfair process, impeachment proceedings are required to dismiss them.
The impeachment and removal proceedings, which specifically include “a member,
regent, trustee or commissioner having control of a state institution,” are outlined in
Texas Government Code, Chapter 665 [2]. The power of impeachment is vested in the
Texas House of Representatives according to Texas Constitution, Article 15, Section 1
[3]. Additionally, Texas Constitution, Article 15, Section 9(a) [4] describes the
procedures for removal of an officer that had been previously appointed. This removal
can take place only if two-thirds of the Texas Senate approves the removal. If the
legislature is not in session when the governor desires to remove an officer, the
governor shall call a special session of the senate for consideration of the proposed
removal.
Documentation:
Document
Source of Document
[1] Texas Education Code (TEC), Chapter 65,
Section 65.11
TEC, Chapter 65
[2] Texas Government Code, Chapter 665
Texas Statutes - Government
[3] Texas Constitution, Article 15, Section 1
Texas Constitution, Article 15
[4] Texas Constitution, Article 15, Section 9(a)
146
Comprehensive Standard 3.2.6 - Board/Administration Distinction
There is a clear and appropriate distinction, in writing and practice, between the
policymaking functions of the governing board and the responsibility of the
administration and faculty to administer and implement policy.
Compliance Judgment: Compliance
Narrative:
There is a clear and appropriate distinction, in writing and practice, between the
policymaking functions of The University of Texas System (UT System) Board of
Regents (Board) and the responsibility of the administration and faculty of The
University of Texas at San Antonio (UTSA) to administer and to implement policy.
The Board is the authorized governing board for UTSA, as designated by Texas
Education Code, (TEC), Chapter 65, Section 65.11 [1]. The policymaking function of
the Board is outlined in TEC, Chapter 51, Section 51.352(b) [2], which states that “[t]he
governing board of an institution of higher education shall provide the policy direction for
each institution of higher education under its management and control.”
The Rules and Regulations of the Board of Regents (Regents’ Rules), Rule 10101 [3],
states that “the rules adopted by the Board have the same force as statutes.” Further,
to ensure that the rules provide the proper degree of autonomy to its institutions, Rule
10100 [4] states that the Regents’ Rules “should communicate an important governing
principle rather than specifying operational detail” and “avoid dictating policy or
procedure that could be better determined by an institution.” The Board holds regular
meetings in February, May, July, August, November, and December. The agenda items
and the minutes for each meeting of the Board illustrating the policymaking decisions
undertaken by the Board can be found on The UT System website [5].
Regents’ Rules, Rule 20101, Section 1 [6], defines the role of the chancellor as “[t]he
chief executive officer of The University of Texas System. The Chancellor reports to
and is responsible to the Board of Regents. The Chancellor heads the System
Administration, which is used by the Board to exercise its powers and authorities in the
governance of the U. T. System. The Chancellor has direct line responsibility for all
aspects of the U. T. System’s operations.”
Regents’ Rules, Rules 20201, Section 4 [7], defines the duties and responsibilities of
the institution’s president and specifically states that “[w]ithin the policies and
regulations of the Board of Regents and under the supervision and direction of the
appropriate Executive Vice Chancellor, the president has general authority and
147
responsibility for the administration of that institution.” Additionally, the president is
expected to
•
•
•
“develop and administer plans and policies for the program, organization, and
operation of the institution”;
“interpret the System policy to the staff, and interpret the institution's programs
and needs to the System Administration and to the public”; and
“develop and administer policies relating to students.”
Regents’ Rules, Rule 20201, Section 4.9 [8], requires that the president of each
institution prepare rules and regulations for the governance of the institution in the form
of a handbook of operating procedures. UTSA has published its own rules and
regulations called the Handbook of Operating Procedures (HOP) [9] that provides
institutional policies and procedures that support the Regent’s Rules. If a conflict arises
between any provision in the HOP and any provision in the Regents' Rules, the
provision in the Regents' Rules prevails and overrules any other provision. HOP,
Section 1.1 [10], describes the duties and responsibilities for the administrative officers
of UTSA.
Regents’ Rules, Rule 31004 [11], discusses the rights and responsibilities of the faculty
and outlines their primary duties in the four areas of teaching, research, administration,
and contribution to society. Further, Regents’ Rules, Rule 40101 [12], establishes the
faculty’s role in educational policy formulation for the institution: the “faculties of the
institutions regularly offering instruction shall have a major role in the governance of
their respective institutions in the following areas”:
•
•
•
•
•
•
general academic policies and welfare;
student life and activities;
requirements of admission and graduation;
honors and scholastic performance;
approval of candidates for degrees; and
faculty rules of procedure.
Documentation:
Document
Source of Document
[1]
Texas Education Code (TEC), Chapter 65,
Section 65.11
TEC, Chapter 65
[2]
TEC, Chapter 51, Section 51.352(b)
TEC, Chapter 51
148
Document
Source of Document
[3]
Rules and Regulations of the Board of Regents
(Regents’ Rules), Rule 10101
Regents’ Rules
[4]
Regents’ Rules, Rule 10100
[5]
Board of Regents’ Meetings
UT System Board of Regents
[6]
Regents’ Rules, Rule 20101, Section 1
Regents’ Rules, Rule 20101
[7]
Regents’ Rules, Rule 20201, Section 4
Regents’ Rules, Rule 20201
[8]
Regents’ Rules, Rule 20201, Section 4.9
[9]
Handbook of Operating Procedures (HOP)
UTSA Website
[10] HOP, Chapter 1, Section 1.1
HOP Table of Contents
[11] Regents’ Rules, Rule 31004
Regents’ Rules
[12] Regents’ Rules, Rule 40101
149
Comprehensive Standard 3.2.7 - Organizational Structure
The institution has a clearly defined and published organizational structure that
delineates responsibility for the administration of policies.
Compliance Judgment: Compliance
Narrative:
The University of Texas at San Antonio (UTSA) has a clearly defined and published
organizational structure that delineates responsibility for the administration of policies.
Organizational Charts
The organizational chart for UTSA is on the University website [1]. It illustrates the
major functional units within UTSA and identifies those responsible for these units.
Each of these units reports directly to the president. The president’s website [2] has
links to the homepages of these units, which include their organizational structures.
These units include the provost and vice president (VP) for Academic Affairs [3]; the VP
for Business Affairs [4]; the VP for Community Services [5]; the VP for Research [6]; the
VP for Student Affairs [7]; the VP for University Advancement [8]; the Office of Audit,
Compliance and Risk Services [9]; the Office of Legal Affairs [10]; and the Office of
External Affairs [11]. The president’s website also has links to The University of Texas
System (UT System) Board of Regents’ (Board) website [12] and The UT System
Chancellor’s website [13].
Administration of Policies
The Board mandates that the president of each component institution prepare a
handbook of operating procedures to provide rules and regulations for the governance
of the institution. This handbook is subject to the approval of the Executive Vice
Chancellor for Academic Affairs of The UT System. These rules and regulations cannot
conflict with any part of the Rules and Regulations of the Board of Regents (Regents’
Rules) [14]. The UTSA Handbook of Operating Procedures (HOP) [15] complies with
these requirements.
Regents’ Rules, Rule 20201, Section 4 [16], defines the duties and responsibilities of
the president of UTSA, who is the institution’s chief administrative officer. These duties
include developing, administering, and interpreting the University’s plans and policies.
The president, in conjunction with the executive and other offices listed above and the
deans of each college, carries out these duties in accordance with Regents’ Rules, Rule
20102 [17]. The duties of the administrative offices and officers who serve the president
are described in the HOP, Chapter 1, Section 1.1 [18].
150
The procedure for amending the HOP is detailed in the HOP, Chapter 9, Section 9.3
[19]. The president has designated the Office of Audit, Compliance and Risk Services
as the University office responsible for coordination of policy development and review.
However, Regents’ Rules, Rule 40101, Section 3 [20], also stipulates that faculty shall
have a major role in: general academic policies and welfare; student life and activities;
requirements of admission and graduation; honors and scholastic performance;
approval of candidates for degrees; and faculty rules of procedure. Therefore, new
policies or policy changes affecting these areas are reviewed by the Faculty Senate.
Please see the narrative for Comprehensive Standard 3.7.5 [21] for a discussion of this
aspect of policy.
Compliance with Policies and Procedures
Audit, Compliance and Risk Services [9] provides assurance and consulting services to
assist the president in ensuring the University’s policies and procedures are followed.
These services help the University accomplish its objectives by systematically
evaluating and improving the effectiveness of risk management, control, operational and
governance processes. They also ensure a level of accountability and compliance with
applicable laws, regulations, agreements and internal policies and procedures. UTSA’s
Institutional Compliance Function [22] and UTSA’s Internal Audit Function [23] monitor
adherence to UTSA's policies and procedures.
Audit, Compliance and Risk Services uses the University-wide Risk Management
(URM) [24] process as the primary risk assessment methodology. URM identifies risks
for the core business processes within the University at the executive, midmanagement, and department/operation levels and facilitates management plans to
mitigate identified risks. The president and vice presidents participate in an executivelevel risk assessment, which is incorporated into UTSA’s annual audit plan [25] and
annual compliance plan [26].
Electronic compliance training [27] is provided to new employees upon their
employment at the University and annually to existing benefits-eligible employees to
ensure that they are in compliance with UTSA policies and procedures.
Documentation:
Document
[1]
University Organizational Chart
Source of Document
UTSA Website
151
Document
Source of Document
[2]
Office of the President
[3]
Office of the Provost and Vice President for
Academic Affairs Organizational Chart
Office of the Provost and Vice
President for Academic Affairs
Website
[4]
Office of the Vice President for Business Affairs
Organizational Chart
Office of the Vice President for
Business Affairs Website
[5]
Office of the Vice President for Community
Services Organizational Chart
Office of the Vice President for
Community Services Website
[6]
Office of the Vice President for Research
Organizational Chart
Office of the Vice President for
Research Website
[7]
Office of the Vice President for Student Affairs
Organizational Chart
Office of the Vice President for
Student Affairs Website
[8]
Office of the Vice President for University
Advancement Organizational Chart
Office of the Vice President for
University Advancement
Website
[9]
Office of Audit, Compliance and Risk Services
Organizational Chart
Office of Audit, Compliance and
Risk Services Website
[10] Office of Legal Affairs
UTSA Website
[11] Office of External Affairs
[12] University of Texas System Board of Regents
UT System Website
[13] UT System Office of the Chancellor
[14] Rules and Regulations of the Board of Regents
(Regents’ Rules)
[15] Handbook of Operating Procedures (HOP)
UTSA Website
[16] Regents’ Rules, Rule 20201, Section 4
Regents’ Rules, Rule 20201
[17] Regents’ Rules, Rule 20102
Regents’ Rules
152
Document
[18] HOP, Chapter 1, Section 1.1
Source of Document
HOP Table of Contents
[19] HOP, Chapter 9, Section 9.3
[20] Regents’ Rules, Rule 40101, Section 3
Regents’ Rules, Rule 40101
[21] Comprehensive Standard 3.7.5
Located within the UTSA
Compliance Certification Report
[22] Institutional Compliance Function
Audit Compliance and Risk
Services Website
[23] Internal Audit Function
[24] University-Wide Risk Management Process
[25] Annual Audit Plan
[26] Annual Compliance Plan
[27] Compliance Training
153
Comprehensive Standard 3.2.8 - Qualified Administrative/Academic Officers
The institution has qualified administrative and academic officers with the experience,
competence, and capacity to lead the institution.
Compliance Judgment: Compliance
Narrative:
The University of Texas at San Antonio (UTSA) has qualified administrative and
academic officers with the experience, competence, and capacity to lead the institution.
As listed in the UTSA Handbook of Operating Procedures (HOP), Chapter 1, Section
1.1 [1], UTSA’s executive officers include the president, the provost and vice president
(VP) for Academic Affairs, the VP for Business Affairs, the VP for Community Services,
the VP for Research, the VP for Student Affairs, and the VP for University
Advancement. Within Academic Affairs, eight college deans along with the dean of the
Graduate School provide administrative oversight. Search plans are required for all
administrative and academic officers and must be approved by the president. These
plans contain the description of the position, the required qualifications, and the names
of the persons serving on the search committee. The committee chair maintains all of
these documents. As part of UTSA’s hiring and credentialing process, every
administrative and academic officer must submit a curriculum vitae (CV). Job
responsibilities of the administrative officers are evaluated with regard to their resumes
and CVs to ensure that their qualifications are appropriate. Administrative officers serve
without fixed terms and at the pleasure of the president.
Texas Education Code (TEC), Chapter 51, Section 51.948 [2], addresses the issue of
“qualified administration.” This code specifies that before an individual can be hired as
an administrative or academic officer, the governing board (The University of Texas
System [UT System] Board of Regents [Board]), “determines that the contract is in the
best interest of the institution.” In addition, the Rules and Regulations of the Board of
Regents (Regents’ Rules), Rule 20201 [3], defines the formal processes of selection
and evaluation of the president of any component institution.
Executive and Administrative Officers
The information provided below includes brief biographical information on UTSA’s
executive officers and links to detailed information (CVs/resumes) for those individuals.
It also includes the names of key administrative officers in each division of the
University and links to brief biographies and CVs for those individuals. Transcripts for
the president and vice presidents are available in the Human Resources office.
154
Ricardo Romo, President [4]
Ricardo Romo has served as president of UTSA since his appointment in May 1999.
He holds a master's degree in history from Loyola Marymount University and a Ph.D. in
history from The University of California, Los Angeles. Dr. Romo, a nationally respected
urban historian, has had a distinguished career as a professor, vice provost, and
university administrator in The University of California and The University of Texas (UT)
Systems. His monograph, East Los Angeles: History of a Barrio, was published by UT
Press, a leading publisher in the field. Dr. Romo has served in various editorial
capacities for top-ranked academic journals such as the Social Science Quarterly, New
Scholar, and Ethnic Affairs, as well as editing two monograph series. He was a fellow
at the Center for Advanced Studies in the Behavioral Sciences at Stanford University
from 1989 to 1990 and has received numerous fellowships and research grants,
including one from the Mellon Foundation and one from the National Endowment for the
Humanities. He has also received several teaching awards.
In addition to his achievements as a faculty member and administrator, Dr. Romo has
served on the President's Board of Advisers on Historically Black Colleges and
Universities. In 2004, former Secretary of State Colin Powell appointed Dr. Romo as a
US representative to the United Nations Educational Scientific and Cultural
Organization, and in 2005, Dr. Romo was appointed to the Board of Directors of the
Federal Reserve Bank of Dallas, San Antonio branch. Dr. Romo currently serves as the
vice chair. In 2008, he received the Distinguished Alumnus Award from the Texas Exes
Alumni Association. Dr. Romo was elected Chairman of the Board for the San Antonio
Hispanic Chamber of Commerce (the largest US Hispanic Chamber organization) for
2006. In 2007, Governor Rick Perry appointed Dr. Romo to serve on the Commission
for College Ready Texas. He serves on nearly 20 boards, many of them in San
Antonio. He is active on several museum boards and is especially proud of his work
with the United Way.
John H. Frederick, Provost and Vice President for Academic Affairs [5]
John H. Frederick earned his A.B. (Artium Baccalaurens) (1980) from Princeton
University and his A.M. (Artium Magister) (1982) and Ph.D. (1985) from Harvard
University. All his degrees are in chemistry. Following a three-year postdoctoral
research appointment at The University of Washington, Seattle, Dr. Frederick joined the
faculty of The University of Nevada, Reno (UNR), in 1988 as an assistant professor of
theoretical chemistry. He was tenured in 1993 and promoted to full professor in 1998,
becoming chair of the chemistry department in 1999. Dr. Frederick served as provost
155
and executive VP of UNR from July 2001 through June 2007. In June 2007, he
accepted a position as senior fellow with the National Association of State Universities
and Land Grant Colleges (NASULGC). While at NASULGC, he enlisted chief academic
officers, scientific professional societies, and education policy makers to launch a new
national initiative, the Science and Mathematics Teacher Imperative. In February 2008,
Dr. Frederick accepted the position of provost and VP for Academic Affairs at UTSA.
As provost, he is responsible for the academic mission of the University, including
oversight of all its colleges, undergraduate studies, graduate school, honors college,
faculty support, academic accountability, institutional research and many student
community-related initiatives.
The following individuals (links provided to brief biographies and CVs) hold key
administrative positions within the Office of the Provost and VP for Academic Affairs:
Vice Provosts
Julius M. Gribou, Executive Vice Provost [6]
David R. Johnson, Vice Provost for Academic and Faculty Support [7]
Sandra T. Welch, Vice Provost for Accountability and Institutional Effectiveness
[8]
Lawrence Williams, Vice Provost and Dean of Undergraduate Studies [9]
Jesse T. Zapata, Vice Provost, Downtown campus [10]
Ken Pierce, Vice Provost, Information Technology, and Chief Information Officer
[11]
Deans
Architecture - John D. Murphy, Jr., Dean [12]
Business - Lynda de la Vina, Dean [13]
Education and Human Development - Betty M. Merchant, Dean [14]
Engineering - Mauli Agrawal, Dean [15]
Graduate School - Dorothy Flannagan, Dean [16]
Honors - Richard Diem, Dean [17]
156
Liberal and Fine Arts - Daniel Gelo, Dean [18]
Library - Krisellen Maloney, Dean [19]
Public Policy - Dennis Haynes, Interim Dean [20]
Sciences - George Perry, Dean [21]
Vice Presidents
Kerry Kennedy, Vice President for Business Affairs [22]
Kerry Kennedy has over thirty years of experience in public higher education executive
financial and business management, corporate banking and public accounting. Almost
twenty of these years have been spent in public higher education at The UT System
Administration, The University of Alabama and most recently at UTSA. Since 2004, Mr.
Kennedy has served as the VP for Business Affairs at UTSA, where he is responsible
for budgeting and financial forecasting, human resources, facilities and capital
improvement projects, campus police operations and emergency preparedness,
environmental health and safety, purchasing and auxiliary services, including food
service, bookstore operations and parking and transportation operations.
The following individuals (links provided to brief biographies and CVs) hold key
administrative positions within the Office of the VP for Business Affairs:
Pamela Bacon, Associate Vice President, Administration [23]
Janet Parker, Associate Vice President, Financial Affairs [24]
Barbara Baran-Centeno, Associate Vice President, Human Resouces and
Management Development [25]
David Riker, Associate Vice President, Facilities [26]
Lenora Chapman, Assistant Vice President, Financial Affairs, and Controller [27]
David Hernandez, Chief of Police/Director of Public Safety [28]
Jude Valdez, Vice President for Community Services [29]
Jude Valdez obtained his Ph.D. in higher education management from The University of
Texas at Austin where he later served as assistant dean in the College of Liberal and
Fine Arts. Dr. Valdez serves as VP for Community Services at UTSA, where he
oversees the University’s outreach services and extension programs, including the
157
Institute for Economic Development, Institute of Texan Cultures, PREP Program, P-20
Initiatives, Office of Community Outreach, Office of Extended Education/Special Events,
UTSA Mexico Center and the Child and Adolescent Policy Research Institute. He was
responsible for the planning and development of the University’s Downtown campus.
Dr. Valdez’s twenty-year career at UTSA has included serving as the associate dean of
the College of Business, assistant to the president and founding director for the Institute
of Economic Development. While Dr. Valdez’s principle duties at UTSA are in the area
of administration, he has taught and continues to teach in the Department of
Management. He sits on the editorial board for two national small business and
entrepreneurship journals.
The following individuals (links provided to brief biographies and CVs) hold key
administrative positions within the Office of the VP for Community Service:
Robert McKinley, Associate Vice President [30]
Rudy Reyna, Executive Director, San Antonio Prefreshman Engineering Program
[31]
Rachel Ruiz, Assistant Vice President, P-20 Initiatives [32]
Timothy Gette, Executive Director, Institute of Texan Cultures [33]
Belinda Saldana, Director, Office of Community Outreach [34]
Harriett Romo, Director, Mexico Center, CAPRI [35]
Frank Salazar, Director, Office of Extended Education and Downtown Special
Events [36]
Robert W. Gracy, Vice President for Research [37]
Robert W. Gracy, who was named VP for Research at UTSA in March 2006, received
his bachelor of science degree in chemistry and biological sciences from California
Polytechnic University and his Ph.D. in biochemistry from The University of California,
Riverside. Dr. Gracy’s research focuses on aging and chronic diseases resulting from
oxidative damage. These include age-related damage to skin, the cornea, lens and
chronic neuropathies including Alzheimer’s disease. Dr. Gracy was the recipient of
Research Career Development and MERIT awards from the National Institutes of
Health and research awards from the American Chemical Society, World Affairs Council
of Greater Fort Worth and the AOA (Gutensohn-Denslow Award). He has published
approximately two hundred research papers and book chapters and holds several
patents in biotechnology. Dr. Gracy was a fellow of the Damon Runyon Cancer
158
Foundation at the Albert Einstein College of Medicine in New York City and a fellow of
the Alexander von Humboldt Foundation in Germany. He also has held visiting
professor positions in Germany, China, Thailand and Puerto Rico. In 1999, he was
appointed by the governor to serve on the Texas Healthcare Information Council. In
2001, he was appointed by the governor to serve on the Texas Council on Science and
Biotechnology Development. He serves as a consultant to the pharmaceutical and
biotechnology industries and is on the scientific advisory board and board of directors of
several such industries.
The following individuals (links provided to brief biographies and CVs) hold key
administrative positions within the Office of the VP for Research:
Jeffrey E. Kantor, Senior Associate Vice President, Research Development [38]
Marianne Woods, Senior Associate Vice President, Research Administration [39]
Arturo O. Ayon, Associate Vice President for Research Development [40]
Cory Hallam, Assistant Vice President for Commercialization [41]
Kenneth Porter, Assistant Vice President for Technology Transfer [42]
James J. Casey, Director of Contracts and Industrial Agreements [43]
Judith W. Grant, Director, Institutional Review Board [44]
James G. MacMillan, Research Compliance Director [45]
Marcel I. Perret-Gentil, University Veterinarian and Director, Laboratory Animal
Resources [46]
Gaige Paine, Vice President for Student Affairs [47]
Gage Paine holds a JD (Juris Doctor) from Texas Tech University and a Ph.D. in
educational administration from The University of Texas at Austin. Her dissertation, “A
Study of the Development of Services for Students with Disabilities at Selected
Universities,” focused on the impact of public policy on organization development in the
area of disability services. Prior to her current position as VP for Student Affairs at
UTSA, Dr. Paine served as VP for Student Affairs and dean of Student Life at Southern
Methodist University (SMU), Dallas, Texas (1997-2000) and associate dean of students
at The University of Texas at Austin, working in the areas of judicial affairs and disability
services (1986-1997). She has taught a variety of classes and workshops on effective
leadership at UTSA, Trinity University and SMU. She has also presented workshops at
numerous statewide and national conferences on topics such as the Americans with
159
Disabilities Act, sexual harassment, hazing, and legal issues in higher education. She
is a member of the National Association of Student Personnel Administrators
(TACUSPA). Locally, she is a member of the board of directors for the San Antonio
Youth Centers.
The following individuals (links provided to brief biographies and CVs) hold key
administrative positions within the Office of the VP for Student Affairs:
Samuel Gonzales, Associate Vice President for Student Affairs and Student
Services [48]
Kevin S. Price, Associate Vice President for Student Life and Dean of Students
[49]
Lisa Blazer, Assistant Vice President for Student Financial Aid and Enrollment
Services [50]
Joseph DeCristoforo, Assistant Vice President and Registrar [51]
George Norton, Assistant Vice President, Admissions, Orientation and Family
Programs [52]
Marjie M. French, Vice President for University Advancement [53]
Marjie M. French received a bachelor of arts degree from The University of St. Thomas
in Houston in May 1979. She joined UTSA as VP for University Advancement in
January 2008. Ms. French has more than 20 years of professional development
experience in fundraising and development, having held positions as VP of
development at The University of Texas at Dallas, associate director of development at
The University of Texas at Austin and supervisor of development programs at The
University of Houston. She has participated in campus development campaigns in
excess of $1.6 billion, and has experience supervising all aspects of development,
including operations, alumni relations, major gifts, annual fund, communications and
endowment services.
The following individuals (links provided to brief biographies and CVs) hold key
administrative positions within the Office of the VP for University Advancement:
David Gabler, Associate Vice President, Communications and Marketing [54]
Eric Gentry, Assistant Vice President, Development [55]
Jane Burton, Alumni Programs [56]
160
Documentation:
Document
Source of Document
[1]
Handbook of Operating Procedures (HOP),
Chapter 1, Section 1.1
HOP Table of Contents
[2]
Texas Education Code (TEC), Chapter 51,
Section 51.948
TEC, Chapter 51
[3]
Rules and Regulations of the Board of Regents
(Regents’ Rules), Rule 20201
Regents’ Rules
[4]
Ricardo Romo, President
N/A
[5]
John H. Frederick, Provost and Vice President
for Academic Affairs
N/A
[6]
Julius M. Gribou, Executive Vice Provost
N/A
[7]
David R. Johnson, Vice Provost for Academic
and Faculty Support
N/A
[8]
Sandra T. Welch, Vice Provost for
Accountability and Institutional Effectiveness
N/A
[9]
Lawrence Williams, Vice Provost and Dean of
Undergraduate Studies
N/A
[10] Jesse T. Zapata, Vice Provost, Downtown
Campus
N/A
[11] Ken Pierce, Vice Provost, Information
Technology, and Chief Information Officer
N/A
[12] John D. Murphy, Jr., Dean of the College of
Architecture
N/A
[13] Lynda de la Vina, Dean of the College of
Business
N/A
161
Document
Source of Document
[14] Betty M. Merchant, Dean of the College of
Education and Human Development
N/A
[15] Mauli Agrawal, Dean of the College of
Engineering
N/A
[16] Dorothy Flannagan, Dean of the Graduate
School
N/A
[17] Richard Diem, Dean of the Honors College
N/A
[18] Daniel Gelo, Dean of the College of Liberal and
Fine Arts
N/A
[19] Krisellen Maloney, Dean of the Library
N/A
[20] Dennis Haynes, Interim Dean of the College of
Public Policy
N/A
[21] George Perry, Dean of the College of Sciences
N/A
[22] Kerry Kennedy, Vice President for Business
Affairs
N/A
[23] Pamela Bacon, Associate Vice President,
Administration
N/A
[24] Janet Parker, Associate Vice President,
Financial Affairs
N/A
[25] Barbara Baran-Centeno, Associate Vice
President, Human Resources and Management
Development
N/A
[26] David Riker, Associate Vice President, Facilities N/A
[27] Lenora Chapman, Assistant Vice President,
Financial Affairs, and Controller
N/A
162
Document
Source of Document
[28] David Hernandez, Chief of Police/Director of
Public Safety
N/A
[29] Jude Valdez, Vice President for Community
Services
N/A
[30] Robert McKinley, Associate Vice President
N/A
[31] Rudy Reyna, Executive Director, San Antonio
Prefreshman Engineering Program
N/A
[32] Rachel Ruiz, Assistant Vice President, P-20
Initiatives
N/A
[33] Timothy Gette, Executive Director, Institute of
Texan Cultures
N/A
[34] Belinda Saldana, Director, Office of Community
Outreach
N/A
[35] Harriett Romo, Director, Mexico Center (CAPRI) N/A
[36] Frank Salazar, Director, Office of Extended
Education and Downtown Special Events
N/A
[37] Robert W. Gracy, Vice President for Research
N/A
[38] Jeffrey E. Kantor, Senior Associate Vice
President, Research Development
N/A
[39] Marianne Woods, Senior Associate Vice
President, Research Administration
N/A
[40] Arturo O. Ayon, Associate Vice President for
Research Development
N/A
[41] Cory Hallam, Assistant Vice President for
Commercialization
N/A
163
Document
Source of Document
[42] Kenneth Porter, Assistant Vice President for
Technology Transfer
N/A
[43] James J. Casey, Director of Contracts and
Industrial Agreements
N/A
[44] Judith W. Grant, Director, Institutional Review
Board
N/A
[45] James G. MacMillan, Research Compliance
Director
N/A
[46] Marcel I. Perret-Gentil, University Veterinarian
and Director, Laboratory Animal Resources
N/A
[47] Gaige Paine, Vice President for Student Affairs
N/A
[48] Samuel Gonzales, Associate Vice President for
Student Affairs and Student Services
N/A
[49] Kevin S. Price, Associate Vice President for
Student Life and Dean of Students
N/A
[50] Lisa Blazer, Assistant Vice President for
Student Financial Aid and Enrollment Services
N/A
[51
Joseph DeCristoforo, Assistant Vice President
and Registrar
N/A
[52] George Norton, Assistant Vice President,
Admissions, Orientation and Family Programs
N/A
[53] Marjie M. French, Vice President for University
Advancement
N/A
[54] David Gabler, Associate Vice President,
Communications and Marketing
N/A
[55] Eric Gentry, Assistant Vice President,
Development
N/A
164
Document
[56] Jane Burton, Director, Alumni Programs
Source of Document
N/A
165
Comprehensive Standard 3.2.9 - Faculty/Staff Appointment
The institution defines and publishes policies regarding appointment and employment of
faculty and staff.
Compliance Judgment: Compliance
Narrative:
The University of Texas at San Antonio (UTSA) defines and publishes policies
regarding appointment and employment of faculty and staff. All open positions can be
found on the Human Resources Employment Opportunities website [1]. Faculty and
staff positions at UTSA must be advertised appropriately. Faculty advertisements [2]
are monitored by the Office of the Vice Provost for Academic and Faculty
Support (VPAFS), and the Office of Equal Opportunity Services (EOS) [3]. The Office
of Human Resources reviews and approves advertisements for staff positions [4].
Faculty Appointment
Guidance for faculty appointments and the appropriate faculty titles for appointment are
provided by The University of Texas System (UT System) Rules and Regulations of the
Board of Regents (Regents’ Rules), Rule 31001 [5]. The definition of what constitutes a
faculty member at UTSA can be found in the UTSA Handbook of Operating Procedures
(HOP), Chapter 2, Section 2.1 [6]. In addition, the faculty recruiting policy is published
in the HOP, Chapter 2, Section 2.4 [7]. This policy addresses the appropriate
procedures to be used in advertising for faculty positions to ensure compliance with all
relevant laws and regulations. The faculty appointment policy is published in the HOP,
Chapter 2, Section 2.5(I) [8]. This policy describes the general faculty appointment
policy and provides relevant definitions involved in faculty appointments. This policy
applies to both initial appointments and reappointments. Faculty members are
appointed to one of the titles and tenure track status published in the HOP, Chapter 2,
Section 2.2 [9]. Details on all faculty hiring policies and practices are also published in
the UTSA Faculty Recruiting Manual [10], which is available on the website of
the VPAFS (VPAFS) and distributed in the mandatory training sessions for faculty
search committees. These sessions are conducted by staff from the Offices of the
VPAFS and EOS.
Faculty Employment
In addition to the appointment policies noted above, UTSA defines and publishes a wide
variety of policies and procedures covering the rights of faculty in the HOP, Chapter 2
166
[11]. See the narratives for Comprehensive Standards 3.7.1 [12], 3.7.2 [13], 3.7.3 [14],
3.7.4 [15], and 3.7.5 [16] for detailed discussions of important issues related to faculty.
Staff Appointment
The authority to appoint staff is delegated to the chief executive officer of each UT
System institution by the Board in its Regents’ Rules, Rule 30102 [17]. See the
narrative for Core Requirement 2.3 [18] for more information on the chief executive
officer. The UTSA staff recruitment policy is published in the HOP, Chapter 3, Section
3.2 [19].
Staff Employment
In addition to the appointment issues noted above, UTSA defines and publishes a wide
variety of policies and procedures related to the rights and duties of staff in the HOP,
Chapter 3 [20]. See the narrative for Comprehensive Standard 3.2.10 [21] for a
description of staff evaluations.
Administrative Staff Appointment
The HOP, Chapter 1, Section 1.1 [22], identifies and defines UTSA's administrative
officers. The policy on appointment and employment of executive-level administrative
personnel is published in the HOP, Chapter 1, Section 1.2 [23]. UTSA’s policy complies
with Regents’ Rules, Rule 20102 [24], which stipulates that “the president of each
institution [has] the responsibility for the appointment and dismissal of all other
administrative officers of each institution, including vice presidents, and deans,” subject
to the “prior approval of the appropriate Executive Vice Chancellor.” However, the
president is not required to seek prior approval for the appointment of department
chairs.
Administrative Staff Employment
Regents' Rules, Rule 31101 [25] and HOP, Chapter 1, Section 1.2 [23], provide
information on the evaluation of administrators other than the president. See the
narrative for Comprehensive Standard 3.2.10 [21] for a description of administrative
staff evaluations.
Other Employment Policies and Procedures - All Personnel
In addition to policies related to particular categories of employees, in the HOP,
Chapters 4 [26] and 9 [27], UTSA also defines and publishes policies addressing UT
167
System rules, and regulatory and legal issues that pertain to all personnel administrators, faculty and staff.
Documentation:
Document
Source of Document
[1]
UTSA Employment Opportunities
Human Resources Website
[2]
Advertisements
Vice Provost for Academic and
Faculty Support (VPAFS)
Website - Guidelines, Forms,
Manuals and other
Documentation - Faculty
Recruitment Manual 2008-2009
[3]
Office of Equal Opportunity Services
UTSA Website
[4]
Advertising
Office of Human Resources
Website – Recruitment
Guidelines
[5]
Rules and Regulations of the Board of Regents
(Regents’ Rules), Rule 31001
Regents’ Rules
[6]
Handbook of Operating Procedures (HOP),
Chapter 2, Section 2.1
HOP Table of Contents
[7]
HOP, Chapter 2, Section 2.4
[8]
HOP, Chapter 2, Section 2.5(I)
[9]
HOP, Chapter 2, Section 2.2
[10] Faculty Recruitment Manual 2008-2009
VPAFS Website - Guidelines,
Forms, Manuals and other
Documentation
[11] HOP, Chapter 2 Index
HOP Table of Contents
[12] Comprehensive Standard 3.7.1
Located within the UTSA
Compliance Certification Report
[13] Comprehensive Standard 3.7.2
168
Document
Source of Document
[14] Comprehensive Standard 3.7.3
[15] Comprehensive Standard 3.7.4
[16] Comprehensive Standard 3.7.5
[17] Regents’ Rules, Rule 30102
Regents’ Rules
[18] Core Requirement 2.3
Located within the UTSA
Compliance Certification Report
[19] HOP, Chapter 3, Section 3.2
HOP Table of Contents
[20] HOP, Chapter 3 Index
HOP Table of Contents
[21] Comprehensive Standard 3.2.10
Located within the UTSA
Compliance Certification Report
[22] HOP, Chapter 1, Section 1.1
HOP Table of Contents
[23] HOP, Chapter 1, Section 1.2
[24] Regents’ Rules, Rule 20102
Regents’ Rules
[25] Regents’ Rules, Rule 31101
[26] HOP, Chapter 4 Index
HOP Table of Contents
[27] HOP, Chapter 9 Index
HOP Table of Contents
169
Comprehensive Standard 3.2.10 - Administrative Staff Evaluations
The institution evaluates the effectiveness of its administrators on a periodic basis.
Compliance Judgment: Compliance
Narrative:
The University of Texas at San Antonio (UTSA) evaluates the effectiveness of its
administrators on a periodic basis.
Annual Reviews
The Rules and Regulations of the Board of Regents (Regents’ Rules), Rule 30501,
Section 1 [1], requires annual evaluations of all University of Texas System (UT
System) employees for three purposes: improvement of performance, consideration for
promotion, and merit salary review. As per UTSA’s Handbook of Operating Procedures
(HOP), Chapter 3, Section 3.1 [2], supervisors are expected to conduct a written
performance evaluation for all regular classified and administrative and professional
employees annually. The president reviews all vice presidents (VPs) each spring. All
VPs are required to review annually all administrative employees who report directly to
them. The provost/VP for Academic Affairs is required to review annually all
administrative employees who report directly to him or her, including the vice provosts
and deans. Deans are required to review annually the associate deans and department
chairs who report directly to them. Copies of all these evaluations are retained at the
Human Resources department.
Periodic Reviews
Regents’ Rules, Rule 31101 [3], provides a detailed procedure for conducting periodic
evaluations of administrators with input from faculty, staff, students, and (where
appropriate) external constituents. Section 2 specifies that “the evaluation of the vice
presidents and deans is primarily the responsibility of the president or delegate.”
Section 3 specifies that “[e]ach academic administrator below the level of president of
an institution should be reviewed at least every six years. A committee appointed by
the president or provost of the institution shall conduct the review. A written report will
contain the substance of the review.”
The HOP, Chapter 1, Section 1.2 [4] (under revision to separate its appointment and
evaluation components), delegates the evaluation of the provost/VP for Academic
Affairs to the president. Under normal circumstances, the provost/VP for Academic
Affairs is formally evaluated no later than the end of a six-year period of service. In this
170
periodic review, the president may consult faculty, student, staff and administrators as
he or she deems advisable using a multi-rater, team approach.
The HOP, Chapter 1, Section 1.2 [4], also delegates the evaluation of academic deans
to the provost/VP for Academic Affairs. Under normal circumstances, an academic
dean is formally evaluated no later than the end of a six-year period of service. In this
periodic review, the provost/VP for Academic Affairs may consult faculty, student, staff
and administrators as he or she deems advisable using a multi-rater, team approach.
The provost/VP for Academic Affairs may also conduct a developmental review after a
dean’s third year of service. This review is less extensive than the sixth year review;
however, it considers the same performance elements. The decision concerning
reappointment or non-reappointment of academic deans is made by the president upon
the recommendation of the provost/VP for Academic Affairs.
The Guidelines for the Appointment and Selection of Department Chairs [5] delegates
the evaluation of department chairs to the dean of the college. This evaluation is based
upon the chair's record in advancing the department’s role in the college’s mission.
Under normal circumstances, the dean solicits faculty input regarding the chair’s
performance in the fall semester of the third year of the chair’s term. The department
faculty’s written responses state the strengths and weaknesses of the chair’s record
and include their vote to recommend to the dean either to reappoint the chair for a
second term or to remove the chair. All comments to the dean are confidential to the
extent permitted under law. A chair is normally appointed to a three-year term that is
renewable at the discretion of the dean. The president, upon the recommendation of the
provost/VP for Academic Affairs and the dean, makes the final decision concerning
reappointment or non-reappointment of a department chair.
Copies of two recent dean evaluations are attached [6] [7], as well as the "Schedule of
Dean's Six Year Formal Reviews" [8]. In addition, a letter from the president [9] attests
to the regular evaluation of the vice presidents.
Documentation:
Document
Source of Document
[1] Rules and Regulations of the Board of Regents
(Regents’ Rules), Rule 30501, Section 1
Regents’ Rules, Rule 30501
[2] Handbook of Operating Procedures (HOP),
Chapter 3, Section 3.1
HOP Table of Contents
171
Document
Source of Document
[3] Regents’ Rules, Rule 31101
Regents’ Rules
[4] HOP, Chapter 1, Section 1.2
HOP Table of Contents
[5] Guidelines for the Appointment and Selection of
Department Chairs
Vice Provost for Academic and
Faculty Support Website –
Guidelines, Forms, Manuals and
other Documentation
[6] Dean 1 Evaluation
N/A
[7] Dean 2 Evaluation
N/A
[8] Schedule of Dean’s Six Year Formal Reviews
N/A
[9] Letter from the President Regarding Evaluation
of Vice Presidents
N/A
172
Comprehensive Standard 3.2.11 - Control of Intercollegiate Athletics
The institution’s chief executive officer has ultimate responsibility for, and exercises
appropriate administrative and fiscal control over, the institution’s intercollegiate
athletics program.
Compliance Judgment: Compliance
Narrative:
The president of The University of Texas at San Antonio (UTSA) has ultimate
responsibility for, and exercises appropriate administrative and fiscal control over,
UTSA’s intercollegiate athletics program. The University of Texas System (UT System)
Rules and Regulations of the Board of Regents (Regents’ Rules), Rule 20201, Section
4 [1], states: “Within the policies and regulations of the Board of Regents and under the
supervision and direction of the appropriate Executive Vice Chancellor, the president
has general authority and responsibility for the administration of that institution.” With
respect to the president’s responsibility for intercollegiate athletics, Regents’ Rules,
Rule 20201, Section 4.13 [2] states: “The president of each general academic
institution of The University of Texas System that engages in intercollegiate athletic
activities shall ensure that necessary rules and regulations are made so as to comply
with the current General Appropriations Act [3].” Specifically, the General
Appropriations Act, Article III, Section 9 [4] states, “no funds under control of
intercollegiate athletics may be used to purchase alcoholic beverages; no educational
and general funds appropriated may be used for the operation of intercollegiate
athletics.”
UTSA is a member of the National Collegiate Athletic Association (NCAA) [5] and the
Division I Southland Conference [6] and abides by the rules and regulations of both
organizations. NCAA Constitution, Article 2.1.1 [7], requires the chief executive officer
to be “responsible for all aspects of athletics program administration, including approval
of the budget and audit of all expenditures.” The UTSA president serves as a member
of the Council of Presidents of the Southland Conference, which conducts an annual
meeting to discuss conference and NCAA issues.
Administrative Control
As stated in UTSA’s Handbook of Operating Procedures (HOP), Chapter 7.1 [8], the
president appoints “the Athletic Director to administer the UTSA intercollegiate athletics
program. In concert with the Athletic Director, the President shall appoint all head and
assistant coaches and Athletic Department personnel. The President will assign the
Athletic Director’s responsibilities. The Athletic Director will then assign specific
173
responsibilities to all coaches and Athletic Department personnel.” The Student Affairs
Organizational Chart [9] shows that the athletic director reports directly to the vice
president for Student Affairs (VPSA), who in turn reports to the president. The athletic
director and the VPSA meet weekly to discuss athletics program issues. The VPSA
regularly briefs the president on major issues; the president provides guidance and
directions as necessary.
Additionally, UTSA has a standing committee on athletics, the Athletic Council (AC)
[10]. The president, an ex officio member of the AC, prepares the charge for the council
and designates the chairperson. The AC advises the president, through the VPSA, on
all matters of policy and procedures for the operation of the intercollegiate athletics
program to ensure compliance with all rules and regulations, including those of
the NCAA. The AC is an advisory body on all athletic program issues, including rules
compliance, institutional control, fiscal integrity, academic integrity and student-athlete
welfare. It has broad representation and includes students, faculty (including the faculty
athletics representative), representatives from each vice presidential area,
representatives from the Offices of Admissions, the Registrar, Financial Aid and
Institutional Compliance/Audit, and key athletics personnel (including the director of
athletics). The AC also reviews proposed NCAA legislation and provides input to the
president, faculty representatives and other involved parties. The president is ultimately
responsible for the conduct of Intercollegiate Athletics at UTSA; all recommendations of
the AC are advisory to the president. Minutes of the council [11], [12] reflect its role in
assisting and advising the president on all athletics issues and concerns.
According to the NCAA Constitution, Article 6.3 [13], every ten years, each NCAA
Division I member institution must conduct an institutional self-study. This self-study is
verified and evaluated by an external peer review team as a component of a certification
program to determine whether or not the institution is in compliance with the NCAA
Operating Principles. A primary component of the athletics certification process is to
confirm that the institution’s president provides the appropriate oversight to the
Department of Intercollegiate Athletics. On April 15, 2008, the NCAA Division I
Committee on Athletics Certification [14] announced that UTSA had been certified. The
external peer review team’s written report confirmed UTSA’s compliance with
appropriate presidential authority and oversight. Additionally, in accordance with the
NCAA Constitution, Article 30.3 [15], the president certifies each academic year that
UTSA is in compliance with NCAA rules (Certification of Compliance for Institutions
Form 08-I [16]).
174
Fiscal Control
The Department of Intercollegiate Athletics follows the same general budgeting process
used by all departments. During the spring semester of each year, the senior associate
athletics director for Business and Facilities works with the director of athletics, other
senior members of the department staff and all head coaches to develop a proposed
budget for the upcoming fiscal year. This proposed budget is then submitted to the
Office of the VPSA for approval. As a part of this budget development process, the
department also participates in numerous budget oversight activities. This includes, but
is not limited to, participation in annual student fee committee hearings, annual student
affairs budget hearings, annual university budget submission processes and
reconciliation of financial accounts, both for present year and upcoming year
projections. The Offices of both the VPSA and the vice president for Business Affairs
review the department’s annual budget. It is also included in the University budget,
which is submitted to the president’s executive level committee for Campus
Management and Operations. The final budget is then submitted to The UT System
Board of Regents (Board) for approval. In addition to the budget process, the
department annually reviews its pro forma statement to ensure that future revenue
projections are adequate to cover expenses. The pro forma statement is updated as
needed.
As outlined in the NCAA Constitution, Article 6.2.3 [17], The UT System Audit Office
annually performs the agreed-upon procedures required by the NCAA financial audit
guidelines on the accounting records and the system of internal controls of UTSA’s
intercollegiate athletic program. The purpose of the report is to ensure that UTSA’s
management is made aware of all recorded expenditures for athletic purposes and to
assist the institution in exercising control over expenditures made for or on behalf of the
intercollegiate athletics program. The president annually approves the agreed-upon
procedures that The UT System Audit Office will perform in the engagement
letter [18]. The NCAA Agreed-Upon Procedures Reports for the last three fiscal years
are provided to demonstrate compliance with this requirement [19], [20], [21]. UTSA
has taken corrective actions to implement all the recommendations from the NCAA
Agreed-Upon Procedures Reports.
The NCAA also requires that institutions submit revenues and expenses information to
their athletic department as well as other general information online by January 15th of
each year. The NCAA Revenue and Expenses Report [22] is reviewed and approved
by the president prior to submitting electronically through the NCAA Membership
Financial Reporting System [23].
175
Documentation:
Document
Source of Document
[1]
Rules and Regulations of the Board of Regents
(Regents’ Rules), Rule 20201, Section 4
Regents’ Rules, Rule 20201
[2]
Regents’ Rules, Rule 20201, Section 4.13
[3]
General Appropriations Act
State of Texas
[4]
General Appropriations Act, Article III, Section 9
General Appropriations Act
[5]
National Collegiate Athletic Association (NCAA)
Members
NCAA Website - About the
NCAA - Membership
[6]
Division I Southland Conference Website
N/A
[7]
NCAA Constitution, Article 2.1.1
NCAA Website
[8]
Handbook of Operating Procedures (HOP),
Chapter 7.1
HOP Table of Contents
[9]
Student Affairs Organizational Chart
Student Affairs Website - Vice
President for Student Affairs
(VPSA) - Organizational Chart
[10] University Standing Committee on Athletics
University Governance Website
- Standing Committees Athletics
[11] Athletics Council Meeting on November 11,
2008
N/A
[12] Athletics Council Meeting on December 12,
2008
N/A
[13] NCAA Constitution, Article 6.3
NCAA Website
[14] NCAA Committee on Athletics Certification
Announcement
N/A
[15] NCAA Constitution, Article 30.3
NCAA Website
176
Document
Source of Document
[16] Certification of Compliance for Institutions Form
08-I
N/A
[17] NCAA Constitution, Article 6.2.3
NCAA Website
[18] 2008 NCAA Agreed-Upon Procedures
Engagement Letter
N/A
[19] NCAA Agreed-Upon Procedures Report for
FYE 8-31-06
N/A
[20] NCAA Agreed-Upon Procedures Report for
FYE 8-31-07
N/A
[21] NCAA Agreed-Upon Procedures Report for
FYE 8-31-08
N/A
[22] NCAA Revenue and Expenses Report
N/A
[23] NCAA Membership Financial Reporting System
NCAA Website
177
Comprehensive Standard 3.2.12 - Fund-Raising Activities
The institution’s chief executive officer controls the institution’s fundraising activities
exclusive of institution-related foundations that are independent and separately
incorporated.
Compliance Judgment: Compliance
Narrative:
The president of The University of Texas at San Antonio (UTSA) controls the
institution’s fundraising activities. As the chief executive officer, the president is actively
involved in the direction and oversight of UTSA’s development program, either directly
or through delegated representatives of the UTSA University Advancement
organization. UTSA does not have institution-related foundations that are independent
and separately incorporated, as noted in the narrative and documentation for
Comprehensive Standard 3.2.13 [1].
The University of Texas System (UT System) Board of Regents (Board) has delegated
to the president general authority and responsibility for administration of the institution.
Rules and Regulations of the Board of Regents (Regents’ Rules), Rule 20201, Section
4.11 [2], states that the president is to “assume active leadership in developing private
fund support for the institution in accordance with policies and procedures established in
the Regents’ Rules and Regulations.” The president’s job description [3] further
documents his responsibility to “develop and administer plans and policies,” “supervise
expenditures,” and “assume active leadership in developing private fund support for the
institution.” Additionally, Regents’ Rules, Rule 60101, Section 5 [4] states, “[t]he Board
of Regents delegates to the Chancellor or the president of an institution . . . the authority
to accept conforming gifts, including pledges, other than gifts of real property, that are
not processed or administered by the Office of External Relations, and the authority to
take any and all desirable actions relating to the administration and management of gifts
accepted by the Chancellor or the president of the institution, as may be permitted by
applicable law, policies, these Regents’ Rules and Regulations, and the U.T.
System Gift Acceptance Procedures” [5].
Regents’ Rules, Rule 60301, Section 3 [6], authorizes the president to establish a
development board and to appoint its members. It also outlines the role and purpose of
the development board. The UTSA Development Board assists in the development
plans and programs of the University with an emphasis on increasing private support.
While the president has ultimate responsibility for all fundraising activities, he delegates
the planning and administration of a program of external support and the coordination of
178
fundraising activities to the Vice President for University Advancement (VPUA).
Pursuant to the delegated authority of the institution’s chief executive officer, the VPUA
serves as the control mechanism for all UTSA’s fundraising activities. As documented
in the VPUA’s job description [7], this vice president is a member of the University
leadership and is responsible for “planning and directing all philanthropic initiatives for
the University, including major and annual gifts, corporate, foundation, private
endowment development, grants, and alumni giving.” The VPUA meets with the
president weekly or more frequently as necessary.
The planning and administration of fundraising activities is further demonstrated through
gift acceptance policies and procedures, weekly meetings and periodic reports,
pursuant to the UTSA Handbook of Operating Procedures (HOP), Chapter 9, Section
9.23 [8]. This responsibility is managed and controlled by the Office of Development,
which reports to the VPUA. The VPUA maintains records of all gifts received and
ensures that such monies are deposited into appropriate accounts so that no gifts for
educational or general purposes are used for operation of intercollegiate athletics.
Moreover, the VPUA controls the constituent database for UTSA whereby donor visits,
solicitations, communications, and other affinities and involvement are tracked and
reviewed. Authorization to make a solicitation for a private gift for athletic purposes is
subject to the prior approval of the Office of Development. The HOP, Chapter 9,
Section 9.23 [8], further outlines the procedures for private gift solicitation:
“Coordination and clearance procedures apply to gift requests of $1,000 or more.
Requests below $1,000 must be checked against a master list of major donor
prospects. Multiple appeals to prospective donors with multiple interests (e.g., those
already on the master list) are coordinated through the ‘Request for Fundraising
Authorization and Priority’ form. This form is available from the Office of the VPUA and
the Office of Development. When volunteers or advisory board members are involved
in solicitation efforts on behalf of a college or other university unit, it is the responsibility
of the dean or unit director to assure that solicitation efforts by volunteers are
coordinated by these procedures.”
Each year, the Office of Audit, Compliance and Risk Services conducts a risk
assessment [9], [10] exercise involving input from persons knowledgeable about each
operational area of the University. Development activities are audited if the risk score
(which ranges from "low" to "severe") indicates that it provides a significant risk for the
area to meet its goals and objectives. See the list of development activities under
"University Relations and Alumni Affairs" in the risk tool. The audit plan, findings and
any corrections are communicated to the University Audit Committee (which includes
the president, all vice presidents, a member from UT System internal audit, and an
outside independent member with knowledge of audit and risk).
179
Documentation:
Document
Source of Document
[1]
Comprehensive Standard 3.2.13
Located within the UTSA
Compliance Certification Report
[2]
Rules and Regulations of the Board of Regents
(Regents’ Rules), Rule 20201, Section 4.11
Regents’ Rules, Rule 20201
[3]
President’s Job Description
N/A
[4]
Regents’ Rules, Rule 60101, Section 5
Regents’ Rules, Rule 60101
[5]
UTS138 - Gift Acceptance Procedures
University of Texas System
Policy Office Website
[6]
Regents’ Rules, Rule 60301, Section 3
Regents’ Rules, Rule 60301
[7]
Vice President for University Advancement’s
Job Description
N/A
[8]
Handbook of Operating Procedures (HOP),
Chapter 9, Section 9.23
HOP Table of Contents
[9]
Risk Assessment Request Email
N/A
[10] Risk Assessment Tool FY 09-10
N/A
180
Comprehensive Standard 3.2.13 – Institution-Related Foundations
Any institution-related foundation not controlled by the institution has a contractual or
other formal agreement that (1) accurately describes the relationship between the
institution and the foundation and (2) describes any liability associated with that
relationship. In all cases, the institution ensures that the relationship is consistent with
its mission.
Compliance Judgment: Compliance
Narrative: The University of Texas at San Antonio (UTSA) does not have any related
foundations or any relationships with other corporate entities whose primary purpose is
to support the institution and/or its programs. The Rules and Regulations of the Board
of Regents, Rule 60301, Section 6 [1] states: “Internal foundations are not encouraged
and shall not be established or maintained except with the approval of the president of
the institution, the Vice Chancellor for External Relations, the appropriate Executive
Vice Chancellor, the Chancellor, and the Board of Regents.”
Documentation:
Document
[1] Rules and Regulations of the Board of Regents,
Rule 60301, Section 6
Source of Document
Regents' Rules, Rule 60301
181
Comprehensive Standard 3.2.14 - Intellectual Property Rights
The institution’s policies are clear concerning ownership of materials, compensation,
copyright issues, and the use of revenue derived from the creation and production of all
intellectual property. These policies apply to students, faculty, and staff.
Compliance Judgment: Compliance
Narrative:
The University of Texas at San Antonio’s (UTSA) policies are clear concerning
ownership of materials, compensation, copyright issues, and the use of revenue derived
from the creation and production of all intellectual property. These policies apply to
faculty, staff and students.
The University of Texas System (UT System) has established the Intellectual Property
Policy and Guidelines [1] for faculty, staff and students regarding the ownership of
materials, compensation, copyright issues, and the use of revenue derived from the
creation and production of all intellectual property. The Rules and Regulations of the
Board of Regents (Regents’ Rules) are incorporated into the Intellectual Property Policy
and Guidelines and consist of the following:
•
•
•
•
•
•
Regents’ Rule 90101 [2] – Rules for Intellectual Property: Purpose, Scope,
Authority
Regents’ Rule 90102 [3] – Intellectual Property Rights and Obligations
Regents’ Rule 90103 [4] – Equity Interests
Regents’ Rule 90104 [5] – Business Participation and Reporting
Regents’ Rule 90105 [6] – Execution of Legal Documents Related to Intellectual
Property
Regents’ Rule 90106 [7] – Income from Intellectual Property
The review procedures established by these policies are intended to safeguard The UT
System's interest in intellectual property without significantly impeding the free
exchange of information or the right to publish. Under the basic policy, the ownership of
intellectual property rights initially resides in the inventor, author or creator. If the
intellectual property results from work done wholly on his or her own time and without
any UT System support, the inventor, author or creator retains all rights of ownership.
When intellectual property results from work done on UT System time, using its
facilities, or with any UT System support, the Institutional Patent Committee of the
appropriate component institution must submit any invention or discovery that the
creator believes may be patentable for consideration. The UT System administration
182
will review the recommendation of the institution and determine whether or not The UT
System desires to exploit its interest in the intellectual property.
If The UT System does not desire to exploit its interest in the intellectual property,
whether by seeking patent protection or otherwise, the creator is notified and is
thereafter free to deal with the intellectual property as he or she chooses. In such
instances, The UT System ordinarily will reserve a nonexclusive, royalty-free license to
use the intellectual property for research and teaching purposes.
When The UT System desires to exploit its interest in the intellectual property, the
creator must assign all rights to The UT System Board of Regents (Board). Exploitation
by The UT System may or may not involve filing a patent application. The UT System
Office of General Counsel and component institutions will cooperate in negotiating and
drafting patent and technology license agreements with interested third parties. Where
appropriate, entities that sponsor research projects may be granted preferential options
to license resultant inventions and technology. Income derived from commercial
exploitation of inventions or discoveries by The UT System is split 50/50 between the
creator and The UT System once licensing and patent prosecution costs are
recaptured. Subject to prior approval by the Board as an agenda item, each component
may include provisions in its handbook of operating procedures to adjust the allocation
of royalties between the creator and the System, but in no event may the creator
receive more than 50 percent or less than 25 percent. In some instances, The UT
System may contractually assign all or a portion of the intellectual property rights
associated with a particular grant or research program to the third party, in which case
the creator's rights are subject to the provisions of such contract.
To further assist administrators, faculty, staff and students in implementing the Basic
Intellectual Property policy, the Board has adopted a separate statement of policy and
guidelines for use in:
•
•
•
negotiating, reviewing and approving sponsored research agreements, patent
and technology license agreements with private entities [8];
trademark licenses agreements [9]; and
copyrighted materials [10].
The UTSA Handbook of Operating Procedures, Chapter 2, Section 2.27 [11], outlines
the policies regarding ownership of materials, compensation, copyright issues, and
allocation of revenue and is consistent with UT System Intellectual Property Policy and
Guidelines.
Additionally, UTSA is part of a consortium, South Texas Technology Management
(STTM) [12], which is a regional technology transfer office that serves UTSA, The
183
University of Texas at Brownsville, The University of Texas Pan American, and The
University of Texas Health Science Center at San Antonio. Its mission is to provide
comprehensive and integrated technology development services for the campuses. It
uses the most effective protection and commercialization strategies to stimulate and
capitalize on the University’s intellectual property portfolio, thereby achieving maximum
economic and humanitarian value for the institutions, its staff, and the community.
These policies have been followed, and from September 1, 2008 through July 10, 2009,
25 disclosures were submitted by UTSA faculty to STTM. In addition, with regard to
patents, UTSA filed four patent applications, no patents were issued, and one patent
was licensed during this same period.
Documentation:
Document
Source of Document
[1]
UT System Intellectual Property Policy and
Guidelines
UT System Office of General
Counsel Website
[2]
Rules and Regulations of the Board of Regents
(Regents’ Rules), Rule 90101
Regents’ Rules
[3]
Regents’ Rules, Rule 90102
[4]
Regents’ Rules, Rule 90103
[5]
Regents’ Rules, Rule 90104
[6]
Regents’ Rules, Rule 90105
[7]
Regents’ Rules, Rule 90106
[8]
UT System Guidelines for Management and
Marketing of Intellectual Property, Section 1
[9]
UT System Guidelines for Trademark Licensing
UT System Office of General
Counsel Website
[10] UTS107 – Use of Copyrighted Materials
UT System Policy Office
Website
[11] Handbook of Operating Procedures (HOP),
Chapter 2, Section 2.27
HOP Table of Contents
184
Document
[12] South Texas Technology Management (STTM)
Source of Document
UT System Website
185
Comprehensive Standard 3.3.1.1 - Educational Programs
The institution identifies expected outcomes, assesses the extent to which it achieves
these outcomes, and provides evidence of improvement based on analysis of the
results in the following area: educational programs, to include student learning
outcomes.
Compliance Judgment: Compliance
Narrative:
The University of Texas at San Antonio (UTSA) identifies expected outcomes, assesses
the extent to which it achieves these outcomes, and provides evidence of improvement
based on analysis of the results in the following area: educational programs, to include
student learning outcomes.
Each educational (academic) program at UTSA identifies student learning outcomes,
assesses whether the program has achieved those outcomes, and uses the results of
the assessments to improve the program. UTSA defines an academic program as a
program of study over a period of time that leads to a degree. Currently, UTSA offers
64 baccalaureate, 46 master’s, and 21 doctoral programs [1].
Academic program assessment is a fundamental part of UTSA’s institutional
effectiveness efforts. From 2000-2005, academic assessment was verified through an
annual report for which there was no standard template. Thus, the assessment reports
often addressed student learning outcomes in an inconsistent manner and format. In
2005, UTSA adopted a standard template [2] for academic programs to document
student learning assessment. However, only 64 percent of academic programs [3]
submitted reports using the template. An assistant vice provost for Assessment in the
Office of the Vice Provost for Accountability and Institutional Effectiveness was hired in
November 2006 to help develop and support a sustainable assessment process.
In 2007, the provost and vice president for Academic Affairs asked the assistant vice
provost for Assessment to review the existing assessment processes and to provide a
report [4] that provided a framework to strengthen student learning assessment at the
University. This report identified several weaknesses in the assessment processes,
such as a limited review process, inconsistent communication, and few faculty
development opportunities. As a result, a significant revision of the University’s policies
for Academic Program Assessment [5] and Academic Program Review [6] was
undertaken. These revised policies provide a renewed focus on outcome-based
assessment and the use of the results of assessment to make improvements that
enhance student learning.
186
UTSA implemented several changes in the assessment processes to address the
weaknesses identified in the report. Each college identified one or more administrators
(the majority at the associate dean level) to provide leadership and guidance for the
assessment of its educational programs. These individuals also serve on UTSA’s
Assessment Steering Committee [7]. This committee is charged with overseeing and
guiding academic assessment processes, ensuring quality through feedback, and
fostering a culture of assessment throughout the University (see meeting agendas [8],
[9], [10] for evidence of committee activities).
The current process includes a review of the assessment plans and reports at the
department and college level. The lack of common terms and definitions was identified
as a barrier to effective communication regarding assessment. This problem was
addressed by developing a list of definitions of common assessment terms [11]. In
addition, an assessment website [12] was developed to provide information and
resources to support assessment throughout the University. UTSA thus adopted an
annual process for program assessment that ensures student learning outcomes are
defined and effectively assessed and that the results are used to enhance student
learning. A series of assessment workshops [13] were offered to support the faculty in
refining their assessment plans using the Assessment Report Template [14]. In fall
2007, 94 percent of academic programs prepared and submitted assessment plans; the
remainder of these plans was completed by June, 2008 [15].
The University uses a software system, TracDat [16], to manage the assessment
process and to foster continuous improvement of educational programs [17]. The
TracDat system is used to plan, manage, and document results, as well as to document
the use of results for program improvement. Each academic program’s assessment
plan includes outcomes, assessment methods, findings/results, and actions planned
and taken for improvement. TracDat has five basic steps: (a) unit definition (mission
statement and goals), (b) outcomes, (c) assessment methods, (d) results, and (e)
actions. These elements are combined into an assessment report within the TracDat
system. This system helps to keep the focus on improving programs by linking specific
actions taken to a particular assessment method. In addition, this model facilitates the
longitudinal examination of program improvements rather than using single snapshots in
time.
Assessment of student learning in each academic program is the responsibility of the
faculty in the program. Each program has a designated assessment program
coordinator [18] responsible for organizing the program’s assessment process, ensuring
faculty participation, and preparing the assessment reports. Typically, faculty members
meet at the start of each assessment cycle to discuss their assessment plan and at
187
the end of each cycle to discuss the results of their assessment and how the results
may be used to make improvements. Samples of program assessment reports include:
College of Architecture
BS- Interior Design [19], MARCH Architecture [20]
College of Business
BBA - Common Body of Knowledge [21],
MS - Statistics [22], Ph.D. - Business
Management Studies and Organization
[23]
College of Education and Human
Development
BA - Interdisciplinary Studies [24], MA Counseling [25], Ph.D. - Cultural Literacy
Language [26]
College of Engineering
BS - Civil Engineering [27], MS Mechanical Engineering [28], Ph.D.Electrical Engineering [29]
College of Liberal and Fine Arts
BA - Communications [30], MA - Political
Science [31], Ph.D. - English [32]
College of Public Policy
BA - Criminal Justice [33], MPA - Public
Administration [34]
College of Sciences
BS - Biology [35], MS - Computer
Science [36], Ph.D. - Cell and Molecular
Biology [37]
All of the academic program assessment reports generated through TracDat are
available for review in the UTSA Assessment Portfolio [38].
One notable exception to the assessment processes described above is the Online
MBA program, which is the sole online degree program offered by UTSA. UTSA
participates in the UT-TeleCampus (UTTC) [39], which is the central unit that supports
distance learning programs for the institutions within The University of Texas System
(UT System). UTTC has established committees that are charged with oversight of
quality issues of courses offered. Ongoing monitoring of courses and program quality
will be the responsibility of both the institutions and these collaborative groups [40].”
Standards for UTTC courses are consistent with courses taught on the individual
campuses as described in the UTTC Principles of Good Practice Agreement [41]. In its
188
role as a participating institution, UTSA has responsibility for monitoring and assessing
[42] the two MBA courses that it provides for the degree
The Assessment Steering Committee representative within each college works with the
program assessment coordinators to ensure the quality of the program assessments,
the effective functioning of the assessment process, and compliance with institutional
expectations as articulated in the UTSA Principles of Academic Affairs Assessment [43].
Department chairs review the assessment reports and consider the results of
assessment in departmental planning and potential budget requests that are submitted
to the dean. Within each college, these requests are reviewed and prioritized to align
with University, department, and program goals and needs. Following these meetings,
the dean meets with the provost to review the prioritized list of the college’s budget
requests. Then the provost prioritizes the college requests and submits the finalized
items to the overall budget request process. A detailed description of linkage between
budget and planning is provided in the narrative for Core Requirement 2.5 [44].
An additional level of assessment is provided by the program review process, which is a
multiyear evaluation of academic programs at UTSA [45]. As mentioned above, this
policy was recently revised to unambiguously require documentation of student learning
outcomes assessment, as well as to incorporate undergraduate programs into the
review process. The elements of this review process include a self-study, an external
review, a final report of recommendations, and a follow-up report. The process begins
with the program faculty conducting a 12-18 month self study that includes basic
information about the program, an assessment of the program’s strengths and
weaknesses, and a vision for the future of the program (e.g. Biotechnology Self Study
Report [46]). After the self study is completed, an external review of the program is
conducted by a committee that includes outside consultants who must be recognized
authorities in the program area under review. These consultants are nominated by the
program and reviewed and approved by the dean. Following the site visit, the external
reviewers submit a report that summarizes their evaluation and recommendations for
improvement (e.g. Biotechnology External Evaluators Report [47]). The program may
elect to submit a written response to the report at this time. A final report that
summarizes the self-study comments, the reviewer’s comments, and the written
responses from the program is prepared (e.g. Biotechnology Final Report [48]). During
the next academic year, a follow-up meeting with the program is scheduled to discuss
any recommendations made during the review and what steps have been taken to
address the concerns raised (e.g. Biotechnology Follow-up Report [49]). The provost is
provided a summary report of the results of the follow-up meetings [50].
Other examples of recent reviews completed include:
189
Program
SelfStudy
External
Evaluator Report
Final
Report
Follow-up
report
MS in Finance
[51]
[52]
[53]
[54]
MS in Management of Technology
[55]
[56]
[57]
[58]
MA in Political Science
[59]
[60]
[61]
[62]
Documentation:
Document
Source of Document
[1]
Degree Program Semester Credit Hour Table
N/A
[2]
Outcome Assessment Report Template
N/A
[3]
Program Inventory
N/A
[4]
A Plan to Strengthen the Assessment of
Student Learning at UTSA
N/A
[5]
Handbook of Operating Procedures (HOP),
Chapter 2, Section 2.21
HOP Table of Contents
[6]
HOP, Chapter 2, Section 2.39
[7]
Assessment Steering Committee
N/A
[8]
Assessment Steering Group Agenda-June 27,
2008
N/A
[9]
Assessment Steering Group Agenda - August
4, 2008
N/A
[10] Assessment Steering Group Agenda –October
2, 2008
N/A
[11] Common Assessment Terms
N/A
[12] Assessment Website
UTSA Website
190
Document
Source of Document
[13] Introduction to Student Learning Outcomes
Assessment Workshop
N/A
[14] Assessment Report Template
N/A
[15] 2008 TracDat Summary Report
N/A
[16] TracDat Enterprise Login
N/A
[17] TracDat Implementation Timeline
N/A
[18] Assessment Coordinators 2008-09
N/A
[19] Assessment Report - BS - Interior Design
N/A
[20] Assessment Report - MARCH - Architecture
N/A
[21] Assessment Report - BBA- Common Body of
Knowledge
N/A
[22] Assessment Report - MS - Statistics
N/A
[23] Assessment Report - Ph.D. - Business
Management Studies and Organization
N/A
[24] Assessment Report - BA - Interdisciplinary
Studies
N/A
[25] Assessment Report - MA - Counseling
N/A
[26] Assessment Report - Ph.D. - Cultural Literacy
Language
N/A
[27] Assessment Report - BS - Civil Engineering
N/A
[28] Assessment Report - MS - Mechanical
Engineering
N/A
[29] Assessment Report - Ph.D. - Electrical
Engineering
N/A
[30] Assessment Report - BA - Communications
N/A
191
Document
Source of Document
[31] Assessment Report - MA - Political Science
N/A
[32] Assessment Report - Ph.D. - English
N/A
[33] Assessment Report - BA - Criminal Justice
N/A
[34] Assessment Report - MPA - Public
Administration
N/A
[35] Assessment Report - BS - Biology
N/A
[36] Assessment Report - MS - Computer Science
N/A
[37] Assessment Report - Ph.D. - Cell and Molecular N/A
Biology
[38] UTSA Assessment Portfolio
N/A
[39] UT-TeleCampus (UTTC) Website
UTTC Website
[40] UTTC Policies Website
[41] UTTC Principles of Good Practice Agreement
N/A
[42] Online MBA Assessment Report 2008
N/A
[43] Principles of Academic Affairs Assessment
N/A
[44] Comprehensive Standard 2.5
Located within the UTSA
Compliance Certification Report
[45] HOP, Chapter 2, Section 39
HOP Table of Contents
[46] Biotechnology Self Study Report
N/A
[47] Biotechnology External Evaluators Report
N/A
[48] Biotechnology Final Report
N/A
[49] Biotechnology Follow-up Report
N/A
[50] Program Review Follow-up Summary Report
N/A
192
Document
Source of Document
[51] Finance Self Study Report
N/A
[52] Finance External Evaluators Report
N/A
[53] Finance Final Report
N/A
[54] Finance Follow-up Report
N/A
[55] Management of Technology Self Study Report
N/A
[56] Management of Technology External
Evaluators Report
N/A
[57] Management of Technology Final Report
N/A
[58] Management of Technology Follow-up Report
N/A
[59] Political Science Self Study Report
N/A
[60] Political Science External Evaluators Report
N/A
[61] Political Science Final Report
N/A
[62] Political Science Follow-up Report
N/A
193
Comprehensive Standard 3.3.1.2 - Administrative Support Services
The institution identifies expected outcomes, assesses the extent to which it achieves
these outcomes, and provides evidence of improvement based on analysis of the
results in the following area: administrative support services.
Compliance Judgment: Compliance
Narrative:
The University of Texas at San Antonio (UTSA) identifies expected outcomes, assesses
the extent to which it achieves these outcomes, and provides evidence of improvement
based on analysis of the results in the following area: administrative support services.
Each of the departments within Business Affairs [1] has established goals and
measurable objectives, which are tracked and assessed periodically. Goals are
reviewed annually and updated or modified as necessary, based on the results of
assessment. These goals may also be modified or new goals added to meet emerging
needs and changing conditions. These goals support the strategic initiatives outlined in
UTSA 2016: A Shared Vision [2], the University’s strategic plan, as well as specific
Business Affairs strategic initiatives.
The associate vice presidents in Business Affairs are responsible for the development
of an assessment plan for their units. Each annual report includes outcomes,
assessment methods, findings/results, and actions planned and taken for improvement.
This process is facilitated using TracDat, the software system used by UTSA to facilitate
the planning, management, and documentation of results, as well as the actions taken
to improve performance. Samples of administrative support unit assessment reports
are provided in the Business Auxiliary Services Assessment Report [3] and the Human
Resources Assessment Report [4]. All the administrative support unit reports generated
through TracDat are available in the UTSA Assessment Portfolio [5].
Each office within Business Affairs identifies the assessment measures for each
objective supporting a goal appropriate for its unit; hence, these measures may vary
widely. They may include counting the number of participants or users, measuring
response time, and measuring the number of incidents or results of satisfaction surveys.
Process improvement [6], including documenting current processes, is an ongoing
activity in each of the offices within Business Affairs. In addition, the vice president for
Business Affairs has initiated an effort to select one or two processes for improvement
each year that will have the most impact on business service customers/users.
Focusing on these process improvements will ensure an effective use of resources.
194
Offices within Business Affairs have been engaged in building a strong foundation for
the delivery of the highest quality business services. Examples of initiatives recently
completed or currently in progress include:
•
•
•
•
•
•
•
•
•
•
•
Financial Affairs [7], an office within Business Affairs, has updated and fully
documented key processes. An excellent example is the Administrative
Operational Guidelines for Tuition and Fees [8] effective July 1, 2008;
Business Affairs led the effort to update the Campus Master Plan [9], which was
completed in late spring 2009 and provides a vision for the physical growth of
UTSA; the Campus Master Plan incorporates many strategic elements, including
the addition of more traditional on-campus housing, an increase in opportunities
for campus-life initiatives, and goals to ensure that the campus is functional and
appealing;
A campus-wide way-finding initiative [10], the foundations of which are included
in the Campus Master Plan, will support several strategic goals and address
concerns of students, campus visitors, and others;
The Office of Facilities [11] developed and implemented a Project Management
Charter [12] that describes a process for working with The University of Texas
System's (UT System) Office of Facilities Planning and Construction and other
offices at UTSA;
Increased use of technology, such as the development of an electronic direct
deposit initiation form that updates Banner [13], e-billing and email notification
systems;
Making convenient visitor parking available in UTSA’s first full-service parking
garage [14];
Expansion of dining services [15] with a contract with a new dining services
provider;
Implementation of a biennial survey of organizational excellence [16], an
assessment tool used to develop new strategies for improving employee job
satisfaction and effectiveness;
Hosting an annual Business Affairs Forum [17] to which all Business Affairs
employees are invited;
Implementing a Welcome Program [18] and orientation for all new Business
Affairs employees, as well as employee recognition programs; and
Publishing a monthly newsletter [19].
195
Documentation:
Document
Source of Document
[1]
Business Affairs
UTSA Website
[2]
UTSA 2016: A Shared Vision (Strategic Plan)
UTSA 2016: A Shared Vision
Website
[3]
Business Auxiliary Services Assessment Report N/A
[4]
Human Resources Assessment Report
N/A
[5]
UTSA Assessment Portfolio
N/A
[6]
Business Affairs Process Improvement
Priorities Survey
N/A
[7]
Financial Affairs
UTSA Website
[8]
Administrative Operational Guidelines – Tuition
and Fees
N/A
[9]
Campus Master Plan
UTSA Website
[10] Way-finding Initiative
N/A
[11] Office of Facilities
UTSA Website
[12] Project Management Charter
N/A
[13] Banner
Office of Information
Technology Website
[14] Visitor Parking Brochure
UTSA Parking Website
[15] “ARAMARK Selected as UTSA Dining Vendor" - UTSA Today Website
UTSA Today article
[16] Higher Education Excellence Survey
N/A
[17] Business Affairs Forum Agenda
N/A
196
Document
Source of Document
[18] Business Affairs New Employee Welcome
Program
N/A
[19] Business Horizons (monthly newsletter)
N/A
197
Comprehensive Standard 3.3.1.3 - Educational Support Services
The institution identifies expected outcomes, assesses the extent to which it achieves
these outcomes, and provides evidence of improvement based on analysis of the
results in the following area: educational support services.
Compliance Judgment: Compliance
Narrative:
The University of Texas at San Antonio (UTSA) identifies expected outcomes, assesses
the extent to which it achieves these outcomes, and provides evidence of improvement
based on analysis of the results in the following area: educational support services.
Each educational support services unit at UTSA is assessed annually and documented
within TracDat, the University's software system that manages the assessment process.
All of the educational support services reports generated through TracDat are available
in the UTSA Assessment Portfolio [1].
UTSA provides a wide variety of educational support services for students, which are
housed in the departments of Academic Affairs [2] and Student Affairs [3]. All
educational support units are committed to student success and continuous
improvement as evidenced by their ongoing assessment activities.
Department of Student Affairs
The Department of Student Affairs has created a rolling two-year planning cycle [4] for
strategic planning and assessment that incorporates appropriate goals and strategic
initiatives outlined in UTSA 2016: A Shared Vision, the University’s strategic plan, as
well as specific strategic initiatives for Student Affairs. The vice president for Student
Affairs has appointed a Student Affairs Assessment Team [5] representing each of the
six major areas of the division to track and monitor assessment plans. All departments
also submit an annual report [6] indicating assessment results, accomplishments,
industry trends, issues and challenges and goals for the upcoming year. Student Affairs
had 100 percent compliance with the requirement to engage in assessment and use the
results for improvement.
Student Affairs programs, activities and services are evaluated in a variety of formats,
including campus-wide surveys and satisfaction surveys, focus groups, interviews,
usage statistics, internal evaluations, and self-assessment surveys (pre- and post-).
Sample assessment reports (Campus Recreation [7], Career Services [8], Housing and
Residential Life [9]) for various Student Affairs units demonstrate the detail and
information obtained throughout the assessment cycle.
198
In addition to changes, improvements and increased efficiencies in several processes
and procedures, the following programs and services were implemented within Student
Affairs units in response to the findings from the various assessment activities:
•
•
•
•
•
•
•
•
•
•
Student Judicial Affairs created the E.P.I.C. Journey [10], a unique collaborative
strategy addressing violations of community standards by assessing skill sets in
four areas: engagement with the University, personal development,
interpersonal development and community membership. A survey [11] has been
created to measure what students have learned through the process and was
implemented in fall 2008;
Orientation and Family Programs [12] modified campus tours, created bilingual
tours, enhanced food offerings, and expanded the information fair at the
downtown campus;
Campus Recreation added programs and services [13] within all program areas
to enhance recreational and leisure opportunities;
Student Financial Aid and Enrollment Services [14] expanded outreach by adding
an additional full-time position and is planning to augment outreach via
technology (chats, blogs, YouTube);
The Office of the Registrar implemented Business Objects Web Intelligence
(WEBI) [15], providing interactive web-based reporting tools giving users the
ability to write their own reports quickly; training was provided and improvements
were made adding new fields, new data sources, and a new WEBI user guide
[16];
The University Career Center developed and implemented a Career and
Academic Four-Year Planning Guide [17], which offers students a standardized
written plan to follow for individualized career planning and development;
The University Career Center also implemented sessions on interview skills and
resume building beginning with the fall 2008 semester for all students
participating in on-campus interviews;
Student Health Services developed the Brief Alcohol Screening and Intervention
of College Students BASICS [18] program and “social norming” campaigns;
Housing and Residence Life [19] implemented a preventive maintenance
program as a result of survey results on work order completion; and
The Inclusion and Community Engagement Center (ICE) is developing a
Volunteer Services plan [20] for future events because a high percentage of
survey respondents indicated that service/volunteerism is somewhat important or
very important to them.
199
Academic Advising
UTSA has adopted a decentralized system through UTSA Undergraduate Academic
Advising whereby each college houses an advising center that supports its college’s
majors. Each advising center has developed a mission statement [21] in support of the
primary goal to provide academic advising and guidance that empowers students to
realize their full potential. Undergraduate Studies Support and Technology Services
(USSTS) [22] is responsible for the global coordination, planning and assessment of
academic advising at UTSA. USSTS provides general new advisor training,
coordination of professional development opportunities for advisors, technical support
for advising and general oversight of university wide outreach programs for students.
The college academic advising centers and USSTS utilize a number of assessment
methods to measure the effectiveness of advising which include NACADA Consultant
Reports [23], the UTSA Task Force Reports [24] for improving student success and
graduation rates, and usage statistics [25].
As a direct result of these assessment activities, Academic Advising has made the
following changes and/or improvements:
•
•
•
•
•
•
Developed and implemented an academic advisor career ladder [26];
Hired three additional staff members to maintain advising software and to provide
technical support to academic advising centers;
Developed a main undergraduate advising website [27];
Implemented a requirement that all UTSA students meet with an academic
advisor no later than the first semester of their sophomore year to develop
degree plans [28] showing semester-by-semester course selections and
expected graduation date;
Implemented a pre-graduation degree audit [29] for students with 90+ semester
credit hours to assist these students in verifying which courses they still need to
graduate; and
Purchased AdvisorTrac [30], implemented in summer 2009, to facilitate student
tracking and reporting and to enhance communication between advisors and
students.
Library
The UTSA Library is the primary provider of academic and research information for the
University and the surrounding community. Several methods of assessment are
employed by the library to evaluate its programs, resources and services. Such
methods include campus-wide surveys, focus groups, usage statistics, and tools to
200
evaluate student learning outcomes. Librarians base these assessments on adopted
practices for academic libraries in higher education. For example, in fall 2006, the
library conducted the LibQual+TM survey [31] with all campus constituents in order to
assess library users’ and nonusers’ perceptions of the quality of services, collections,
and facilities provided by the library. This particular assessment was created by the
Association of Research Libraries to provide participating libraries with benchmarks to
measure their institutional effectiveness against other peer libraries.
The following changes and/or improvements are direct results of assessment of the
library:
•
•
•
•
•
•
•
•
•
•
•
Hired 12 additional librarians;
Formed a Library Marketing Committee composed of librarians and library
assistants from several departments within the library;
Formed collaborative partnerships on campus with other academic service-based
programs such as the Tomas Rivera Center, the Teaching and Learning Center
and the Writing Program;
Created an online library instruction/literacy class in Blackboard that
automatically assesses student learning, in which all students enrolled in
freshman writing courses are automatically enrolled;
Launched a renovation project [32] for the John Peace Library, on the Main
campus;
Expanded print and electronic collections (an overall increase of 5 percent) with a
significant increase (71 percent) in electronic serials and a 9 percent increase in
electronic databases from 2006-2008;
Started a laptop lending program;
Implemented electronic reserve services [33] for Blackboard-enhanced courses;
Began using ILLiad (resource sharing management software) for electronic
borrowing and desktop delivery of articles;
Began campus delivery of materials to faculty and staff and electronic delivery of
articles to students via Library Express Service [34]; and
Conducted a faculty survey to assess progress related to sufficiency of
collections and services.
Tomás Rivera Center for Student Success (TRC)
The TRC [35] is a unit of Academic Affairs focused on improving the academic skills
and retention of UTSA students. The TRC offers the following services and resources:
tutoring, Supplemental Instruction (SI), Learning Communities [36], academic support
programs for various populations such as the Academic Development Program [37] for
201
provisionally-admitted students, and academic advising (PACE) [38] for undecided
majors.
As a result [39] of increased demand and assessing the needs of students, the TRC
increased the number and types of programs and services it offers to students:
•
•
•
•
•
•
Increase in Supplemental Instruction [40] offerings to the gateway courses;
Development of the Quantitative Skills Tutoring Lab (Q-Lab) [41] for STEM
tutoring subjects;
The creation of Graduate Student Learning Assistance [42] to support graduate
students complete graduate education;
The addition of walk-in advising hours and part-time advisors to help during peak
advising times;
The addition of a new Tutor Program Coordinator; and
The addition of a new Program Coordinator for the Learning Communities
Program.
The Judith G. Gardner Center for Writing Excellence (The Writing Center)
The Writing Center [43] supports the long-term development of students as writers,
giving them new skills to use in future writing projects, both as upper-level college
students and in their post-college careers. In addition to traditional tutoring, the Writing
Center offers online tutoring, class visits and orientation tours, and workshops [44]. The
Writing Center works with students from all disciplines and at all stages of writing,
providing regular tutoring sessions and an online grammar tutorial. Over the past three
years the number of sessions has grown by 233 percent (2006: 2,065, 2008: 6,886).
Assessment of student needs has provided the Writing Center with information needed
to increase the number of tutors and types of services it offers to students:
•
•
•
•
•
•
Expansion of tutoring staff from 4 in 2004 to 35 in 2008;
Redesigned Online Tutoring [45] and added a synchronous online tutoring
space;
Added class visits and orientation tours;
Visited classes during first two to three weeks of each semester to promote the
Writing Center and answer questions;
Implemented a two-part Verification of Attendance form [46] that facilitates
student tracking in the center and provides the student a copy to share with
his/her instructors;
Developed the Writing Center Manual and Resource Guide [47] to ensure that
tutors have access to useful materials and services to assist students
effectively; and
202
•
Created a special needs room, after consultation with Disability Services; this
room is ADA compliant and includes special needs software.
Documentation:
Document
Source of Document
[1]
UTSA Assessment Portfolio
N/A
[2]
Office of the Provost and Vice President for
Academic Affairs
UTSA Website
[3]
Student Affairs
[4]
UTSA Student Affairs Strategic Planning
Schedule - Rolling 2 Year Planning Cycle
N/A
[5]
Student Affairs Assessment Team
N/A
[6]
Annual Report - Student Enrollment Services
N/A
[7]
Campus Recreation Assessment
N/A
[8]
Career Services Assessment
N/A
[9]
Housing and Residential Life Assessment
N/A
[10] E.P.I.C. Journey: Discipline Transformed
Executive Summary
N/A
[11] UTSA E.P.I.C. Journey Survey
N/A
[12] Orientation and Family Programs Brochure
N/A
[13] Additions to Campus Recreation Programs
N/A
[14] Student Financial Aid and Enrollment Services
UTSA Website
[15] Web Intelligence (WEBI) Screen Shot
N/A
[16] WEBI User Guide
N/A
[17] Career and Academic 4-Year Planning Guide
N/A
203
Document
Source of Document
[18] Brief Alcohol Screening and Intervention of
College Students (BASICS) Brochure
N/A
[19] Housing and Residence Life
UTSA Website
[20] Volunteer Services - Fall 2008
N/A
[21] Advising Center Mission Statements
N/A
[22] Undergraduate Studies Support and
Technology Services (USSTS)
UTSA Website
[23] NACADA Consultant Reports
N/A
[24] Taskforce for Improving Student Success and
Graduation Rates, 2006 Report
N/A
[25] Advising Contacts - Usage Statistics
N/A
[26] Academic Advisor Career Ladder
N/A
[27] Undergraduate Advising
USSTS - Advising Center
Directory
[28] Individual Semester by Semester Degree Plan
N/A
[29] 90-Hour Degree Audit
N/A
[30] AdvisorTrac Website
N/A
[31] UTSA Library Community Survey
N/A
[32] John Peace Library Renovation
Library Website
[33] Electronic Reserve Services
N/A
[34] Library Express Service
Library Website
[35] The Tomas Rivera Center for Student Success
UTSA Website
[36] Learning Communities
204
Document
[37] Academic Development Program
Source of Document
The Tomas Rivera Center for
Student Success Website
[38] PACE
[39] Tomas Rivera Center Summary Review
N/A
[40] Supplemental Instruction
The Tomas Rivera Center for
Student Success Website
[41] Quantitative Skills Tutoring Lab
[42] Graduate Student Learning Assistance
[43] The Judith G. Gardner Center for Writing
Excellence (The Writing Center)
UTSA Website
[44] The Writing Center Workshops
N/A
[45] Online Tutoring
The Writing Center Website
[46] The Writing Center Verification of Attendance
Form for Tutors
N/A
[47] The Writing Center Manual and Resource
Guide
N/A
205
Comprehensive Standard 3.3.1.4 - Research within its Educational Mission
The institution identifies expected outcomes, assesses the extent to which it achieves
these outcomes, and provides evidence of improvement based on analysis of the
results in the following area: research within its educational mission.
Compliance Judgment: Compliance
Narrative:
The University of Texas at San Antonio (UTSA) identifies expected outcomes, assesses
the extent to which it achieves these outcomes, and provides evidence of improvement
based on analysis of the results in the following area: research within its educational
mission.
UTSA’s mission statement [1] states that the University “is dedicated to the
advancement of knowledge through research and discovery.” It thus clearly identifies
research as a key component of UTSA’s purpose. The term “research and discovery”
includes all aspects of creative endeavors that lead to the production of knowledge,
whether in the sciences, arts, humanities, or behavioral sciences. In order to ensure
that it is accomplishing this critical component of its mission, UTSA identifies expected
outcomes, assesses the extent to which it achieves these outcomes, and provides
evidence of improvement based on analysis of the results related to research and
discovery.
To achieve its research and discovery mission, UTSA engages in strategic planning and
implementation of research efforts, provides the appropriate infrastructure to support
research, creates policies to provide an environment conducive to collaborative
scholarship, and promotes the importance and visibility of the institution's research
activities.
The Office of the Vice President for Research (VPR) actively plans specific actions to
improve the University’s research capability and tracks efforts to achieve these goals.
Assessment of progress toward research goals is an essential part of the operations of
the VPR’s office. In order to systematically monitor the progress toward
research/discovery expected outcomes, each administrative research unit at UTSA is
assessed at the end of each fiscal year (September-August) [2]. This process is
facilitated using TracDat, UTSA’s software system that assists in the planning,
management, and documentation of results and the actions taken to improve
performance.
206
Starting in 2007, the VPR initiated an annual review of UTSA research institutes and
centers [3]. An external review committee [4] was identified consisting of highlyexperienced research directors. The UTSA research center and institute directors each
prepare an annual report for their unit delineating their mission, funding and productivity
as reflected by publications and grants. The external review committee evaluates the
annual reports (e.g. 2006-2007 Report of Activities for Cajal Neuroscience Institute [5])
and then meets at UTSA to discuss their observations. From these discussions,
decisions are made about the strengths and weaknesses of each unit and a set of
recommendations is developed (e.g. 2006-2007 External Evaluation of the Cajal
Neuroscience Institute [6]). Each center and institute director meets with the VPR to
discuss their unit’s evaluation. Each center and institute director develops plans [7] to
address the recommendations provided by the external review committee. Steps taken
to address the evaluator’s recommendations are provided in the annual report the
following year (e.g. 2007-2008 Neuroscience Institute Annual Report [8]).
Evaluator Recommendations
Actions Taken
The Institute must have new leadership.
A new director was appointed.
The Institute would benefit from preparing
a strategic plan.
The 2008-2009 Neuroscience Institute
Strategic Plan [9] was developed.
The Institute needs to pursue extramural
funding more aggressively.
The Specialized Neuroscience Research
Program was developed by a core group
of Neurosciences Institute faculty over the
past 2 years. It has been funded for FY08
by the National Institute of Neurological
Disorders and Strokes at NIH. It is a
multimillion dollar program that funds
Neurobiology research, cores, faculty and
students at UTSA.
The Institute hosted a weekly grant writing
workshop for Neurobiology faculty. These
sessions have shepherded seven recent
submissions for external funding, resulting
in four NIH awards in the last fiscal year.
The Institute must establish an external
advisory board.
The Institute established an external
advisory board [10].
207
All of the research unit reports are available in the UTSA Assessment Portfolio [11].
UTSA’s vision statement [12] calls for it to become a “premier research institution.” As
indicated below, UTSA has had a significant growth in enrollment, added new research
faculty, and made a significant commitment to becoming a tier-one research university.
In 2000, UTSA had three doctoral programs. Currently, UTSA has 21. This growth in
the number of doctoral programs supports the University’s strategic goal to become a
premier research university by developing and sustaining high-quality doctoral programs
consistent with its five key research areas and strategic expansion of its current
programs. The University had 86,438 square feet (NASF of laboratory space devoted
to research) in 2001; it has 179,412 square feet (NASF of laboratory space devoted to
research) in 2009. The expansion of research space supports the University’s strategic
goal to create a vibrant research culture by engaging undergraduate and graduate
students, faculty, and staff in research, and providing the campus community with
incentives and the infrastructure needed for success in this area. The number of
tenured and tenure-track faculty members increased from 424 in 2001 to 590 in 2008.
In 2001, there were nine endowed chairs and professorships, of which six were filled. In
2008, that number increased to 35 (29 filled). The increased number of faculty supports
the University’s goal to retain and recruit faculty and staff who are committed to our
vision, mission, and values. Research expenditures increased from $10.7 million in
2000 to $23.6 million (121 percent) in 2005, and to $34.6 million in 2008 (a 47 percent
increase in three years).
This growth in research expenditures is related to a number of improvements made in
the research infrastructure at UTSA. For instance, increased collaborations with The
University of Texas Health Science Center at San Antonio [13], Southwest Research
Institute [14], and Southwest Foundation for Biomedical Research [15], the University’s
military and commercial partners, are all indicative of the commitment to this research
path. In UTSA 2016: A Shared Vision [16], the University’s strategic plan, UTSA has
targeted core areas of collaborative excellence in health, security, energy and
environment, human and social development, and sustainability. Research growth is
benefiting from major increases in physical infrastructure, such as the recently
completed Margaret Batts Tobin Laboratory Building [17] (14,528 NASF) and the
Biotechnology, Sciences and Engineering (BSE) Building [18] (131,886 NASF);
completion of the Micro-Electro-Mechanical Systems (MEMS) Research Laboratory
(3,997 NASF) [19] and renovation of the West Campus laboratories. In addition, the
Engineering Building II [20] that is currently under construction will add 148,127 GSF
(NASF is TBD).
208
The research effort has also benefited from the Office of the VPR, which has worked
with other units in the University to develop programs and comprehensive policies
relating to faculty research. The VPR has developed two internal seed grant programs
[21], [22] to foster interdisciplinary/collaborative research in support of the five areas of
research excellence identified in the strategic plan: health, security, energy and
environment, sustainability, and human and social development. To provide clarification
to the UTSA community, the Office of Sponsored Programs recently published
sponsored program definitions [23]. UTSA is also currently undergoing a major revision
to its Handbook of Operating Procedures (HOP). As part of this process, several
policies related to the research enterprise are being revised. The HOP, Chapter 9,
Section 9.28 [24], contains policies that govern the establishment, funding, and review
of its research centers and institutes. This policy is being modified to require all
research centers and institutes to undergo yearly evaluations in order to document their
productivity and collaboration efforts. The policy is also being updated to remove
procedures from the document, allowing the procedures to be placed online and
updated as needed. The HOP, Chapter 9, Section 9.32 [25], governs the administration
of sponsored programs. This policy is also being revised, specifically the sections on
faculty time and effort reporting, cost sharing, and cost transfers. The proposed
changes are designed to meet current federal and state requirements in these areas.
Codifying policies in these areas is part of UTSA’s good management of sponsored
project funds. Additionally, the HOP, Chapter 2, Section 2.28 [26], UTSA’s policy that
covers misconduct in science and research, is being revised to address many changes
mandated by current federal policy and procedures. The new policy will primarily
address what is misconduct in science and/or scholarship and why such misconduct will
not be tolerated by UTSA. The procedures have been removed from the document,
allowing them to be placed online and updated as needed.
The VPR also serves the University by interfacing with The UT System Office of the
Vice Chancellor of Research and Technology Transfer [27]. The establishment of a
central Laboratory Animal Resources Center [28]; South Texas Technology
Management [29], a regional technology transfer office affiliated with the UTHSCSA and
other universities in The UT System; and a comprehensive evaluation of UTSA’s
research centers, institutes and core research support facilities all are indicative of the
institutional commitment to making UTSA a tier-one research university.
As a result of ongoing assessments of resources for facilitating and increasing faculty
research at UTSA, the Office of the VPR has made the following improvements:
•
The Office of Sponsored Programs (OSP) [30] now manages both pre- and postaward functions for grants and other research funding, thereby providing
seamless support to UTSA researchers;
209
•
•
•
•
•
•
•
•
•
•
•
Departmental Research Administrators (DRA) [31] were hired and placed in
various departments, centers and institutes;
The Director of OSP, along with a faculty member and other staff, actively
participate in Phase V of the Federal Demonstration Partnership [32];
The Director of OSP began visiting potential new sources of research funding
agencies and hosting agency visits to UTSA to provide expanded opportunities
for supporting UTSA research;
A research veterinarian was hired, comprehensive policies and procedures [33]
for animal care were developed and implemented, and the Laboratory Animal
Research Center expanded its capabilities for conducting research on multiple
animal models;
The Office of Research Integrity and Compliance (ORIC) [34] has been
reorganized and expanded to ensure that UTSA research meets all applicable
federal, state and local laws and regulations;
A Director of Research Ethics and other staff were hired to work with the
Committee on Conflict of Interest in Research and Intellectual Property [35] on
the development of procedures and review of conflict of interest, to implement
the Responsible Conduct for Research training, and to assist with misconduct in
science issues;
A Director of Export Controls and Training and other staff were hired to support
the University in export control [36] and to develop and implement a researchwide training program to cover all areas from financial issues to human subject
research with the Institutional Review Board;
A Council of Research Directors [37] has been established and all centers and
institutes have prepared and submitted to the VPR a strategic plan (e.g. Child
and Adolescent Policy Research Institute Strategic Plan 2008-2016 [38] and the
Center for Advanced Manufacturing and Lean Systems at the University of Texas
at San Antonio Strategic Plan [39]);
Automated electronic systems have been purchased and implemented such as
Cayuse for the electronic submission of proposals, Effort Certification and
Reporting Technology (ECRT) [40] for electronic time and effort certification, and
Community of Science for the electronic identification of funding opportunities;
The Office of Contracts and Industrial Agreements (OCIA) [41] was established
to improve and expand the relationships between UTSA and industrial research
partners. A director and support staff were hired by the OCIA to work with
external research partners in creating contracts, subcontracts, Memorandums of
Understanding (MOUs), and Memorandums of Agreement (MOAs);
As a result of the formation of the OCIA, UTSA has become a member of the
National Academies’ Government-University-Industry Research Roundtable
210
•
•
(GUIRR) [42] with its industrial partner Southwest Research Institute. UTSA has
also become an active member of the National Academies’ University-Industry
Demonstration Partnership (UIDP) [43]:
A Commercialization Council (CC) [44] was formed to bring together and
coordinate the major areas within UTSA that provide services related to
intellectual property created by UTSA faculty, staff, and other partners; and
The position of assistant vice president for Commercialization and Innovation
was established to oversee the CC activities and to develop policies and
procedures that enhance commercialization of intellectual property.
Documentation:
Document
Source of Document
[1]
UTSA Mission Statement
UTSA Overview
[2]
Research Development (Sponsored Programs)
Assessment Report
N/A
[3]
UTSA Research Centers and Institutes
N/A
[4]
VPR Review Committee – All UTSA Research
Centers and Institutes
N/A
[5]
2006-2007 Report of Activities for Cajal
Neuroscience Institute
N/A
[6]
2006-2007 External Evaluation of the Cajal
Neuroscience Institute
N/A
[7]
UTSA Neurosciences Institute – Operational
Plan
N/A
[8]
2007-2008 Neuroscience Institute Annual
Report
N/A
[9]
2008-2009 Neuroscience Strategic Plan
N/A
[10] Neurosciences Institute Advisory Board
N/A
[11] UTSA Assessment Portfolio
N/A
211
Document
Source of Document
[12] UTSA Vision Statement
UTSA 2016: A Shared Vision
Website
[13] Office of the Vice President for Research
The University of Texas Health
Science Center at San Antonio
Website
[14] “UTSA, SwRI Partner to Join Elite National
Research Roundtables” – Southwest Research
Institute News
Southwest Research Institute
Website
[15] “Consortium Forms Here to Vie for $500 Million
National Lab” – In The News
Southwest Foundation for
Biomedical Research Website
[16] UTSA 2016: A Shared Vision (Strategic Plan)
UTSA 2016: A Shared Vision
Website
[17] Margaret Batts Tobin Laboratory Building
N/A
[18] Biotechnology, Sciences and Engineering
Building
N/A
[19] MEMS Research Laboratory
Department of Physics and
Astronomy Website
[20] Engineering Building II
N/A
[21] Collaborative Research Seed Grant Program
Guidelines
N/A
[22] Tenure -Track Research Award Guidelines
N/A
[23] Sponsored Programs Definitions
Office of Sponsored Programs
Website
[24] Handbook of Operating Procedures (HOP),
Chapter 9, Section 28
HOP Table of Contents
[25] HOP, Chapter 9, Section 32
[26] HOP, Chapter 2, Section 28
212
Document
Source of Document
[27] Office of Research and Technology Transfer
University of Texas System
Website
[28] Laboratory Animal Resources Center
Office of the Vice President for
Research Website
[29] South Texas Technology Management
N/A
[30] Office of Sponsored Programs
Office of the Vice President for
Research Website
[31] Grants & Contracts Specialist/DRA
Assignments by College
N/A
[32] Federal Demonstration Partnership
N/A
[33] Animal Care Program Policies
Office of Research Integrity and
Compliance Website
[34] Office of Research Integrity and Compliance
Office of the Vice President for
Research Website
[35] Committee on Conflict of Interest in Research
and Intellectual Property
Office of Research Integrity and
Compliance Website
[36] Export Control
[37] Research-Focused Centers and Institutes Council of Research Directors
N/A
[38] Child and Adolescent Policy Research Institute
Strategic Plan 2008-2016
N/A
[39] Center for Advanced Manufacturing and Lean
Systems at the University of Texas at San
Antonio Strategic Plan
N/A
[40] Effort Certification and Reporting Technology
(ECRT)
Office of Sponsored Programs
Website
213
Document
Source of Document
[41] Office of Contracts & Industrial Agreements
Office of the Vice President for
Research Website
[42] Government-University-Industry Research
Roundtable (GUIRR) - University-Industry
Partners 2009
GUIRR Website
[43] University-Industry Demonstration Partnership
(UIDP) - Membership
UIDP Website
[44] UTSA Commercialization Council Members
N/A
214
Comprehensive Standard 3.3.1.5 - Public Service Related to Mission
The institution identifies expected outcomes, assesses the extent to which it achieves
these outcomes, and provides evidence of improvement based on analysis of the
results in the following area: community/public service within its educational mission.
Compliance Judgment: Compliance
Narrative:
The University of Texas at San Antonio (UTSA) identifies expected outcomes, assesses
the extent to which it achieves these outcomes, and provides evidence of improvement
based on analysis of the results in the following area: community/public service within
its educational mission. UTSA’s mission statement [1] states that the University is
dedicated to “community engagement and public service.” It thus clearly identifies
community/public service as a key component of the University’s purpose. It further
states that UTSA serves as a “catalyst for socioeconomic development for Texas, the
nation and the world.”
In order to ensure that the University accomplishes its mission with regard to
community/public service, it has established the Office of the Vice President for
Community Services (VPCS) [2]. This office oversees initiatives focused on the
University’s interface with key community constituencies, and coordinates the broader
range of public services throughout the University via the UTSA Outreach Council.
The VPCS engages in strategic planning and evaluation that is coordinated with UTSA’s
strategic planning process; it has developed both individual departmental plans and a
combined plan at the vice presidential level. The VPCS periodically collects and
reviews progress reports at the aggregate VPCS level, and has assigned responsibility
to each unit administrator for their respective goals. Progress is assessed within the
context of monthly meetings with direct reports, participation with project sponsor
evaluations and audits, and annual performance reviews.
The Institute for Economic Development (IED) provides an example of how one of the
goals of UTSA’s strategic plan is realized and implemented in the context of a specific
community services unit. The University has a strategic goal (Strategic Initiative IVGoal 3 [3]) to “stimulate social and economic development through activities such as
outreach, service, and collaborative research and commercialization programs that
respond to community needs and align with the UTSA mission.” The activities of the
IED contribute significantly toward UTSA’s accomplishment of this goal. Throughout
San Antonio and the South Texas region, a common need exists for diversified
economic development and its attendant job creation to improve career opportunities
215
and income levels. IED programs serve over 30,000 businesses annually across a 79county region reflecting UTSA's primary market area, with extended education,
consulting, technical assistance, capacity-building training programs and applied
research. Ten offices located in San Antonio, Austin, San Angelo, El Paso, Alpine,
Eagle Pass, Laredo, Edinburg, Corpus Christi and Victoria encompass a regional
service delivery network, employ 150 staff supplemented by students in service-learning
roles and faculty offering specialized expertise as needed, and attract $10 million
annually in sponsored projects grants and contracts to fund these activities.
Accomplishments which stimulated social and economic development in 2008 included
4,464 jobs created, 3,897 jobs saved, $223.4 million in capital access for business
capacity expansions, and $818.8 million in expanded business revenues for growth [4].
Each community services unit at UTSA is assessed at the end of each fiscal year
(September-August). Examples of the community service unit assessment reports
include the Office of Community Outreach Assessment Report [5], the Prefreshman
Engineering Program (PREP) Assessment Report [6], and the Office of P-20 Programs
Assessment Report [7]. However, all of the community service unit reports generated
and recorded in TracDat, UTSA’s software system that assists in the planning,
management, and documentation of results of assessment and the actions taken to
improve performance, are available in the UTSA Assessment Portfolio [8].
As a predominantly grant-supported area of University operations, most VPCS units are
highly structured around their funded projects in support of UTSA’s mission. These
projects all have well-delineated purposes, goals, activities, deliverables, operational
and financial reporting and control systems, and evaluation processes (e.g. the San
Antonio Minority Business Enterprise Center [MBEC] [9]). Continuous improvements
are designed to ensure the MBEC remains relevant and competitive, thereby
responding to changing needs and priorities, environmental conditions, and growing
capabilities (MBEC Annual Report 2006 [10], MBEC Annual Report 2008 [11]).
Examples of improvements made because of the VPCS assessment approach include:
•
The Institute of Texan Cultures (ITC) [12] has reinvigorated its development
board [13] in response to flat appropriations support from the state of Texas over
recent years, as identified from operational and financial assessment reports;
new development board members are leading efforts to expand donor support, to
renegotiate terms of the ITC relationship with the city of San Antonio, improve
marketing collaboration with its HemisFair Park neighbors, and explore alternate
development approaches utilizing excess ITC property for long-term financial
viability;
216
•
•
•
•
The UTSA Mexico Center [14] is involved in selecting projects for fellowship
support from the Carlos Alvarez Fund to fulfill the intent of a major donation to
UTSA; as part of this initiative, a Faculty Fellows program [15] at the Mexico
Center has been established;
The Institute for Economic Development (IED) [16] began applying values-based
leadership management approaches to address problems of a “silo-ed”
organizational culture; annual “Trend-Tracker Surveys” [17] among all IED staff
have monitored status and progress measures of organizational health since
then and have helped to guide improvements; shortcomings in the areas of
communications and recognition led to a practice of starting all staff meetings
with “values-in-action” stories or brief stories of exemplary performance as
witnessed and expressed by their staff and how these behaviors are aligned with
IED values of integrity, service, excellence and innovation;
The Certified Business Advisors (CBA) Professional Development Program [18]
was established after a review of sponsor operational audits and management
reports revealed a high turnover rate among business counselors; exit interviews
indicated that both compensation and lack of a career growth path were factors
that influenced turnover; in response, a new professional development model
was established that features a four-step career ladder [19] for business
counselors; and
The UTSA Small Business Development Center (SBDC) [20] approached
continuous improvements proactively by engaging another campus unit, the
Center for Advanced Manufacturing and Lean Systems (CAMLS) [21]; they
examined the top tier of business consulting cases from the past year which had
outstanding results, and explored ways to improve results for the broader client
base; a Value Stream Mapping Final Report [22] of the consulting process was
reconstructed, identifying phases with value-added activities and phases with
wasted time of activities which might be eliminated.
Documentation:
Document
Source of Document
[1]
UTSA Mission Statement
UTSA Overview
[2]
Office of the Vice President for Community
Services
UTSA Website
[3]
Strategic Initiative IV – Serving the Public
through Community Engagement
UTSA 2016: A Shared Vision
(Strategic Plan)
217
Document
Source of Document
[4]
Institute for Economic Development (IED)
Annual Report 2008
N/A
[5]
Office of Community Outreach Assessment
Report
N/A
[6]
Prefreshman Engineering Program (PREP)
Assessment Report
N/A
[7]
Office of P-20 Programs Assessment Report
N/A
[8]
UTSA Assessment Portfolio
N/A
[9]
San Antonio Minority Business Enterprise
Center (MBEC) Program Description
N/A
[10] MBEC Annual Report 2006
N/A
[11] MBEC Annual Report 2008
N/A
[12] Institute of Texan Cultures
UTSA Website
[13] Institute of Texan Cultures Development Board
N/A
[14] UTSA Mexico Center
UTSA Website
[15] UTSA Mexico Center Educational Research
Fellowship Application Form
N/A
[16] Institute for Economic Development (IED)
N/A
[17] UTSA – IED TrendTracker Results
N/A
[18] Certified Business Advisor Professional
Development Program
N/A
[19] Certified Business Advisor Levels
N/A
[20] UTSA Small Business Development Center
N/A
[21] Center for Advanced Manufacturing and Lean
Systems
UTSA Website
218
Document
[22] Value Stream Mapping Final Report
Source of Document
N/A
219
Comprehensive Standard 3.4.1 - Academic Program Approval
The institution demonstrates that each educational program for which academic credit is
awarded is approved by the faculty and the administration.
Compliance Judgment: Compliance
Narrative:
The institution demonstrates that each educational program for which academic credit is
awarded is approved by the faculty and the administration.
Guidelines for All Educational Program Approvals
At The University of Texas at San Antonio (UTSA), the faculty and administration
approve each degree program for which academic credit is awarded.
New proposals for baccalaureate’s, master’s, and doctoral programs originate at the
faculty level. As noted in narrative 2.7.2 [1], the new proposed programs are developed
in accordance with the University’s mission [2] and adhere to The University of Texas
System (UT System) Rules and Regulations of the Board of Regents (Regents’ Rules),
Rule 40307 [3]; the Texas Administration Code (TAC), Title 19, Part 1, Chapter 5,
Subchapter C, Rule 5.45 [4]; and TAC, Title 19, Part 1, Chapter 5, Subchapter C, Rule
5.46 [5], which set standards for degree programs. Typically, the proposal for a new
degree program is initiated at the departmental level. The departmental curriculum
committee develops a draft proposal, which is submitted to faculty members in the
department for review and approval. After receiving departmental approval, the new
program proposal undergoes review and approval by a college curriculum committee as
stated in the appropriate college bylaws: College of Architecture (COA) [6], College of
Business (COB) [7], College of Education and Human Development (COEHD) [8],
College of Engineering (COE) [9], College of Liberal and Fine Arts (COLFA) [10],
College of Public Policy (COPP) [11] and the College of Sciences (COS) [12]. After
being reviewed and approved at the college level, the proposal undergoes additional
internal review and approval as described below.
UTSA has received broad planning authority approvals from the THECB to develop new
degree program proposals in several disciplinary areas [13]. If a new degree proposal
involves a discipline which is not on the institution’s approved planning authority list, the
University is required to submit a preliminary authority request to receive approval from
the THECB during the early stages of the new degree proposal developmental process
[13], [14]. In the New Program Request Form for Bachelor and Master's Degrees [15]
submitted to THECB, the institution must demonstrate that there is a need for such a
220
new program in the state and the nation; that the new program will complement and
strengthen the existing programs at the institution; that the new program will not create
unnecessary duplication of other programs within the region, state, or nation; and that
the program will attract a critical mass of students to make the program self-sufficient
based on the state formula funding. In the preliminary authority request form for a new
doctoral degree program, institutions are required to provide additional information
beyond those listed above. For example, institutions should show that the new degree
program represents a unique field and that there is a need for the doctoral graduates in
the field that is not currently met in the region, state, or in the nation; provide evidence
that the existing programs in the state cannot accommodate additional students; and
establish that the institution will have sufficient resources to develop and maintain a high
quality program.
After the internal approval, proposed degree programs undergo final review by The UT
System and the THECB. All baccalaureate’s, master’s and doctoral programs approved
by The UT System are published on The UT System database and the THECB website
[16] (search under University of Texas at San Antonio). It is also possible to track
pending degree proposals electronically at the THECB website [17] (search under
University of Texas at San Antonio).
Undergraduate Educational Program Approval
Proposals for new undergraduate programs are typically initiated at the department
level when a departmental structure exists to house the proposed degree program. In
this case, faculty members in the department participate in the development of the new
undergraduate program proposal. When a departmental structure does not exist to
house a new degree program, the dean of the college appoints an ad hoc committee to
develop a new degree program proposal. The members of the ad hoc committee are
usually drawn from the faculty members in the college, but the membership might
include faculty from other colleges or members of the community having expertise in the
discipline of the new program. The proposals developed by a department or an ad hoc
college committee are submitted to a college committee for review and approval. The
college committee responsible for the review and approval of the proposal for new
undergraduate degree programs is identified in the bylaws of the individual colleges [6],
[7], [8], [9], [10], [11], [12] within the University. In COEHD [8], COE [9], COLFA [10],
and COPP [11], College Academic Policy and Curriculum Committees (CAPCC) are
responsible for the review and approval of proposals for new undergraduate programs.
For example, the COLFA bylaws [10] state that “the College Academic Policy and
Curriculum Committee shall make recommendations to the Dean regarding the policies
and curricula of undergraduate studies in the College, including proposals for new and
modified courses and academic programs.” The following committees are responsible
221
for the review and approval of the new undergraduate degree program proposals in the
other colleges: the College Undergraduate Curriculum Committee (CUCC) in COA [6],
the College Undergraduate Committee (CUC) in COB [7], and the College Policy
Committee (CPC) in the College of Sciences (COS) [12].
For a new multidisciplinary degree program requiring coursework from several colleges,
the development of the degree program proposal may be initiated at the university level.
In this case, the vice provost and the dean of undergraduate studies appoint an ad hoc
committee to develop a degree proposal [18]. The members of the ad hoc committee
include faculty in the University who have educational training in specific fields related to
the proposed multidisciplinary degree program and experts from the community or other
institutions who have teaching or research experience in the field.
If a new degree program is in a field not on the institution’s approved broad authority
list, the proposal development committee prepares a document that addresses the
requirements for submitting a New Program Request Form for Bachelor and Master's
Degrees [15] to the THECB. A draft of the preliminary authority request is then routed
for review and approval by the vice provost and dean of undergraduate studies, the
provost, and the president. The completed preliminary authority request then
undergoes review by The UT System and the THECB prior to final approval [13], [14].
A list of programs submitted for approval is found on the THECB web site [17].
The departmental, college, or ad hoc committees for a new degree program use the
guidelines provided by UT System Regents’ Rules, Rule 40307 [3] and the TAC, Title
19, Part 1, Chapter 5, Subchapter C, Rule 5.45 [4] to draft a proposal. The committee
ensures that the new undergraduate degree proposal addresses the THECB criteria by
describing the need (job market demand, student demand, etc.), the quality, and the
cost of operation for a new degree program. TAC, Rule 5.45 [4] also specifies the
minimum standards for the general education core curriculum requirements, the number
of hours in the major, the number of hours in the degree program, the faculty size and
qualifications, library resources, facilities and equipment, and plans for meeting
accreditation deadlines for certain programs (e.g., ABET for undergraduate engineering
programs). The proposal must describe how the new degree program meets or
exceeds these standards. A new baccalaureate degree program must also comply with
THECB rules described in TAC, Title 19, Part 1, Chapter 4, Subchapter B [19] on the
transfer of credit, core curriculum and field of study requirements.
The undergraduate degree proposals developed by the departments and approved by
the college committee are routed through the vice provost and dean of undergraduate
studies to the Faculty Senate for review and approval [20]. After review and approval of
the proposal, the Faculty Senate makes a recommendation to the president, through the
222
provost, for the approval of the proposed degree program [21]. The provost and the
president review the proposal and, after their approval, the new degree program
proposal is submitted to The UT System for further review [22], [23]. Upon approval,
The UT System submits the new undergraduate degree proposal to the THECB for a
final review [23]. If approved, the THECB notifies the institution with an effective
implementation date for the new undergraduate degree program [24].
In addition to degree programs, UTSA offers undergraduate certificates. Undergraduate
certificate programs at UTSA require a minimum of 15 semester credit hours (SCH),
nine of which must be at the upper division level [25]. Undergraduate students may
complete a certificate program to supplement their baccalaureate degree program or
they can complete the certificate program as a non-degree-seeking student. All courses
used to satisfy an undergraduate certificate program must be college-level courses
approved for credit at UTSA. (Teacher certification programs are not part of UTSA’s
undergraduate certificate programs. Students completing the requirements for teacher
certification receive their certifications from the state of Texas.) Proposals for the
undergraduate certificate programs follow an internal approval process similar to that of
new undergraduate degree programs. The proposals are typically drafted by the faculty
at the departmental level and then reviewed and approved by the department chair,
college curriculum committee, college dean, dean of undergraduate studies, and the
Faculty Senate. Certificate proposals requiring 16 SCH or less are approved internally
by the provost and president after being recommended for approval by the Faculty
Senate. No further steps are required beyond the institutional approvals. However,
each time a certificate program requiring 16 SCH or more is added to or deleted from
the UTSA course offerings, the THECB is notified. Addition or deletion of certificate
programs of less than 16 SCH does not require notification. Currently, UTSA offers two
undergraduate certificates (bilingual business and music technology) requiring 15 SCH.
Graduate Educational Program Approval
The graduate faculty in the departments and colleges develop new graduate program
proposals. Graduate faculty members are defined in the bylaws of the UTSA Graduate
Council [26]. Although developed according to the guide provided by the THECB, the
draft proposals are subjected to an extensive review by the dean of the Graduate
School and the provost. The proposals adhere to the current requirements set forth by
TAC, Title 19, Part 1, Chapter 5, Subchapter C, Rule 5.45 [4] and Rule 5.46 [5]. As
noted in narrative 2.7.2 [1], the new proposed programs are developed in accordance
with the University’s mission [2] and adhere to Regents’ Rules, Rule 40307 [3] of The
UT System. The approval process for new program proposals involves the department
curriculum committee, the college curriculum committee, the college dean’s office, the
223
dean of the Graduate School, the Graduate Council, the Faculty Senate, the provost,
and the president [27]. Once a proposal is approved at all these levels, it is routed to
The UT System Board of Regents (Board). If approved by the Board, it is forwarded to
the THECB. A list of programs submitted for approval is found on the THECB web site
[17].
Apart from degree programs, UTSA also offers graduate certificates which abide by the
procedures for implementing and administering graduate certificate programs [28]. If
comprised of 16 hours or less, the proposals for new graduate certificate programs are
reviewed and approved by the department chair, the college graduate committee, the
college dean, the dean of the Graduate School, the Graduate Council subcommittee on
graduate program and courses, the Faculty Senate, the provost and the president. As
stated in the proposed Policies and Procedures for Implementing and Administering
Graduate Certificate Programs [28], approval is not required beyond the institutional
approvals outlined above. The THECB shall be notified each time a graduate certificate
program of 16 hours or more is added to or deleted from the UTSA course offerings.
The THECB does not require notification regarding the addition or deletion of certificate
programs of less than 16 hours. Graduate certificates at UTSA cannot require less than
12 SCH or more than 18 SCH. All courses offered in a graduate certificate program
must be approved graduate-level courses at UTSA. Currently, UTSA offers nine
graduate certificates requiring 15 SCH or less: Creative Writing, Professional
Development in Geographic Information Science, Historic Preservation, Higher
Education Administration, Keyboard Pedagogy, Keyboard Performance, Security
Studies, Spanish Translation Studies, and Urban and Regional Planning. Enrolled
graduate students can complete a certificate program while completing a graduate
degree. Students not currently enrolled in a graduate program and interested in
pursuing a graduate certificate may apply for admission as a special (non-degreeseeking) graduate student. Applicants are required to meet the University admission
requirements for special graduate students.
After their implementation, the educational programs are reviewed during the biennial
catalog revision cycles. In addition, as per the UTSA Handbook of Operating
Procedures (HOP), Chapter 2, Section 2.21 [29], there is a mandatory review of
master’s degrees, doctoral degrees, and graduate certificate programs every five to ten
years.
224
Documentation:
Document
Source of Document
[1]
Comprehensive Standard 2.7.2
Located within the UTSA
Compliance Certification Report
[2]
UTSA Mission Statement
UTSA Overview
[3]
Rules and Regulations of the Board of Regents
(Regents’ Rules), Rule 40307
Regents’ Rules
[4]
Texas Administrative Code (TAC), Title 19, Part
1, Chapter 5, Subchapter C, Rule 5.45
TAC, Title 19, Part 1, Chapter
5, Subchapter C
[5]
TAC, Title 19, Part 1, Chapter 5, Subchapter C,
Rule 5.46
[6]
College of Architecture Bylaws
N/A
[7]
College of Business Bylaws
N/A
[8]
College of Education and Human Development
Bylaws
N/A
[9]
College of Engineering Bylaws
N/A
[10] College of Liberal and Fine Arts Bylaws
N/A
[11] College of Public Policy Bylaws
N/A
[12] College of Sciences Bylaws
N/A
[13] THECB Approval of Bachelor of Science
Degree in Construction Science
N/A
[14] THECB Approval of Preliminary Authority
Request Form for Bachelor of Science Degree
in Public Health
N/A
[15] New Program Request Form for Bachelor and
Master's Degrees
N/A
225
Document
[16] UTSA Program Inventory
Source of Document
THECB Website
[17] Proposal Tracking System
[18] Appointment of Ad-Hoc Committee for the
Development of a Bachelor’ of Science Degree
in Public Health.
N/A
[19] TAC, Title 19, Part 1, Chapter 4, Subchapter B
TAC, Title 19, Part 1, Chapter 4
[20] Vice Provost and Dean of Undergraduate
Studies Memo to Faculty Senate, Bachelor of
Science Degree Proposal in Construction
Science and Management (CSM)
N/A
[21] Faculty Senate Memo to Provost and President, N/A
Approval of Proposal for BS in CSM
[22] Provost Memo to President, Review of BS in
CSM Proposal
N/A
[23] Submission of BS in CSM Proposal to UT
System
N/A
[24] UT System Letter to THECB- BS in CSM
Proposal to UT System
N/A
[25] Undergraduate Certificate Programs
N/A
[26] Graduate Council Bylaws
N/A
[27] Steps for Approval of a New Doctoral Program
The Graduate School Website
[28] UTSA Policies and Procedures for
Implementing and Administrating Graduate
Certificate Program
N/A
[29] Handbook of Operating Procedures (HOP),
Chapter 2. Section 2.21
HOP Table of Contents
226
Comprehensive Standard 3.4.2 - Continuing Education/Service Programs
The institution’s continuing education, outreach, and service programs are consistent
with the institution’s mission.
Compliance Judgment: Compliance
Narrative:
The University of Texas at San Antonio’s (UTSA) continuing education, outreach, and
service programs are consistent with the institution’s mission. UTSA’s mission
statement [1] asserts that the institution is “dedicated to . . . community engagement
and public service,” and that it serves “as a catalyst for socioeconomic development –
for Texas, the nation, and the world.” The programs and services that UTSA provides in
these areas illustrate the institution’s ongoing commitment to advance its mission.
Continuing Education
Lifelong learning opportunities are distributed throughout UTSA’s many colleges and
programs, extending knowledge through a variety of non-degree educational offerings in
response to community needs. Strategic continuing education programs, which also
enhance socioeconomic development, include: the improvement of college-readiness
and higher-educational attainment levels through P-20 programs; influencing regional
and national competitiveness through science, technology, engineering and
mathematics (STEM) programs; the provision of executive and entrepreneurship
education; and extended education offerings. Notable examples of continuing
education at UTSA include the following:
•
The College of Education and Human Development (COEHD) offers a number of
programs that are designed to assist the local and international communities.
The Accelerated Teacher Education Certificate Program [2] and the Academy for
Teacher Excellence Peer Mentor Program [3] are a collaborative effort designed
to increase the success rates of students majoring in education, specifically
Hispanic and minority students. Internationally, the COEHD’s ITHUBA Project in
South Africa [4] develops and distributes public-education textbooks that are
country- and culturally-relevant, in lieu of the customary dependence on imports
that are not relevant.
•
The College of Liberal and Fine Arts (COLFA) also houses a number of
programs that improve higher educational attainment. COLFA offers a Graduate
227
Certificate in Security Studies [5] “designed to move students from the core
material exploring, first, fundamental aspects of homeland security and defense,
and second, a focus on the total threat environment in which security and
defense organizations and systems plan responses.” The UTSA Legislative
Scholars Program [6] sends five students to serve as legal assistants to the
Texas House of Representatives. The Summer Law School Prep Academy [7]
places students as interns where they attain practitioner experience beyond the
academic program. The Department of Music offers numerous music camps and
workshops [8] which provide opportunities for attendees to develop their creative
and technical skills.
•
The College of Business (COB) offers programs for Executive Education [9]
through the Center for Professional Excellence [10], including a Business
Certificate Series [11] for mid-level managers, the Building Business Excellence
Program [12] for high-growth entrepreneurs, a Paralegal Studies On-line
Certificate [13], and a number of customized programs. COB’s Business Studies
for the Americas Program [14] leverages the South Texas competitive advantage
to expand trade with Mexico and Latin America, as well as fulfill UTSA’s global
aspirations. This program offers a Bilingual Business Certificate [15], a Border
Business Course [16] and immersion programs. Also, the college’s Statistical
Consulting Center [17] provides free weekly seminars for the public.
•
The College of Sciences (COS) offers various science, technology, engineering
and mathematics enhancement initiatives. The COS awards a Geographical
Information Science (GIS) Certificate [18], which provides training in GIS and
related tools of the Global Positioning System and Remote Sensing. UTSA’s
Center for Information Assurance and Security [19] offers an Information
Systems Security Professional Certificate [20] and is also home to the National
Collegiate Cyber Defense Competition [21]. A new initiative, the Institute for
Cyber Security Incubator Program [22], advises and supports spin-off enterprises
in this field.
•
The College of Engineering (COE) has a number of programs providing support
to the community, including the Center for Innovation and Technology
Entrepreneurship (CITE) [23]. The CITE is a partnership between the College of
Engineering and the College of Business. It fosters the growth of new
technology-based ventures of students, faculty and area businesses by offering
an Entrepreneurs Boot Camp, a TEK Start-up Competition, and the Roadrunner
Incubator. The Center for Advanced Manufacturing and Lean Systems
228
(CAMLS) [24] extends education and consulting to existing industry to bolster
regional competitiveness through application of lean management principles.
The new Institute for Conventional, Alternative and Renewable Energy (I-CARE)
[25] organized a major conference focused on the city of San Antonio’s
sustainability agenda. Follow-up sessions across the community will help to
formulate, develop, and maintain these efforts.
•
The College of Public Policy (COPP) supports community service and
educational programs. For mid-career managers and board members affiliated
with nonprofit organizations, the college also offers a certification in Nonprofit
Management and Leadership [26] (professional certification offered by external
agency).
•
The College of Architecture (COA) offers a Certificate in Historic Preservation
[27] (professional certification offered by external agency), which is critical for
local professionals to sustain San Antonio’s architectural heritage. The COA also
offers a Certificate in Urban and Regional Planning [28] (professional certification
offered by external agency). The COA Community Design Studios engage
students with professional mentors in public-interest projects. For example, one
topic of study was the adaptive reuse of an abandoned historical fire station [29]
adjacent to the Downtown campus.
•
The Honors College works to stimulate the local community’s cultural and
intellectual dialogue through public education during its annual Great
Conversations Program [30].
•
The Office of Extended Education [31] offers a broad array of continuingeducation and certificates primarily geared to career skill enhancements in both
classroom and online formats. For example, 14 certificate courses are offered
through the UTSA eLearning Center [32]. Online Career Training Courses [33]
include 11 topics in healthcare, 39 in business, and 16 in information technology,
which mirror key industry cluster needs in the local market. Non-UTSA students
can also partake of regular college courses on a space-available basis through
the Extended Studies Program [34].
Outreach and Service
UTSA has always placed a strong emphasis on community engagement and public
service, which are highly valued by the community the University serves. The Office of
229
the Vice President for Community Services (VPCS) has a variety of programs that focus
on a strategic interface with key community constituencies. This office also supports
and coordinates the broader range of public services throughout the University via the
UTSA Outreach Council [35]. This council, chaired by the VPCS, is a representative
group of the major public service providers across the University. The UTSA Outreach
Council is currently conducting an extensive inventory of service programs and activities
at UTSA. It is assessing alignment of this inventory with priorities of the University’s
strategic plan and making recommendations for the future evolution of public services at
UTSA.
VPCS programs and services, which contribute to the accomplishment of goals of
UTSA’s strategic plan include:
•
The Prefreshman Engineering Program (PREP) [36] identifies promising middle
and high school students with an interest in mathematics, science, engineering
and technology, and establishes the foundation for careers in these and other
mathematics-related areas. Founded at UTSA in 1979, the eight-week,
mathematics-based academic program is held each summer at nine local
colleges and universities. Designed for students in grades six through eleven,
PREP promotes high achievement and provides students with the necessary
reinforcement to successfully pursue higher education and careers in math,
science, engineering and technology.
•
The Office of P-20 Initiatives [37] evolved from UTSA’s Alliance for Education,
established in 1990. This effort was developed in response to the city of San
Antonio’s Target ‘90 agenda. Its focus was to increase the educational
attainment of the local workforce, specifically those from underserved and
underrepresented populations. The focus of the Office of P-20 Initiatives is to
increase access to education via partnerships and collaborations with schools
and businesses, industry, and community-based organizations and
foundations. These partnerships work to strengthen the quality of education in
San Antonio and South Texas from kindergarten through college. The Office of
P-20 Initiatives coordinates, facilitates, and implements over 20 outreach
programs serving over 20,000 students, parents and educational professionals in
South Texas.
•
The Office of Community Outreach (OCO) [38] increases UTSA’s visibility in
targeted communities in South Texas and fosters mutually beneficial
partnerships with these communities. The OCO works with educational,
230
business and civic leaders in communities served by UTSA to promote higher
education as an economic development resource. The OCO supports access
and chances for success of area residents who wish to enroll at UTSA. Special
events bring community leaders to UTSA and take UTSA executive officers into
South Texas communities. The OCO works closely with the Admissions Office
as well as other University offices in supporting student recruitment efforts.
•
The Institute of Texan Cultures (ITC) [39], one of UTSA’s campuses, is dedicated
to enhancing the understanding of cultural history and its influence on the people
of Texas. The ITC provides a statewide educational resource relating to the
history and culture of the people of Texas. ITC accomplishes its mission by
means of an expansive exhibit floor, a document and photo library, an extensive
outreach program to Texas schools, and specialized and periodic major exhibits.
The ITC provides the first exposure to UTSA for over 100,000 Texas middleschool children visitors annually and also serves special educational programs of
the University. The Texas Folklife Festival [40], coordinated by the ITC, is the
largest cultural exhibition in Texas. Held annually, this three-day event
showcases the 40 originating cultural groups of Texas through over 200 exhibits,
demonstrations, lectures and performances held at the ITC.
•
The recently established UTSA Mexico Center [41] coordinates and guides the
many professional and institutional relationships between UTSA and universities
and organizations in Mexico that have developed over the years. The Mexico
Center fosters academic, research, cultural and programmatic exchanges with
Mexican universities and organizations. It engages UTSA students, faculty and
staff in these exchanges, thus promoting a better understanding of Mexico and
its relationship to the United States. The Mexico Center also provides a forum
for communication between policy makers, scholars, business representatives
and professionals from the United States and Mexico to bring about mutual
understanding and productive relationships.
•
The East Asia Institute (website under construction at this time) is designed to
promote appreciation and understanding of East Asian societies and cultures
both on campus and in the community through research, outreach, networking,
education, student/faculty exchange, and business development and
cooperation. The East Asia Institute organizes seminars, workshops, lectures,
conferences, film festivals, and visual art exhibitions with performing art groups
from China, Japan, Korea, and other Asian nations. It also encourages faculty
research collaborations, both within UTSA and with participating East Asian
231
university researchers. The East Asia Institute helps to build an important
educational, cultural and business bridge between the Orient and San Antonio by
promoting business collaborations and cooperation among the University, the
city, the state, and East Asian cities and countries.
•
The Bank of America Child and Adolescent Policy Research Institute (CAPRI)
[42] is a University-wide institute that supports the study of topics such as
pediatric obesity prevention, infant cognition and language development, school
readiness and dropouts, early literacy, juvenile justice and child abuse
prevention. CAPRI fosters cross-disciplinary collaborations within the University
and with research partners from the community, and will translate research
results into policy recommendations. The Navarro Center, housed in CAPRI, is a
collaborative project of the San Antonio Independent School District and UTSA.
The Child Development Center serves as a research/demonstration site to
determine and model the best practices for working with children in both English
and Spanish. CAPRI also serves as a resource for research services and
professional development training for professionals in child and adolescent
development and related careers.
Economic Development
The UTSA Institute for Economic Development (IED) [43] serves 30,000 businesses
annually, through ten programs in ten locations across the region. The IED also has a
national and international reputation as a center of excellence for UTSA. Several IED
programs are consistently top-ten rated among peers in the United States (Small
Business Development Center, Minority Business Enterprise Center, and the Trade
Adjustment Assistance Center). Two other unique, highly respected programs are the
National Small Business Information Clearinghouse and the International Trade
Center’s Mexico Program. An overview of VPCS programs focused on economic
development can be found at the following links:
•
Southwest Texas Border Region Small Business Development Center [44];
•
San Antonio Small Business Development Center (SBDC) [45];
•
Technology Center/Supplier-Vendor Network [46];
•
Human Capital Program [47];
•
San Antonio Technology Accelerator Initiative [48];
•
International Trade Center [49];
232
•
Minority Business Enterprise Center [50];
•
Center for Rural Business Programs [51];
•
Southwest Trade Adjustment Assistance Center [52];
•
National Small Business Information Clearinghouse [53]; and
•
Center for Community and Business Research [54].
Key Indicators
The common denominators for Community Services programs include the number of
program participants and the amount of sponsorship financial support annually, as
indicated in the VPCS Portfolio Programs table [55].
Additionally, a summary of the outputs and goals of the IED [56] shows that the
community increasingly utilizes the services of the IED to address its needs. For the
majority of the services, the IED has exceeded its goals.
Documentation:
Document
Source of Document
[1]
UTSA Mission Statement
UTSA Overview
[2]
The Accelerated Teacher Education Certificate
Program
Academy for Teacher
Excellence Website
[3]
The Academy for Teacher Excellence Peer
Mentor Program
N/A
[4]
“The ITHUBA Project” - Sombrilla article
Sombrilla Website - Summer
2008 Issue
[5]
Graduate Certificate in Security Studies
Department of Political Science
& Geography Website
[6]
UTSA Legislative Scholars Program
Institute for Law and Public
Affairs Website
[7]
Summer Law School Preparation Academy
[8]
Department of Music Camps and Workshops
Department of Music Website
233
Document
[9]
Executive Education
Source of Document
Center for Professional
Excellence Website
[10] Center for Professional Excellence
UTSA Website
[11] Business Certificate Series
Center for Professional
Excellence Website
[12] Building Business Excellence Program
Small Business Development
Center Technology Center
Website
[13] Paralegal Studies On-line Certificate
Center for Professional
Excellence Website
[14] Business Studies for the Americas Program
College of Business Website
[15] Bilingual Business Certificate
[16] Border Business Course
[17] Statistical Consulting Center
[18] Geographical Information Science Certificate
Department of Geological
Sciences Website
[19] Center for Information Assurance and Security
(CIAS)
UTSA Website
[20] Systems Security Professional Certificate
CIAS Website
[21] National Collegiate Cyber Defense Competition
N/A
[22] "Institute for Cyber Security Launches Tech
Incubator" - UTSA Today article
UTSA Today Website
[23] Center for Innovation and Technology
Entrepreneurship
College of Business Website Centers
[24] Center for Advanced Manufacturing and Lean
Systems
UTSA Website
[25] "Institute for Conventional, Alternative and
Renewable Energy" - UTSA Today article
UTSA Today Website
234
Document
Source of Document
[26] Non-Profit Management and Leadership
Certificate
College of Public Policy
Website
[27] Historic Preservation Certificate
College of Architecture Website
- Special Programs - Graduate
Certificates
[28] Urban and Regional Planning Certificate
[29] “UTSA Students Create Plans to Restore
Firehouse” - UTSA Today article
UTSA Today Website
[30] Great Conversations Program
UTSA Website - Colleges Honors College
[31] Office of Extended Education
UTSA Website
[32] UTSA eLearning Center
[33] Online Career Training Courses
Office of Extended Education
Website
[34] Extended Studies Program
[35] UTSA Outreach Council
Office of Community Outreach
Website
[36] Prefreshman Engineering Program
N/A
[37] Office of P-20 Initiatives
UTSA Website
[38] Office of Community Outreach
[39] Institute of Texan Cultures
[40] Texas Folklife Festival
Institute of Texan Cultures
Website - Special Events
[41] UTSA Mexico Center
UTSA Website
[42] Bank of America Child and Adolescent Policy
Research Institute
UTSA Browse Center Profiles Centers
[43] Institute for Economic Development
N/A
[44] Southwest Texas Border Region Small
Business Development Center
Institute for Economic
Development Website -
235
Document
[45] San Antonio Small Business Development
Center
Source of Document
Programs
[46] Technology Center/Supplier-Vendor Network
[47] Human Capital Program
[48] San Antonio Technology Accelerator Initiative
[49] International Trade Center
[50] Minority Business Enterprise Center
[51] Center for Rural Business Programs
[52] Southwest Trade Adjustment Assistance Center
[53] National Small Business Information
Clearinghouse
[54] Center for Community and Business Research
[55] VPCS Portfolio Programs Table
N/A
[56] Institute for Economic Development - Service
Outputs and Goals Table
N/A
236
Comprehensive Standard 3.4.3 - Admissions Policies
The institution publishes admissions policies consistent with its mission.
Compliance Judgment: Compliance
Narrative:
The University of Texas at San Antonio (UTSA) publishes admissions policies that are
consistent with its mission. UTSA’s mission statement asserts that UTSA is “an
institution of access and excellence” [1]. To ensure that it fulfills its mission, UTSA’s
admissions policies are designed to provide access to applicants who demonstrate the
ability to succeed even as these policies ensure that the institution’s excellence is
maintained. UTSA’s mission statement also asserts that UTSA is a “center for
intellectual and creative resources as well as a catalyst for socioeconomic development”
[1]. These standards are further designed to maintain UTSA’s role in serving the local,
national, and international communities.
Undergraduate Admissions
UTSA’s undergraduate admissions requirements are published in the electronic 20082009 Information Bulletin [2]. Additionally, the Undergraduate Admissions Office [3]
provides a variety of resources on their website for students enrolling as first-time
freshmen, transfer, and international students.
Freshmen (In-state)
Freshmen applicants who are Texas residents and who meet the minimum test score
criteria according to their rank-in-class [4] may be initially admitted as regular students.
Following initial admission, a final high school transcript is requested to confirm
high school graduation and the high school curriculum completed.
Freshmen (Out-of-State)
Out-of-state freshmen applicants [5] must graduate from a high school accredited by
that state’s accreditation association within five years of the date of first enrollment to be
admitted as regular students. That association’s mission and scope must be similar to
that of the Texas Education Agency.
Provisional Freshmen Admission
Applicants who are Texas residents, first-time freshmen, and graduates of any
accredited high school, but who do not qualify for admission because of inadequate
237
SAT or ACT scores or high school records, may be admitted to a fall or spring semester
on a provisional basis [6].
Students who are admitted on a provisional basis are given the opportunity to
demonstrate that they can perform college-level work and can reasonably be expected
to make progress toward a degree. Applicants must demonstrate their ability to perform
at the college level by obtaining an overall “C” grade point average (2.0 on a 4.0 scale)
in 18 college credit hours. Upon completion of at least 18 college credit hours of
approved courses at UTSA with a grade point average of at least 2.0, students admitted
provisionally will be declared in academic good standing at the University.
Transfers
Students may apply for admission as transfer students [7] if they have previously
completed any credit courses at the college level after high school graduation, with the
exception of those who attend college during the summer immediately after high school
graduation (first-time freshmen).
Freshmen Transfers
Applicants for admission who have earned fewer than 30 semester credit hours [7] from
accredited colleges or universities must meet the same rank-in-class (or GED) and
SAT/ACT requirements as first-time freshmen; have a minimum “C” (2.0 on a 4.0 scale)
admission grade point average on college coursework attempted; not be ineligible to
return to the most recently attended institution for academic reasons (transcripts or
additional documentation may be required to demonstrate that this requirement has
been met); and not be ineligible to return to the most recently attended institution for
disciplinary reasons (by applying to UTSA, applicants affirm that they meet this
requirement).
College Transfers
Applicants for admission to UTSA who have earned 30 or more semester credit hours
from accredited colleges or universities [7] must have a minimum “C” (2.0 on a 4.0
scale) admission grade point average on college coursework attempted; not be
ineligible to return to the most recently attended institution for academic reasons
(transcripts or additional documentation may be required to demonstrate that this
requirement has been met); and not be ineligible to return to the most recently attended
institution for disciplinary reasons (by applying to UTSA, applicants affirm that they meet
this requirement).
238
Special Transfer Students
Special transfer students [8] are transfer students who enroll in courses only at the
undergraduate level without pursuing a degree at UTSA. First-time freshmen and
international students cannot apply as special students. Because special students are
not working toward a degree, they may be ineligible for financial assistance.
Applicants with fewer than 30 undergraduate semester credit hours attempted at an
accredited college or university must meet the same admission requirements as firsttime freshmen, have at least a “C” average (2.0 on a 4.0 scale) on all college-level
coursework, and be in good standing at the last institution attended.
Applicants who have attempted 30 or more undergraduate semester credit hours must
have at least a “C” average (2.0 on a 4.0 scale) in the last 30 hours attempted and be in
good academic standing at the last accredited college or university attended.
International Students
Applications from individuals who plan to enroll while residing in the United States of
America (USA) using a non-permanent visa are processed as international students [9].
This includes applications received from other countries as well as applications received
from students currently attending high schools, colleges, or universities in the USA.
All international students, including first-time freshmen and transfer students, must
prove proficiency [10] in the English language by taking either the Test of English as a
Foreign Language (TOEFL [11]) or the International English Language Testing System
(IELTS [12]) examination. English as a Second Language (ESL) courses are required
for those students who need additional language training. The UTSA English Language
Assessment Program is required of all new students. Students are assigned to take up
to three ESL classes if it is judged the courses will benefit the student. Students are
admitted to the Intensive English Program with a guarantee that they are accepted to
the baccalaureate degree program of their choice as soon as the appropriate level of
English proficiency has been achieved. Conditional admission is not available to
graduate students. The TOEFL or IELTS is waived if the applicant graduated from a
high school in the USA and completed two years of regular English courses; the
applicant graduated with a baccalaureate degree from a college or university in the
USA; or the applicant has successfully completed 45 or more semester hours of
transferable credit from an American college or university.
International students must also submit a statement guaranteeing the student’s ability to
pay all expenses while at UTSA. The statement may be sent from a parent, guardian,
or sponsor when endorsed by a bank or other reliable institution, or from a citizen of the
239
USA who accepts responsibility for the student’s financial needs. International students
must submit evaluations of foreign credentials. UTSA will accept evaluations from
credential evaluation services that adhere to the published credential evaluation
guidelines of the American Association of Collegiate Registrars and Admissions Officers
or from NAFSA: Association of International Educators. International students must
have all application materials, including application for admission, nonrefundable
application fee, evaluation of foreign credentials, and all supporting documents on file in
the Office of Admissions by the appropriate application deadline.
International Freshmen Application Policy
International freshmen students must have qualifications equivalent to those of students
entering from accredited secondary schools in the USA, as determined by the Office of
Admissions; have superior grades on work completed in secondary school, as
determined by the Office of Admissions; and, if graduated from an American high
school, applicants should submit a SAT/ACT test score corresponding to rank-in-class
requirements for in-state, first-time freshmen. SAT or ACT scores are recommended
from schools abroad.
International Transfer Students Policy
International transfer students who have attended a college or university in a country
other than the USA must have superior grades on work completed in college, as
determined by the Office of Admissions. International transfer students who have
successfully completed one year of full-time study do not need to submit SAC/ACT
scores. SAT or ACT scores are strongly recommended for all other international
students.
International Students Transferring from Schools within the USA
International transfer students who have attended another college or university in the
USA must have completed at least 30 semester credit hours with a “C” average (2.0 on
a 4.0 scale) on all college work attempted.
Graduate Admissions
Graduate admissions policies, including both university-wide and department-specific
admission requirements, are published in the Graduate Catalog 2009-2011 [13]. This
catalog is available to students in both hard copy and electronic versions on the UTSA
Graduate School website. Admission requirements for graduate study at UTSA are
designed so that admitted students will have a high probability of success in graduatelevel academic work.
240
Graduate programs take a holistic approach in reviewing applicant files. When making
a decision to grant admission, they review transcripts, grade point average, resume,
statement of purpose, and letters of recommendation. There are three types of
graduate admissions: degree-seeking [14], special graduate [15] and non-degree
seeking [16]. In addition, international students must meet certain criteria before being
admitted to UTSA.
Degree-Seeking Students
Students seeking regular admissions as graduate students at UTSA must hold a
baccalaureate degree from a regionally accredited university in the USA or have proof
of an equivalent degree from a foreign institution. They must have been in “good
standing” at their undergraduate institution, and have a grade point average (GPA) of
3.0 on a 4-point scale for the last 60 credit hours of course work taken as an
undergraduate. In addition, potential students must have completed at least 18
semester credit hours (SCH), 12 or more in upper-division coursework, in the area(s) for
which graduate admissions is sought (or in related areas, as determined by the
Graduate Program Committee (GPC) for the program for which admissions is being
sought).
Special Graduate Students
Special graduate students are those who are not initially admitted as degree-seeking
students. However, they may later be admitted to a degree program and apply
appropriate credits earned while a special graduate student toward that degree. To be
admitted, these students must hold a baccalaureate degree from a regionally accredited
institution in the USA or have proof of an equivalent degree from a foreign institution.
They must also have been in good standing at their undergraduate institution and have
maintained a 3.0 GPA on a four-point scale in their last 60 undergraduate credit hours.
Non-Degree-Seeking Students
Students not seeking a graduate degree may be admitted to take graduate coursework
if they hold a baccalaureate degree from a regionally accredited institution in the USA or
have proof of an equivalent degree from a foreign institution. They also must have been
in good standing at their undergraduate institution and have maintained a 3.0 GPA on a
four-point scale in their last 60 undergraduate credit hours. These students may not
apply credits earned toward graduate degree programs without special appeal, should
they be admitted at a later time. Therefore, applicants not admitted as degree-seeking
students are strongly encouraged to apply as Special Graduate students.
241
International Students
Applications from non-US citizens or nonpermanent residents are processed as
international [17]. International student applicants must meet the graduate admission
requirements and prove proficiency in the English language by taking either the TOEFL
or IELTS examinations [18]. TOEFL scores may be waived for international students
from countries where English is the primary language of instruction and the principal
language spoken in the home; or for non-citizens of the USA earning a baccalaureate
degree or higher in the USA or other English-speaking countries. Participation in
UTSA’s English Language Assessment Program (ELAP) before registration is required
of students with TOEFL scores below 600 (paper version) or 100 (Internet based) or 7
(IELTS). Based on this assessment, students needing additional instruction in English
are required to enroll in appropriate English for International Students (EIS) courses.
Applicants from the following countries are exempt from submitting the TOEFL or IELTS
score:
American Samoa
Guyana
Australia
Ireland
Bahamas
Jamaica
Barbados
Liberia
Belize
New Zealand
Canada (except Quebec) Sierra Leone
Dominica
Trinidad/Tobago
Grand Cayman
United Kingdom
Grenada
U.S. Pacific Trust
International graduate students must also submit a statement guaranteeing the
student’s ability to pay all expenses while a student at UTSA, if attendance under the F1 (student) visa is anticipated. The statement may be sent from a parent or guardian
when endorsed by a bank or other reliable institution, or from a citizen of the USA who
242
will accept responsibility for the student’s financial needs. International graduate
students must meet application requirements regarding fee and supporting credentials.
The application, nonrefundable application fee ($80 online or $85 paper), and
supporting credentials should be on file in the Graduate School by the appropriate
application deadline. The nonrefundable application fee is also charged upon
reapplication for admission following academic dismissal.
The above criteria serve as guidelines for admission for international students. The
Graduate School and the appropriate GPC examine the credentials of each applicant on
an individual basis, with admission granted only to those who show promise of success
in graduate study.
Documentation:
Document
Source of Document
[1]
UTSA Mission Statement
UTSA Overview
[2]
2008-2009 Information Bulletin
UTSA Website - Current
Students
[3]
Undergraduate Admissions Office
UTSA Admissions Website
[4]
Freshmen (In-state) Admission
[5]
Freshmen (Out-of-state) Admission
[6]
Provisional Freshmen Admission
Tomas Rivera Center for
Student Success Website
[7]
Transfer Students Admission
UTSA Admissions Website
[8]
Special Transfer Students Admission
[9]
International Students Admission
[10] IELTS or TOEFL Examinations (Undergraduate
Students)
[11] Test of English as a Foreign Language Website
Educational Testing Service
Website
243
Document
Source of Document
[12] International English Language Testing System
Website
N/A
[13] Graduate Catalog 2009-2011
UTSA Website - Current
Students
[14] Degree-Seeking Graduate Students Admission
Graduate Catalog 2009-2011
[15] Special Graduate Students Admission
[16] Non-Degree-Seeking Graduate Students
Admission
[17] International Graduate Students
Graduate School Website
[18] IELTS of TOEFL Examinations (Graduate
Students)
244
Comprehensive Standard 3.4.4 - Acceptance of Academic Credit
The institution has a defined and published policy for evaluating, awarding, and
accepting credit for transfer, experiential learning, advanced placement, and
professional certificates that is consistent with its mission and ensures that course work
and learning outcomes are at the collegiate level and comparable to the institution’s
own degree programs. The institution assumes responsibility for the academic quality of
any course work or credit recorded on the institution’s transcript.
Compliance Judgment: Compliance
Narrative
The University of Texas at San Antonio (UTSA) has a defined and published policy for
evaluating, awarding and accepting credit for transfer, experiential learning, advanced
placement, and professional certificates that is consistent with its mission and ensures
that course work and learning outcomes are at the collegiate level and comparable to
the institution’s own degree programs. UTSA assumes responsibility for the academic
quality of any course work or credit recorded on the institution’s transcript. The policies
and procedures described below explain UTSA’s rigor in awarding credit at the
undergraduate and graduate levels.
Undergraduate Programs
Transfer
UTSA has established and published policies for the evaluation and acceptance of
transfer credit in its various forms that follow the Texas Higher Education Coordinating
Board’s (THECB) Texas Administrative Code (TAC), Title 19, Part 1, Chapter 4,
Subtracted B [1], regarding acceptance of undergraduate coursework, transfer of credit,
core curriculum and field of study criteria. UTSA also requires all transfer work, test
scores, and placement examinations to be posted on an official transcript and sent
directly to the Office of Admissions. An official evaluation of transfer credit is completed
for degree-seeking applicants at the time of admission.
Transfer credit is determined based on course content equivalency, grade-in-course,
and accreditation by a regional accreditor. Credits are considered for acceptance from
institutions accredited by the Southern Association of Colleges and Schools
Commission on Colleges, the North Central Association, the Western Association of
Schools and Colleges, the New England Association of Schools and Colleges, the
Middle States Association of Schools and Colleges, and the Northwest Commission on
Colleges and Universities.
245
UTSA participates in the Texas Common Course Numbering System (TCCN), which is
designed to facilitate the transfer of lower-division academic coursework between Texas
institutions of higher education. The Undergraduate Catalog 2008-2010 [2] lists an
applicable TCCN in the course description directly after the title of the course. Appendix
B [3] in the Undergraduate Catalog lists the TCCN course designations and their UTSA
equivalents. In addition, Appendix B lists core curriculum courses that do not have a
TCCN but have been assigned an “acceptable substitute” TCCN. If a student
completes a course bearing this number, it will be accepted as meeting the applicable
core curriculum requirement. The THECB [2] has established procedures for Texas
public colleges and universities to follow in resolving transfer of credit disputes. These
guidelines, which cover evaluation procedures, resolution of transfer credit disputes,
and acceptability of courses, are also published in the Undergraduate Catalog 20082010 - Transferring Courses [4]. As a rule, UTSA accepts courses from an accredited
institution of higher education or credit by examination. In addition, UTSA has transfer
plan agreements [5] with twelve Texas two-year colleges.
The THECB has established a common framework for core curricula at all public
institutions of higher education. Transfer of Core Curriculum credits are addressed
under Core Curriculum [6] in the Undergraduate Catalog. In accordance with the Texas
Education Code (TEC), Chapter 61, Subchapter S [7], the UTSA Core Curriculum
consists of 42 semester credit hours of coursework. Students who have completed all
or a portion of the Core Curriculum at another Texas public institution of higher
education may use that coursework to satisfy UTSA core curriculum requirements.
When the Office of Admissions receives a transcript containing courses without TCCN
equivalency, the courses are evaluated to determine which should receive transfer
credit. Research for equivalency takes into account the level and content of courses, as
determined by examining catalog copy and course descriptions of the university from
which the course was taken. To be equated, the submitted course work must be at
least at the same level and cover substantially the same material or knowledge as
courses at UTSA. Admissions performs the initial evaluation of courses for possible
transfer credit for all degree-seeking applicants. For lower level courses, especially
those applicable to core curriculum (general education) credit, the evaluation by
Admissions determines institutional acceptance of the credit and indicates the courses
in the UTSA core curriculum to which the equivalent courses will apply. Other courses,
particularly those at the upper level, may require evaluation by persons with more
detailed course content knowledge. In such cases, Admissions first contacts
the advising center of the college whose degree would be affected by the course credit,
because of advisors' familiarity with course content within their college's majors. If the
advisor believes more detailed content expertise is required, the chair of the department
246
to whose course the credit would apply is asked to review the proposed transfer for a
final recommendation. Institutionally accepted credit may be applied toward degree
requirements if (a) directly related as a transfer course equivalent by the student's
academic department or (b) if applied to the student's degree plan as meeting an
elective requirement by the student's academic department. The student has the right
to appeal a negative decision. Undergraduate students must submit a form, specific to
their college [8], [9], [10], [11], which requests to substitute a transfer course from an
institution with no UTSA equivalency table for a course in the UTSA major to be
considered for transfer credit. In such cases, additional information will be required. An
example would be that the student would be asked to submit the syllabi of the courses
in question. Decisions on which transferred courses satisfy degree requirements are
determined in the student's academic department. Once a specific course from a
specific university has been determined to be equivalent to a UTSA course, the
information is entered into a Banner Student Information System table so that it will not
have to be reviewed again. The above process is followed to ensure the credit is
consistently evaluated and applied.
Credits completed at institutions outside the U.S. must be evaluated on an individual
basis at the student’s expense. Transfer students with foreign university credit should
submit a transcript evaluation report from the Foreign Credentials Service of America
(FCSA) or other university-approved evaluation service. The student mails translated
official transcripts, certificates, and diplomas from foreign (non-USA) high schools,
universities and university-level schools as well as the evaluation fee directly to the
FCSA along with the completed FCSA form. The evaluation service will mail a detailed
evaluation to the student and, if the student requests, a copy of the evaluation as well
as the student’s official transcripts to the Office of Admissions. Transfer credit from
foreign institutions is accepted by UTSA on the basis of this evaluation. The Office of
Admissions provides a link with instructions and a printable FCSA form to the students.
Credit earned by extension or correspondence [12] through accredited colleges and
universities is evaluated and accepted for transfer if the course is equivalent to a UTSA
course, acceptable to the student’s degree program, and if all other transfer provisions
in this section are met. Students currently enrolled at UTSA are not typically permitted
to take correspondence or extension courses and transfer the credit to UTSA.
Exceptions to this rule must be approved by the student’s advisor and dean, and such
courses can be taken only in the event that the student is about to graduate and cannot
obtain the course in residence.
UTSA accepts on a limited basis, according to the evaluation procedures noted above,
physical activities courses, extension or correspondence courses, military service
training school courses, courses from an institution undergoing application for
247
accreditation, and courses from a non-accredited institution. Vocational-technical
credits earned as part of an Applied Associates of Sciences degree from a regionally
accredited school are only accepted for the Bachelor of Applied Arts and Science
degree program. The University does not accept, under any circumstance, credits for
developmental education, orientation, high-school-level courses, or mathematics
courses below the college algebra level for transfer credit.
Experiential Learning
UTSA does not grant credit for experiential learning [13].
Credit by Examination
UTSA awards credit by examination via Advanced Placement (AP) [14], International
Baccalaureate Examination (IBE) [15], and College-level Examination Program (CLEP)
[16]. Appendix C [17] in the Undergraduate Catalog 2008-2010 explains the tests, the
minimum score required at UTSA and the UTSA credit to be awarded.
Professional Certificates
A professional certificate has no bearing on acceptance of credit for courses taken to
earn the certificate. Each course will be individually evaluated using the criteria and
processes, described in the “Transfer” section of “Undergraduate Programs” above, to
determine if credit will be awarded.
Master’s Programs
Transfer
Transferring credit for master’s courses is addressed in the Graduate Catalog 20092011 [18]. For credit to be granted, the course must be at the same level, require
essentially the same prerequisite knowledge, and cover substantially the same material
or knowledge.
Ordinarily, all work for the master’s degree must be completed at UTSA. Transfer credit
of usually not more than six semester credit hours may be allowed for graduate
coursework completed at another accredited institution, upon the approval of the
appropriate Graduate Program Committee in which the major area is located. However,
upon petition by the student, recommendation of the appropriate Graduate Program
Committee, and the approvals of the associate dean of graduate studies in which the
program is located and the dean of the Graduate School, up to a maximum of one-third
of the semester credit hours of coursework (exclusive of thesis) required for a degree at
UTSA may be accepted as transfer credit for the degree.
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The Graduate Program Committee evaluates transcripts and designates which graduate
courses are acceptable under the above provisions for transfer toward a master’s
degree at UTSA. The course number assigned by the institution awarding the credit
determines whether a course is transferable to UTSA as graduate coursework. To be
transferable to UTSA, courses must be defined as graduate courses at the institution
where credit was earned. Courses that are defined as undergraduate upper-division by
their course numbers, but that can be applied to a graduate degree at the institution
awarding the credit, are not accepted for transfer toward a master’s degree at UTSA.
All work submitted for transfer credit must have been completed with grades of “A” or
“B” and must have been completed no more than six years before the degree was
awarded. The student’s UTSA transcript notes the number of hours of graduate transfer
credit.
Credit by Examination
UTSA does not accept credit by examination for any courses used to meet minimum
requirements for a graduate degree or graduate teacher certification program.
Professional Certificate
A professional certificate has no bearing on acceptance of credit for courses taken to
earn the certificate. Each course will be individually evaluated using the criteria and
processes, described in the “Transfer” section of “Master’s Programs” above, to
determine if credit will be awarded.
Doctoral Programs
Transferring credit for doctoral courses is addressed in the Graduate Catalog 20092011 [19]. As a general rule, at the doctoral level students are expected to complete all
coursework at UTSA. Exceptions require the approval of the appropriate Graduate
Program Committee, the associate dean of graduate studies of the college in which the
program resides, and the Graduate School. Correspondence and extension courses
may not be applied to a graduate degree program.
Documentation:
[1]
Document
Source of Document
Texas Administrative Code (TAC), Title 19, Part
1, Chapter 4, Subchapter B
TAC, Title 19, Part 1, Chapter 4
249
Document
Source of Document
Undergraduate Catalog 20082010
[2]
Course Descriptions with Texas Common
Course Number (TCCN)
[3]
Appendix B
[4]
Transferring Courses
[5]
2008-2010 Transfer Plans
Office of Undergraduate
Studies Support and
Technology Services Website
[6]
Core Curriculum
Undergraduate Catalog 20082010
[7]
Texas Education Code (TEC), Chapter 61,
Subchapter S
TEC, Chapter 61
[8]
College of Business Petition for CBK, Major,
Support Work, Minor, Prerequisite or University
Requirement Form
N/A
[9]
College of Liberal and Fine Arts Request for
Substitution Form
N/A
[10] College of Public Policy Request for a Transfer
Course to be Used as a Substitution for a
Course in the Major from an Institution with no
UTSA Equivalency Table Form
N/A
[11] College of Science Request for Substitution of a N/A
Transfer Course with no UTSA Equivalency to
be Used in the Major/Support Work Form
[12] Extension or Correspondence Courses
Undergraduate Catalog 20082010
[13] Not Accepted for Transfer Credit
[14] Advanced Placement
Testing Services Website
250
Document
Source of Document
[15] International Baccalaureate Certificate
Examination
[16] College Level Examination Program
[17] Appendix C
Undergraduate Catalog 20082010
[18] Transferring Credit for Master’s Courses
Graduate Catalog 2009-2011
[19] Transferring Credit for Doctoral Courses
251
Comprehensive Standard 3.4.5 - Academic Policies
The institution publishes academic policies that adhere to principles of good educational
practice. These are disseminated to students, faculty, and other interested parties
through publications that accurately represent the programs and services of the
institution.
Compliance Judgment: Compliance
Narrative:
The University of Texas at San Antonio (UTSA) publishes academic policies that adhere
to principles of good educational practices. These are disseminated to students,
faculty, and other interested parties through publications that accurately represent the
programs and services of the institution.
Academic policies at UTSA are developed and reviewed using a collaborative
approach. Various offices and committees across the University ensure that policies
follow best practices and comply with applicable rules and regulations. All academic
policies are published in multiple formats, including electronic and hard copies, and are
available to UTSA students and faculty, as well as other interested parties.
UTSA publishes academic policies, procedures, programs, and services in the
information bulletin (published annually) and the undergraduate and graduate
catalogues (published biannually). The 2008-2009 Information Bulletin [1],
the Undergraduate Catalog 2008-2010 [2], and the Graduate Catalog 2009-2011 [3] are
provided as hard copies and electronically on the UTSA website.
The 2008-2009 Information Bulletin [1] provides information about academic policies
and procedures that apply to all students, regardless of the catalog under which they
are seeking their degree. It includes residence requirements, policies on grades and
grade point average, credit by examination, adding and dropping courses and
withdrawal from the University, and scholastic probation and dismissal. This publication
also gives historical and current information about the University’s organization and
physical facilities. All changes to academic policies and procedures are made in
accordance with the provisions in The University of Texas System (UT System) Rules
and Regulations of the Board of Regents (Regents’ Rules), Rule 40101, Section 3 [4],
which stipulates that faculty shall have “a major role” in the following areas:
•
•
•
•
General academic policies and welfare;
Student life and activities;
Requirements of admission and graduation;
Honors and scholastic performance;
252
•
•
Approval of candidates for degrees; and
Faculty rules of procedure.
The undergraduate and graduate catalogs provide information about degrees offered by
the colleges, degree requirements for all majors, courses offered in the departments,
and the faculty in each area. All changes to the undergraduate and graduate courses
and programs listed in the catalogs are initiated in the individual academic departments
through their Academic Policy and Curriculum Committees. These changes are then
reviewed by college-level Academic Policy and Curriculum Committees. The Graduate
Council [5] must approve changes to the graduate catalog. The Faculty Senate [6] must
approve changes to both the undergraduate and graduate catalogs. The UT System
Office of General Counsel also reviews the catalogs and information bulletin to ensure
compliance with UT System and Texas Higher Education Coordinating Board (THECB)
policies and rules. These changes are published in the new catalogs.
In addition, Regents’ Rules, Rule 20201, Section 4.9(a) [7] requires faculty input for all
significant changes to the UTSA Handbook of Operating Procedures (HOP) and that
sections of the HOP “that pertain to the areas of faculty responsibility” as defined in
Regents’ Rules, Rule 20201, Section 4.9(b) [8] be reviewed by “the faculty governance
body of the campus.” The faculty governance body for UTSA is the Faculty Senate [6].
The President has designated the Office of Audit, Compliance and Risk Services [9] as
the University office responsible for coordination of policy development and review. The
Office of Legal Affairs [10] verifies that policies comply with federal and state laws and
Regents’ rules and regulations. Once changes to academic policies and procedures
have been approved through this procedure, they are published in the HOP (with
publication date indicated) and through @UTSA [11], an electronic newsletter that
provides updates to employees regarding all changes including, among other items,
amendments to the HOP.
Academic policies at UTSA are disseminated through web pages primarily designed for
student use and available to other interested parties. The Current Students web page
[12] provides information about academics, enrollment, campus life and community,
campus services, financials and costs, parking and transportation, safety, directories,
maps and services, and technology support. In addition to these resources, the Future
Students web page [13] includes information about new student orientation, family
orientation, and the visitor center. The Office of International Programs [14] provides
resources for international students, faculty, and researchers related to social security
cards, visa issuance, income tax updates, and health insurance waivers.
The HOP, Chapter 2, Section 2 contains detailed academic policies on student
evaluation of teaching [15], textbooks and other materials [16], final examinations [17],
253
off-campus courses for credit [18], retention of student records for final grades [19], and
academic program assessment [20]. In accordance with Regents’ Rules, Rule 20201
[7], the HOP, Chapter 9, Section 9.3 [21] provides procedures to ensure that “input
from the faculty, staff, and student governance bodies for the institution will be sought
for all significant changes to an institution’s Handbook of Operating Procedures.” The
Faculty Senate [6] is responsible for reviewing and formulating policies “on all matters
pertaining to the professional concerns, duties, standards, ethics, responsibilities,
perquisites, and work conditions of the UTSA faculty.” The UTSA Student Government
Association’s (SGA) Academic Affairs Standing Committee [22] “researches student
concerns related to the administrative units reporting to the University Provost and Vice
President of Academic Affairs.” SGA’s Student Affairs Standing Committee [23]
“researches student concerns related to the administrative units reporting to the Vice
President of Student Affairs.” This consultative approach to policy development
ensures that academic policies that are developed adhere to principles of good
educational practices and accurately represent the programs and services of UTSA.
Appropriate officials and offices verify the accuracy of information communicated
through other University publications and materials, such as recruitment brochures and
presentations, to ensure that the information accurately represents the University’s
policies, programs, and services. For more information, see the narrative for Federal
Requirement 4.6 [24].
Documentation:
Document
Source of Document
[1]
2008-2009 Information Bulletin
[2]
Undergraduate Catalog 2008-2010
[3]
Graduate Catalog 2009-2011
[4]
Rules and Regulations of the Board of Regents
(Regents’ Rules), Rule 40101, Section 3
Regents’ Rules, Rule 40101
[5]
Graduate Council
UTSA Website
[6]
Faculty Senate
[7]
Regents’ Rules, Rule 20201, Section 4.9(a)
UTSA Website - Current
Students
Regents’ Rules, Rule 20201
254
Document
[8]
Regents’ Rules, Rule 20201, Section 4.9(b)
[9]
Office of Audit, Compliance and Risk Services
Source of Document
UTSA Website
[10] Office of Legal Affairs
[11] @UTSA
[12] Current Student web page
[13] Future Students web page
[14] Office of International Programs
[15] Handbook of Operating Procedures (HOP),
Chapter 2, Section 2.12
HOP Table of Contents
[16] HOP, Chapter 2, Section 2.15
[17] HOP, Chapter 2, Section 2.17
[18] HOP, Chapter 2, Section 2.18
[19] HOP, Chapter 2, Section 2.19
[20] HOP, Chapter 2, Section 2.21
[21] HOP, Chapter 9, Section 9.3
[22] Student Government Association, Academic
Affairs Standing Committee
UTSA Website
[23] Student Government Association, Student
Affairs Standing Committee
[24] Federal Requirement 4.6
Located within the UTSA
Compliance Certification Report
255
Comprehensive Standard 3.4.6 - Practices for Awarding Credit
The institution employs sound and acceptable practices for determining the amount and
level of credit awarded for courses, regardless of format or mode of delivery.
Compliance Judgment: Compliance
Narrative:
The University of Texas at San Antonio (UTSA) employs sound and acceptable
practices for determining the amount and level of credit awarding for courses,
regardless of format or mode of delivery.
The requirements and procedures for awarding credit are governed by the rules and
policies that are issued by the Texas Higher Education Coordinating Board (THECB).
Texas Administrative Code, Title 19, Part 1, Chapter 4, Subchapter A, Rules 4.5 [1] and
4.6 [2], define a semester as including “15 weeks for instruction and one week for final
examinations or a total of 16 weeks instruction and examinations combined.” Rule 4.6
[2] also specifies that courses for which three semester credit hours are awarded
contain a minimum of 45 contact hours, regardless of format. Distance learning courses
may meet an alternate standard but only if “the course has been reviewed and
approved through a formal, institutional faculty review process that evaluates the course
and its learning outcomes and determines that the course does, in fact, have equivalent
learning outcomes to an equivalent, traditionally delivered course.”
A proposal for a new course or a change to an existing course, which originates in the
department, must be submitted on a Course Inventory Update Form [3]. The form
includes the level and amount of credit to be awarded (to ensure compliance with
THECB credit hour requirements), a brief description, and the justification for the course
or course change. The form must be reviewed and approved by the department chair
and dean. Undergraduate courses must be approved by the dean of Undergraduate
Studies; graduate courses must be approved by the dean of the Graduate School.
The Course Numbering System [4], found in the 2008-2009 Information Bulletin
(updated annually) provides information about the level and the amount of credit
awarded for each course. All courses are designated by four-digit numbers following a
two or three letter abbreviation of the subject (discipline) of the course. The first digit
indicates the level of the course. Courses beginning with a “0” are developmental
education courses and may not be counted toward a degree. Courses beginning with a
“1” or “2” are lower-division (freshman and sophomore level). Courses beginning with a
“3” or “4” are upper-division (junior and senior level). Courses beginning with a “5” or
higher are graduate-level courses. The departments in each college use the second
256
and third digit in the course numbers to distinguish individual courses. The fourth digit
indicates the semester-credit value of each course.
The number of lecture hours and laboratory contact hours per week (if applicable) is
provided in parentheses in the course description sections of the UTSA Undergraduate
Catalog 2008-2010 [5] and the Graduate Catalog 2009-2011 [6] immediately following
the course number and title. For example, (3-0) indicates three hours of lecture and
zero hours of laboratory per week.
The TAC, Rule 4.6 [2], states that when courses are offered in a shortened format,
rather than the 16-week semester noted above, they must provide the same number of
contact hours and the same requirement for out-of-class learning as courses taught in a
normal semester. This is reflected in the UTSA Handbook of Operating Procedures,
Chapter 2, Section 2.32 [7].
Documentation:
Document
[1] Texas Administrative Code (TAC), Title 19, Part
1, Chapter 4, Subchapter A, Rule 4.5
Source of Document
Texas Administrative Code, Title
19, Part 1, Chapter 4,
Subchapter A
[2] TAC, Title 19, Part 1, Chapter 4, Subchapter A,
Rule 4.6
[3] Course Inventory Update Form
Office of the Registrar
[4] Course Numbering System
2008-2009 Information Bulletin
[5] Undergraduate Contact Hours Example Chemistry
Undergraduate Catalog 20082010
[6] Graduate Contact Hours Example – Geological
Sciences
Graduate Catalog 2009-2011
[7] Handbook of Operating Procedures (HOP),
Chapter 2, Section 2.32
HOP Table of Contents
257
Comprehensive Standard 3.4.7 - Consortial Relationships/Contractual
Agreements
The institution ensures the quality of educational programs and courses offered through
consortial relationships or contractual agreements, ensures ongoing compliance with
the comprehensive requirements, and evaluates the consortial relationship and/or
agreement against the purpose of the institution.
Compliance Judgment: Compliance
Narrative:
The University of Texas at San Antonio (UTSA) ensures the quality of educational
programs and courses offered through consortial relationships or contractual
agreements, ensures ongoing compliance with comprehensive requirements, and
evaluates the consortial relationship and/or agreement against the purpose of the
institution. In so doing, it advances its strategic initiative of “Serving Society through
Creativity, Expanded Research, and Innovations” [1]. Prior to engaging in any
consortial relationship or contractual agreement, faculty, staff, and administrators
carefully evaluate the proposed relationships. As a result of this evaluation, the
articulation and consortium agreements described below ensure ongoing compliance
with UTSA’s standards of undergraduate and graduate education in accord with UTSA’s
mission, vision, and core values [2].
Policies
Policies in the UTSA Handbook of Operating Procedures (HOP) pertaining to consortial
relationships and contractual agreements include Chapter 9, Section 9.28 [3] –
Guidelines for Research Centers and Institutes at The University of Texas at San
Antonio; Chapter 2, Section 2.8 [4] – Appointments to Centers within The University of
Texas at San Antonio; Chapter 2, Section 2.9 [5] – External Joint Appointments:
Individuals from Elsewhere at UT San Antonio and UT San Antonio Faculty at Other
Institutions; Chapter 2, Section 2.18 [6] – Off-Campus Courses for Credit; Chapter 2,
Section 2.30 [7] – Extended Education and the Awarding of Continuing Education Units
(CEU’s) at UT San Antonio; Chapter 4, Section 4.5 [8] – Outside Employment of UTSA
Employees of Other Texas State Agencies and Public Education Institutions to
Positions at UTSA; and Chapter 4, Section 4.31 [9] – Conflicts of Interest Policy. The
Office of Audit, Compliance and Risk Services [10] also publishes policies on conflict of
interest related to consortial relationships and contractual agreements on their website.
258
UTSA Undergraduate Consortial Relationships
Articulation Agreements
To serve transfer students, UTSA has articulation agreements (standardized) [11] with
eleven Texas community colleges and one technical college in Texas. The Office of
Undergraduate Studies Support and Technology Services lists UTSA’s 2008-2010
Transfer Plans [12] on its website. The Office of Student Financial Aid and Support
Services lists agreements that allow UTSA students to take courses at another school
that are transferable to their degree program at UTSA. Information on the UTSA
Consortium Agreement [13] and the 2008-2009 UTSA Consortium Agreement form are
available from its website. These articulation and consortium agreements ensure
ongoing compliance with UTSA’s standards of undergraduate education in accord with
UTSA’s mission, vision, and core values [2]. In addition, all institutions with which
UTSA participates are accredited by the Commission on Colleges. Further details on
transfer arrangements that ensure quality of programs and courses can be found in the
narrative for Comprehensive Standard 3.4.4 [14].
Other Collaborations/Arrangements
The Honors College [15] at UTSA houses the Archer Center [16], [17], a self-supporting
center that brings students to Washington, D.C., to participate in various internships and
to take part in classes focusing on policy, economics, and persuasion. Currently, three
students from UTSA are Archer Fellows [18].
While not a formal, contracted, collaboration, the UTSA Institute for Law and Public
Affairs (ILPA) [19] works with The University of Texas School of Law [20], operating at
the UTSA Downtown campus to enhance the number of students from UTSA’s
geographic region that gain admission to and excel in high-quality law schools. Every
summer, the ILPA conducts a highly rigorous, academically intense Summer Law
School Preparation Academy using highest quality UTSA and UT School of Law faculty
and providing students with a unique, enhanced educational experience. Students
completing the twelve-hour Academy program receive a Certificate in Legal Reasoning.
The ILPA also supervises a special Legal Studies Minor operating throughout the
academic year. The ILPA has also contributed to UTSA by increasing significantly the
number of students who gain admission to law school, from a pre-ILPA baseline year of
eight UTSA students admitted to law schools to forty, and from one student into UT Law
in a year to a peak of twelve. Nationally, over 125 law schools have admitted our ILPA
students during its short history (six admission cycles), including all nine law schools in
Texas and many top twenty law schools (Berkeley, Columbia, Michigan, etc.). Many
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ILPA graduates are now practicing attorneys; many go on to graduate school, as well.
The ILPA is currently designing and implementing a similar program for undergraduates
preparing to pursue careers in public affairs. The ILPA places and coordinates interns
to expose students to practitioner experiences beyond the enhanced academic
programs. The prestigious UTSA Legislative Scholars Program (the McClendon
Scholars) sends five students to serve as legislative assistants to the Texas House of
Representatives for legislative sessions, awarding each a $10,000 stipend.
UTSA Graduate Consortial Relationships
UTSA advances its vision statement [2], “[t]o be a premier public research university,
providing access to education excellence and preparing citizen leaders for the global
environment,” through several graduate-level consortial relationships. The quality of the
programs and courses offered through these relationships is assured in a number of
ways. First, each consortial relationship must have a signed Memorandum of
Understanding (MOU) that identifies the purpose/goals of the program, requirements for
each institution, and a description of responsibilities. In the relationships described
below, each MOU provides these details and UTSA is identified as the institution
responsible for quality assurance.
Consortial Relationships for Degree Programs
UTSA’s College of Business offers, as part of The University of Texas System (UT
System) TeleCampus (UTTC) [21], an MBA Online Program [22] in General
Management that pools the resources of eight accredited UT System institutions. Areas
of study in this General Management degree include accounting, finance,
administration, business law, economics, marketing, statistics and technology. MBA
Online students admitted to UTSA and meeting all degree requirements will be awarded
their degrees from UTSA. Both the title of the degree on the diploma and the student’s
transcript will designate that the program is a “University of Texas Consortium Online
MBA.” Since all courses offered by UTSA as part of these programs are also offered as
part of UTSA’s on-campus degree programs, they are subject to the same level of
scrutiny as those courses with regard to quality and effectiveness. See the narrative for
Comprehensive Standard 3.3.1.1 [23] for details on the program evaluation process for
these programs.
In addition, UTSA has a Memorandum of Understanding (MOU) [24] on behalf of the
College of Business and the National Defense University for “a cooperative mission to
provide extended academic opportunities to their respective students and faculty that
will result in a Master’s of Science in Information Technology (MSIT) with a
concentration in Infrastructure Assurance from UTSA.” As noted in the MOU, students
260
“will be subject to all the rules governing the awarding of degrees including rules
pertaining to satisfactory performance in accordance with its policies.” The College of
Business also offers Graduate Programs in Italy through the Italy Consortium Program
[25]. Transfer credit from The University of Kansas (the Consortium’s degree and credit
granting institution), is awarded for courses taken in this program. All courses
transferred to UTSA are subject to UTSA’s transfer of credit policies, as noted in the
narrative for Comprehensive Standard 3.4.4 [14].
UTSA’s College of Sciences offers a Ph.D. in Physics through consortial relationships
with The University of Texas at Brownsville (UTB) [26] and the Southwest Research
Institute (SWRI) [27]. In both cases, UTSA is the degree-granting institution. As noted
in the MOU for the UTSA-UTB partnership, UTSA has the “sole responsibility” for “[t]he
quality of the program, including, but not limited to, the admissions and advisement of
students,” “[s]electing . . . courses to be used in the program,” “[a]ssuring adequate
library resources and equipment,” “[s]electing . . . faculty to deliver instruction,”
“[m]entoring internships,” “[s]upervising graduate students,” and “[s]upervising student
research. Each of these programs is also monitored as part of the assessment and
evaluation process established for all academic programs at UTSA (see the narrative
for Comprehensive Standard 3.3.1.1 [23]). The partnership between UTSA and SWRI,
a private, non-profit institute, "is the first of its kind in Texas and promises to attract
nationwide attention and serve as a model for similar collaborations at other campuses
in The University of Texas System. The Ph.D. and master’s programs in Physics [28]
are designed to prepare graduates to make significant contributions to the evolution of
space science and space technologies, biophysics, cosmology, the nation's biomedical
infrastructure and the rapidly advancing scientific and technological capabilities in San
Antonio, the state of Texas, and the nation.” These articulation and consortium
agreements ensure ongoing compliance with UTSA’s standards of graduate education
in accord with UTSA’s mission, vision, and core values [2]. Both of these programs are
also subject to the evaluation and assessment processes described in detail in the
narrative for Comprehensive Standard 3.3.1.1 [23], thus further ensuring the quality of
these relationships.
Other Educational Agreements and Consortial Relationships at UTSA
Cooperative Consortium
UTSA is part of the Cooperative Consortium [29], an arrangement between The UT
System and The Texas A&M University System, which permits a graduate student at
one institution to use unique facilities or access courses already offered as part of
established degree programs at the other institution. The student registers and pays
fees at the home institution and retains any fellowship or financial assistance awarded
261
by it. Space must be readily available and the instructor or laboratory director of the
proposed work must consent to the arrangement. The graduate dean of each institution
must give approval for a student to participate in this program, ensuring that the facilities
and courses are appropriate and serve the student’s’ needs.
International Programs
UTSA offers a variety of Study Abroad programs [30] through its Office of International
Programs (OIP) [31]. UTSA’s Executive Vice Provost [32] is responsible for overseeing
the quality of programs and services offered through these programs. The Office of
Student Financial Aid and Enrollment Services provides resources and advising for
Study Abroad students in coordination with OIP. UTSA has agreements with foreign
universities [33] in Europe, Asia, and Latin America. An example of one of these
agreements of cooperation (with Centro de Investigaión y de Estudios Avanzados del
Instituto Politécnico Nacional – Unidad Guadalajar [34]) is provided. Similar to the
MOUs engaged-in with institutions in the United States, these agreements identify the
purpose/goals of the program, requirements for each institution, and a description of
responsibilities for each institution.
During the past academic year, more than 60 percent of UTSA students choosing to
study abroad participated in a UTSA faculty-led Study Abroad program. For these
programs, traditional UTSA courses are taught in the international setting. The courses
have been approved by the Texas Higher Education Coordinating Board (THECB) and
are onsite by UTSA faculty in a variety of countries worldwide.
Because these programs are developed by our faculty, attended by our students, and
recognized academically by the University, UTSA carefully reviews and approves each
proposed faculty-led program from an institutional perspective prior to any program
implementation ever taking place. All UTSA faculty-led study abroad program
proposals from the colleges are first reviewed by the International Advisory Council
(IAC). The IAC is comprised of (dean and vice president appointed) representatives
from each of the colleges, and the Offices of the Vice President for Research and the
Vice President for Community Services. The IAC reviews each program proposal and
then directly advises the Executive Vice Provost (the UTSA Senior International Officer)
on whether or not the suggested program integrates, represents, and supports the
academic requirements, goals, and global interests of UTSA. Other factors considered
include the overarching factors of student risk management, financial structuring, and
the academic relevance of the program’s curriculum.
The remaining 40 percent of students studying abroad participated in programs
sponsored by affiliate provider organizations. These third-party study abroad programs
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are designed and delivered by outside organizations and other universities (see above).
UTSA only partners with those programs whose university partners abroad have
received proper accreditation through their home country or a U.S. regional
accreditation body (as reviewed and approved by the UTSA Office of International
Admissions). UTSA students may not receive academic credit if they choose to
participate in a non-accredited study abroad program.
UT TeleCampus (UTTC)
In addition to the MBA Online Program described above, UTSA offers business
coursework for the UTTC [21], a consortium of UT System schools. The UTTC is the
centralized support center for online education throughout The UT System. UTTC
collaborative degree program courses offered by UTSA are noted with a comment
beneath the course section in the class schedule. The UTTC website provides access
to a full list of degree programs, courses and host universities [35]. Evaluation of the
MBA Online Program is described in the narrative for Comprehensive Standard 3.3.1.1
[23].
Library Consortial Programs
The UTSA Library participates in a number of consortial relationships in order to
maximize cost effective purchasing and offer a broader range of services to faculty,
staff, and students. These include membership in TexShare [36], AMIGOS [37], The
UT System Digital Library [38], the Texas Digital Library [39], Texas Archival Resources
Online [40], and the Center for Research Libraries (CRL) [41]. The library maintains
contractual agreements with information vendors to provide students, faculty and
researchers with the most in-depth and research-appropriate information available.
Working with faculty liaisons, library bibliographers evaluate these relationships
annually and make recommendations for continued contracts or changes based on the
needs of the University.
Documentation:
Document
[1]
Strategic Initiative II – Serving Society through
Creativity, Expanded Research, and
Innovations
[2]
UTSA’s Mission, Vision, and Core Values
Source of Document
UTSA 2016: A Shared Vision
(Strategic Plan)
263
Document
[3]
Handbook of Operating Procedures (HOP),
Chapter 9, Section 9.28
[4]
HOP, Chapter 2, Section 2.8
[5]
HOP, Chapter 2, Section 2.9
[6]
HOP, Chapter 2, Section 2.18
[7]
HOP, Chapter 2, Section 2.30
[8]
HOP, Chapter 4, Section 4.5
[9]
HOP, Chapter 4, Section 4.31
[10] Office of Audit, Compliance and Risk Services
Source of Document
HOP Table of Contents
UTSA Website
[11] Articulated Transfer Agreement Between the
N/A
University of Texas at San Antonio and A Texas
Public Community College (blank form)
[12] 2008-2010 Transfer Plans
Undergraduate Studies Support
and Technology Services
Website
[13] Consortium Agreement
Student Financial Aid &
Enrollment Services Website
[14] Comprehensive Standard 3.4.4
Located within the UTSA
Compliance Certification Report
[15] Honors College
UTSA Website
[16] The Archer Center
N/A
[17] Memorandum of Understanding between the
Archer Center, the University of Texas at Dallas
and UTSA
N/A
[18] Archer Fellows
The Archer Center
264
Document
Source of Document
[19] UTSA Institute for Law and Public Affairs
UTSA Website
[20] University of Texas School of Law
UT Austin Website
[21] University of Texas System TeleCampus
(UTTC)
The University of Texas System
(UT System) Website
[22] Master of Business Administration Online
Program
College of Business Website
[23] Comprehensive Standard 3.3.1.1
Located within the UTSA
Compliance Certification Report
[24] Memorandum of Understanding between UTSA
and the National Defense University’s
Information Resources Management College
N/A
[25] Italy Consortium Program
College of Business Website
[26] Memorandum of Understanding between UTSA
and the University of Texas at Brownsville
N/A
[27] Letter of Agreement for Joint Physics Graduate
Program between UTSA and the Southwest
Research Institute
N/A
[28] Physics Graduate Program
UTSA Physics & Astronomy
Website
[29] Cooperative Consortium – UT System and
Texas A&M University System
2008-2009 Information Bulletin
[30] Study Abroad
UTSA Website
[31] Office of International Programs
[32] Executive Vice Provost
[33] UTSA Agreements with Foreign Universities
Office of the Provost and Vice
President for Academic Affairs
Website
N/A
265
Document
Source of Document
[34] Agreement of Cooperation between Centro De
Investigacion Y De Estudios Avanzados Del
Instituto Politecnico Nacional – Unidad
Guadalajara and UTSA
N/A
[35] UTTC Programs
UTTC Website
[36] TexShare
Texas State Library and
Archives Commission
[37] AMIGOS
N/A
[38] UT System Digital Library
UT System Website
[39] Texas Digital Library
N/A
[40] Texas Archival Resources Online
UT Austin Libraries
[41] Center for Research Libraries
N/A
266
Comprehensive Standard 3.4.8 - Noncredit to Credit
The institution awards academic credit for course work taken on a noncredit basis only
when there is documentation that the noncredit course work is equivalent to a
designated credit experience.
Compliance Judgment: Compliance
Narrative:
The University of Texas at San Antonio (UTSA) does not award academic credit for
undergraduate or graduate course work taken on a noncredit basis. The
Undergraduate Catalog 2008-2010 [1] describes the types of courses for which
undergraduate credit is awarded. The Graduate Catalog 2009-2011 [2], [3] describes
the course work for which graduate credit is awarded. These links specify that credits
for course work, rather than courses per se, may be accepted for credit. Thus,
noncredit courses would not be considered for acceptance of credit.
Documentation:
Document
Source of Document
[1] Course Types and Acceptability
Undergraduate Catalog 20082010
[2] Master’s Degree Requirements
Graduate Catalog 2009-2011
[3] Doctoral Degree Requirements
267
Comprehensive Standard 3.4.9 - Academic Support Services
The institution provides appropriate academic support services.
Compliance Judgment: Compliance
Narrative:
The University of Texas at San Antonio (UTSA) provides a range of appropriate
academic support services for its students and faculty, as detailed below.
Academic Support Services for UTSA Students
Support for Students in Courses
Academic support services related to specific classes include faculty office hours,
laboratory sections, teaching assistant (TA) support, and supplemental instruction.
Faculty at UTSA are required to demonstrate professional behavior in teaching and
working with students, including providing a syllabus within the first week of classes that
incorporates expected learning outcomes and expectations regarding completion of
assignments and examinations, maintaining at least three hours of office time each
week during a semester when scheduled to teach, and returning assignments with
appropriate feedback in a timely manner. In addition to regular office hours for all
courses, some courses provide academic support for students through laboratory
sections (9.3 percent of total courses) and individual instruction (27.4 percent of total
courses) [1].
In addition to this course specific academic support, UTSA provides many more general
academic supports services to assist students academically, as listed below.
Academic Advising Services
Extensive academic advising services are available for graduate [2] and undergraduate
[3] students. The Colleges' Freshman Advising Center (CFAC) [4] (a division of
Academic Affairs) serves freshmen with declared majors, undeclared majors within a
college, and University of Texas (UT) Austin Coordinated Admissions (CAP)
participants. The CFAC offers academic advising to all UTSA freshmen who are
undeclared within a college, have a declared major, or who participate in CAP. Its
advisors are “dedicated to providing students with tools for academic, professional, and
personal success in an environment that fosters diversity in thought, purpose, and
scholarship” [5].
268
UTSA students (sophomores, juniors and seniors) who declare a major receive advising
through their colleges. The Office of Undergraduate Studies Support and Technology
Services (USSTS) [6] provides educational and technical services for UTSA students.
The USSTS website lists all undergraduate advising centers at UTSA. Available
services include appointments, scheduled walk-in assistance, group advising and/or
information sessions, and email advising services. These college advising centers offer
services at the Main and the Downtown (DT) campuses.
Graduate students (master’s and doctoral) receive advising through the Graduate
Advisor of Record (GAR) in their departments. GARs are faculty specialists appointed
by their department chair and college dean to the position in their department. Article V,
Section 4 of the Bylaws of the Graduate Council [7] lists the duties of the GAR. A list of
all GARs [8] is available on the Graduate School website.
Tomas Rivera Center for Student Success (TRC)
UTSA’s TRC provides a wide variety of services and programs designed to support
student success. These include tutoring services, Learning Assistance Programs,
Academic Success Programs, Supplemental Instruction, and Learning Communities.
Tutoring for students is provided in the Quantitative Skills Tutoring Lab [9], through the
Math Assistance Program (MAP) [10], PLATO [11] computerized instruction services,
and Non-Course Based Instruction [12] services for students who have not yet met the
requirements for the Texas Success Initiative (college placement testing). Learning
Assistance programs at the TRC include Academic Coaching [13], special topic
workshops [14], Graduate Student Learning Assistance [15], and a variety of Online
Study Skills Resources [16].
Four Academic Success Programs are offered: Access College and Excel (ACE) [17],
the PACE [18] advising program for new freshmen, the Academic Development
Program (ADP) [19] for provisionally admitted students, and a Scholar Support Program
[20] that provides scholarship assistance to students who have had academic problems.
Supplemental Instruction [21] services at UTSA provide weekly study sessions for
students enrolled in courses that have historically proved to be difficult barriers for
student success.
Learning Communities [22] at UTSA involve groups of freshmen whose interests are
similar or who live in the same community. These students take courses together; this
experience helps provide the academic and social support that enhances success
during the first year of college.
269
Judith G. Gardner Center for Writing Excellence (The Writing Center)
The Writing Center [23] assists students with writing assignments from any class they
are taking at UTSA. It is mainly staffed by English graduate students and advanced
English majors. These trained tutors focus on helping students improve their writing.
The Writing Center offers regular tutorial hours for drop-ins and by appointment. It also
offers online tutorial services and video lessons on academic writing.
In addition, the Writing Center provides graduate students with access to programs that
ensure their success in graduate school, including peer advising, writing consultations,
and writing institutes. The TRC partners with the Writing Center on the writing
consultants initiative.
The UTSA Institute For Law and Public Affairs (Institute)
The Institute [24] is an academic partnership between UTSA and The University of
Texas (UT) School of Law, operating at the UTSA DT campus. The Institute aims to
develop and implement one of the nation’s premier pre-law programs, enhancing the
number of students from UTSA’s geographic region who gain admission to and excel in
high-quality law schools. Every summer, the Institute conducts a rigorous, academically
intense Summer Law School Preparation Academy using the highest quality UTSA and
UT School of Law faculty, thus providing students with a unique, enhanced educational
experience. Students completing the twelve-hour program receive a Certificate in Legal
Reasoning. The Institute also supervises a special Legal Studies Minor operating
throughout the academic year. The Institute is designing and implementing a similar
program for undergraduates preparing to pursue careers in public affairs. The Institute
also places and coordinates interns to expose students to practitioner experiences
beyond the enhanced academic programs. Finally, the prestigious UTSA Legislative
Scholars Program (McClendon Scholars) sends five students to serve as legislative
assistants to the Texas House of Representatives for legislative sessions, awarding
each a $10,000 stipend.
The Archer Center
The Honors College [25] at UTSA houses the Archer Center [26], which brings students
to Washington, D.C. to participate in a variety of internships and to take part in classes
focusing on policy, economics, and persuasion.
Library Services
The UTSA Library [27] offers many academic support services, both at the Main and DT
campuses. These services include borrowing materials, course reserves, courier
270
service, interlibrary loan, copying and printing services, multimedia services, and
reference services. For more information on library services, see Core Requirement 2.9
[28] and Comprehensive Standards 3.8.1 [29], 3.8.2 [30], and 3.8.3 [31].
Academic Technology/Computing Services
The Office of Distance Learning and Academic Technology (DLAT) [32] provides many
forms of academic support to maximize classroom learning, including Web CT,
streaming video, interactive TV, video production, and classroom equipment.
Student Computing Services [33] provides academic support to students through three
separate computing laboratories at UTSA. Two of the computing labs are at the Main
campus and one is at the DT campus. Web CT and Wireless Access are also available
to support the academic success of UTSA students.
Office of International Programs (OIP)
OIP [34] sponsors an International Student Orientation [35] every semester, as well as
providing other International Programs Services [36] such as immigration advising and
support, international education week, and scholarships and financial aid for
international students.
OIP also offers a Study Abroad Program [37] for UTSA students, which includes
exchange programs, affiliated study abroad programs, and UTSA faculty-led programs.
Additional Support Services for UTSA Students
In addition to the specifically academic support services detailed above, student
services that further support academic success include career services and
employment, counseling services, and disability services.
Career Services
The University Career Center [38] assists current and former students in identifying and
developing the skills necessary to pursue lifelong career goals. Its services [39] include
career advising, workshops and events, online mock interviews, and other onsite and
electronic resources.
Counseling Services
Counseling Services [40] provides a confidential atmosphere where students can
discuss concerns that are important in their lives. Its services include individual
counseling/psychotherapy [41], relationship counseling [42], career counseling and
271
assessment [43], and referral services [44]. It houses The Women’s Resource Center
[45] and the Recovery Center [46]. It also offers presentations and workshops on an
ongoing basis.
Disability Services (DS)
DS [47] provides services, accommodations, and equipment to enable students with
disabilities to participate in and benefit from all educational programs and activities. It
offers these services at the Main and DT campuses. Counseling Services [43] also
provides personality and learning disability assessment.
Academic Support Services for UTSA Faculty (including graduate students)
In addition to support provided to undergraduate students, UTSA offers a variety of
support services to faculty members (including graduate students who are instructors of
record and teaching assistants [TAs]) to assist them with their teaching and research.
Student Evaluation of Instruction Survey
Students regularly evaluate scheduled courses using the IDEA Survey [48]. Each
faculty member must have two classes evaluated each year. The faculty member
identifies the key objectives for each class using the Faculty Information Form (FIF)
[49]. The Student Reactions to Instructions and Courses Survey Form [50] then
correlates with the FIF to determine the extent to which the students perceive that the
objectives have been met. The feedback also provides insight into the impact of
instructional methods and class circumstances on the evaluation. Additionally, the
IDEA Survey provides valuable feedback for faculty, helping them to determine the
extent to which the objectives they have identified for their courses have been met.
These objectives are tailored for each course. The survey allows faculty to compare
their results to similar courses in the same disciplines throughout the nation. Also see
the narrative for Comprehensive Standard 3.7.2 [51].
The Teaching and Learning Center (TLC)
The TLC [52] provides UTSA faculty and graduate students with a variety of academic
support services. The TLC offers two days of extensive TA training focused on
preparing new and experienced TAs to excel in the classroom. It sponsors a Master
Teaching Fellow Program, where a committee selects exemplary TAs from a variety of
departments as fellows. These fellows devote themselves to their own professional
development through workshops and readings and serve the university by conducting
classroom observations, focus groups, and other service-oriented programs. The TLC
also sponsors Distinguished TA Awards [53].
272
To support service-learning, the TLC offers a Service Learning Grant [54], which allows
students to engage in “experiential learning that embraces ethical and socially
responsible participation in structured learning activities.” The TLC offers servicelearning grants to fund the “development of new courses or the redesign of existing
courses that incorporate the principles and pedagogy of service-learning.”
Research Support for UTSA Faculty and Graduate Students
The Office of the Vice President for Research (VPR) [55] houses the Office of
Sponsored Programs [56], the Office of Research Integrity and Compliance [57], the
Office of Contracts and Industrial Agreements [58], and the Laboratory Animal
Resources Center [59], which provides academic support to faculty and graduate
student researchers. In addition, the VPR oversees a number of research centers and
institutes [60], including the Institute for Music Research, the San Antonio Institute for
Cellular and Molecular Primatology, and the UTSA Neurosciences Institute, among
others. Other research activities and resources are located in the colleges of Business
[61], Education and Human Development [62], Engineering [63], Liberal and Fine Arts
[64], Public Policy [65], and Sciences [66]. Lastly, the VPR offers ongoing training and
development opportunities [67] to assist faculty and staff in their research.
Documentation:
Document
Source of Document
[1]
UTSA Fall 2008 Fact Book
Office of Institutional Research
Website
[2]
Graduate Academic Advisors
The Graduate School Website
[3]
Undergraduate Advising
UTSA Website
[4]
Colleges’ Freshman Advising Center (CFAC)
[5]
CFAC Mission Statement
CFAC Website
[6]
Office of Undergraduate Studies Support and
Technology Services Website
UTSA Website
[7]
Bylaws of the Graduate Council
N/A
[8]
Graduate Advisors of Record
The Graduate School Website
[9]
Quantitative Skills Tutoring Lab
Tomas Rivera Center for
273
Document
[10] Math Assistance Program
Source of Document
Student Success Website
[11] PLATO Computerized Instruction
[12] Non-Course Based Instruction
[13] Academic Coaching
[14] Workshops
[15] Graduate Student Learning Assistance
[16] Online Study Skills Resources
[17] Access College and Excel
[18] PACE Advising Program
[19] Academic Development Program
[20] Scholar Support Program
[21] Supplemental Instruction
[22] Learning Communities
UTSA Website
[23] Judith G. Gardner Center for Writing Excellence
[24] Institute for Law And Public Affairs
[25] Honors College
[26] Archer Center
Honors College Website
[27] UTSA Library
UTSA Website
[28] Core Requirement 2.9
Located within the UTSA
Compliance Certification
Report.
[29] Comprehensive Standard 3.8.1
[30] Comprehensive Standard 3.8.2
[31] Comprehensive Standard 3.8.3
274
Document
[32] Distance Learning and Academic Technology
Source of Document
UTSA Website
[33] Student Computing Services
[34] Office of International Programs
[35] International Student Orientation
Office of International Programs
Website
[36] International Program Services
[37] Study Abroad
UTSA Website
[38] University Career Center
[39] Career Services
University Career Center
Website
[40] Counseling Services
UTSA Website
[41] Individual Counseling/Psychotherapy
Counseling Services Website
[42] Relationship Counseling
[43] Career Counseling and Assessment
[44] Referral Services
[45] Women’s Resource Center
UTSA Website
[46] Recovery Center
Counseling Services Website
[47] Disability Services
UTSA Website
[48] IDEA Survey
N/A
[49] Faculty Information Form
The IDEA Center Website
[50] Student Reactions to Instruction and Courses
Survey Form
275
Document
Source of Document
[51] Comprehensive Standard 3.7.2
Located within the UTSA
Compliance Certification
Report.
[52] Teaching and Learning Center
UTSA Website
[53] Distinguished Teaching Assistant Awards
Teaching and Learning Center
Website
[54] Service Learning Grant
[55] Office of the Vice President for Research
UTSA Website
[56] Office of Sponsored Programs
[57] Office of Research Integrity and Compliance
[58] Office of Contracts and Industrial Agreements
[59] Laboratory Animal Resources Center
[60] Research Centers and Institutes
Office of the Vice President for
Research Website
[61] College of Business
UTSA Website
[62] College of Education and Human Development
[63] Center for Excellence in Engineering Education
College of Engineering Website
[64] College of Liberal and Fine Arts
UTSA Website
[65] College of Public Policy
[66] Centers and Institutes
College of Science Website
[67] Training and Development Opportunities
Office of the Vice President for
Research Website
276
Comprehensive Standard 3.4.10 - Responsibility for Curriculum
The institution places primary responsibility for the content, quality, and effectiveness of
the curriculum with its faculty.
Compliance Judgment: Compliance
Narrative:
The University of Texas at San Antonio (UTSA) places primary responsibility for the
content, quality, and effectiveness of the curriculum with its faculty.
The University of Texas System (UT System) Rules and Regulations of the Board of
Regents (Regents’ Rules), Rule 40101 [1], grants faculty "a major role in the
governance of their respective institutions" in formulation of general academic
policies. Accordingly, UTSA’s Handbook of Operating Procedures (HOP), Chapter 2,
Section 2.1 [2], Section 2.15 [3], Section 2.37 [4], Section 2.40 [5] and Chapter 5,
Section 5.9 [6] ensure that faculty, through a consultative process with academic
department chairs, academic deans, and faculty governance committees, have primary
responsibility for the content, quality, and effectiveness of the curriculum at every level:
department, college, and university.
Individual faculty members develop their syllabi ensuring that the content of their
courses aligns with the course descriptions found in the Undergraduate Catalog 20082010 [7] and the Graduate Catalog 2009-2011 [8]. The New Faculty Orientation Guide
[9] advises faculty to include the following in their syllabi: course information; instructor
information; readings, texts, laboratory equipment, or other required materials; course
objectives; course calendar; and course policies. Departments collect syllabi from their
faculty each semester to verify that guidelines are followed.
Faculty initiate changes to the curriculum in their departments and/or programs. These
recommendations, including proposals for new and modified courses and academic
programs, are referred to the general faculty of the department. If approved, they are
sent forward for approval to the department chair, the appropriate college committees
and administrators, relevant university committees, the Faculty Senate and the provost.
Approved changes are incorporated into the next revision of the catalog. The process
of program and curriculum development and change is detailed in the narrative for
Comprehensive Standard 3.4.1 [10].
The HOP, Chapter 2, Section 2.1 [2], designates the Faculty Senate as the
representative body for the general faculty. In accord with Article I of the Faculty
Senate Bylaws [11], the Faculty Senate “reviews and formulates policy and enacts
277
legislation on all matters pertaining to the professional concerns, duties, standards,
ethics, responsibilities, perquisites, and work conditions of the UTSA faculty, as well as
matters relating to academic freedom and equity for the faculty.”
The Academic Policy and Requirements Committee (APCC) [12], which is a standing
committee of the Faculty Senate, “conduct[s] reviews of general academic policy,
monitor[s] the implementation of academic policies and procedures, and make[s]
recommendations to the Senate regarding such policies and procedures”; it also
“review[s] requirements of admission, graduation, honors, and degrees and make[s]
recommendations to the Senate, except in the area of graduate education.”
The University Curriculum Committee [13], which is also a standing committee of the
Faculty Senate, “review[s] proposals for new and modified courses and academic
programs and submit[s] recommendations on such courses and programs to the
Senate, except in the area of graduate education” [14], [15]. The Faculty Senate
Standing Committees Roster [16] includes a list of each standing committee and its
members.
The Graduate Council [17], whose activities are coordinated by the Graduate School
[18], recommends policies and procedures through the Faculty Senate and the
University Assembly at UTSA. The Graduate Council membership is elected by each
department from its graduate faculty, which is “composed of persons whose
professional and scholarly accomplishments and effectiveness in teaching graduate
students . . . qualify them for active participation in graduate instruction” at UTSA [19].
The Graduate Council is responsible for “develop[ing] recommendations concerning the
content of disciplinary and interdisciplinary programs and graduate curricula for existing
graduate degrees and the establishment of new graduate degree programs” and
“recommend[ing] and reviewing all graduate courses of instruction” at UTSA [20]. The
Committee on Graduate Programs and Courses, a standing committee of the Graduate
Council, reviews all proposals for new graduate programs and courses and for revisions
of existing programs and courses. Proposals must originate with the graduate faculty of
the department and be recommended by the department chair, the college APCC, the
college faculty forum (as specified in college bylaws), the college dean, and the dean of
the Graduate School prior to review by the Committee on Graduate Programs and
Courses. Faculty representatives from the department originating the proposal meet
with this committee to assist it with its review [21].
UTSA faculty also are responsible for ensuring the effectiveness of the curriculum. The
HOP, Chapter 2, Section 2.21 [22], provides the operating policy regarding student
learning outcomes assessment, identifying the requirements for all "faculty and
administrators responsible for all academic programs and academic support units."
278
Details on the procedures used to ensure that this policy is followed can be found in the
narrative for Comprehensive Standard 3.3.1.1. [23]. In addition, the HOP, Chapter 2,
Section 2.39 [24], describes the procedures that will be used for broad academic
program review. In the purposes statement for this policy, it is noted that "[q]uality
programs result from careful, collaborative self-study and reflection by the faculty in
each of the disciplines . . ." This policy focuses at the departmental level, and requires
that all programs at all levels within that department be reviewed on a periodic basis.
Documentation:
Document
Source of Document
[1]
Rules and Regulations of the Board of Regents
(Regents’ Rules), Rule 40101
Regents’ Rules
[2]
Handbook of Operating Procedures (HOP),
Chapter 2, Section 2.1
HOP Table of Contents
[3]
HOP, Chapter 2, Section 2.15
[4]
HOP, Chapter 2, Section 2.37
[5]
HOP, Chapter 2, Section 2.40
[6]
HOP, Chapter 5, Section 5.9
[7]
Undergraduate Catalog 2008-2010
[8]
Graduate Catalog 2009-2011
[9]
New Faculty Orientation Guide
UTSA Website
N/A
[10] Comprehensive Standard 3.4.1
Located within the UTSA
Compliance Certification Report
[11] Faculty Senate Bylaws, Article 1
Faculty Senate Website
[12] Academic Policy and Requirements Committee
Faculty Senate Bylaws, Article
VIII
[13] University Curriculum Committee
[14] Minutes of the Faculty Senate Meeting of April
10, 2008
Faculty Senate Website
279
Document
Source of Document
[15] Minutes of the Faculty Senate Meeting of March
13, 2008
[16] Faculty Senate Standing Committees Roster
[17] Graduate Council
Graduate School Website
[18] Graduate School
UTSA Website
[19] Bylaws of the Graduate Council, Article I
Graduate School Website
[20] Bylaws of the Graduate Council, Article II
[21] Bylaws of the Graduate Council, Article IX
[22] HOP, Chapter 2, Section 2.21
HOP Table of Contents
[23] Comprehensive Standard 3.3.1.1
Located within the UTSA
Compliance Certification Report
[24] HOP, Chapter 2, Section 2.39
HOP Table of Contents
280
Comprehensive Standard 3.4.11 - Academic Program Coordination
For each major in a degree program, the institution assigns responsibility for program
coordination, as well as for curriculum development and review, to persons
academically qualified in the field. In those degree programs for which the institution
does not identify a major, this requirement applies to a curricular area or concentration.
Compliance Judgment: Compliance
Narrative:
The University of Texas at San Antonio (UTSA) assigns responsibility for program
coordination, as well as for curriculum development and review, to persons
academically qualified in the field. UTSA follows the provisions in the Texas Education
Code, Chapter 61, Section 61.057.1.E [1] and The University of Texas System (UT
System) Rules and Regulations of the Board of Regents (Regents’ Rules), Rule 40101
[2], which it elaborates in its Handbook of Operating Procedures (HOP), Chapter 2,
Section 2.1 [3].
In accord with HOP Chapter 2, Section 2.4 [4], UTSA’s faculty recruitment policy
ensures that faculty assigned program coordination, curriculum development and review
have the requisite qualifications for their responsibilities. The Office of the Vice Provost
for Accountability and Institutional Effectiveness monitors and maintains evidence of
these qualifications [5]. The narratives for Comprehensive Standards 3.7.1 [6], 3.7.2
[7], 3.7.3 [8], and 3.7.5 [9] provide additional details on UTSA’s policies and procedures
regarding faculty qualifications.
Program Coordination
All academic degree programs, majors, concentrations, and certificates offered by
UTSA are coordinated (chaired) by faculty who are qualified in the relevant disciplines
[10], [11], as determined by their terminal degree in the discipline or equivalent
experience. Department chairs oversee program coordination, which includes
curriculum development and review, hiring and assignment of faculty to teaching and
other program-related duties in their departments, and advising.
Curriculum Development and Review
The responsibility for curriculum development and review within each department rests
with tenured or tenure-track faculty holding terminal degrees or equivalent experience in
the relevant disciplines, who develop and review the curriculum in their departments
and/or programs through department-level Academic Policy and Curriculum
Committees (APCC). Colleges establish APCCs [12], [13], [14], [15], [16], [17], [18] for
281
further review of the content, quality, and effectiveness of the curricular changes
proposed by the department level APCCs. In addition, the University Curriculum
Committee, which is a standing committee of the Faculty Senate [19], “review[s]
proposals for new and modified courses and academic programs and submit[s]
recommendations on such courses and programs to the Senate, except in the area of
graduate education” [20].
The Graduate Council [21] recommends policies and procedures through the Faculty
Senate and the University Assembly. The Graduate Council membership is elected by
each department from its graduate faculty, which is “composed of persons whose
professional and scholarly accomplishments and effectiveness in teaching graduate
students . . . qualify them for active participation in graduate instruction” at UTSA [22].
The Graduate Council is responsible for “develop[ing] recommendations concerning the
content of disciplinary and interdisciplinary programs and graduate curricula for existing
graduate degrees and the establishment of new graduate degree programs” and
“recommend[ing] and review[ing] all graduate courses of instruction” at UTSA [23]. The
Committee on Graduate Programs and Courses, a standing committee of the Graduate
Council, reviews all proposals for new graduate programs and courses and for revision
of existing programs and courses. Proposals must originate with the graduate faculty of
the department and be recommended by the department chair, the college APCC, the
college faculty forum (as specified in college bylaws), the college dean, and the dean of
the Graduate School prior to review by the Committee on Graduate Programs and
Courses. Representatives of the originators of proposals are requested to meet with
the Committee to assist in the review [24].
Documentation:
Document
Source of Document
[1]
Texas Education Code (TEC), Chapter 61,
Section 57.1.E
TEC, Chapter 61
[2]
Rules and Regulations of the Board of Regents
(Regents’ Rules), Rule 40101
Regents’ Rules
[3]
Handbook of Operating Procedures (HOP),
Chapter 2, Section 2.1
HOP Table of Contents
[4]
HOP, Chapter 2, Section 2.4
[5]
Faculty Roster
N/A
282
Document
[6]
Comprehensive Standards 3.7.1
[7]
Comprehensive Standards 3.7.2
[8]
Comprehensive Standards 3.7.3
[9]
Comprehensive Standards 3.7.5
Source of Document
Located within the UTSA
Compliance Certification Report
[10] Department Chairs as of Fall 2008
N/A
[11] Department Chairs as of Spring 2009
N/A
[12] Academic Policy and Curriculum Committee –
College of Architecture
College of Architecture Bylaws
[13] Academic Policy and Curriculum Committee –
College of Business
College of Business Bylaws
[14] Academic Policy and Curriculum Committee –
College of Education and Human Development
College of Education and
Human Development Bylaws
[15] Academic Policy and Curriculum Committee –
College of Engineering
College of Engineering Bylaws
[16] Academic Policy and Curriculum Committee –
College of Liberal and Fine Arts
College of Liberal and Fine Arts
Bylaws
[17] Academic Policy and Curriculum Committee –
College of Public Policy
College of Public Policy Bylaws
[18] Academic Policy and Curriculum Committee –
College of Sciences
College of Sciences Bylaws
[19] Faculty Senate Standing Committees Roster
Faculty Senate Website
[20] Faculty Senate Bylaws, Article VIII
Faculty Senate Bylaws
[21] Graduate Council
Graduate School Website
[22] Bylaws of the Graduate Council, Article I
Graduate Council Website
[23] Bylaws of the Graduate Council, Article II
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Document
Source of Document
[24] Bylaws of the Graduate Council, Article IX
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Comprehensive Standard 3.4.12 - Technology Use
The institution’s use of technology enhances student learning and is appropriate for
meeting the objectives of its programs. Students have access to and training in the use
of technology.
Compliance Judgment: Compliance
Narrative:
The University of Texas at San Antonio (UTSA) ensures that the use of technology
enhances student learning and is appropriate for meeting the objectives of UTSA
programs. Students enrolled at UTSA have access to and training in the use of
technology.
Resources at the Office of Information Technology (OIT) and the Center for
Distance Learning and Academic Technology (DLAT)
UTSA uses a variety of technologies to enhance student learning and meet the
objectives of both undergraduate and graduate programs. The University ensures that
students have access to quality technology-enhanced instruction and access to and
training in the use of technology to be successful in their academic careers as well as
the workplace and throughout their lives. Much of the technological support for the
University is provided centrally by OIT [1] under the direction of the vice provost and
chief information officer, who reports to the provost. Within OIT, cross-disciplinary
teams provide service and support to the entire campus community, including e-learning
students. Enterprise Systems is responsible for the campus technology infrastructure
including providing networking services, windows services, UNIX services, data center
operations, application support, user account setup and maintenance and OIT helpdesk
operations for the support of desktop computing. The DLAT [2], which includes Student
Computing Services, Academic Technology, Technology Training, Online Learning, and
the Video Technology teams, works primarily in support of student learning by providing
technology for student computer labs, classroom technology and applications, electronic
courses, and Interactive TV and IP Video course delivery technologies. These
technologies increase course offerings available to students on all three campuses and
in remote locations. The Office of Information Security works in partnership with the
various departments of OIT [3] to ensure the integrity, authenticity, confidentiality and
availability of computer-based data resources.
OIT and DLAT offer the following technological resources to enhance student learning:
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Enterprise Systems
UTSA’s information network [4] consists of a 1Gbps fiber-optic backbone
interconnecting buildings on the Main campus and leased 1Gbps circuits connecting the
Downtown (DT) campus, Institute of Texan Cultures (ITC), and leased spaces. Station
cabling to desktops is provided via Category 5/5e copper wire running at 100Mbps. In
all future new buildings, Category 6a cabling will be utilized. UTSA has a wireless
network overlaying the wired infrastructure operating at 802.11b/g frequencies. It also
has funded a network upgrade, scheduled to be completed in 2012, which consists of
replacing the existing 1Gbps network backbone with a 10Gbps network backbone. The
new network backbone will allow for the capability to support 1Gbps speeds to the
desktop in areas needed in support of research initiatives.
Academic Technology
Student learning is enhanced by the technology in classrooms and labs on the Main and
DT campuses. The Academic Technology team in DLAT provides state of the art
technology in 176 academic classrooms, 12 labs, 21 conference rooms, and six special
event facilities. Emphasis is placed on standardization throughout both campuses.
DLAT has invested more than $1,500,000.00 in the last four years on technology in new
classrooms, to upgrade previously equipped classrooms and to install technology in
older facilities. A total of 127 academic spaces [5] are equipped with a computer, video
projector, digital document cameras, DVD/VCR combos, sound system and a control
system.
In support of Interactive Television (ITV) courses, Academic Technology [5] maintains
22 ITV classrooms, a digital studio, and three fully staffed central ITV control rooms for
monitoring and ensuring the interactive video section receives the same learning
experience as the students in the face-to-face section.
Seminar and conference rooms are equipped with a video projector and an interface for
computer and video signals. Special event facilities [6] are equipped with technology
based on the use of facility. These rooms are equipped with a video projector and an
interface for computer and video signals. Special event facilities are equipped with
technology based on the use of the facility.
Academic Technology also provide laptops, document cameras, video cameras, public
address systems and video players for checkout by faculty, staff, or students with
faculty approval to use in spaces not equipped with technology. The items are
delivered to the user or they can be checked out from one of four support centers [7].
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A majority of the projectors in the classrooms are equipped with closed captioning.
Academic Technology [8] has trained staff, software applications, and specialized
hardware that allow faculty, students or staff members to create accessible instructional
materials that meet — or exceed — the current guidelines for accessibility. It also
provides encoding and decoding equipment to add captions to media and provide
narration services as required for video, multimedia, and transcriptions of audio
recordings.
Online Learning
Online Learning in DLAT provides a course management system in support of teaching
and learning: WebCT [9]. WebCT has been the institution’s course management
system since 1997. Currently, 29,000 students access WebCT each fall and spring
semester with more than 800 faculty and 2400 courses offered as enhancements to the
traditional face-to-face classroom. Blackboard is a new course management system
that will be replacing WebCT by December 2009. WebCT/Blackboard is widely used for
posting course information, course content, discussion, email, grades, and assessment
and is easily accessible over the internet. Approximately 35 hybrid and fully online
courses are offered each semester, which are documented for compliance with the
“Principles of Good Practice” using an evaluation tool [10] provided by the Texas Higher
Education Coordinating Board (THECB). All courses for each semester offered as
enhancements or as electronic or hybrid/electronic may be viewed on the DLAT
website.
A virtual classroom technology “Wimba Classroom” [11] will be available in the spring
2009 semester for faculty teaching hybrid and fully electronic courses to enhance the
communication and collaboration between faculty and students as well as students
working in groups. Wimba Classroom contains tools for instructor or student
presentation, live chat, voice over IP, video of instructor and participants, a whiteboard,
and breakout groups. These technologies provide convenient and instant access to
content and grades, build rich collaborative electronic learning environments, and
enhance the student experience.
Interactive Video (ITV) and IP Video
The ITV team operates 22 ITV classrooms [12], a digital studio, and three fully staffed
central ITV control rooms for the delivery of over 100 ITV courses between the Main
and DT campuses annually. The control room staff continually monitors the connection
quality and ensures the interactive video section or remote IP location receives the
same learning experience as the students in the face-to-face section. DLAT also
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employs video [13] over IP connectivity for off-campus students to enroll in courses
being conducted in an ITV facility.
In addition, ITV manages a Helix streaming video [14] server and digitizing equipment to
capture lectures in a streaming media format. The DLAT staff record every lecture in
over 200 courses each academic year. Students have access to the streamed archive
of these class sessions for review within an hour following the end of the lecture.
Moreover, faculty video content is digitized and placed on the Helix streaming server
with links to the content inside of the WebCT/Blackboard courses, providing the student
with a multimedia-rich course and enhancing the learning experience.
Student Computing Services (SCS)
SCS [15] offers three conveniently located public student computing laboratories, with
two on the Main campus and one at the DT campus. The combined labs offer over 460
personal computer systems. In addition to single user workstations, each lab provides
several group work areas, where two or more students can gather together to prepare
group projects. These group work areas are segregated from the single user systems
allowing for a noise-free environment in the main areas of the computer labs. The labs
are also equipped with scanners for document and image manipulation. All labs and
systems offer the same desktop “look and feel” with identical capabilities.
Students may laser print [16] their academic projects from any of four strategically
placed black-and-white or color printers located in each lab using a cost recovery print
management system. All fee-paying students receive a free print allowance of 200
pages each semester. Each lab offers a wireless print service for all student users of
the University’s wireless network. Students working on their laptops anywhere at the
Main or DT campuses can send documents to print on a designated computer lab
printer. They have up to 24 hours to release the document to print at the lab of their
choice. In 2008-09, this capability expanded to the John Peace Library (JPL) at the
Main campus.
The Student Computing Center offers adaptive technology [17] for students including a
Kurzweil 3000 scanner/text reader, Juliet Pro Braille Embosser, flatbed scanners, and
PC’s with large monitors. Software to support vision or hearing impaired includes
ZoomText Xtra! Omni Page Pro OCR, Jaws for Windows, and Dragon Naturally
Speaking. SCS retains on staff an Adaptive Technology Specialist [18] to ensure
special needs students are trained in the use of the use of the adaptive technology.
This staff member ensures that all labs meet Americans with Disabilities
Act (ADA) compliance for accessibility. A specialist also provides training for all lab staff
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members who can provide basic assistance to any special need student during
extended operating hours.
Each general access lab offers a separate room where specialized hardware and
software is located to allow students an area free from external noise, thereby
supporting voice activated applications. All furniture in these locations is adjustable for
wheelchair accessibility. For students with special needs who prefer to work in the
“mainstream” lab environment, some visual and/or audio enhanced applications are
available on all lab systems.
Technology at the UTSA Library
The UTSA Library offers a total of 222 public computers for student and general patron
use in the Library Electronic Classroom in the JPL at the Main campus and the
Downtown Electronic Classroom in the DT Library. Students are able to use their
allotted free printing at print stations within both libraries.
In addition, the UTSA Library has a number of technology-based initiatives that support
and enhance student learning:
Learning Commons (LC)
As part of the JPL renovation project, the library opened the LC space for students in
spring 2009, with new computers offering a wide range of software, as well as scanners
and printers. The LC is open 24/5, with technical staff assisting students in using
software and hardware. Reference librarians and tutors are located nearby to support
students as they work on assignments. Virtual assistance is prominently displayed on
the desktops so that students can send emails to librarians or open chat sessions while
in the LC. Computers in the LC have application software installed for student use,
including MS Office, Adobe Professional, and iTunes.
Digital Media Lab
As part of the JPL renovation project, the library plans to create a digital media lab for
students, equipped with new Apple computers, scanners, and printers. The lab will give
all students access to cutting-edge audio and video production software, enabling them
to learn and use multimedia technology, as well as to create digital media
teaching/learning products.
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Student Presentation Room
As part of the JPL renovation project, a room in the main library’s Multimedia Center
has been configured with a computer, projection equipment, and a podium, to allow
individual students and groups to practice and critique class presentations.
Internet Library Tour
The library offers a downloadable audio tour and virtual tour [19] of the JPL building and
services.
Portable DVD players
The library lends portable DVD players [20] to students, enabling them to view DVDs
assigned for their classes or for recreation. Students may check out the DVD players
for up to four hours and may use them anywhere on campus.
HDTVs in the Multimedia Center
As part of the JPL renovation project, the Multimedia Center added new HDTV
equipment for students to use when they view DVD films/programs as a group.
Campus Information Monitors
The library has monitors for the JPL and DT libraries that display campus and library
information for students, faculty, and staff.
Videoconferencing
The library has partnered with OIT to provide rooms for campus videoconferencing [21],
both at the JPL and DT libraries. Videoconferencing capabilities may be used for any
virtual presentation with a compatible internet protocol.
Library Blog
The library hosts a blog [22] to communicate with students and faculty about the
progress of the renovation at JPL and to provide information about new databases and
services.
Library Online Catalog
The library provides access to all cataloged library materials via the Voyager Online
Catalog [23], including course reserves, electronic resources, and print and non-print
materials.
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Support for Disabled Students
The library provides an ADA compliant workstation in the JPL. It includes an adjustable
table with an l computer and Microsoft Windows operating system, a 19-inch monitor,
and a 20-inch Clarity monitor. The station support includes Bigtrack, an embosser, a
scanner and specialized software (Read and Write Gold, Inspiration 8.0, Windows-Eyes
professional, Braille translator, Zoomtext magnifier/screenreader, Cicero Text Reader,
Interpretype Complete package and DNS Professional). This station is available for
disabled patrons during the hours the JPL is open.
Library Systems Support
The library’s Systems Department [24] manages the library’s 19 servers, 372 public and
staff machines, and the Voyager system. It also oversees all systems maintenance
agreements. All library staff are encouraged to participate in ongoing training in new
technologies to ensure they are skilled in current technologies so they may better assist
patrons and perform technical services duties. The library provides professional
development funding for librarians and funding for staff training in each department to
increase their staff’s technological skills.
Student Survey Data
According to the National Survey of Student Engagement (NSSE) in 2008 [25], 84.7
percent of first-year students and 86.9 percent of seniors reported that UTSA
emphasizes using computers in academic work “quite a bit” to “very much.” Likewise,
75.2 percent of first-year students and 74.8 percent of seniors reported that their
experience at UTSA contributed to their knowledge, skills, and personal development in
using computing and information technology. First-year students who used electronic
medium often or very often increased from 46.6 percent in 2004 to 53.5 percent in 2008,
where use by seniors grew from 62.5 percent to 65.1 percent.
Technology in the Colleges
Technology is integrated into programs and course objectives by the colleges to
enhance learning and meet the goals and objectives of their programs. The college
departments and faculty choose the appropriate technology and work with OIT [1],
DLAT [2], and the Student Computing Labs to purchase and install software in the
classrooms, the student computing labs, and other specialized labs located across the
campus.
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Software Support
The OIT Software Coordinator provides information and support [26] to faculty and staff
regarding available software and software licensing and facilitates consolidation of
software purchases. In addition the Software Coordinator negotiates site licensing for
the campuses, departmental licensing for numerous applications used by colleges and
their programs, and is responsible for researching, recommending and tracking software
for University users.
Student Computing Labs
The Student Computing Labs offer a wide range of software applications [27] that are
used by students enrolled in specific programs and courses.
Online Learning
More than 2000 course sections each semester use the WebCT/Blackboard [9] course
management system as an enhancement to the face-to-face course. Students are able
to access the syllabus for the course and any course specific documents that the
instructor posts.
Each fall and spring semester, approximately 35 hybrid/electronic courses are delivered
via WebCT/Blackboard [9]. Courses to be delivered via the internet are selected by the
department chairs and faculty. Faculty members developing these courses work with
the Lead Instructional Designer in DLAT to ensure that the use of the technology is
appropriate to meet the goals and learning objectives of the course. Faculty members
developing a hybrid/electronic course are required to fill out an Internet Based Course
request form [28] and obtain the signatures of their department chair and dean. Before
the course is taught, it is evaluated by the faculty member using the Guide for
Incorporating the Principles of Good Practice into Electronically-Based Courses [29] as
provided on the THECB website. In addition, courses are evaluated yearly to make
sure the course continues to meet the standards as set forth by the THECB and SACS
in Principles of Good Practice for Electronically Academic Degree and Certificate
Programs and Credit Courses Offered Electronically [30].
Streaming video of course lecture schedules [31] are available for faculty who choose to
have their lectures available electronically for viewing or review. The lectures are
embedded in WebCT or Blackboard [9]. Faculty members choose whether they want
the lectures captured and available for review by students in face-to-face classrooms or
for view by students in electronic sections of the same course. The lectures are posted
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immediately following the class in which they were given and the faculty chooses how
and when to release the lecture to students in their classes.
Courses using WebCT or Blackboard [31] as enhancements to face –to-face courses,
Interactive Video courses, and Internet Based courses can also be viewed for each
previous semester.
UTSA Library Electronic Course Reserves
In October 2007, the library began offering electronic reserves [32]. This allows library
staff members to scan and link assigned articles and other course materials to faculty
course pages. Students can then read the assigned materials for their classes online
24/7 without coming to the library. In FY08, 316 items were made available through
electronic reserves.
Databases, e-books, and e-journals
The library collection includes a broad array of electronic resources [33], including
49,192 e-books, 39,094 electronic journal titles, and 278 databases. Many of the
databases provide full-text coverage of scholarly and research journals. The library
participates in consortia agreements to provide to patrons a large selection of electronic
information resources that would otherwise not be affordable if the library had to
purchase them as an individual library. The majority of these materials are available to
UTSA faculty and students via the internet, anytime, anywhere. These resources offer
downloading, printing, and e-mailing features.
Illiad System to Borrow Research Material from Other Libraries
The library uses OCLC’s ILLiad [34], an electronic system that provides students and
faculty with a 24/7 interlibrary loan service, connecting to worldwide library resources.
Students and faculty can electronically request books and articles, check the status of
their requests, and receive the articles they have requested on or off campus. Valueadded features include faster turnaround, electronic tracking of requests, the ability to
view a list of past requests, and request forms that automatically fill in the individual’s
contact information upon login.
Library Express Delivery Service
The library provides on-demand desktop delivery for library-owned journal articles for
students, faculty, and staff. In addition, library staff members deliver books and media
materials to faculty offices and pull and hold books for students to pick up at the front
desk. The Library Express [35] request form is available electronically 24/7. This new
service, free to faculty, staff, and students, has provided 1,704 books, articles, and
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media materials, either delivered to offices (666) or electronically (739) to desktops, in
the first eight months of operation.
Texas Archival Resources Online (TARO)
Since 2003, the UTSA Library has made available to the students, faculty, and the
general public its archival finding aids in the statewide TARO [36] database
representing 21 repositories. These finding aids, also called guides or inventories,
contain descriptive information about archives and manuscript collections housed at
research institutions in Texas.
Host for Campus Databases
The library hosts a number of databases for campus research: ITC Photo Collections
Catalog [37], Gower Bibliography Online [38] (John Gower Society), Chaucer
Bibliography Online [39] (New Chaucer Society), Index to the San Antonio Register [40],
and the Latin American Development Archive [41].
College Labs and Technology
Many colleges and their departments provide computer classrooms and labs for specific
software and hardware in support of their courses and programs. These classrooms
and labs are used by students for their coursework and projects in different courses and
programs of study. Departments and their faculty choose the appropriate software for
each area of study. Software images are prepared and maintained by OIT staff and are
pushed out to all the classrooms and labs for the college. Each college has an
Information Technology Associate (ITA) who maintains the labs and provides help for
students. A list of classrooms and labs maintained by OIT with a link to the computer
image containing all specialized software for each college is included [42].
Student Access to Technology
The University provides students with access to technology in a variety of ways both on
campus and via the internet.
Enterprise Systems
Access to technology resources at UTSA is provided to all students, staff, and faculty
through the assignment of a network-id [43], which is a user-id that uniquely identifies
the individual to the UTSA computer systems. Incoming students receive their networkids when they apply to the University. Students, faculty, and staff can manage their
passwords, and download McAfee virus protection for UTSA and home computers.
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Individuals also use the network-id and accompanying password to access UTSA
campus computer resources, including e-mail provided by Google, and the wireless
network that covers all of the UTSA campuses.
Through the Automated Student Access Program (ASAP) [44], students are able to
monitor and manage their personal information, to register, to drop and add classes, to
see their class schedule and registration status, to view their grades, to complete
degree audits, to print unofficial transcripts, and to access financial aid information.
UTSA provides each student free access to the internet and a free e-mail account.
Student email is provided through Google and students have access to all Google
applications. Students have 7 GB of space allotted to them for email messages.
Student Computing Services (SCS)
UTSA’s student computing labs’ operational hours [45] are listed on the SCS website.
They offer first-come, first-served student use for up to 17 hours a day, seven days a
week. All systems offer full internet access and network printing capabilities.
The Citrix application delivery system allows students to access software applications
via web interface without the need to install those applications on their personal laptop
computers. This accessibility eliminates the need to build more large dedicated labs at
the University and includes five of the most widely used applications: Adobe Creative
Suite, SPSS and SAS, ARCGIS, and Microsoft Office.
UTSA Library Wireless Internet and Wireless Printing
AirRowdy [46] is UTSA’s wireless network. It is available throughout the JPL and DT
libraries. Wireless printing was added for JPL in 2008.
Library Portal
The library has created a task force to work with OIT staff to develop a library portal for
students, which will be a part of the larger myUTSA Student Portal [47]. The portal will
help students find and use information services and resources more easily.
IM (Instant Messaging) Chat Reference
Implemented in 2008, students are now able to chat with a reference staff member via
IM (Instant Messaging). Students and faculty can also contact the library for reference
assistance in person, by phone, by email, or through the Chat with a Reference
Librarian [48] digital chat service.
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Laptop lending
As of October 2007, students, staff, and faculty can check out one of 50 laptop
computers from either the JPL or DT libraries. The laptops are wireless-enabled and
have productivity software. The checkout period is four hours, and the laptops can be
used anywhere on campus. In the first ten months of operation, the JPL laptop
borrowing service [49] handled 4,847 transactions.
Students Training in Technology Usage
DLAT [2] provides a variety of campus-based courses, electronic resources, brochures
and highly trained staff members to assist students in their use of all electronic course
systems and other technology applications.
Online Software Training
Students are offered software training [50] electronically. The classes are conducted in
one-hour blocks. The classes are recorded and automatically made available to all
students in WebCT or Blackboard [9].
Student training opportunities focus on skills students need in their classes. DLAT
collaborates with individual professors on developing the curriculum for the workshops.
Online Learning
DLAT provides online procedural demos and tutorials aimed at making technology
usage seamless at the WebCT@UTSA Student Resource Center [51], the CE 6
Student Info Site [52], and the WebCT/Blackboard @UTSA [9]. The DLAT staff [53]
ensures that the equipment and technical expertise required for distance education are
available to all students. Prior to the start of any technology-based course, students are
encouraged to assess their readiness via an internet-based survey [54].
ITV and IP Video
DLAT provides scheduling opportunities for students to utilize ITV [55] classroom
technology for training, for meeting course requirements, for holding academic
workshops and for conducting student-sponsored events [56]. Examples include the
weekly Student Government Meetings, College of Business Undergraduate Advisors’ bimonthly meetings, weekly student Toastmasters presentations, and the bi-monthly
Graduate Learner Series workshops. Participants in events like these are given handson training on how to use the technology to their advantage.
DLAT also provides access for students to schedule virtual field trips, job interviews,
and research seminars with corporate industry and other universities utilizing
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videoconferencing [57] over IP collaboration. In addition, it offers instruction to students
on how to create effective course presentations for the ITV classroom environment.
Academic Technology
Academic Technology provides students with access to training for all classroom
technology on request. It also offers a variety of electronic resources, brochures and
highly trained staff members to assist students. Students can request training or
assistance by telephone, through email or by submitting a request form for Classroom
Equipment and Support or a request form for Special Event Technology [58].
Student Computing Services (SCS)
The Student Computing Labs are staffed with full time help desk professionals who,
along with part-time staff and student assistants, provide one-to-one assistance in the
use of technology, hardware, and software. SCS also provides handouts [59] to assist
students in performing common but difficult technological processes.
SCS retains on staff an Adaptive Technologist to ensure special needs students are
trained in the use of the adaptive technology [18]. This staff member also ensures that
all labs meet ADA compliance for accessibility. A specialist provides training for all lab
staff members, who can then provide basic assistance to any special needs student
during extended operating hours.
A student-staffed Blackboard Helpdesk housed in the Student Computing Lab in the
Multidisciplinary Building at the Main campus gives one-on-one, phone, and email
assistance to students who need immediate support to learn how to navigate and
function within the Blackboard course management system. An electronic knowledge
base is also available.
Library Instruction and Information Literacy
Librarians support technology use at UTSA by training students in how to use electronic
databases and the library catalog and how to evaluate information they find on the
internet. In addition, through the University’s course management software, students
can learn how to find resources for their course assignments 24/7 without coming to the
library.
Blackboard Support For Students
The UTSA Library has created an internet-based tutorial for students, Research 101
[60]. Faculty members are encouraged to add this link to their Blackboard course
pages. Librarians are also asking faculty to add subject librarian contact information
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directly to their course pages, as well as a link to the Chat with a Reference Librarian
[48] digital chat service. Librarians build subject guides specifically for certain courses
and post research tips for students in this course management environment.
Online Assessment of Student Learning
In an effort to assess learning outcomes for information literacy, the UTSA Library is
currently developing electronically available pre- and post-tests to be taken by students
who have participated in library instruction sessions.
Documentation:
Document
[1]
Office of Information Technology (OIT)
[2]
Distance Learning & Academic Technology
(DLAT)
[3]
OIT Organizational Chart
[4]
OIT Network & Internet
[5]
Technology-Equipped Classrooms
[6]
Event Support
[7]
Classroom Equipment
[8]
Digital Media
[9]
WebCT/Blackboard
Source of Document
UTSA Website
OIT Website
DLAT Website
[10] Online Course Evaluations
[11] Wimba Classroom
N/A
[12] Classroom Facilities
DLAT Website
[13] Videoconferencing through DLAT
[14] Streaming Video
[15] Student Computing Services (SCS)
UTSA Website
298
Document
[16] PrintSmart UTSA
Source of Document
SCS Website
[17] Adaptive Technology
[18] Adaptive Technology Specialist
[19] John Peace Library (JPL) Tour
Library Website
[20] Portable DVD Players
[21] Videoconferencing through OIT
OIT Website
[22] Library Blog
Library Website
[23] Voyager Online Catalog
[24] Library Systems Department
[25] National Survey of Student Engagement
(NSSE) 2008
N/A
[26] Sales and Licensing
OIT Website
[27] SCS Current Application List
N/A
[28] Request to Offer an Internet Based Course
Form
DLAT Website
[29] Guide for Incorporating the Principles of Good
Practice into Electronically-Based Courses
Texas Higher Education
Coordinating Board Website
[30] Principles of Good Practice for Electronically
Academic Degree and Certificate Programs and
Credit Courses Offered Electronically
[31] Streaming Video of Course Lectures Schedule
Search
DLAT Website
[32] Library Electronic Course Reserves
Library Website
299
Document
Source of Document
[33] Databases, e-books, and e-journals
[34] Interlibrary Loan and Library Express Services
(ILLiad)
[35] ILLiad Express Services Form
[36] Texas Archival Resources Online (TARO)
[37] Photo Archive Catalog
Institute of Texan Cultures
Website
[38] Gower Bibliography Online (John Gower
Society)
Library Website
[39] Chaucer Bibliography Online (New Chaucer
Society)
[40] Index to the San Antonio Register
[41] Latin American Development Archive (Claudia
Scholz)
[42] College Computing Labs
N/A
[43] UTSA Identity Manager
OIT Website
[44] Automated Student Access Program (ASAP)
UTSA Website
[45] Student Computing Labs – Hours of Operation
SCS Website
[46] AirRowdy
OIT Website
[47] myUTSA Student Portal
UTSA Website
[48] Chat with a Reference Librarian
Library Website
[49] Computer Borrowing Policy
[50] Online Software Training
Human Resources Website
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Document
[51] WebCT@UTSA Student Resource Center
Source of Document
DLAT Website
[52] CE6 Student Info Site
[53] DLAT Staff
[54] Online Course Student Survey
[55] Interactive Television
[56] Event Support
[57] Videoconferencing through DLAT
[58] Request Forms
[59] Student Computing Services Handouts
[60] Research 101
Library Website
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Comprehensive Standard 3.5.1 - College-Level Competencies
The institution identifies college-level general education competencies and the extent to
which graduates have attained them.
Compliance Judgment: Compliance
Narrative:
The University of Texas at San Antonio (UTSA) has identified college-level general
education competencies within the University’s core curriculum and collects evidence
that graduates have attained those competencies.
General Education at UTSA
The objectives of The University of Texas at San Antonio's 42-semester-hour, general
education, core curriculum are in alignment with the guidelines enacted in 1998 by the
75th Texas Legislature, Senate Bill 148 [1], which required that the Texas Higher
Education Coordinating Board (THECB) develop state-wide rules guiding general
education core curriculum at all public institutions. The THECB required that all
institutions implement a core curriculum that included at least 36 semester credit hours
(SCH) of course work in the following areas: communication (six SCH), math (three
SCH), natural sciences (six SCH), fine arts (three SCH), humanities (three SCH),
history (six SCH), political science (six SCH), and social/behavioral science (three
SCH). In addition, in the Texas Administrative Code (TAC), Title 19, Part 1, Chapter 4,
Subchapter B, Rule 4.28 [2], the THECB mandated that institutions identify six to twelve
additional SCH of course work from these eight component areas to create a core
curriculum of at least 42 hours but no greater than 48 hours.
In April 1998, the THECB published Core Curriculum: Assumptions and Defining
Characteristics [3], which provided additional information for institutions about revising
their core curricula based on the new guidelines. The document outlined a core
curriculum based on a series of college-level intellectual competencies, including
reading, writing, speaking, listening, critical thinking and computer literacy.
The state mandate prompted a review and modification of the UTSA core curriculum led
by the Core Curriculum Committee (CCC) [4], one of UTSA’s standing committees.
This committee advises the provost on matters related to the on-going development,
implementation and evaluation of the University's core curriculum. Using the THECB’s
Core Curriculum as a guide, the aims of the revised UTSA core curriculum are:
302
•
•
to cultivate verbal, numerical, and visual skills necessary to analyze and
synthesize information, construct arguments, and identify and solve problems;
and
to foster understanding of the intellectual and cultural pluralism of modern society
as it is reflected in natural science and mathematics; behavioral, cultural, and
social science; and literature and artistic expression.
To address these aims, all undergraduate students graduating from UTSA are required
to complete 42 SCH across six domains (core component areas):
•
•
•
•
•
•
six SCH of rhetoric and composition;
three SCH of mathematics;
six hours of natural science;
six SCH of humanities and visual and performing arts (three SCH of philosophy,
modern or classical language and/or literature, or cultural studies and three SCH
of visual and performing arts)
eighteen SCH of social and behavioral sciences (six hours of US history, three
SCH of Texas and US government, three SCH of social/behavioral science, and
three SCH of economics); and
three SCH of world society and issues.
As published in the section on the core curriculum [5] in the Undergraduate Catalog
2008-2010, each of the domains consists of a list of courses that have been reviewed
and approved by the CCC. Students are allowed to select core curriculum courses
congruent with their interests, thereby promoting their educational engagement and
development.
In addition, the CCC reviews proposals for courses to be added to the core curriculum
as well as proposals for modification of existing core courses. The CCC evaluates
whether the proposed course meets the assumptions, basic intellectual competencies,
perspectives, content, and related exemplary educational objectives of the core
curriculum, as defined above.
Evaluation of the Core Curriculum, 2000-2007
Academic departments regularly monitor student progress and performance in core
curriculum courses in order to improve the core curriculum courses in their discipline.
Their recommendations must go through the CCC, which monitors the core curriculum
and provides recommendations to the provost. Examples of CCC decisions, both
approving and denying a department’s and college’s request to change the core
curriculum, are included [6], [7], [8], [9].
303
Assessment of Core Curriculum Competencies
UTSA has engaged in assessment of core curriculum competencies regularly since its
last reaffirmation in 2000. The methodology used for this assessment has changed
over the years. Examples of these assessments are detailed below.
Mathematics
In 2001, a national effort led by the Mathematical Association of America (MAA) was
established to reform and/or refocus college algebra courses to reflect students’ goals
and mathematical needs more clearly and effectively. The MAA found that
approximately one-half of all students in the U.S. fail college algebra and that the course
was being taught as if all students would continue to calculus. Further, this research
showed that only two percent of students in a college algebra class complete a calculus
sequence. The UTSA Department of Mathematics faculty were invited to participate in
the national effort to develop a template to redesign college algebra. The focus of this
effort was to better prepare students in their majors and provide them with a useful
mathematical experience.
As a result of this review, UTSA’s course in college algebra was separated into three
new courses:
•
•
•
liberal arts math (MAT 1043) [10], designed for students needing only a single
math course to graduate;
non-STEM (Science, Technology, Engineering, and Mathematics) college
algebra (MAT 1023) [11], designed for students whose major or degree program
required a college algebra course; and
STEM college algebra (MAT 1073) [12], developed with the single goal of
preparing students for pre-calculus and calculus.
MAT 1043 was developed based on the MAA standards for a quantitative literacy
course. UTSA’s major effort has been in MAT 1023, the course where most students
are enrolled and where the needs are greatest. This course was designed in
collaboration with faculty from STEM and non-STEM disciplines. These faculty worked
together to identify a list of topics necessary to cover in the course, as well as
examples, problems, or projects meant to facilitate student preparation. MAT 1073 was
developed to prepare students for calculus.
Thus, course redesign was based on the collaborative efforts among UTSA faculty in
compliance with the national guidelines from the MAA and the national refocus college
304
algebra group. This process proved useful in the development of mathematics courses
that focus on application-centered, standards-based, technology-driven content.
Writing
From 2000 to 2002, the Department of English, Classics, and Philosophy was
responsible for teaching the core curriculum writing courses, using common final exams
(papers) as their primary assessment method [13]. Students were presented with four
or five readings supporting both sides of an issue in which all students should be
interested and should have some knowledge. The essay prompt given at the
examination asked the students to take a stand on an issue and develop an essay
supporting that stand, using the readings as the sources of their support. Classroom
instructors scored the final essays.
In 2002, the assessment process was strengthened when the department modified the
evaluation methods in the following ways:
•
•
•
•
•
writing instructors submitted a random sample of unmarked examinations to the
assessment coordinator; the process resulted in the submission of 300
examinations, identified only by the number on the roster;
a team of six scorers selected from writing instructors in the English department
(and later the Writing Program) was selected to conduct anonymous holistic
scoring of the examinations;
following training, the team scored the papers over a three-day period; the
scoring followed a checklist developed to include the statewide competencies
and exemplary objectives;
each essay was read and scored by two evaluators; and
once the essays were scored, the two scores were averaged.
In 2003, the UTSA Writing Program (WP) [14] was established and the core curriculum
courses in writing began to be offered through the WP. The WP also offers tutoring and
other services to help students improve their writing skills. The assessment process
continued as described above. Since 2003, several improvements have been made
[15]:
•
•
•
•
modifications of the scoring checklists [16], [17];
revisions to the assessment method (e.g., a third reader was included in the
evaluation when the initial two readers differed by more than one point);
creation of a master syllabus [18];
addition of a pre and post-test covering grammar, mechanics, and so on; and
305
•
various pedagogical changes to the courses, such as increased integration of
technology.
Collegiate Learning Assessment
In 2004, UTSA began participating in the Collegiate Learning Assessment (CLA) [19]
along with the other universities in The University of Texas System (UT System). The
CLA is a standardized test designed to assess student performance on tasks that
require them to think critically, reason analytically, solve realistic problems, and write
clearly. The test is administered to a sample of each participating university’s freshmen
and seniors, and results [20] are compared to those found at other participating
universities. The CLA presents students with two types of tasks: analytic writing tasks
and performance tasks, as described below.
Analytic Writing Tasks
The Analytic Writing Task requires students to respond to two types of essay prompts:
a “Make-an-Argument” question that asks them to support or reject a position on some
issue and a “Critique-an-Argument” question that asks them to evaluate the validity of
an argument made by someone else. These essays are designed to measure a
student’s ability to articulate complex ideas, examine claims and evidence, support
ideas with relevant reasons and examples, sustain a coherent discussion, and use
standard written English. The CLA graders use holistic scoring rubrics to assess
various aspects of writing (e.g., organization, mechanics, and tone), which are related to
the learning outcomes for writing. Specifically, the overall analytic writing score is used
to assess senior students’ ability to “demonstrate the writing process” and to
“demonstrate awareness of audience and purpose and to select and critically evaluate
research sources to convey the written message.” The CLA analytic writing scores [21]
have consistently shown that UTSA seniors write at or above the level expected. In the
most recent report [22], UTSA seniors scored above the national, above the 90th
percentile in analytical writing.
Performance Tasks
The Performance Task asks students to complete a “real-life” activity (such as preparing
a memo or policy recommendation) by using a series of documents that must be
reviewed and evaluated. The CLA graders use multiple holistic items that require
graders to provide an evaluation of different aspects of critical thinking and reasoning in
the student responses. These holistic items include areas such as the student’s use of
the most relevant information in the Performance Task, their recognition of strengths
and weakness of various pieces of information, and overall critical thinking. The CLA
analytic writing scores [23] have consistently shown that UTSA seniors perform at or
306
above the level expected. In the 2007-2008 CLA assessment [24], UTSA seniors
scored above the national 80th percentile in critical thinking. Overall, these results
indicate that UTSA seniors achieve high levels of critical thinking and writing skills. In
summary, the CLA validates that the University is educating its students consistent with
national standards.
Evaluation of UTSA Core Curriculum for THECB, 2004
Adopted in 2003 and amended in 2008, TAC, Title 19, Part 1, Chapter 4, Subchapter B,
Rule 4.30 [25] requires that each public institution of higher education evaluate its core
curriculum at ten-year intervals, to coincide with the institution’s regional accreditation
cycle. UTSA submitted its first required report in fall 2004 [26]. The report described
how the domains of the UTSA core curriculum comply with TAC, Title 19, Part 1,
Chapter 4, Subchapter B, Rule 4.28 [27] and how specific courses in the core
curriculum address the THECB’s Exemplary Learning Objectives. Additionally, the
following recommendations for revised procedures were made:
•
•
CCC membership should be staggered to facilitate continuity and carry
institutional knowledge forward; and
standard procedures for adding new courses to the core curriculum should be
announced and implemented.
Implementation of Course-Embedded Assessment System, 2007-Present
Historically, the focus of the assessment has been in the areas of mathematics and
writing. In 2007, the provost and vice president for Academic Affairs appointed the Core
Curriculum Assessment Committee (CCAC) [28]. The charge of this committee was to
strengthen the assessment of the core curriculum by expanding the assessment to the
other core curriculum outcomes. The CCAC included representatives from all colleges
that offer core curriculum courses. Committee members identified faculty within each
academic area to coordinate the evaluation of each core course and serve as liaisons
between the full committee and faculty in each core curriculum domain.
In 2008, the CCAC conducted a follow-up to the Core Curriculum Report conducted in
2004 for the THECB. The objectives of this evaluation were to review and refine the
exemplary educational outcomes (EEOs) to better reflect the goals of the UTSA core
curriculum; narrow the list of EEOs that were being addressed to facilitate course-based
assessment; and verify current alignment of core courses with the EEOs. To that end,
core curriculum instructors were surveyed to determine which EEOs were most directly
addressed. Three outcomes per each of the six domains were identified, resulting in 18
learning outcomes. These learning outcomes were used to evaluate each core course
[29].
307
The CCAC adopted a template [30] in the form of a table with each row representing a
specific core curriculum learning outcome to provide a standardized method of
assessment reporting. For each outcome, separate columns asked for information
about: course learning outcomes, assessment methods, criterion of success (expected
level of student performance), results of assessment, and use of results to make
improvements. The template was designed to assist core curriculum instructors in
planning how the related outcomes are assessed during the semester.
At the end of each semester, core curriculum instructors report their results for each
learning objective through several methods, including determining the number of
students who met or did not achieve the core curriculum’s learning objectives;
discussing what the results may mean; and indicating future actions or changes to
improve student achievement. Along with the report template, instructors include copies
or samples of the assessments used. The course assessment reports are reviewed by
the CCAC representative for the domain to which the course is associated, who also
provides feedback to the instructor as needed. The CCAC produces an annual report
[31] that summarizes the assessment methodology and results by core curriculum
domain and course. To assist in the review of overall student performance by the CCC,
the CCAC produces an overall summary [32] of the findings for each learning objective
by aggregating the results across all courses in a domain.
The 2008 analysis of the core curriculum course-based assessment revealed that more
than 70 percent of students demonstrate competency in nine of the 18 Core Curriculum
Learning Objectives and more than 60 percent of students demonstrate competency in
16 of the 18 Core Curriculum Learning Objectives. Two core curriculum learning
objectives for which less than 60 percent of students demonstrate competency are to
represent, evaluate, and interpret basic mathematical information through formulas,
graphs, tables, and schematics, and to draw inferences from them and “to analyze
social institutions and processes across a range of cultures, historical periods, social
structures, and/or political and economic systems. Both learning objectives require
higher order skills such as analysis, evaluation, and interpretation. This finding provides
further support for the University’s Quality Enhancement Plan (QEP) topic of
quantitative literacy, which will provide students additional opportunities to develop
these important skills.
In addition to the direct assessment methods described above, UTSA uses data from
two surveys, the National Survey of Student Engagement (NSSE) [33] and the
Graduating Senior Survey, that are used to supplement findings from the course
embedded assessment process.
308
National Survey of Student Engagement (NSSE)
The NSSE includes several items about institutional contributions to general education
outcomes. In the Summary of NSSE findings 2006-2008 [34], 76.6 percent of first-year
students and 80.7 percent of seniors responded “quite a bit” and “very much” to the item
“acquiring a broad general education.” Student perceptions of writing skills for both firstyear and senior students were 65.9 and 67.9 percent, respectively. The largest
difference was observed in the item, “speaking clearly and effectively,” wherein senior
students reported an 11.3-point gain over first-year students. Senior student ratings for
other items such as quantitative skills and critical thinking were 70 and 80 percent,
respectively.
Graduating Senior Survey
In 2007, a group of faculty and staff across the institution developed a new graduating
student survey to collect data regarding institutional contributions to general education
outcomes. The new survey was first implemented in the summer of 2008. In the
Graduating Senior Survey Results 2008-2009 [35], 63 percent of seniors responded “a
great deal” to the item “how much did UTSA help to develop your ability to analyze
information.” In response to the item, “how much did UTSA help to develop your ability
to identify and solve problems,” only 58 percent of seniors responded “a great deal.”
This data was useful in the process of developing various QEP proposals. In addition,
the CCC will use this data to recommend more effective ways to help students focus on
writing and quantitative skills.
Although these indirect methods are based on student perceptions rather than
observation, the responses are useful in triangulating the direct assessment results. A
common pattern is that student perceptions of their learning are often greater than the
demonstrated competency. However, the results from these surveys generally provide
support to the course-based assessment findings. For the writing outcomes, the
responses to both surveys support the course-based assessment results, wherein 71
percent of students demonstrated effective writing in their courses (seniors score in the
90th percentile on the CLA Analytic Writing Task). Moreover, responses to survey
items were 67.9 percent (NSSE) and 87.5 percent (Graduating Student Survey). For
the quantitative outcomes, the same pattern is observed, wherein 63.2 percent of
students demonstrated quantitative skills in their courses and responses to survey items
were 69.0 percent (NSSE) and 94.8 percent (Graduating Student Survey).
309
Documentation:
Document
Source of Document
[1]
Senate Bill 148
Texas Legislature
[2]
Texas Administrative Code (TAC), Title 19, Part
1, Chapter 4, Subchapter B, Rule 4.28
Texas Administrative Code
(TAC), Title 19, Part 1, Chapter
4, Subchapter B
[3]
Core Curriculum: Assumptions and Defining
Characteristics
THECB Website
[4]
Core Curriculum Committee (CCC)
University Governance Website
[5]
Core Curriculum
Undergraduate Catalog 20082010
[6]
Biology Approval
N/A
[7]
Engineering Disapproval
N/A
[8]
Honors Disapproval
N/A
[9]
Math Approval
N/A
[10] MAT 1043 Course Description
Undergraduate Catalog 20082010
[11] MAT 1023 Course Description
[12] MAT 1073 Course Description
[13] Writing Assessment Report 2002
N/A
[14] UTSA Writing Program
UTSA Website
[15] Writing Assessment Report 2004
N/A
[16] Writing Checklist 2004 - WRC 1013
N/A
[17] Writing Checklist 2008 - WRC 1013
N/A
[18] WRC 1013 Master Syllabus
N/A
310
Document
[19] Collegiate Learning Assessment (CLA)
Source of Document
CLA Website
[20] CLA Description and Summary of Results 2004- N/A
2005
[21] CLA Analytic Writing Scores 2004-2008)
N/A
[22] CLA 2007-2008 Results
N/A
[23] CLA Performance Task Scores 2004-2008
N/A
[24] CLA 2007-2008 Results
N/A
[25] TAC, Title 19, Part 1, Chapter 4, Subchapter B,
Rule 4.30
TAC, Title 19, Part 1, Chapter
4, Subchapter B
[26] THECB Core Curriculum Report 2004
N/A
[27] TAC, Title 19, Part 1, Chapter 4, Subchapter B,
Rule 4.28
TAC, Title 19, Part 1, Chapter
4, Subchapter B
[28] Core Curriculum Assessment Committee
Roster 2007-2008
N/A
[29] Revised Core Curriculum Objectives
N/A
[30] Core Curriculum Assessment Report Template
N/A
[31] 2008 Core Curriculum Assessment Report
N/A
[32] 2008 Core Curriculum Summary Template
N/A
[33] National Survey of Student Engagement
(NSSE)
NSSE Website
[34] Summary of NSSE findings 2006-2008
N/A
[35] Graduating Senior Survey Results 2008-2009
N/A
311
Comprehensive Standard 3.5.2 - Institutional Credits for a Degree
At least 25 percent of the credit hours required for the degree are earned through
instruction offered by the institution awarding the degree. In the case of undergraduate
degree programs offered through joint, cooperative, or consortia arrangements, the
student earns 25 percent of the credits required for the degree through instruction
offered by the participating institutions.
Compliance Judgment: Compliance
Narrative:
The University of Texas at San Antonio (UTSA) awards degrees only to those students
who have earned at least 25 percent of the credit hours required for the degree through
instruction offered by UTSA. In the case of undergraduate degree programs offered
through joint, cooperative, or consortia arrangements, the student earns 25 percent of
the credits required for the degree through instruction offered by the participating
institutions.
UTSA Degree Programs
The Undergraduate Catalog 2008-2010 [1] states that “[a] minimum of 25 percent of the
total number of semester credit hours required for a bachelor’s degree must be
completed at UTSA before a degree can be conferred.” Undergraduate degrees are
initially verified by the academic advising centers, and then forwarded to the appropriate
dean and the registrar for certification. The advisors use the Curriculum Advising and
Program Planning (CAPP), the degree audit module in Banner (UTSA’s Student
Information System), to verify that all graduation requirements have been met. The
CAPP module is set up to verify that at least 25 percent of the hours required for the
degree are earned at UTSA.
Joint Degree Programs
UTSA has one undergraduate joint degree program. The Department of Biology at
UTSA and the Department of Clinical Laboratory Sciences at The University of Texas
Health Science Center at San Antonio (UTHSCSA) offer a joint Bachelor of Science
degree in Clinical Laboratory Sciences (CLS) [2]. In this program, students complete
supporting coursework in the sciences at UTSA and professional CLS courses at
UTHSCSA, the sum of which comprise more than 25 percent of the total hours required
for the degree.
312
Documentation:
Document
[1] Minimum UTSA Residence Requirements
Source of Document
Undergraduate Catalog 20082010
[2] Bachelor of Science Degree in Clinical
Laboratory Sciences
313
Comprehensive Standard 3.5.3 - Undergraduate Program Requirements
The institution defines and publishes requirements for its undergraduate programs,
including its general education components. These requirements conform to commonly
accepted standards and practices for degree programs.
Compliance Judgment: Compliance
Narrative:
The University of Texas at San Antonio (UTSA) defines and publishes requirements for
its undergraduate programs, including its general education components. These
requirements conform to commonly accepted standards and practices for degree
programs.
UTSA’s undergraduate programs adhere to the Texas Classification of Instructional
Programs (CIP) [1], established by the THECB, which is based on the United States
Department of Education Classification of Instructional Programs (CIP) taxonomy [2].
The CIP is the accepted federal government standard on instructional program
classifications. UTSA’s undergraduate programs also meet the standards of the Texas
Higher Education Coordinating Board (THECB) and The University of Texas System
(UT System). The THECB’s Texas Administrative Code (TAC), Title 19, Part 1, Chapter
5, Subchapter C, Rule 5.45 [3], establishes the criteria for new baccalaureate and
master’s degree programs. UT System’s Rules and Regulations of the Board of
Regents (Regents’ Rules), Rule 40307 [4], sets the standards for review and approval
of academic program proposals based on three principles: mission, quality, and
efficient use of resources.
The requirements for completing undergraduate degree programs, including general
education, are defined in detail and published in the Undergraduate Catalog 20082010 [5]. This catalog is available to students and the public in both hard copy and
electronic formats.
Overall Undergraduate Program Requirement
The Undergraduate Catalog 2008-2010 provides detailed information on overall degree
requirements and minimum UTSA residence requirements [6] for all undergraduate
degree programs offered at UTSA. In addition to the undergraduate catalog, UTSA also
publishes its information bulletin in electronic, downloadable form. This document
provides essential information about the academic policies [7] that apply to
undergraduate students.
314
General Education Program Requirements
The requirements for the UTSA core curriculum (general education) are defined and
published in the Undergraduate Catalog 2008-2010. All undergraduate degrees require
completion of 42 semester credit hours (SCH) of approved core curriculum [8] course
work. The core curriculum is designed to provide students with basic competencies as
identified by the THECB as necessary to gain the breadth of knowledge expected of a
well-rounded college graduate. These basic competencies fall into the following
component areas: communications (six SCH); mathematics (three SCH); natural
sciences (six SCH); literature, philosophy, modern or classical language/literature and
cultural studies (three SCH); visual and performing arts (three SCH); US history (six
SCH); political sciences (six SCH); social and behavioral science (three SCH);
economics (three SCH); and world society and issues (three SCH).
Undergraduate Degree Requirements
The Undergraduate Catalog 2008-2010 provides specific information for each
undergraduate degree program. The Bachelor of Business Administration Degree in
General Business [9], the Bachelor of Arts Degree in Philosophy [10], and the Bachelor
of Science Degree in Electrical Engineering [11] are examples of UTSA’s
undergraduate degree programs. The undergraduate catalog provides a general
description of the program, core curriculum requirements, total number of SCH required
to complete the degree program, specific course requirements in the major, number of
SCHs allowed for elective courses which could include free electives, upper-division
requirements, and the description of the courses offered in the degree program. The
course description provides information on credit hours, prerequisites or co-requisites,
and the course format in terms of number of hours per week devoted to lecture or
laboratory. For example, if a course is listed as (2-3), it indicates two hours of lectures
and three hours of laboratory/recitation sessions per week. The undergraduate catalog
also provides information on the requirements for completing minor certificate programs.
The Bilingual Business Certificate [12] is an example of a minor certificate program in
the College of Business.
315
Documentation:
Document
Source of Document
[1]
Classification of Instructional Programs (CIP)
Texas Higher Education
Coordinating Board Policies
and Procedures Manual
[2]
Classification of Instructional Programs (CIP2000)
National Center for Education
Statistics Website
[3]
Texas Administrative Chapter (TAC), Title 19,
Part 1, Chapter 5, Subchapter C, Rule 5.45
TAC, Title 19, Part 1, Chapter
5, Subchapter C
[4]
Rules and Regulations of the Board of Regents
(Regents’ Rules), Rule 40307
Regents’ Rules
[5]
Undergraduate Catalog 2008-2010
UTSA Website - Current
Students
[6]
Overall Degree Requirements and Minimum
UTSA Residence Requirements
Undergraduate Catalog 20082010
[7]
General Academic Regulations for
Undergraduate Students
2008-2009 Information Bulletin
[8]
Core Curriculum Course Work
Undergraduate Catalog 20082010
[9]
Bachelor of Business Administration Degree in
General Business
[10] Bachelor of Arts Degree in Philosophy
[11] Bachelor of Science Degree in Electrical
Engineering
[12] Bilingual Business Certificate
316
Comprehensive Standard 3.5.4 - Terminal Degrees of Faculty
At least 25 percent of the discipline course hours in each major at the baccalaureate
level are taught by faculty members holding the terminal degree—usually the earned
doctorate— in the discipline, or the equivalent of the terminal degree.
Compliance Judgment: Compliance
Narrative:
Over 25 percent of the discipline course hours in each major at the baccalaureate level
at The University of Texas at San Antonio (UTSA) are taught by faculty members
holding the terminal degree – usually the earned doctorate – in the discipline, or the
equivalent of the terminal degree.
Methodology
Majors at UTSA
Majors at UTSA are of two types: (1) Intra-disciplinary Majors: those where the
required courses are only in the same discipline as the major, including one where all of
the courses are a subset of another major (e.g., Human Resource Management) and
(2) Interdisciplinary Majors: those where required courses come from two or more
disciplines, including some where only courses from outside the discipline are required
(e.g., Clinical Laboratory Studies). For intra-disciplinary majors, with the exception of
Human Resource Management, all undergraduate courses are counted except for
developmental courses and internships. For Human Resource Management, a subset
of Management, only the required courses for the major are counted. For
interdisciplinary majors, only required undergraduate courses are counted.
Determination of Discipline Credit Hours
Discipline credit hours are determined for each major at the University by identifying all
undergraduate courses offered for credit during the fall 2008 and spring 2009 semesters
using the rules in the preceding paragraph. For each major, the total discipline credit
hours are then determined by adding up all of the credit hours for courses offered. For
example, if a major offers 40 sections of courses during a semester, with 35 of these at
three discipline credit hours and five at four discipline credit hours, the total discipline
credit hours for that major and for that semester would be 125 (35 x 3 plus 5 x 4 = 105 +
20 = 125).
317
Determination of Terminal Degrees in the Major
All doctoral and doctoral equivalent degrees in the major, held by instructors of record at
UTSA for fall 2008 and spring 2009, are listed in the attached table [1]. This information
was generated from the Faculty Qualification Forms [2] submitted by all faculty
members who taught courses for credit at UTSA during the period under review. Each
instructor of record assigned to teach at UTSA must fill out this form to provide
information supporting her or his credentials to teach in a particular area. The
credentials include the highest degree(s) held by the faculty member. This information
is verified by both the department chair and the college dean, with copies kept in the
department and college files. The form is then forwarded to the Office of the Vice
Provost for Academic and Faculty Support, where it is vouched and filed.
Following identification of the courses to be counted, the instructor of record was
identified for every section taught for the fall 2008 and spring 2009 semesters. The
percentages reflected in the attached results are supported by analyses of the degrees
held by the instructors of record teaching in each section of every course counted using
the methodology described above. A more detailed description of the process is
provided in the document, “Method for Determination of Terminal Degree in Discipline”
[3]. Specific information on each faculty member’s degrees is contained on the Faculty
Roster Form [4].
A terminal degree in the discipline will either coincide with the name of the major or
demonstrate a specific association to that discipline. For example, a faculty member
with a Ph.D. in Biology clearly holds the terminal degree for teaching in the biology
major. Other terminal degrees in the biology major will include microbiology,
biochemistry, physiology, immunology, and zoology, as these disciplines
are fundamental to the biology major at UTSA. An example of the results of the
application of the classification methodology to the Department of Biology’s faculty [5] is
provided.
Results
Three summary tables provide information on the percent of discipline credit hours
taught by terminally-degreed faculty members in that major: fall 2008 [6], spring 2009
[7], and a total for fall 2008 and spring 2009 combined [8]. These tables provide
evidence that UTSA is in compliance with this standard. In every major, 25 percent or
more of the discipline credit hours are taught by faculty members holding a terminal
degree in that major. In the majority of undergraduate majors, 50 percent or more of the
discipline credit hours are taught by faculty members terminally-degreed in that major.
318
For more details regarding faculty and faculty qualifications, see the narrative for
Comprehensive Standard 3.7.1 [9].
Documentation:
Document
Source of Document
[1] Terminal Degree Titles by Discipline
N/A
[2] Faculty Qualification Forms
N/A
[3] Method for Determination of Terminal Degree in
Discipline
N/A
[4] Faculty Roster
N/A
[5] An Example of the Classification Method Terminal Degrees in Biology
N/A
[6] Percent of Undergraduate Course Hours Taught
by Faculty Terminally-Degreed in the Discipline
(Fall 2008)
N/A
[7] Percent of Undergraduate Course Hours Taught
by Faculty Terminally-Degreed in the Discipline
(Spring 2009)
N/A
[8] Percent of Undergraduate Course Hours Taught
by Faculty Terminally-Degreed in the Discipline
(Academic Year 2008-2009)
N/A
[9] Comprehensive Standard 3.7.1
Located within the UTSA
Compliance Certification Report
319
Comprehensive Standard 3.6.1 - Post-Baccalaureate Program Rigor
The institution’s post-baccalaureate professional degree programs, master’s and
doctoral degree programs, are progressively more advanced in academic content than
its undergraduate programs.
Compliance Judgment: Compliance
Narrative:
The University of Texas at San Antonio’s (UTSA) post-baccalaureate degree programs,
which include master’s and doctoral degree programs, are progressively more
advanced in academic content than its undergraduate programs. UTSA does not have
any post-baccalaureate professional degree programs.
To ensure that UTSA’s master’s and doctoral programs are based on appropriate
graduate-level skills and knowledge, the University engages in internal and external
reviews for all existing graduate programs, a rigorous approval process for new
graduate programs, and a biennial graduate catalog review process. The graduate
faculty, as defined below, has responsibility for ensuring that these courses have
appropriate rigor.
Approval Process for Graduate Programs
The progressively more advanced academic content from undergraduate programs to
graduate programs is initially addressed in the development of new graduate program
proposals. All new programs are developed and adhere to the Texas Higher Education
Coordinating Board’s (THECB) Texas Administrative Code (TAC), Title 19, Part 1,
Chapter 5, Subchapter C, Rule 5.45 [1] (bachelor's and master's programs), Rule 5.46
[2] (doctoral programs), and Rule 5.48 [3] (certificate programs). Certificate programs
[4] are not post-baccalaureate professional degree programs, but are a concentration of
course credits that “provide opportunities for postgraduate training to those with
undergraduate degrees.”
As stated in UTSA’s Handbook of Operating Procedures (HOP), Chapter 2, Section
2.1.K [5], “[t]he Graduate Faculty of The University of Texas at San Antonio shall be
composed of persons whose professional and scholarly accomplishments and
effectiveness in teaching graduate students qualify them for active participation in
graduate instruction at The University of Texas at San Antonio.” As noted in the
narratives for Comprehensive Standards 3.4.1 [6] and 3.4.10 [7], the graduate
curriculum content is developed by the graduate faculty and afterward reviewed by the
department curriculum committee, college curriculum committee, dean of the college,
320
and dean of the Graduate School prior to submission to the Graduate Council
committee. After this process of review and approval, it is submitted to the vice
president for Academic Affairs/Provost, who then submits it to the UTSA president.
After this final process of review and approval at the university level, the president
submits it to The University of Texas System (UT System) and the THECB, as per the
procedure detailed below. Program proposals must specify the role and mission of the
program, curriculum design, and faculty credentials and resources.
Once approved at all levels listed above at UTSA, the proposal is sent to the Academic
Affairs division at The UT System for approval. New proposals must adhere to the
Rules and Regulations of the Board of Regents (Regents’ Rules), Rule 40307 [8]:
“Doctoral programs or other substantive proposals not meeting the criteria for approval
by the Executive Vice Chancellor for Academic Affairs must be approved by the Board
of Regents’ Academic Affairs and forwarded to the Board of Regents for final approval.”
UT System-approved degree program proposals are consistent with the higher
education goals and mission of the state of Texas, The UT System and UTSA. The
programs must be of excellent quality, program choice, design, and implementation;
they must also reflect wise use of institutional and inter-institutional or shared resources.
The standard of quality for implementation must be adequate to deliver a program of
excellent quality, meeting and exceeding Southern Association of Colleges and Schools
(SACS) standards and those of other professional accrediting bodies, where
applicable. The faculty responsible for program design and delivery must have
appropriate, relevant content expertise, records of scholarship in their fields, and other
professional experience and credentials. Finally, the degree program proposal must
include a plan for periodic program evaluation, as per Regents’ Rules, Rule 40307 [8].
After being approved by The UT System, the proposal is submitted to the THECB. The
TAC, Title 19, Part 1, Chapter 5, Subchapter C, Rule 5.45 [1] and Rule 5.46 [2] govern
reviews of program proposals. As stated in Rule 5.45 [1], “Faculty resources must be
adequate to provide high program quality. With few exceptions, the master’s degree
should be the minimum educational attainment for faculty teaching in baccalaureate
programs. In most disciplines, the doctorate should be the minimum educational
attainment for faculty teaching in graduate programs. Faculty should meet the
qualitative and quantitative criteria of the Southern Association of Colleges and Schools,
and the appropriate accrediting body, if a professional program.” In addition, “the
curriculum should be up-to-date and consistent with current educational theory.”
Finally, “[p]rofessional programs and those resulting in licensure must be designed to
meet the standards of appropriate bodies.” The graduate programs offered at UTSA
have all been approved by the THECB and appear in the THECB website of approved
321
programs [9]. The approval process is also noted in the narrative for Comprehensive
Standard 3.3.1.1 [10].
Course Numbering, Descriptions, and Content
The graduate catalog content is reviewed biennially by the faculty of the relevant
department, the department chair, the college dean, the Graduate Council’s Graduate
Program and Courses Committee, and the Faculty Senate. Once approved by the
Faculty Senate, the catalog content is submitted to The UT System for final approval.
Course numbering system information is listed in the electronic 2008-2009 Information
Bulletin [11], which is updated annually. All courses are designated by four-digit
numbers following a two- or three-letter abbreviation of the subject (discipline) of the
course. The first digit indicates the level of the course. Courses beginning with a “0”
are developmental education courses and may not be counted toward a degree.
Courses beginning with a “1” or “2” are lower-division (freshman and sophomore level).
Courses beginning with a “3” or “4” are upper-division (junior and senior level). Courses
beginning with a “5” or higher are graduate-level courses and courses beginning with a
“7” are doctoral-level courses. Faculty members initially propose the level (and
numbering) for new courses. These are reviewed at the departmental and college level,
and by the Graduate Council for graduate level courses.
The second and third digit in the course numbers is used within the colleges by each
department to distinguish individual courses. The fourth digit indicates the semestercredit value of each course. The number of lecture and laboratory contact hours per
week is provided in parentheses in the course description sections of
the Undergraduate Catalog 2008-2010 [12] and the Graduate Catalog 2009-2011 [13]
immediately following the course number and title. For example, (3-0) indicates three
hours of lecture and zero hours of laboratory per week.
A proposal for a new course or a change to an existing approved course is submitted on
a course inventory form and originates with the unit offering the course. The course
inventory form includes the level and amount of credit to be awarded, a brief description
and the justification for the course or course change. Approval levels include the
department chair, the college dean, and the dean of Undergraduate Studies or the dean
of the Graduate School, as appropriate. The Office of the Registrar maintains the
course inventory. The Office of the Registrar's website [14] includes the course
inventory for 2007-2008, the course inventory form, the course inventory form general
instructions for 2008-2009, and a course inventory tutorial. All classes must be in the
course inventory to be offered at UTSA.
322
A clear distinction between undergraduate- and graduate-level course work is that
graduate courses foster independent learning. The compilation of graduate courses
required to complete a graduate degree at UTSA shows that these requirements consist
of a combination of seminar courses, topics courses, practicums, capstone courses,
internships, a comprehensive examination, a thesis, essays, exhibitions, recitals,
research papers or projects, or presentations of a case study [15]. A candidate for a
master’s degree must pass a comprehensive examination or satisfy an equivalent
capstone requirement. A candidate for a doctoral degree must complete a qualifying
exam and a doctoral dissertation. Degree requirements and course descriptions [16]
can be found in the Graduate Catalog 2009-2011.
While course names may be similar for undergraduate and graduate courses, these
distinctions are evident in the course syllabi (e.g., anthropology undergraduate course
syllabi [17] and anthropology graduate course syllabi [18]). For instance, the
department of Anthropology offers Anthropology 3406 and Anthropology 5556 (both are
field courses) to both undergraduates and graduates. The distinction between the two
courses consists of the coursework assigned to each group, as indicated in the
Expected Learning Outcomes Table [19]. The graduate course requires a
comprehensive study of the experience in the form of maintaining a daily log, making
field notes and summarizing what was learned about the Maya culture history in a fiveto ten-page written assignment. An examination of learning outcomes and the methods
of evaluation for the undergraduate and graduate courses (fieldwork in anthropology)
illustrates the difference between the expectations for students.
In addition, the Program Outcomes by Level table [20] for comparable graduate and
undergraduate programs illustrates that expectations for graduate programs are more
advanced than those for undergraduate programs.
Graduate Program Reviews
Graduate programs [21] are reviewed regularly. As stated in the Graduate Council
Bylaws, new graduate programs are initially reviewed every five years and existing
programs are reviewed every ten years.
Programs receive written notification from the Graduate Council that they are scheduled
for review during the upcoming academic year. Elements of the graduate program
review include a departmental self-study [22], [23], [24], [25] an external evaluator report
[26], [27], [28], [29], a final report by the Graduate Council [30], [31], [32], [33], and an
administrative follow-up including recommendations for the department [34], [35], [36],
[37].
323
External Accreditation of Graduate Programs
In addition to the internal reviews described above, the following table lists
programs/disciplines accredited by external accreditation agencies:
•
•
•
•
•
•
•
The Master of Architecture program is accredited by the National Architecture
Accrediting Board (NAAB) [38];
The Executive MBA, MBA, MBA International, MBA Online, Master of
Accountancy, MS Finance, MS Information Technology, MS Management of
Technology and Ph.D. in Business Administration are accredited by the
Association to Advance Collegiate Schools of Business (AACSB) International
[39];
The Ph.D. in Counselor Education and the MA in Counseling are accredited by
the Council of Accreditation of Counseling and Related Educational Programs
(CACREP) [40];
The MFA in Art and the MA in Art History is accredited by the National
Association of Schools of Art and Design (NASAD) [41];
The Master of Music program is accredited by the National Association of
Schools of Music (NASM) [42];
The Master of Social Work program is accredited by the Council on Social Work
Education (CSWE) [43]; and
The Master of Public Administration program is accredited by the National
Association of Schools of Public Affairs and Administration (NASPAA) [44].
Documentation:
Document
Source of Document
[1]
Texas Administrative Code (TAC), Title 19, Part
1, Chapter 5, Subchapter C, Rule 5.45
TAC, Title 19, Part 1, Chapter
5, Subchapter C
[2]
TAC, Title 19, Part 1, Chapter 5, Subchapter C,
Section 5.46
[3]
TAC, Title 19, Part 1, Chapter 5, Subchapter C,
Section 5.48
[4]
Certificate Programs
Graduate Catalog 2009-2011
[5]
Handbook of Operating Procedures (HOP),
Chapter 2, Section 2.1.K
HOP Table of Contents
324
Document
Source of Document
[6]
Comprehensive Standard 3.4.1
Located within the UTSA
Compliance Certification Report
[7]
Comprehensive Standard 3.4.10
[8]
Rules and Regulations of the Board of Regents
(Regents’ Rules), Rule 40307
Regents’ Rules
[9]
Program Inventory
Texas Higher Education
Coordinating Board Website
[10] Comprehensive Standard 3.3.1.1
Located within the UTSA
Compliance Certification Report
[11] 2008-2009 Information Bulletin
UTSA Website - Current
Students
[12] Undergraduate Catalog 2008-2010
[13] Graduate Catalog 2009-2011
[14] Office of the Registrar
UTSA Website
[15] Graduate Programs Course Content Table
N/A
[16] Graduate Program Requirements and Course
Descriptions
Graduate Catalog 2009-2011
[17] Anthropology - Undergraduate Course Syllabi
N/A
[18] Anthropology - Graduate Course Syllabi
N/A
[19] Expected Learning Outcomes: ANTH 3406 and
ANTH 5556
N/A
[20] Program Outcomes by Level Table
N/A
[21] Graduate Program Evaluation at UTSA
Graduate School Website
[22] Self-Study: Master of Arts in Bicultural-Bilingual N/A
Studies
[23] Self-Study: Doctor of Education in Educational
Leadership
N/A
325
Document
Source of Document
[24] Self-Study: Doctor of Philosophy in Biology
N/A
[25] Self-Study: Master of Arts in Political Science
N/A
[26] External Evaluation: Master of Arts in
Bicultural-Bilingual Studies
N/A
[27] External Evaluation: Doctor of Education in
Educational Leadership
N/A
[28] External Evaluation: Doctor of Philosophy in
Biology
N/A
[29] External Evaluation: Master of Arts in Political
Science
N/A
[30] Final Report: Master of Arts in Bicultural
Bilingual Studies
N/A
[31] Final Report: Doctor of Education in
Educational Leadership
N/A
[32] Final Report: Doctor of Philosophy in Biology
N/A
[33] Final Report: Master of Arts in Political Science
N/A
[34] Follow-Up Report: Master of Arts in BiculturalBilingual Studies
N/A
[35] Follow-Up Report: Doctor of Education in
Educational Leadership
N/A
[36] Follow-Up Report: Doctor of Philosophy in
Biology
N/A
[37] Follow-Up Report: Master of Arts in Political
Science
N/A
[38] National Architecture Accrediting Board (NAAB)
Accredited Programs in Architecture
NAAB Website
326
Document
Source of Document
[39] Association to Advance Collegiate Schools of
Business (AACSB) Accredited Institutions
AACSB International Website
[40] Council of Accreditation of Counseling and
Related Educational Programs (CACREP)
Directory of Accredited Programs
CACREP Website
[41] National Association of Schools of Art and
Design (NASAD) Member Lists
NASAD Website
[42] National Association of Schools of Music
(NASM) Member Lists
NASM Website
[43] Council on Social Work Education (CSWE)
Membership Directory
CSWE Website
[44] National Association of Schools of Public Affairs NASPAA Website
and Administration (NASPAA) Roster of
Accredited Programs
327
Comprehensive Standard 3.6.2 - Graduate Curriculum
The institution structures its graduate curricula (1) to include knowledge of the literature
of the discipline and (2) to ensure ongoing student engagement in research and/or
appropriate professional practice and training experiences.
Compliance Judgment: Compliance
Narrative:
The University of Texas at San Antonio (UTSA) structures its graduate curricula (1) to
include knowledge of the literature of the discipline and (2) to ensure ongoing student
engagement in research and/or appropriate professional practice and training
experiences.
Currently, UTSA offers 46 master’s and 21 doctoral programs [1]. All graduate courses
include appropriate study of the literature in the discipline as it pertains to the course
topic and content. Research is incorporated into courses throughout graduate curricula
at both the master’s and doctoral levels. Master’s theses are required for programs that
are more research-focused and doctoral dissertations are required for all doctoral
programs. In addition, to ensure that appropriate knowledge of the literature and
research are incorporated into graduate programs, the graduate faculty is fully involved
in the development and evaluation of program curriculum, as noted in the narrative for
Federal Requirement 4.2 [2].
Knowledge of the Literature of the Discipline
The pursuit of a graduate degree is considered an in-depth study of a discipline, which
fosters independent learning. A link on the Graduate School website [3] provides a list
of the graduate programs and a means to review requirements for each program in
detail, as noted in the narrative for Comprehensive Standard 3.6.1 [4]. An examination
of syllabi from courses at both the master’s [5], [6], [7], [8], [9] ,[10], [11] and doctoral
[12], [13], [14], [15], [16], [17], [18] levels reveals that students are expected to study the
literature of the disciplines.
To ensure that all graduate curricula include appropriate content, UTSA engages in a
rigorous program approval process. All new master’s, doctoral, and certificate
programs are developed and adhere to the Texas Administrative Code (TAC), Title 19,
Part 1, Chapter 5, Subchapter C, Rule 5.45 [19] (for baccalaureate and master’s
programs), Rule 5.46 [20] (for doctoral programs), and Rule 5.48 [21] (for certificate
programs). As noted in the narratives for Comprehensive Standards 3.4.1 [22] and
3.4.10 [23], the graduate curriculum content is developed by graduate faculty in the
328
discipline and reviewed by the department curriculum committee, the college curriculum
committee, the dean of the college, and the dean of the Graduate School, prior to
submission to the Committee on Graduate Programs and Courses, a standing
committee of the Graduate Council. Upon approval at these levels, the proposal is
submitted to the provost and vice president for Academic Affairs and the president.
Once this institutional approval process is completed, the proposal is forwarded to The
University of Texas System (UT System) Academic Affairs Office. If approved at UT
System, the proposal is forwarded to the Texas Higher Education Coordinating Board
(THECB). All program proposals require descriptions of the role and mission of the
program, details about the curriculum, credentials of faculty participating in the program,
and details about other resources required for the program to be successful.
Ongoing Student Engagement in Research and/or Appropriate Professional
Practice and Training Experiences
UTSA’s 46 master’s programs incorporate research either in the form of a thesis
requirement or as a significant part of course content. The Graduate Programs
Fostering Independent Learning Table [24] provides information about the form of
research incorporated into each master’s program. For programs that are designed to
prepare students for professional work, curricula are structured to include opportunities
for significant internship or practicum experiences
[25], [26], [27], [28], [29], [30], [31], [32], [33].
UTSA’s 21 doctoral programs all require completion of research in the form of a
dissertation [34]. In addition, coursework throughout the curricula of these programs
provides research experience.
External Accreditation of Graduate Programs
Further evidence that UTSA’s graduate programs appropriately include study of the
literature of the discipline and incorporate research and/or professional practice and
training experiences is provided by the external accreditation awarded to a number of
these programs. The following graduate programs are accredited by discipline-related
agencies:
•
•
The Master of Architecture program is accredited by the National Architecture
Accrediting Board (NAAB) [35];
The Executive MBA, MBA, MBA International, MBA Online, Master of
Accountancy, MS Finance, MS Information Technology, MS Management of
Technology and Ph.D. in Business Administration are accredited by the
Association to Advance Collegiate Schools of Business (AACSB) International
[36];
329
•
•
•
•
•
The Ph.D. in Counselor Education and the MA in Counseling is accredited by the
Council of Accreditation of Counseling and Related Educational Programs
(CACREP) [37];
The MFA in Art and the MA in Art History is accredited by the National
Association of Schools of Art and Design (NASAD) [38];
The Master of Music program is accredited by the National Association of
Schools of Music (NASM) [39];
The Master of Social work program is accredited by the Council on Social Work
Education (CSWE) [40]; and
The Master of Public Administration program is accredited by the National
Association of Schools of Public Affairs and Administration (NASPAA) [41].
Documentation:
Document
Source of Document
[1]
Degree Program Table – Master’s and Doctoral
N/A
[2]
Federal Requirement 4.2
Located within the UTSA
Compliance Certification Report
[3]
Academic Programs
Graduate School Website
[4]
Comprehensive Standard 3.6.1
Located within the UTSA
Compliance Certification Report
[5]
Architecture 5333.901 - Introduction to Urban
Design and Regional Physical Planning
N/A
[6]
Communication 5223.001 - Small Group
Communication
N/A
[7]
Education 5003.002 - Research Methods
N/A
[8]
Public Administration 5003 - Introduction to
Public Administration
N/A
[9]
Accounting 6013,001 - Financial Accounting
Theory
N/A
[10] Biology 5123 - Principles of Molecular Biology
N/A
330
Document
Source of Document
[11] Electrical Engineering 5123 - Computer
Architecture
N/A
[12] Anthropology 6603 – Ecological Anthropology
N/A
[13] Biology 7041.007 – Immunology Colloquium
N/A
[14] Criminal Justice 6303.901 – Policing and Crime
Control
N/A
[15] Demography 7253 – General Research
Methods for Demographers II
N/A
[16] Education 7003 – Survey of Research Methods
N/A
[17] Accounting 7013 – Ph.D. Seminar: Empirical
Accounting Research
N/A
[18] Electrical Engineering 6363 – Bayesian Signal
Processing
N/A
[19] Texas Administrative Code (TAC), Title 19, Part
1, Chapter 5, Subchapter C, Rule 5.45
TAC, Title 19, Part 1, Chapter
5, Subchapter C
[20] TAC, Title 19, Part 1, Chapter 5, Subchapter C,
Rule 5.46
[21] TAC, Title 19, Part 1, Chapter 5, Subchapter C,
Rule 5.48
[22] Comprehensive Standard 3.4.1
Located within the UTSA
Compliance Certification Report
[23] Comprehensive Standard 3.4.10
[24] Graduate Programs Fostering Independent
Learning Table
N/A
[25] Accounting 6823 – Accounting Practicum
Graduate Catalog 2009-2011
[26] Adult Learning and Teaching 6943 – Internship
in Adult Learning and Teaching
331
Document
Source of Document
[27] Special Education 5793 – Practicum in Special
Education: Children and Youth with Disabilities
[28] Anthropology 6931-3 – Internship in
Anthropology
[29] Art 6013 – Practicum in the Visual Arts
[30] History 6993 – Internship in History
[31] Public Administration 6963 – Internship
[32] Biology 7563 – Practicum in Biotechnology
[33] Earth and Environmental Science 6963 Internship
[34] Doctoral Dissertation
[35] National Architecture Accrediting Board (NAAB)
Accredited Programs in Architecture
NAAB Website
[36] Association to Advance Collegiate Schools of
Business (AACSB) Accredited Institutions
AACSB International Website
[37] Council of Accreditation of Counseling and
Related Educational Programs (CACREP)
Directory of Accredited Programs
CACREP Website
[38] National Association of Schools of Art and
Design (NASAD) Member Lists
NASAD Website
[39] National Association of Schools of Music
(NASM) Member Lists
NASM Website
[40] Council on Social Work Education (CSWE)
Membership Directory
CSWE Website
[41] National Association of Schools of Public Affairs NASPAA Website
and Administration (NASPAA) Roster of
Accredited Programs
332
333
Comprehensive Standard 3.6.3 - Institutional Credits for a Degree
The majority of credits toward a graduate or a post-baccalaureate professional degree
are earned through instruction offered by the institution awarding the degree. In the
case of graduate and post-baccalaureate professional degree programs offered through
joint, cooperative, or consortial arrangements, the student earns a majority of credits
through instruction offered by the participating institutions.
Compliance Judgment: Compliance
Narrative:
The majority of credits toward a graduate or a post-baccalaureate professional degree
are earned through instruction offered by The University of Texas at San Antonio
(UTSA). In the case of graduate and post-baccalaureate professional degree programs
offered through joint, cooperative, or consortial arrangements, the student earns a
majority of credits through instruction offered by the participating institutions. UTSA
does not offer post-baccalaureate professional programs.
Graduate Degrees Earned at UTSA
UTSA requires that students earn the majority of semester credit hours required for the
master’s degree at UTSA, as described under each degree program under the heading
“Degree Requirements” in the Graduate Catalog 2009-2011 [1]. Master’s programs at
UTSA require a minimum of 30 semester credit hours. Master’s students may usually
transfer not more than six semester credit hours of appropriate graduate course work
earned at another accredited institution for graduate credit upon approval of their
Graduate Committee. A student may petition to transfer up to a maximum of one-third
of the semester credit hours required (exclusive of the thesis) based on the
recommendation of the student’s graduate committee and the dean of the Graduate
School.
The transfer policy for master’s degrees specifies the limit on transfer course work credit
and is published in the Graduate Catalog 2009-2011 [2] and on the UTSA Graduate
School website [3]. The Graduate Advisor of Record (GAR) in each college processes
requests for transfer courses from another institution. The GAR completes the form
“Recommendation for Courses Taken at Another Institution To Be Counted in UTSA
Master’s Degree Program” [4] and must attach a copy of the transcripts. The request
form must be approved by the GAR, department chair, college dean, and the dean of
the Graduate School.
334
Requests to transfer doctoral credit earned at another institution are submitted in the
same format. While the doctoral degrees usually require all coursework credit be
earned at the institution, rare exceptions may be granted based on required approvals
in petition format and must be approved by the GAR, department chair, college dean,
and the dean of the Graduate School. Requests must all adhere to the Graduate
Catalog Transfer Policy [5].
Joint, Cooperative, or Consortial Arrangements
The Texas Higher Education Coordinating Board's (THECB) Guidelines for Developing
Collaborative Doctoral Programs [6] defines cooperative and joint programs. These
guidelines designate “two types of collaborative degree programs: (1) cooperative and
(2) joint. In a cooperative doctoral program, only one institution has degree-granting
authority. There are several types of joint doctoral programs: (a) a partnership between
institutions, one of which has independent degree-granting authority, while the other is
limited to joint degree-granting authority; and (b) a partnership between/among
institutions, all of which have independent degree-granting authority.“
Joint Program
UTSA has a joint doctoral program, Doctor of Philosophy (Ph.D.) in Biomedical
Engineering [7], with The University of Texas Health Science Center at San Antonio
(UTHSCSA). The doctoral degree is a partnership between institutions and both have
independent degree-granting authority. The degree is conferred at the institution where
the student’s research is performed, and the student attends that institution’s
commencement ceremony upon graduation.
Cooperative Programs
UTSA offers a cooperative doctoral program in Physics to The University of Texas at
Brownsville (UTB) resident students. The memorandum of understanding between the
two universities complies with The University of Texas System (UT System) Rules and
Regulations of the Board of Regents (Regents’ Rules), Rule 40311 [8], and the
applicable collaborative guidelines of the THECB. UTSA is the degree-granting
institution. All program classes, with the exception of courses offered through distance
education are taught on the UTSA campus. UTSA and UTB collaborate to offer
graduate elective program classes through distance education.
UTSA offers a doctoral program in Educational Leadership to The University of Texas at
Permian Basin (UTPB) resident students. This collaboration provides relatively isolated
practicing educators in West Texas access to doctoral studies so that they can better
serve the schools of the Permian Basin area of Texas. The program falls under the
335
cooperative doctoral program designation of the THECB. UTSA is the degree-granting
institution. Doctoral-level courses may be offered by UTSA or UTPB. However, UTPB
may only offer those courses previously approved for other programs as part of the
program. UTSA and UTPB collaborate to offer graduate elective program classes
through distance education or electronic delivery.
For both programs noted above, the degrees are awarded by UTSA. Thus, all other
regulations and guidelines pertaining to graduate programs at UTSA pertain to these
programs. The majority of credit hours earned in these programs must be obtained
from the participating institutions. For more details on transfer of credit policies for
graduate level programs, see the narrative for Comprehensive Standard 3.4.4 [9].
Consortia Relationship
The UT TeleCampus (UTTC) [10] is a consortium developed in 1998 in accordance with
the Texas Administrative Code (TAC), Title 19, Part 1, Chapter 9, Subchapter K [11],
which establishes rules for consortia. The UTTC is the centralized support center for
online education throughout The University of Texas System (UT System). UTSA
belongs to a consortium of academic institutions [12] within The UT System that
cooperate to offer degree programs. The UTTC website [10] provides online
classrooms, a digital library, free electronic tutorial services, 24/7 technical support,
links to various admissions and registrar offices throughout The UT System and full
program descriptions for the online courses and degrees the UTTC facilitates. The
2008-2009 Information Bulletin [13] also provides a short overview of and contact
information for the UTTC.
UTSA offers the Master’s of Business Administration (MBA) electronically via
participation in the UTTC program for the MBA Online program. The MBA Online
program is a web-based, asynchronous degree program offered by a consortium of
eight UT System universities. Courses taken in this program do not count toward the
traditional UTSA MBA degree. Students who cannot commute regularly to the UTSA
campus because of distance or time constraints are encouraged to consider the MBA
Online program. While all UTSA students participating in the MBA Online program must
follow UTSA admission procedures, registration procedures and tuition and fees may
differ. All of the participating UT System universities are accredited by the Southern
Association of Colleges and School, Commission on Colleges [14]. UT Arlington, UT
Dallas, UT El Paso, UT Pan American, UT Permian Basin, UT San Antonio, and UT
Tyler are also accredited by the Association to Advance Collegiate Schools of Business
(AACSB) [15]. The Graduate Catalog 2009-2011 contains information on the UTSA
Consortia Agreement with UTTC [16].
336
For more information on UTSA’s consortial/contractual agreements, see
Comprehensive Standard 3.4.7 [17].
Documentation:
Document
Source of Document
[1]
Graduate Catalog 2009-2011
UTSA Website
[2]
Master’s Degree Regulations – Transfer of
Credit
Graduate Catalog 2009-2011
[3]
The Graduate School
UTSA Website
[4]
Recommendation for Courses Taken at Another N/A
Institution To Be Counted in UTSA Master’s
Degree Program Form
[5]
Doctoral Degree Regulations – Transfer of
Credit
Graduate Catalog 2009-2011
[6]
Guidelines for Developing Collaborative
Doctoral Programs
Texas Higher Education
Coordinating Board Website
[7]
Doctor of Philosophy Degree in Biomedical
Engineering
College of Engineering Website
[8]
Rules and Regulations of the Board of Regents
(Regents’ Rules), Rule 40311
Regents’ Rules
[9]
Comprehensive Standard 3.4.4
Located within the UTSA
Compliance Certification Report
[10] UT TeleCampus (UTTC)
University of Texas System (UT
System)
[11] Texas Administrative Code (TAC), Title 19, Part
1, Chapter 9, Subchapter K
TAC, Title 19, Part 1, Chapter 9
[12] Consortium of Academic Institutions
UTTC Website
[13] Academic Resources and Student Services –
UT TeleCampus
2008-2009 Information Bulletin
337
Document
Source of Document
[14] Southern Association of Colleges and Schools
(SACS), Commission on Colleges Member Candidate and Applicant List
SACS Website
[15] Association to Advance Collegiate Schools of
Business (AACSB) Accreditation – Schools
Accredited in Business
AACSB Website
[16] UTSA Consortia Agreement with UTTC
Graduate Catalog 2009-2011
[17] Comprehensive Standard 3.4.7
Located within the UTSA
Compliance Certification Report
338
Comprehensive Standard 3.6.4 - Post-Baccalaureate Program Requirements
The institution defines and publishes requirements for its graduate and postbaccalaureate professional programs. These requirements conform to commonly
accepted standards and practices for degree programs.
Compliance Judgment: Compliance
Narrative:
The University of Texas at San Antonio (UTSA) defines and publishes requirements for
its graduate programs. UTSA does not have post-baccalaureate professional
programs. These requirements conform to commonly accepted standards and
practices for degree programs.
Graduate program requirements are published in the 2008-2009 Information Bulletin [1]
as well as the Graduate Catalog 2009-2011 [2]. Degree program requirements are
published in the relevant chapter for each college in the Graduate Catalog [3]. At the
beginning of every fall and spring semester, the Graduate School hosts Graduate
Student Orientation [4] for all newly admitted students in addition to the individual
academic program orientation sessions held every fall semester. To assist new
students further, the Graduate School publishes electronically the Graduate Handbook
[5] and the Guide for the Preparation of the Master’s Thesis/Recital Document or
Doctoral Dissertation [6], which provide students with essential information for their
academic success. In addition, individual doctoral programs provide students with the
doctoral handbook for their respective disciplines (also available electronically). The
handbooks for the Doctor of Philosophy (Ph.D.) degrees in Business Administration [7]
and Chemistry [8] are provided as examples.
The UTSA Graduate School is responsible for oversight of all graduate programs.
Graduate program requirements adhere to the guidelines of the Texas Education Code
(TEC), Chapter 61, Section 61.051 [9], The University of Texas System (UT System)
Rules and Regulations of the Board of Regents (Regents’ Rules), Rule 40307 [10], and
the Texas Administrative Code (TAC), Title 19, Part 1, Chapter 5, Subchapter C,
Rule 5.45 [11] and 5.46 [12]. These requirements are also noted in Section 3.6 of UT
System’s Documents for Compliance Certification Reports [13], the Bylaws of the
Graduate Council [14], the Graduate Council Minutes 2000 to 2008 [15], and by external
accrediting agencies. As noted in the narrative for Comprehensive Standard 2.7.2 [16],
graduate degree programs are reviewed regularly by Graduate Council subcommittees.
The Bylaws of the Graduate Council [14] require that new programs be reviewed [17],
[18] at the end of the fifth year following their implementation, after which all continuing
programs are reviewed every ten years. Graduate catalog content and curricula are
339
reviewed every two years by the graduate faculty of the department, the department
chair, the college dean, the dean of the Graduate School, the Graduate Council, the
Faculty Senate, the provost and vice president for Academic Affairs, the president, and
The UT System. The Academic Publications Revision Schedule for the Graduate
Catalog 2009-2011 [19] and the Graduate Council Minutes 2000 to 2008 [15] document
this process.
In addition to the formal reviews noted above, a number of additional reviews
systematically occur. New graduate programs and courses, as well as revisions to
existing programs and courses, originate with the faculty or graduate faculty of the
department. Recommendations for changes are submitted for approval to the
department chair, the college academic policy and curricula committee, the college
faculty forum (when specified in college bylaws), the college dean, and the dean of the
Graduate School. The approved changes are then reviewed by the Graduate Council’s
subcommittee on graduate programs and courses. Some graduate programs, listed
below, are also approved externally by academic accreditation agencies:
•
•
•
•
•
•
•
The Master of Architecture program is accredited by the National Architecture
Accrediting Board (NAAB) [20];
The Executive MBA, MBA, MBA International, MBA Online, Master of
Accountancy, MS Finance, MS Information Technology, MS Management of
Technology and Ph.D. in Business Administration are accredited by the
Association to Advance Collegiate Schools of Business (AACSB) International
[21];
The graduate programs in the Department of Counseling are accredited by the
Council of Accreditation of Counseling and Related Educational Programs
(CACREP) [22];
The Master of Fine Arts in Studio Art is accredited by the National Association of
Schools of Art and Design (NASAD) [23];
The Master of Music program is accredited by the National Association of
Schools of Music (NASM) [24];
The Master of Social Work program is accredited by the Council on Social Work
Education (CSWE) [25]; and
The Master of Public Administration program is accredited by the National
Association of Schools of Public Affairs and Administration (NASPAA) [26].
340
Documentation:
Document
Source of Document
[1]
Admission – Graduate Students
2008-2009 Information Bulletin
[2]
General Academic Regulations
Graduate Catalog 2009-2011
[3]
Graduate Catalog 2009-2011
UTSA Website - Current
Students
[4]
Graduate Student Orientation
Graduate School Website
[5]
Graduate Handbook
[6]
Guide for the Preparation of the Master’s
Thesis/Recital Document or Doctoral
Dissertation
[7]
Doctoral Program in Business Administration
Handbook
N/A
[8]
Department of Chemistry Ph.D. Program
Handbook
N/A
[9]
Texas Education Code (TEC), Chapter 61,
Section 61.051
TEC, Chapter 61
[10] Rules and Regulations of the Board of Regents
(Regents’ Rules), Rule 40307
Regents’ Rules
[11] Texas Administrative Code (TAC), Title 19, Part
1, Chapter 5, Subchapter C, Rule 5.45
TAC, Title 19, Part 1, Chapter
5, Subchapter C
[12] TAC, Title 19, Part 1, Chapter 5, Subchapter C,
Rule 5.46
[13] Documents for Compliance Certification
Reports, Section 3.6
UT System Website
[14] Bylaws of the Graduate Council
Graduate School Website
[15] Graduate Council Minutes 2000 to 2008
341
Document
Source of Document
[16] Comprehensive Standard 2.7.2
Located within the UTSA
Compliance Certification Report
[17] Program Review - Administrative Follow-up of
MS Finance
N/A
[18] Program Review – Administrative Follow-up of
MA Bicultural Bilingual
N/A
[19] Academic Publications Revision Schedule for
the Graduate Catalog 2009-2011
Registrar’s Website
[20] National Architecture Accrediting Board (NAAB)
Accredited Programs in Architecture
NAAB Website
[21] Association to Advance Collegiate Schools of
Business (AACSB) Accredited Institutions
AACSB International Website
[22] Council of Accreditation of Counseling and
Related Educational Programs (CACREP)
Directory of Accredited Programs
CACREP Website
[23] National Association of Schools of Art and
Design (NASAD) Member Lists
NASAD Website
[24] National Association of Schools of Music
(NASM) Member Lists
NASM Website
[25] Council on Social Work Education (CSWE)
Membership Directory
CSWE Website
[26] National Association of Schools of Public Affairs NASPAA Website
and Administration (NASPAA) Roster of
Accredited Programs
342
Comprehensive Standard 3.7.1 - Faculty Credentials
The institution employs competent faculty members qualified to accomplish the mission
and goals of the institution. When determining acceptable qualifications of its faculty, an
institution gives primary consideration to the highest earned degree in the discipline in
accordance with the guidelines listed below. The institution also considers competence,
effectiveness, and capacity, including, as appropriate, undergraduate and graduate
degrees, related work experiences in the field, professional licensure and certifications,
honors and awards, continuous documented excellence in teaching, or other
demonstrated competencies and achievements that contribute to effective teaching and
student learning outcomes. For all cases, the institution is responsible for justifying and
documenting the qualifications of its faculty.
Compliance Judgment: Compliance
Narrative:
The University of Texas at San Antonio (UTSA) employs competent faculty members
qualified to accomplish its mission and goals. When determining acceptable
qualifications of its faculty, UTSA gives primary consideration to the highest earned
degree in the discipline. It also considers competence, effectiveness, and capacity,
including, as appropriate, undergraduate and graduate degrees, related work
experiences in the field, professional licensure and certifications, honors and awards,
continuous documented excellence in teaching, or other demonstrated competencies
and achievements that contribute to effective teaching and student learning outcomes.
For all cases, UTSA is responsible for justifying and documenting the qualifications of its
faculty.
The University's mission, vision, and core values statements [1] are identified in its
strategic plan, UTSA 2016: A Shared Vision. UTSA’s mission statement [1] states that
the University “is dedicated to the advancement of knowledge through research and
discovery, teaching and learning, community engagement and public service. As an
institution of access and excellence, UTSA embraces multicultural traditions, serving as
a center for intellectual and creative resources as well as a catalyst for socioeconomic
development for Texas, the nation and the world.” Its vision [1] is to advance its goal “to
be a premier public research university, providing access to educational excellence and
preparing citizen leaders for the global environment.” The goals of UTSA’s Strategic
Initiatives include “increas[ing] annual research expenditures on a consistent basis
through the strategic hiring of quality faculty;” supporting the five collaborative research
areas; “encouraging multidisciplinary work, and streamlining infrastructure” [2];
and “retain[ing] and recruit[ing] faculty and staff who are committed to our vision,
343
mission, and values, and who diligently contribute to excellence” [3]. All UTSA faculty
are expected to contribute to the University’s core values [1] of "integrity, excellence,
inclusiveness, respect, collaboration, and innovation," with excellence defined as
"commitment to delivering consistently high-quality service, teaching, and research
through superior performance."
In fall 2008, 64 percent of UTSA’s faculty held the terminal degree in their discipline [4];
in spring 2009, 63 percent of UTSA’s faculty held the terminal degree in their discipline
[5]. In disciplines such as architecture and fine arts where professional associations
have designated degrees other than the doctorate as terminal degrees, faculty hold the
terminal degree in their field [6], [7]. For instance, the Masters of Fine Arts (MFA)
degree in arts is the terminal degree in the field of studio art. UTSA is an accredited
member of the National Association of Schools of Art and Design. Similarly, the Master
of Architecture Degree is fully accredited by the National Architectural Accreditation
Board (NAAB) and is requisite for those who intend to become licensed architects. The
NAAB recognizes two types of degrees: the Bachelor of Science Degree in Architecture
[8] and the Master of Architecture Degree [9]. In addition to documenting
undergraduate and graduate degrees when credentialing and evaluating its faculty,
UTSA considers commensurable work experiences in the faculty member’s field,
professional licensure and certifications, honors and awards, continuous documented
excellence in teaching, or other demonstrated competencies and achievements that
contribute to effective teaching and student learning outcomes [10]. The Determination
of Terminal Degree in Discipline document [11] further clarifies the University’s faculty
qualifications process. Faculty qualifications for hiring and for ongoing evaluation are
documented and justified at the department, college, and university level via Faculty
Credential Certification [12]. The Office of the Vice Provost for Academic and Faculty
Support (VPAFS) [13] monitors this credentialing to ensure that all faculty at UTSA are
appropriately qualified.
The credentials and qualifications of all UTSA faculty for the academic year 2008-2009
are listed in the Faculty Roster [14] for fall 2008 and spring 2009. These forms include
all faculty members, regardless of rank or type (including teaching assistants [TAs]),
who are officially designated as instructors of record. UTSA has implemented the
Faculty Academic Information Reporting (FAIR) system [15] to record and monitor
faculty qualifications on an ongoing basis. The Office of International Programs at
UTSA verifies the credentials of all faculty with a terminal degree from a university
outside the United States [16], [17]. The record of this verification is part of the faculty
member’s permanent record. The International Degrees for Spring 2009 table [18] lists
all faculty at UTSA who have international degrees.
344
The Office of the VPAFS maintains files on tenured and tenure-track faculty, including
their original transcript. Human Resources (HR) and the appropriate college dean’s
office also keep files. The dean’s office and the appropriate department have more
information, such as annual appraisals, which are not kept in the Office of the VPAFS.
These files include documentation of faculty credentials, which are obtained when a
faculty member is hired; annual reports [19] of faculty performance in teaching,
research, and service along with their updated curriculum vitae; reports from their thirdyear review, tenure and promotions (associate professor and full professor); and
periodic performance evaluations (post-tenure review performed every six years
following granting of tenure). The UTSA Handbook of Operating Procedures (HOP),
Chapter 2, Section 2.10 [20], contains information on policies concerning faculty
reappointment, tenure, and promotion.
Non-tenure track (NTT) faculty holding the title of lecturer (I, II, III, Senior) have a file in
the appropriate department and, in most cases, the college dean’s office. These
files are not kept in the Office of the VPAFS. Certain NTT faculty members with special
appointments (adjunct, adjoint, research, specialist, and visiting) have a file in the Office
of the VPAFS with the original transcript as well as a file in the appropriate department
with copies of the original transcript.
In accordance with the HOP, Chapter 2, Section 2.2.B.6 [21], graduate student TAs in
each department must be supervised by a faculty member in the discipline; the
departments hold the internal evaluations of these TAs. All student evaluations (IDEA
surveys) [22] are available on the Office of Institutional Research website. The HOP,
Chapter 2, Section 2.12 [23], establishes UTSA’s policy on student evaluations of
teaching.
Tenured and Tenure-Track Faculty
Over 46 percent of all faculty at UTSA are tenured or tenure-track, representing
57.3 percent of the FTE faculty [24]. According to the HOP, Chapter 2, Section 2.2 [25],
“The only titles in which faculty members at UT San Antonio may be granted tenure are
Professor and Associate Professor;” Assistant Professor or Instructor “denote ‘tenuretrack’ probationary appointments.” In fall 2008, 33.1 percent of the tenured and tenuretrack faculty were full professors, 34.44 percent were associate professors, 31.7
percent were assistant professors, and .8 percent were Instructors [26]. The UTSA
Faculty Recruitment Manual 2008-2009 [27] details the rigorous process whereby
faculty are recruited, interviewed, and hired. The HOP, Chapter 2, Section 2.4 [28],
designates the Office of Equal Opportunity Services as the area responsible for
monitoring the faculty recruitment process. Prior to finalizing a faculty hire, the
prospective faculty member’s credentials must be fully documented, including
345
transcripts for the terminal degree and documentation for any alternative qualifications
[10]. All documentation must be verified at the department, college, and university
levels, with the Office of the VPAFS assigned to oversee and safeguard the faculty
appointment process. Once hired, tenured and tenure-track faculty must maintain a
consistent record of teaching effectiveness, research productivity, and significant
service. For more information on faculty evaluations, see the narrative for
Comprehensive Standard 3.7.2 [29].
As mentioned above, in disciplines whose external accreditation bodies allow for a
degree other than the doctorate as the terminal degree, tenured and tenure-track faculty
may hold a master’s degree as their terminal degree. At UTSA, this provision applies to
degrees in architecture and art.
Full-Time Non-Tenure Track (NTT) Faculty
Full-time NTT faculty at UTSA are included under several categories. These categories
are listed in the HOP, Chapter 2, Section 2.2 [26]. The majority of full-time NTT faculty
members receive yearly contracts, with some receiving contracts of up to three years
[30]. Most of these faculty are designated as “teaching faculty,” although some are
designated as “research” faculty [31] and some perform administrative functions such
as those associated with the UTSA Writing Program [32].
As noted in the narrative for Comprehensive Standard 3.7.2 [30], NTT faculty are
subjected to detailed evaluations of their job performance. Department chairs or
program directors are responsible for hiring qualified NTT faculty for the available
positions each semester; all faculty, including NTT, must have their credentials verified,
including their transcripts, upon appointment as a faculty member. All faculty, including
NTT, must submit a Faculty Qualifications Form [33] and, if they have a degree from a
foreign university, a Faculty Credential Certification [12] which must be verified by their
department chair or program director, college dean, and the Office of the Provost.
These documents are all available in the Office of the Provost.
Part-Time Faculty
The total number of UTSA faculty members in fall 2008, including part-time faculty, was
1,271 (30.8 percent tenure faculty, 15.6 percent tenure-track faculty, 53.6 percent NTT
faculty). As per the HOP, Chapter 2, Section 2.7 [34], tenured faculty may hold parttime appointments, with a corresponding adjustment in salary. In fall 2008, ten tenured
faculty at UTSA held part time (less than 100 percent) appointments. In that semester,
UTSA had 444 part time NTT, excluding graduate students; in spring 2009, it had 464.
Most of these faculty hold the title of lecturer (I, II, III, Senior), with rank based on their
qualifications and years of experience at UTSA [35]. These lecturers are hired on a
346
semester-by-semester basis for specific courses, although they may teach consecutive
semesters at UTSA. Lecturers are designated as teaching faculty. All part-time faculty
teaching courses must submit a Faculty Qualifications Form [33], which must be verified
by their department chair or program director, college dean, and the Office of the
Provost. These documents are all available in the Office of the Provost.
Graduate Teaching Assistants (TAs)
Graduate students typically hold the rank of Assistant Instructor, Teaching Assistant
I, or Teaching Assistant II.
Graduate students holding the title of TA I assist faculty in classes or labs and cannot
serve as instructors of record for separate classes [21]. All TAs at UTSA undergo
training through the Teaching and Learning Center [36]. They also receive training
specific to their discipline through the departments and/or programs in which they teach
[37], [38].
Graduate students appointed with the title TA II must have “at least 18 hours toward a
Master’s degree. These persons may teach selected lower or upper-division classes or
supervise laboratories with proper guidance and supervision of a faculty member to
ensure quality instruction” [21]. In fall 2008, 91 graduate students with the title TA II
served as instructors of record for 203 lower-division undergraduate classes. These
credentials are documented at the department level and verified by the college dean’s
office and the Graduate School. Like other faculty, graduate students holding the titles
of Assistant Instructor of TA II must be credentialed using the Faculty Qualifications
Form [33].
The faculty title of Assistant Instructor "may be used for certain graduate students
teaching on a part-time or full-time basis who are in the last phase of their doctoral
program at UT San Antonio and who are unconditionally enrolled in graduate study"
[39]. UTSA does not currently have any graduate student instructors with this title.
Documentation:
Document
[1]
UTSA Mission, Vision, and Core Values
[2]
Strategic Initiative II - Serving Society through
Creativity, Expanded Research, and
Innovations
Source of Document
UTSA 2016: A Shared Vision
(Strategic Plan)
347
Document
Source of Document
[3]
Strategic Initiative V - Expanding Resources
and Infrastructure
[4]
Percent of Undergraduate Classes Taught by
Faculty Terminally-Degreed in the Discipline
Summary Table for Fall 2008
N/A
[5]
Percent of Undergraduate Classes Taught by
Faculty Terminally-Degreed in the Discipline
Summary Table for Spring 2009
N/A
[6]
Distribution of Terminal Degrees – Fall 2008
N/A
[7]
Distribution of Terminal Degrees – Spring 2009
N/A
[8]
Bachelor of Science Degree in Architecture
Undergraduate Catalog 20082009
[9]
Master of Architecture Degree
Graduate Catalog 2009-2011
[10] Common Qualifications for Alternative
Credentialing
N/A
[11] Determination of Terminal Degree in Discipline
N/A
[12] Faculty Credential Certification
Compliance Certification
[13] Office of the Vice Provost for Academic and
Faculty Support (VPAFS)
UTSA Website
[14] Faculty Roster
[15] Faculty Academic Information Reporting (FAIR)
system
UTSA Website
[16] Immigration for Faculty and Researchers
International Programs Website
[17] Documentation Required for H-1 Application
N/A
[18] International Degrees for Spring 2009
N/A
348
Document
Source of Document
[19] Annual Report Form 2008-2009
N/A
[20] Handbook of Operating Procedures (HOP),
Chapter 2. Section 2.10
HOP Table of Contents
[21] HOP, Chapter 2, Section 2.2.B.6
[22] IDEA Survey Results
Office of Institutional Research
Website
[23] HOP, Chapter 2, Section 2.12
HOP Table of Contents
[24] Faculty Members by Tenure Status and FTE of
Faculty Members by Tenure Status
UTSA Fall 2008 Fact Book
[25] HOP, Chapter 2, Section 2.2
HOP Table of Contents
[26] Tenured/Tenure-Track Faculty Members by
Rank
UTSA Fall 2008 Fact Book
[27] Faculty Recruitment Manual 2008-2009
Vice Provost for Academic and
Faculty Support Website Guidelines, Forms, Manuals
and Other Documentation
[28] HOP, Chapter 2, Section 2.4
HOP Table of Contents
[29] Comprehensive Standard 3.7.2
Located within the UTSA
Compliance Certification Report
[30] HOP, Chapter 2, Section 2.5
HOP Table of Contents
[31] HOP, Chapter 2, Section 2.2.B.9
[32] UTSA Writing Program - Contacts
UTSA Writing Program Website
[33] Faculty Qualifications Form
N/A
[34] HOP, Chapter 2, Section 2.7
HOP Table of Contents
[35] HOP, Chapter 2, Section 2.2.B.1-4
349
Document
Source of Document
[36] Teaching and Learning Center
UTSA Website
[37] Teaching Assistant (TA) Training
N/A
[38] Geology and Chemistry TA Training
N/A
[39] HOP, Chapter 2, Section 2.2.B.5
HOP Table of Contents
350
Comprehensive Standard 3.7.2 - Faculty Evaluation
The institution regularly evaluates the effectiveness of each faculty member in accord
with published criteria, regardless of contractual or tenured status.
Compliance Judgment: Compliance
Narrative:
The University of Texas at San Antonio (UTSA) regularly evaluates the effectiveness of
each faculty member in accord with published criteria, regardless of contractual or
tenured status. Following The University of Texas System (UT System) Rules and
Regulations of the Board of Regents (Regents’ Rules), Rule 30501 [1], UTSA uses “an
annual evaluation program for all employees (administrative, faculty and classified) . . .
for the improvement of performance, promotion consideration, and merit salary review.”
UTSA policies governing the evaluation of faculty teaching, research, and service are
published in the UTSA Handbook of Operating Procedures (HOP), Chapter 2, Section
2.11 [2] and on the Office of the Vice Provost for Academic and Faculty
Support's webpage [3]. These policies support and advance UTSA’s mission statement
[4]: “The University of Texas at San Antonio is dedicated to the advancement of
knowledge through research and discovery, teaching and learning, community
engagement and public service.”
Evaluation of Tenure/Tenure-Track Faculty Members
Teaching (Workload)
All full-time tenure/tenure-track faculty at UTSA are required to teach a minimum
workload in compliance with Regents' Rules, Rule 31006 [5] and the HOP, Chapter 2,
Section 2.14 [6]. Each college, with the exception of the College of Architecture, has
established a workload policy [7], [8], [9], [10], [11], [12] that conforms to these rules and
structures. All teaching loads are commensurate with the percentage of time that
faculty spend on research and service. Each faculty member’s department chair and
dean evaluate these assignments annually and may adjust them based on documented
teaching effectiveness, research productivity, and service commitments. Tenured
faculty may request part-time appointment status [13], whereby their teaching load will
be adjusted proportionally.
Course Evaluations
The Merit Evaluation Instructions [3] for each department and college, following
University criteria, specify that a faculty member will be evaluated each year in the
351
courses s/he teaches and teaching performance must be evaluated by multiple
methods. Students assess classroom teaching every year using the IDEA Student
Ratings of Instruction form. The HOP, Chapter 2, Section 2.12 [14], establishes UTSA’s
policy on student evaluations of teaching. Copies of faculty IDEA ratings [15] are
housed in the Office of the Vice Provost for Accountability and Institutional Effectiveness
and are available on CD-ROMs in the John Peace (Main campus) and Downtown
campus libraries. Departments are directed to consider other measures in addition to
the IDEA ratings, which should count for no more than 50 percent of the total teaching
evaluation. These measures could include classroom visitations and other forms of
peer review, assessment of syllabi and other course materials, discipline-specific review
instruments developed by departments, and other appropriate measures of teaching
effectiveness [16]. The Teaching and Learning Center [17] supports these evaluations
by documenting the teaching effectiveness of faculty and teaching assistants at the
University. Effective teaching, as evaluated using the methods described above, is a
requirement for granting tenure and promotion [18]. The HOP, Chapter 2, Section 2.10
[19], states the standards for promotion to Associate Professor with tenure related to
teaching are “effective teaching accompanied by program support.” “Faculty members
who are candidates for tenure and promotion are evaluated based on . . . standards of
performance [for teaching, research, and service]; however, greater weight shall be
given to teaching and the creation and dissemination of new knowledge or other
creative activities as defined above” [19].
Research and Service
In addition to evaluation of teaching, all tenure/tenure-track faculty are evaluated for
research and service during the annual merit review exercises [3]. A redacted annual
faculty performance appraisal [20] is provided. In addition, these faculty are evaluated
for their teaching, research, and service contributions during the third-year review, the
tenure and promotion reviews, and the post-tenure periodic performance evaluation.
UTSA’s procedures for evaluating tenure/tenure-track follow the guidelines in Regents’
Rules, Rule 31007 [21] and Rule 31102 [22]. These evaluations require written
documentation from the faculty, peer and administrative assessments, and face-to-face
meetings with supervisors to discuss the results of the assessment and provide
guidance for faculty development. Procedures for these evaluations are published in
the HOP, Chapter 2, Section 2.11 [2] and on the webpage of the Vice Provost for
Academic and Faculty Support [3]. They are distributed each year to college and
department administrators and, through them, to the faculty as electronic and print
memos. The results of each faculty evaluation (annual, third-year, tenure, promotion,
and post-tenure periodic performance evaluation) are retained in the Office of the
352
Provost and Vice President for Academic Affairs and in the faculty member’s personnel
file in his/her respective college office.
In accord with Regents’ Rules, Rule 30501 [1], “the performance of all tenure/tenuretrack faculty at UTSA is evaluated annually for the purpose of merit review.” The
following research and service criteria are identified in the HOP, Chapter 2, Section 2.11
[2]: “. . . research, creative activities and other scholarly effort appropriate to the faculty
member’s academic discipline; advising, counseling and other student services;
administrative and committee service in the division, college and university; public
service to the community, state and nation; special recognition, such as fellowships,
grants, honors, and election to office in scholarly or professional organizations.”
Procedures for the annual merit review are detailed in the Merit Evaluation Instructions
[3], available on the webpage of the Vice Provost for Academic and Faculty Support and
distributed to the colleges and departments annually. Departments, in coordination with
their college deans, may develop additional merit guidelines specific to their disciplines.
Tenure-track faculty with full-time appointments are evaluated in their third year. The
HOP, Chapter 2, Section 2.10 [20], states the purpose of the third-year review “is to
assess overall performance and provide the basis for a fair evaluation and sound
judgment about contract renewals for junior faculty.” It is also intended to simulate the
tenure review process and inform the Departmental Review and Advisory Committee’s
(DFRAC) deliberations. Faculty at their third-year review are evaluated in “teaching,
research, and service areas of documentation that remain standard for all evaluations of
faculty work” [20]. This process includes the documentation of the faculty member’s
teaching, research, and service; the charge of the department and college review
committees; and the deadlines for completing all steps in this process. These
procedures are also transmitted annually as electronic and/or paper memos to college
and department administrators and from them to the faculty who are eligible for thirdyear review. This process involves face-to-face meetings of the faculty under review
with the department chair and the dean of the college to assess the faculty member’s
record to date and to provide guidance about developing this record for the tenure
review.
Tenure-track faculty are evaluated for tenure and promotion in their sixth year at UTSA;
they may also elect to come up for early tenure. The HOP, Chapter 2, Section 2.10
[19], details the procedures for documenting teaching, research, and service activities in
a faculty review file; the criteria for the committees evaluating this file at the department,
college, and university levels; and the deadlines at all stages in the process. These
procedures are also transmitted annually as electronic and/or paper memos to college
and department administrators and from them to the faculty who are eligible for thirdyear review. Only full-time faculty members with the title of Assistant Professor or
353
Associate Professor may be considered for tenure. Standards for promotion to
Associate Professor with tenure include “. . . a focused program of research” or
commensurate creative activities, and service at the university, community, and
professional levels [19]." “Faculty members who are candidates for tenure and
promotion are evaluated based on . . . standards of performance [for teaching,
research, and service]; however, greater weight shall be given to teaching and the
creation and dissemination of new knowledge or other creative activities as defined
above” [19].
Tenured associate professors may apply for promotion to Professor based on the
criteria listed in the HOP, Chapter 2, Section 2.10 [19]. These criteria expand on those
for promotion to Associate Professor by requiring “a nationally-recognized body of
quality research, creative activities and/or scholarly work . . . that contributes
significantly to the field and represents continuing accomplishment as judged by peer
review” and “service demonstrating peer-recognized leadership to the university, the
profession, and the community as appropriate for the discipline“ [19]. The review
process for promotion to professor is the same as promotion to associate with tenure.
Tenured faculty, whether associate professor or professor, are evaluated every six
years through the periodic performance evaluation (PPE). The procedures for
documenting teaching, research, and service for the PPE and the constitution of the
committee evaluating these documents is in the HOP, Chapter 2, Section 2.10 [19].
This evaluation is “based on the faculty member’s professional responsibilities in
teaching, research, service, and administration with due consideration to the time
devoted to each” [19].
Evaluation of Non-Tenure-Track (NTT) Faculty Members
Teaching
Evaluating faculty teaching covers tenure-track and NTT faculty [23]. The latter
category includes graduate students who qualify as assistant instructors and teaching
assistants who are instructors of record [24]. The merit guidelines for each department
and college, following University criteria, specify that “each faculty member will be
evaluated each year in all courses s/he teaches” and “teaching performance must be
evaluated by multiple means that are both quantitative and qualitative” [3]. Students
assess classroom teaching every year using the IDEA Student Ratings of Instruction
form. The HOP, Chapter 2, Section 2.2 [14], establishes UTSA’s policy on student
evaluations of teaching. Copies of faculty IDEA ratings are housed in the John Peace
(Main campus) and Downtown campus libraries, and the Office of the Vice Provost for
Accountability and Institutional Effectiveness [15]. Departments are directed to consider
354
other measures in addition to the IDEA ratings, which should count for no more than 50
percent of the total teaching evaluation. These measures could include classroom
visitations and other forms of peer review, assessment of syllabi and other course
materials, discipline specific review instruments developed by departments, and other
appropriate measures of teaching effectiveness (The Idea Center [16]). The Teaching
and Learning Center [17] supports these evaluations by documenting the teaching
effectiveness of faculty and teaching assistants at the University.
Research and Service
NTT faculty are typically designated as “teaching faculty” [23] and therefore are not
required to produce research as are tenure/tenure-track faculty. However, some
academic units reward research activity by NTT faculty (not including graduate
students). The College of Business, for instance, rewards NTT faculty (“Master
Teacher” with 4-4 teaching load) for continuous research focusing on pedagogical
contributions. The Department of Math, in the College of Sciences, also rewards NTT
faculty for publications and research. Other departments, while emphasizing that NTT
faculty members are typically evaluated on their teaching performance only,
reward NTT faculty for significant service to the University. The UTSA Strategic
Implementation Plan 2008-2016 aims to develop “NTT faculty career ladders” [25] and
“to compensate full-time NTT faculty competitively” [26], which would mean the
extension of these models, rewarding NTT for research and service, to other academic
units.
Documentation:
Document
Source of Document
[1]
Rules and Regulations of the Board of Regents
(Regents' Rules), Rule 30501
Regents’ Rules
[2]
Handbook of Operating Procedures (HOP),
Chapter 2, Section 2.11
HOP Table of Contents
[3]
Merit Evaluation Instructions
Vice Provost for Academic and
Faculty Support Website Guidelines, Forms, Manuals
and other Documentation
[4]
UTSA’s Mission Statement
UTSA Overview
355
Document
Source of Document
[5]
Regents’ Rules, Rule 31006
Regents’ Rules
[6]
HOP, Chapter 2, Section 2.14
HOP Table of Contents
[7]
College of Business Faculty Workload Policy
N/A
[8]
College of Education and Human Development
Faculty Workload Policy
N/A
[9]
College of Engineering Faculty Workload Policy
N/A
[10] College of Liberal and Fine Arts Faculty
Workload Policy
N/A
[11] College of Public Policy Faculty Workload
Policy
N/A
[12] College of Sciences Faculty Workload Policy
N/A
[13] HOP, Chapter 2, Section 2.7
HOP Table of Contents
[14] HOP, Chapter 2, Section 2.12
[15] Student Evaluation of Teaching Surveys
Vice Provost for Accountability
and Institutional Effectiveness
[16] The Idea Center Website
N/A
[17] Teaching and Learning Center
UTSA Website
[18] Promotion and Tenure Application Guidelines
and Periodic Promotion Evaluation
Vice Provost for Academic and
Faculty Support Website Guidelines, Forms, Manuals,
and other Documentation
[19] HOP, Chapter 2, Section 2.10
HOP Table of Contents
[20] Annual Faculty Performance Appraisal
N/A
[21] Regents’ Rules, Rule 31007
Regents’ Rules
[22] Regents’ Rules, Rule 31102
356
Document
[23] HOP, Chapter 2, Section 2.2
Source of Document
HOP Table of Contents
[24] HOP, Chapter 4, Section 4.9
[25] Expanding Resources and Infrastructure
Implementation Plan 2008-2016
[26] Resource Needs
357
Comprehensive Standard 3.7.3 - Faculty Development
The institution provides evidence of ongoing professional development of faculty as
teachers, scholars, and practitioners.
Compliance Judgment: Compliance
Narrative:
The University of Texas at San Antonio (UTSA) provides ongoing professional
development of faculty as teachers, scholars, and practitioners. Tenured, tenure-track
and non-tenure-track faculty members are provided with numerous opportunities to
enhance their teaching effectiveness, scholarly productivity, and practical applications of
their teaching and research.
UTSA complies with Texas Education Code, (TEC), Chapter 51, Section 51.942 [1], in
ensuring that tenured faculty members are evaluated regularly and that the evaluation
process is “directed towards the professional development of the faculty member.” The
University of Texas System (UT System) Rules and Regulations of the Board of
Regents (Regents’ Rules), Rule 31007 [2], regarding the evaluation of faculty members
before and after tenure, and Rule 31102 [3], regarding evaluation of tenured faculty, are
based on TEC guidelines. This periodic evaluation is meant “to provide guidance for
continuing and meaningful faculty development; to assist faculty to enhance
professional skills and goals; to refocus academic and professional efforts, when
appropriate; and to assure that faculty members are meeting their responsibilities to the
University and the State of Texas” [3]. These policies, with an emphasis on ongoing
faculty development, are detailed in the UTSA Handbook of Operating Procedures
(HOP), Chapter 2, Section 2.10 [4]. Opportunities for faculty development at UTSA
include instructional support through new faculty orientations; faculty mentoring
programs; flexible faculty workload assignments; travel funding for faculty; research
assistants for faculty; faculty research awards; participation in research centers and
institutes; faculty development leaves; and endowed chairs, professorships, and faculty
fellowships. In addition, the Teaching and Learning Center (TLC) and the Center for
Distance Learning and Academic Technology (DLAT) provide substantial support for
faculty in their teaching, research, and service. UTSA also offers college- and
department-specific faculty development opportunities.
New Faculty Orientation
The Office of the Vice Provost for Academic and Faculty Support sponsors new faculty
training and new department chair and dean training [5] annually, as well as supporting
358
ongoing professional development for faculty and department chairs. The new faculty
orientation [6] in August 2007 included sessions on integrated course design, the
banner student information system and grade reporting, disability services, student
judicial affairs, and research development. The new faculty orientation in August 2008
[7], [8] included similar sessions. Colleges also provide discipline-specific orientations
for new faculty [9]. All faculty are required to undergo regular compliance training
administered by the Office of Audit, Compliance and Risk Services [10].
Faculty Mentoring Programs
A number of colleges at UTSA have formal mentoring programs where senior, tenured,
faculty members provide guidance to junior tenure-track faculty members, including the
Colleges of Business [11], Education and Human Development [12], and Sciences [13].
Faculty Workload Assignments
As per Regents’ Rules, Rule 31006 [14], and HOP, Chapter 2, Section 2.14 [15],
colleges may adjust faculty workloads based on research productivity and/or projects
related to curriculum development. “New faculty may also receive a one-course release
each semester of their first year” [15]. For more information on these policies, see the
narrative for Comprehensive Standard 3.7.2 [16].
Travel Funding for Faculty
Faculty travel funding is awarded in alignment with the strategic plans of the University,
colleges, and departments. Faculty travel is necessary to keep faculty current with
developments in their discipline and to share the results of their research.
All colleges provide financial assistance for faculty members to attend regional, national
and international conferences in disciplines related to their research and teaching.
Colleges recognize the importance of travel for professional development by committing
significant funding to this activity. For example, the College of Architecture allocated
$4,800 from the dean’s budget for travel in 2008-09. The College of Engineering
allocated 16.67 percent of its operating budget for travel in 2008-09, with departments
receiving from $5,000 to $7,500. The College of Liberal and Fine Arts distributes travel
funds received from the Office of the Provost and Vice President for Academic Affairs
per faculty member plus a supplement from the college budget per faculty member to
departments. In 2008-2009, departments in this college received from $3,250 to
$18,375 in travel funds, depending on the size of the department. According to college
policy, funds may be applied for presentation of research at a conference or archival or
field research; other professional travel such as attendance at a conference on best
359
practices in teaching is also allowed on a case by case basis. The College of Public
Policy allocated $9,900 to faculty travel to conferences in 2008-08, with amounts up to
$500 distributed by a faculty committee. In addition, faculty in this college may receive
up to $900 to use for either travel or research-related activities. The College of
Education and Human Development provides $800.00 annually for every tenured and
tenure-track faculty member. All departments in the College of Business offer travel
funding for faculty to attend conferences: $1000.00 for any meeting of national or
international stature and $500.00 for any meeting of regional stature. The College of
Business also provides funding for second requests: $750.00 for any meeting of
national or international stature and $300.00 for any meeting of regional stature.
Faculty must have a paper accepted by a refereed or competitive process and have it
listed in the meeting program to receive funding. All departments in the College of
Sciences provide travel money to faculty, with amounts varying depending on the size
of the department.
In addition to the support provided by the deans, the Office of the Provost and Vice
President for Academic Affairs may allocate additional travel support under special
circumstances. The College of Engineering received approximately $10,000 of
additional travel support for 2008-2009.
Research Assistants for Faculty
As per the HOP, Chapter 4, Section 4.9 [17], faculty members may request a Research
Assistant to assist them on assigned research projects pending available funding from
their departments and colleges.
Faculty Development Leaves
As per the HOP, Chapter 2, Section 2.25 [18] , Faculty Development Leaves, funded by
the University and administered by the colleges, are available to UTSA faculty with “the
academic title of Instructor, Assistant Professor, Associate Professor, Professor, or an
equivalent rank” “after two consecutive academic years of full-time service.” They may
be taken “for one academic year at half regular salary or for half an academic year at
full regular salary” [18]. Faculty Development Leaves are available on a competitive
basis to faculty who apply. The “Guidelines for Faculty Development Leaves” [19] are
provided on the Vice Provost for Academic Affairs and Faculty Support’s webpage.
They are also distributed as electronic and/or paper memos to administrators at the
college and department level, and from them to faculty. Colleges may also establish
discipline-specific guidelines [20] for Faculty Development Leave. Faculty may apply for
development leaves to engage in curriculum development and other research or training
related to enhancing teaching effectiveness.
360
Faculty Research Awards
The Office of the Vice President of Research (OVPR) [21], which includes the Office of
Sponsored Programs, the Office of Research Integrity and Compliance, and the Office
of Contracts and Industrial Agreements, provides many research-related services to
faculty members.
The faculty research award program was last run in 2007. It was a program that
allowed faculty to compete for internal awards up to $5000. A list of winners from the
last competition is provided [22]. Starting in 2008, the OVPR replaced the faculty
research award program with two new internal funding opportunities. The Collaborative
Research Seed Grant Program and the Tenure-Track Research Award Competition
Program [23] offer UTSA faculty an appropriate level of seed funding in lieu of the
maximum of $5000 in the previous faculty research award program. This seed funding
is tied to the five areas of excellence identified in the UTSA Strategic Plan; it thus
facilitates UTSA faculty involvement in collaborative research projects.
A number of colleges also offer competitive research grants to their faculty. These
grants are awarded in alignment with the strategic plans of the University, colleges, and
departments.
Research Centers and Institutes
The OVPR houses a number of research centers and institutes [24] to support faculty
professional development. The colleges also house a variety of centers and institutes
that enable the professional development of faculty as teachers, scholars, and
practitioners, including the Center for Global Entrepreneurship, the Center for
Innovation and Technology Entrepreneurship, and the Statistical Consulting Center in
the College of Business [25]; the Academy for Teacher Excellence, the Health and
Kinesiology Research Facilities, and the Textbooks and Learning Materials Program in
the College of Education and Human Development [26]; the Center for Excellence in
Engineering Education in the College of Engineering [27]; the Women’s Studies
Institute [28] in the College of Liberal and Fine Arts; the Institute for Law and Public
Affairs [29] in the Honors College; the Center for Policy Studies and the Institute for
Demographic and Socioeconomic Research in the College of Public Policy [30]; and the
College of Sciences [31], which houses six centers and institutes.
Endowed Chairs, Professorships and Faculty Fellowships
As per the HOP, Chapter 2, Section 2.41 [32], UTSA offers a number of endowed
chairs, professorships and faculty fellowships to “retain and recruit faculty and staff who
are committed to our vision, mission, and values, and who diligently contribute to
361
excellence” [33]. UTSA currently has 33 endowed positions in the Colleges of
Architecture, Business, Engineering, Liberal and Fine Arts, and Sciences [34], ranking
higher than five other members of The UT System [35]. UTSA also has named chairs
such as the Peter Flawn Distinguished Professorship and the Ashbel Smith
Professorship. The criteria for nomination for the Ashbel Smith Professorship are
provided [36].
Teaching and Learning Center (TLC)
The TLC [37] provides resources and expertise for all faculty to improve teaching
effectiveness, including workshops, seminars and grant programs that promote new
classroom learning strategies. It offers a range of resources for professional
development of faculty as teachers, including workshops, faculty interest groups, oneon-one consultations, classroom observations, instructional resources, “Thank-a-Prof,”
Tuesday teaching tips, adjunct support, and ParScore services [38]. TLC also offers
grants to support faculty development, including the Large Class Initiative Grant [39],
the Scholarship of Teaching and Learning Grant [40], the Service-Learning Grant [41],
the Teaching Enhancement Grant [42], and the Writing-across-the-Curriculum Grant
[43].
The TLC [37] sponsors training for graduate student teaching assistants (TAs) [44].
Students also receive TA training through their departments [45]. The TLC launched
the Master Teaching Fellows program in fall 2008, funding graduate students to
participate in an intensive mentorship experience [46]. These fellows “devote
themselves to their own professional development through workshops and readings and
serve the university by conducting classroom observations, focus groups, and other
service-oriented programs. After completing a capstone project, they receive a
certificate in college teaching” [38]. In addition to the teaching orientations sponsored
by the TLC, the Graduate School sponsors research orientations [47] and other services
[48] for the professional development of doctoral and masters students.
Distance Learning and Academic Technology (DLAT)
The DLAT [49] at UTSA supports faculty, staff, and students in the use of distance
learning and educational technologies. DLAT offers services such as Web CT
management, streaming video, interactive TV, videoconferencing, video production,
classroom equipment, instructional design, and other faculty resources. In addition, it
sponsors workshops on integrating these technologies into the classroom to support the
professional development of faculty as teachers. The narrative for Comprehensive
Standard 3.4.12 [50] provides more details.
362
Commitments for Future Development Activities
UTSA’s commitment to provide ongoing professional development for faculty can be
seen in the “Budget Recommendations for 2009-11” [51] in UTSA’s implementation
plan, where an estimated additional $100,000 is identified for professional development
programs. In addition, this biennial budget supports strategic objectives from UTSA’s
strategic plan [52] related to faculty development with additional budgetary increments.
For instance, this budget commits $150,000 for faculty instructional development,
$300,000 for interdisciplinary research incentives, and $100,000 for support for
professional activities [51]. A primary objective in UTSA’s strategic plan is to “retain and
recruit faculty and staff who are committed to our vision, mission, and values, and who
diligently contribute to excellence” [53], which UTSA facilitates through professional
development opportunities. In line with this, the “Budget Recommendations for 200911” [51] in UTSA's implementation plan specify $100,000 for travel to support
professional activities.
Documentation:
Document
Source of Document
[1]
Texas Education Code (TEC), Chapter 51,
Section 51.942
TEC, Chapter 51
[2]
Rules and Regulations of the Board of Regents
(Regents’ Rules), Rule 31007
Regents’ Rules
[3]
Regents’ Rules, Rule 31102
[4]
Handbook of Operating Procedures (HOP),
Chapter 2, Section 2.10
HOP Table of Contents
[5]
Dean and Department Chair Training
Vice Provost for Academic and
Faulty Support Website
[6]
New Faculty Orientation 2007-2008
N/A
[7]
Agenda for New Faculty Orientation – August
20, 2008
N/A
363
Document
Source of Document
[8]
Agenda for New Faculty Orientation – August
21, 2008
N/A
[9]
College of Business New Faculty Orientation
N/A
[10] Office of Audit, Compliance and Risk Services
UTSA Website
[11] College of Business Faculty Mentoring
N/A
[12] College of Education and Human Development
Faculty Mentoring
N/A
[13] College of Sciences Faculty Mentoring
N/A
[14] Regents’ Rules, Rule 31006
Regents’ Rules
[15] HOP, Chapter 2, Section 2.14
HOP Table of Contents
[16] Comprehensive Standard 3.7.2
Located within the UTSA
Compliance Certification Report
[17] HOP, Chapter 4, Section 4.9
HOP Table of Contents
[18] HOP, Chapter 2, Section 2.25
[19] Guidelines for Faculty Development Leaves
Vice Provost for Academic and
Faculty Support - Guidelines,
Forms, Manuals, and other
Documentation
[20] College of Sciences Guidelines for Faculty
Development Leaves
N/A
[21] Office of the Vice President of Research
(OVPR)
UTSA Website
[22] Faculty Research Award Recipients
N/A
[23] Collaborative Research Seed Grant Program
and the Tenure-Track Research Award
Competition Program
Office of the Vice President for
Research Website
364
Document
Source of Document
[24] Research Centers & Institutes at UTSA
[25] College of Business - Centers
UTSA Website
[26] College of Education and Human Development
– Research and Special Programs
[27] Center for Excellence in Engineering Education
[28] Women’s Studies Institute
[29] Institute for Law and Public Affairs
[30] College of Public Policy – Centers and Institutes
[31] College of Sciences
[32] HOP, Chapter 2, Section 2.41
HOP Table of Contents
[33] Expanding Resources and Infrastructure
UTSA 2016: A Shared Vision
(Strategic Plan)
[34] Endowment Data Base
N/A
[35] Endowed Professorships and Chairs
N/A
[36] Criteria for Nomination for Ashbel Smith
Professor
N/A
[37] Teaching and Learning Center
UTSA Website
[38] Teaching Learning Center Fact Sheet 2009
N/A
[39] Large Class Initiative Grant
Teaching and Learning Center
Website
[40] Scholarship of Teaching and Learning Grant
[41] Service-Learning Grant
[42] Teaching Enhancement Grant
[43] Writing-across-the-Curriculum Grant
365
Document
Source of Document
[44] Teaching Assistant Training
N/A
[45] Geology & Chemistry Teaching Assistant
Training
N/A
[46] “Teaching Assistants Named Master Teaching
Fellows" - UTSA Today article
UTSA Today Website
[47] New Graduate Student Orientation
Graduate Student Orientation
and Handbook
[48] Current Students
Graduate School Website
[49] The Center for Distance Learning and
Academic Technology (DLAT)
UTSA Website
[50] Comprehensive Standard 3.4.12
Located within the UTSA
Compliance Certification Report
[51] Budget Recommendations for 2009-11
Biennium
Implementation Plan 2008-2016
[52] UTSA 2016: A Shared Vision (Strategic Plan)
UTSA 2016: A Shared Vision
Website
[53] Strategic Initiative V: Expanding Resources
and Infrastructure
UTSA 2016: A Shared Vision
(Strategic Plan)
366
Comprehensive Standard 3.7.4 - Academic Freedom
The institution ensures adequate procedures for safeguarding and protecting academic
freedom.
Compliance Judgment: Compliance
Narrative:
The University of Texas at San Antonio (UTSA) ensures adequate procedures for
safeguarding and protecting academic freedom. Academic freedom for state
universities in Texas is defined by the Texas Administrative Code(TAC), Title 19, Part 1,
Chapter 7, Subchapter A, Rule 7.5 [1] and The University of Texas System (UT System)
Rules and Regulations of the Board of Regents (Regents’ Rules), Rule 31102 [2].
Academic freedom in teaching and research applies to all faculty at UTSA. The UTSA
Handbook of Operating Procedures (HOP) further establishes the policies listed above
and incorporates further state-mandated policy. UTSA’s policy on the rights and
responsibilities of faculty members in the HOP, Chapter 4, Section 4.2 [3], is based
on Regent’s Rules, Rule 31004 [4], which provides freedom for research and freedom in
the classroom. In accord with the American Association of University Professors in its
“1940 Statement of Principles on Academic Freedom and Tenure” [5], UTSA protects
and promotes academic freedom for all faculty members [6]. Further, all faculty,
regardless of tenure status, are protected by UTSA’s HOP policy on information
resources use and security [7], which states that “UTSA is committed to academic
freedom, regardless of the medium of expression.”
In addition to these published policies, UTSA safeguards, protects, and promotes
academic freedom through faculty governance procedures that involve peer review,
multiple levels of assessment, and avenues for appeal.
UTSA Policies Safeguarding and Protecting Academic Freedom in Teaching
Consistent with the American Association of University Professors, the TEC, and
Regents’ Rules, UTSA ensures that faculty, regardless of tenure status, “are entitled to
freedom in the classroom in discussing their subject” [3]. Faculty have academic
freedom in their choice of textbooks in relation to the needs of their programs, as stated
in the HOP, Chapter 2, Section 2.15 [8]. They also have academic freedom in the
attendance policies they establish for their classes: “the degree to which classroom
participation is required and whether or not work missed by a student during an
absence may be made up is at the discretion of the instructor,” subject to exceptions
such as documented religious holidays [9]. UTSA policy that promotes and protects
367
academic freedom for faculty evaluating student work in their classes includes the HOP,
Chapter 2, Section 2.40 [10], which states that “individual faculty members retain
primary responsibility for assigning grades and evaluations. The faculty member's
judgment is final unless compelling evidence shows discrimination, differential
treatment, or factual mistake.” UTSA’s policy on scholastic dishonesty further specifies
that “the individual members of the faculty” have “the authority and responsibility to
confront students for the purpose of investigating suspected dishonesty in academic
assignments and to recommend appropriate penalties to the Vice President of Student
Affairs” [11], [12]. Faculty members thus have academic freedom in their choice of
materials for their classes, the policies they set for their classes, and in their evaluation
of student work. These policies are published on the UTSA website (HOP policies listed
above) and in the UTSA 2008-2009 Information Bulletin [13], which is available online
to students as well as the general public. UTSA policies thus meet and exceed the
standards established in the TEC, Chapter 61, Section 61.057 [14], wherein “a minimum
standard for academic freedom, academic responsibility, and tenure” is mandated.
UTSA’s policies therefore concur with the high standards established by the AAUP in its
“1940 Statement of Principles on Academic Freedom and Tenure” [5].
UTSA Policies Safeguarding and Protecting Academic Freedom in Research
UTSA’s policy on faculty reappointment, tenure, and promotion follows the Regents’
Rules, which support the time-honored practice of tenure for university faculty as an
important protection of free inquiry, open intellectual and scientific debate, and
unfettered criticism of the accepted body of knowledge. UTSA furthers this commitment
to promoting and protecting academic freedom through its policy on faculty
reappointment, tenure, and promotion (HOP, Chapter 2, Section 2.10 [15]), which
follows the TEC in establishing procedures that “protect intellectual exploration and
academic freedom” [16]. UTSA’s policy on faculty reappointment, tenure, and
promotion specifies that “tenure promotes a climate of free inquiry, in which faculty and
students study and learn the lessons of the past, understand the present state of
knowledge, and pursue new paths of inquiry without having to adapt to current
intellectual preferences or fashions.” Tenure promotes learning and research related to
controversial subjects and protects teachers from inappropriate retribution. Faculty
reappointment, tenure and promotion policies [15] are available on UTSA’s website and
are distributed as hard copies to faculty and administrators who are involved in faculty
evaluation.
At UTSA, faculty “are entitled to full freedom in research and in the publication of the
results, subject to the adequate performance of their other academic duties;” they are
also “entitled to freedom in the classroom in discussing their subject, but they are
368
expected not to introduce into their teaching controversial matter that has no relation to
the subject” [3].
UTSA Faculty Governance for Safeguarding and Protecting Academic Freedom
Faculty governance procedures ensure that academic freedom is safeguarded through
UTSA’s extensive and systematic peer review process, as described in the HOP,
Chapter 2, Section 2.10 [15]. Untenured tenure-track faculty members undergo a
progress review by the Department Faculty Review and Advisory Committee (DFRAC)
in their third year. Faculty may then apply for tenure and promotion either prior to or in
their sixth year of service. Faculty undergoing a review for tenure and/or promotion are
reviewed by the DFRAC, the College Faculty Review and Advisory Committee
(CFRAC), and the University Faculty Review and Advisory Committee (UFRAC). Once
tenured, if they choose, faculty are reviewed by the DFRAC, CFRAC, and UFRAC for
promotion to full professor. Finally, all tenured faculty are subject to post-tenure reviews
by faculty holding the same rank and above within the department and college every six
years following their previous evaluations.
The Faculty Senate, elected by the general faculty, has an important role in ensuring
academic freedom. The membership of the Faculty Senate and other faculty
governance bodies at UTSA is open to tenured, tenure-track, and non-tenure-track
faculty [17]. Its primary purpose is to represent the UTSA faculty. The Faculty Senate
[18], [19] “reviews and formulates policy and enacts legislation on all matters pertaining
to the professional concerns, duties, standards, ethics, responsibilities, perquisites, and
work conditions of the UTSA faculty, as well as matters relating to academic freedom
and equity for the faculty.” The Committee on Academic Freedom and Tenure, a
standing committee of the Faculty Senate, reviews and makes recommendations
regarding policies related to tenure and academic freedom [20].
The academic freedom of all faculty, regardless of tenure status, is further protected
through grievance procedures based on due process and involving peer review by
faculty panels. The faculty hearing panel constituted according to the HOP, Chapter 2,
Section 2.34 [20], must “determine whether the facts so found [in the grievance]
constitute a violation of the grievant’s academic freedom or constitutional, statutory, or
contractual rights.”
HOP, Chapter 2, Section 2.13 [21], describes in detail the procedures and conditions
that relate to termination and non-reappointment of faculty; it states that “the burden of
proof shall be on the institution, and the rights of a faculty member to due process and
academic freedom shall be protected.” This policy covers UTSA faculty members who
have been granted tenure and all other faculty members before the expiration of the
369
stated period of appointment, which includes non-tenure-track faculty. The faculty
governance procedures at UTSA, which apply at every level of review and offer
recourse to appeal, thus safeguard and protect academic freedom for faculty in
research and in the classroom.
Documentation:
Document
Source of Document
[1]
Texas Administrative Code (TAC), Title 19, Part
1, Chapter 7, Subchapter A, Rule 7.5
TAC, Title 19, Part 1, Chapter
7, Subchapter A
[2]
Rules and Regulations of the Board of Regents
(Regents’ Rules), Rule 31102
Regents’ Rules
[3]
Handbook of Operating Procedures (HOP),
Chapter 4, Section 4.2
HOP Table of Contents
[4]
Regent’s Rules, Rule 31004
Regents’ Rules
[5]
1940 Statement of Principles on Academic
Freedom and Tenure
American Association of
University Professors Website Contents
[6]
HOP, Chapter, 2, Section 2.2
HOP Table of Contents
[7]
HOP, Chapter 8, Section 8.12
[8]
HOP, Chapter 2, Section 2.15
[9]
HOP, Chapter 5, Section 5.9
[10] HOP, Chapter 2, Section 2.40
[11] HOP, Chapter 2, Section 2.37
[12] Scholastic Dishonesty
Student Judicial Affairs Website
[13] 2008-2009 Information Bulletin
UTSA Website
[14] TEC, Chapter 61, Section 61.057
TEC, Chapter 61
[15] HOP, Chapter 2, Section 2.10
HOP Table of Contents
370
Document
Source of Document
[16] TEC, Chapter 51, Section 51.354
TEC, Chapter 51
[17] HOP, Chapter 2, Section 2.1
HOP Table of Contents
[18] Faculty Senate Bylaws
UTSA University Governance
[19] Faculty Senate Committees
[20] HOP, Chapter 2, Section 2.34
HOP Table of Contents
[21] HOP, Chapter 2, Section 2.13
371
Comprehensive Standard 3.7.5 - Faculty Role in Governance
The institution publishes policies on the responsibility and authority of faculty in
academic and governance matters.
Compliance Judgment: Compliance
Narrative:
The University of Texas at San Antonio (UTSA) publishes policies on the responsibility
and authority of faculty in academic and governance matters. These policies support
and clearly demarcate the responsibility and authority of faculty in academic and
governance matters and are published in UTSA’s Handbook of Operating Procedures
(HOP). In addition, the bylaws of university committees, colleges, and departments
describe responsibility and authority at those levels (see the bylaws of the Colleges of
Architecture [1], Business [2], Education and Human Development [3], Engineering [4],
Liberal and Fine Arts [5], Public Policy [6], and Sciences [7]). The Honors College is in
the process of drafting its bylaws.
UTSA’s policies reflect the provisions in The University of Texas System (UT System)
Rules and Regulations of the Board of Regents (Regents’ Rules). Regents’ Rules, Rule
40101 [8], stipulates that faculty shall have a major role in general academic policies
and welfare; student life and activities; requirements of admission and graduation;
honors and scholastic performance; approval of candidates for degrees; and faculty
rules of procedure. HOP, Chapter 2, Section 2.1 [9], identifies areas of faculty
responsibility and governance, specifies which faculty are included in governance, and
describes details regarding how policies are to be determined.
UTSA recognizes the responsibility and authority of faculty in academic and governance
matters by adhering to Regents’ Rules, Rule 20201 [10]. This rule requires that three
faculty members be included on any presidential search advisory committee whose
selection is determined by the faculty governance body of the campus. At UTSA, the
faculty governance body is the Faculty Senate. This rule requires faculty input for all
significant changes to the HOP; it also requires that sections of the HOP pertaining to
the areas of faculty responsibility as defined in Regents’ Rules, Rule 40101 [8], be
reviewed by “the faculty governance body of the campus.”
The Responsibility and Authority of Faculty in Academic Matters
UTSA policies ensure faculty have extensive input into academic matters in accordance
with Regents’ Rules, Rule 40101 [8]. Faculty responsibility and authority in academic
matters is established at the department, college, and university levels. Departments
372
and colleges have standing curriculum committees as specified in their bylaws. These
committees review policies and curricula for undergraduate and graduate studies in
their respective departments and colleges, including proposals for new and modified
courses and academic programs. At the university level, the University Curriculum
Committee of the Faculty Senate [11] reviews proposals for new and modified
undergraduate courses and academic programs and submits recommendations on such
courses and programs to the Senate, as per the Faculty Senate Bylaws, Article VIII [12].
At the graduate level, the Graduate Council [13], a unit of the Faculty Senate, reviews
ongoing and new graduate programs, policies, and academic opportunities and
recommends policies and procedures through the Senate, as per the Bylaws of the
Graduate Council [14].
Article VIII of the Faculty Senate Bylaws [12] also authorizes the Academic Policy and
Requirements Committee of the Faculty Senate to review general academic policy and
monitor the implementation of academic policies and procedures in order to make
recommendations to the Senate. In addition, this committee reviews requirements for
undergraduate admission, graduation, honors, and degrees in order to make
recommendations to the Senate.
UTSA publishes additional policies in the HOP that specify the responsibility and
authority of faculty in academic matters, including HOP, Chapter 2, Section 2.29 [15],
Section 2.38 [16], and Section 2.39 [17].
Faculty committees are responsible for reviewing individual faculty for annual merit
evaluation, third-year review for non-tenured tenure-track faculty, promotion and tenure
reviews, and six-year reviews for tenured faculty. These processes are guided by
policies found in HOP, Chapter 2, Section 2.10 [18]. Faculty committees are also
responsible for reviewing faculty grievances (HOP, Section 2.34 [19]) and for matters
relating to non-reappointment (HOP, Section 2.36 [20]). Article VIII of the Faculty
Senate Bylaws [12] specifies that the Academic Freedom and Tenure Committee of the
Faculty Senate “review[s] and make recommendations to the Senate on policies and
procedures related to tenure, retention and termination of employment, and academic
freedom, including Periodic Performance Evaluation and Third Year Review.” It further
specifies that the Evaluation, Merit, Rewards, and Workload Committee reviews “current
policy regarding evaluation, merit, rewards, and workload” . . . and “develop[s] and
recommend[s] new policy regarding evaluation, merit, rewards, and workload.”
373
The Responsibility and Authority of Faculty in Governance Matters
In accordance with Regents’ Rules, Rule 40101 [8], faculty governance at UTSA
includes its legislative bodies, the Faculty Senate [11], the University Assembly [21],
and Standing Committees [22].
The authority and general functions of the Faculty Senate, as per Article I of the Faculty
Senate Bylaws [23], are defined to reflect Regents’ Rules, Rule 40101 [8]. The Senate
is an elected legislative and deliberative body whose primary purpose is to represent
the UTSA faculty. It reviews and formulates policy and enacts legislation on all matters
pertaining to the professional concerns, duties, standards, ethics, responsibilities,
perquisites, and work conditions of the UTSA faculty, as well as matters relating to
academic freedom and equity for the faculty. It recommends and approves changes to
the HOP and it proposes policies that promote UTSA’s goal to become a Tier I
Research Institution. The Senate represents the faculty of UTSA to the UTSA
administration, The UT System administration, The UT System Board of Regents,
and other such parties as appropriate. Its members [24], meeting times [25], and
minutes [26] are published on the UTSA website.
The mission statement of the University Assembly [27] is “to promote and support the
University of Texas at San Antonio, via recommendations to the President, through the
representation of its community and to give an effective voice to its membership
including faculty, staff, students, and administration in the University decision-making
process concerning issues that affect its members’ constituency.” Its members [28],
meeting times [29], and minutes [30] are published on the UTSA website.
HOP, Chapter 6, Section 6.1 [31], follows Regents’ Rules in establishing university
committees, including those related to faculty affairs. UTSA standing committees [22]
involve faculty in a wide range of university governance activities. Faculty on these
committees thus have an additional avenue to exercise their responsibility and authority
in governance matters.
Documentation:
Document
Source of Document
[1]
College of Architecture Bylaws
N/A
[2]
College of Business Bylaws
N/A
[3]
College of Education and Human Development
Bylaws
N/A
374
Document
Source of Document
[4]
College of Engineering Bylaws
N/A
[5]
College of Liberal and Fine Arts Bylaws
N/A
[6]
College of Public Policy Bylaws
N/A
[7]
College of Sciences Bylaws
N/A
[8]
Rules and Regulations of the Board of Regents
(Regents’ Rules), Rule 40101
Regents’ Rules
[9]
Handbook of Operating Procedures (HOP),
Chapter 2, Section 2.1
HOP Table of Contents
[10] Regents’ Rules, Rule 20201
Regents’ Rules
[11] Faculty Senate
University Governance Website
[12] Faculty Senate Bylaws, Article VIII
Faculty Senate Website
[13] The Graduate Council
The Graduate School Website
[14] Bylaws of the Graduate Council
[15] HOP, Chapter 2, Section 2.29
HOP Table of Contents
[16] HOP, Chapter 2, Section 2.38
[17] HOP, Chapter 2, Section 2.39
[18] HOP, Chapter 2, Section 2.10
[19] HOP, Chapter 2, Section 2.34
[20] HOP, Chapter 2, Section 2.36
[21] University Assembly
University Governance Website
[22] Standing Committees
[23] Faculty Senate Bylaws, Article I
Faculty Senate Website
375
Document
Source of Document
[24] Faculty Senate Members
[25] Faculty Senate Meetings
[26] Faculty Senate Minutes
[27] University Assembly Mission Statement
University Assembly Website
[28] University Assembly Members
[29] University Assembly Meetings
[30] University Assembly Minutes
[31] HOP, Chapter 6, Section 6.1
HOP Table of Contents
376
Comprehensive Standard 3.8.1 - Learning/Information Resources
The institution provides facilities and learning/information resources that are appropriate
to support its teaching, research, and service mission.
Compliance Judgment: Compliance
Narrative:
The University of Texas at San Antonio (UTSA) provides facilities and
learning/information resources that are appropriate to support its teaching, research,
and service mission.
The UTSA Library’s mission statement [1] supports the teaching, research, and service
mission [2] of UTSA. The library collaborates in pursuing UTSA’s initiatives of access
and excellence through the Library Strategic Plan [3], which includes the following
goals:
•
•
•
•
Identify and deliver exceptional user-centered services that support the teaching
and learning needs of faculty and students and meet or exceed user needs and
expectations;
Expand and improve print and electronic information resources, including locallycreated content, in alignment with the University’s academic mission and Tier
One research university aspirations;
Create a technology-rich environment with ubiquitous electronic access for
patrons and staff; and
Provide flexible, functional, inviting facilities that foster both individual and
collaborative teaching, research, study, and work needs.
The library’s strategic goals, “deliver exceptional user-centered services,” “create a
technology-rich environment,” and “provide flexible, functional, inviting facilities” [3] as
stated above, are apparent in the library administration’s progress in developing and
expanding facilities and learning/information resources.
Library Facilities
UTSA Library collections and staff are housed in three locations: the John Peace
Library (JPL) on the Main campus; the Downtown (DT) Library on the University’s DT
campus; and University Archives in the Institute of Texan Cultures (ITC) building, which
is located on the HemisFair Park campus. The three University libraries currently
occupy a total of 151,078 NASF with approximately 1,607 seats.
377
The JPL opened in 1976 and includes 127,237 net assignable square feet (NASF). The
JPL offers comfortable chairs, 39 private study carrels for faculty, a laptop lounge, 16
group study rooms, and a variety of collaborative and quiet study options for library
users. The JPL is undergoing renovations; when completed in 2011, the available
square footage will increase to 181,841 and the number of seats will increase to
approximately 2,000. The library will further expand space and seating for students by
moving the JPL microform collections to the fourth floor in spring 2011, freeing an
estimated 2,500 square feet for an additional quiet study area on the second floor.
UTSA is participating in planning for The University of Texas System (UT System) joint
storage facility at Texas A & M University’s Riverside campus scheduled to open in
2011. UTSA will transfer 100,000-150,000 low-use items to the facility, providing
approximately 4,000 square feet for student study space on the JPL third floor.
Following renovations, the JPL will offer 32 group study rooms, spaces for collaborative
work, and two areas for quiet study. The construction of a new instruction classroom on
the fourth floor with seating for 75 students will enable the library to turn a former
classroom on the third floor into additional study space. Another new classroom will be
created on the fourth floor that will seat 30 and have a flexible furniture plan conducive
to group work.
The JPL occupies the second, third, and the majority of the fourth floor of the JPL
building. Prior to the recent JPL renovation, a total of six service points were staffed to
assist library users: desks for reference, circulation, special collections, microforms,
and multimedia were located on the second floor, and a technical assistant staffed the
student computer lab on the third floor. As part of the renovation project, these service
points were redefined to meet student needs, with the number of service points reduced
from six to three desks (circulation, reference/technical assistance, and special
collections), thus expanding the hours of service and consolidating services to improve
customer service.
In addition, the second floor public service areas for reference and circulation were
renovated [4] and a laptop lounge created with fully functional modular furniture and
data/power hookups. A large learning commons was established behind the new
reference desk, comprising 40 public computers. Space on the fourth floor of the JPL
that formerly housed academic and administrative offices was released to the library,
and is being populated with library operational units. More renovated space is planned
and funded for 2009, including expansions that will nearly triple the size of the learning
commons and add 105 new workstations. Over the next two years, as academic offices
are moved from the fourth floor of the JPL building, an additional 40,000 square feet of
space for library offices, instructional rooms, and workspace will be created. The final
section of the fourth floor renovation is scheduled for completion in 2011.
378
The new circulation desk hours [5] provide access to all services for the general
collection, course reserves, and multimedia collections. Previously, the multimedia
desk closed at midnight so these materials had been unavailable overnight. These
services are now available during all library hours. The learning commons, also on the
second floor, provides students with research, technology, writing, and tutoring
assistance, all available in one location. Through partnerships with the Judith G.
Gardner Center for Writing Excellence (The Writing Center) [6] and the Tomas Rivera
Center (TRC) for Student Success [7], tutors are available at scheduled hours in the
learning commons. The library also provides assigned meeting rooms for the TRC’s
award-winning Supplemental Instruction [8] program, which provides peer tutoring for
at-risk students who are taking certain courses. As part of the 2009 renovation, four
media rooms are available for group viewing of DVDs and videos or practicing
presentations.
The DT Library occupies 19,222 NASF in the Buena Vista building on the Downtown
campus and is open 89 hours each week. The DT Library opened in 1998 and offers a
variety of study and collaborative seating options, including a learning commons with 34
computers, 15 group study rooms, study carrels, lounge seating, and study tables. A
computer classroom, videoconferencing room, and media viewing/listening room are
also available. The DT Library partners with the Writing Center and the TRC, with tutors
scheduled for certain hours in the high-visibility library space. The Writing Center also
offers classes at the library for students on topics such as writing research papers;
librarians assist in teaching these classes. In 2009, the study environment was
enhanced by the construction of a glass wall with sliding glass doors to block noise from
the exterior corridor.
The UTSA Library Archives [9] facility is housed in the ITC building on the HemisFair
Park campus. The building was completed in 1967, and the archives occupies 4,614
NASF. The ITC provides a reading room for the archives and professional research
assistance for researchers 16 hours per week and by appointment.
In total, the UTSA Library offers a total of 222 PC workstations at its three libraries. The
PCs have productivity software, and technical support is available on-site 24/5 at the
JPL and via phone to students at the DT Library during all hours when the library is
open. Wireless access and wireless printing are available throughout the JPL and DT
Libraries. When the JPL renovation is complete in spring 2011, the number will
increase to 475 available PC workstations.
Presently, a new library building with a total of 150,000 NASF is the number two priority
for UTSA’s capital improvement plan. The new library, if approved and funded, will be
379
located adjacent to the recently-completed Engineering building and will double the
seating capacity and significantly increase the number of PCs the library offers.
Learning/Information Resources
The UTSA Library continues to expand its print and electronic resources in support of
the growing needs of the University’s academic programs. More information about the
library’s collections can be found in the narrative for Core Requirement 2.9 [10].
Additional information on the library’s technological and learning resources can be
found in the narrative for Comprehensive Standard 3.4.12 [11]. Based on the LibQual +
survey [12] conducted by the library in fall 2006 and the University’s strategic planning
process in 2007, the library has been addressing needed collections in disciplines that
are growing and adding new programs. New programs are tracked and factored into
the annual budget allocation process. Bibliographers have reviewed departmental
strategic plans and the University’s stated foundational themes and areas of
collaborative excellence with the express purpose of aligning the library’s collection
efforts with these initiatives.
Library Services
Pursuing the goal of providing “exceptional user-centered services,” UTSA librarians
provide reference service that goes beyond the traditional reference desk, responding to
the changing communication preferences of students and faculty. The UTSA Library
continues to offer in-person, telephone, and email assistance and has added online chat
service [13] via The University of Texas libraries consortium, instant messaging (IM),
and text messaging. Subject librarians [14] are available for in-depth research
consultation on specific topics, and their contact information is readily available on the
library web site and on the various online subject research guides [15].
The library provides a variety of other services that make using the library more
convenient, enabling students and faculty to be more productive in their study and
research. These services include circulation of materials and equipment during all
hours when the three libraries are open, next-day courier service between campuses,
course reserves, information literacy and course-specific research instruction, delivery
services for faculty and students, interlibrary loan, laptop and portable DVD player
lending, group study room checkout, and various technology services. More information
about library services can be found in the narrative for Core Requirement 2.9 [10].
Statistics showing the growth of library service are found in its annual fact sheets [16].
The library has made progress in fulfilling its goal of providing a “technology-rich
environment” through various technology-related initiatives, including the examples
listed below:
380
•
•
•
•
•
•
•
The library’s Research 101 [17] online tutorial and other tutorials, research
guides, and course-specific subject guides, can be integrated into the Blackboard
course management system, allowing students to access library resources from
within course pages;
Links to course reserve [18] materials are embedded in Blackboard, providing
students with convenient access to the material needed for their courses;
Electronic assessment of student learning has been implemented for the
Research 101 tutorial. Learning outcomes for information literacy are assessed
via online pre- and post- tests. The assessment is based on core competencies
endorsed by the Association of College and Research Libraries;
Library Express [19] delivery service provides on-demand desktop delivery for
library-owned journal articles, whether the item is available in print, microform, or
electronic format. Requests can be submitted online 24/7;
The library uses OCLC’s Interlibrary Loan and Library Express Services (ILLiad)
[20], an online system that provides students and faculty with 24/7 interlibrary
loan service, connecting to worldwide library resources;
Since 2003, the library has made its archival finding aids available online through
participation in the statewide Texas Archival Resources Online (TARO) [21]
project, which includes 21 repositories statewide; and
The library hosts a number of databases for campus research, including the ITC
photo collections catalog [22], Gower Bibliography Online [23] (John Gower
Society), Chaucer Bibliography Online [24] (New Chaucer Society), Index to the
San Antonio Register [25], and the Latin American Development Archive [26].
Assessment of Facilities and Learning/Information Resources
The UTSA Library’s Institutional Effectiveness Report tracks progress on improving
library facilities, including measures such as seating for students, space for
collaborative learning, and the number of PCs. The report provides metrics indicating
that the ongoing development of library facilities requires attention. Information
gathered in the library’s 2006 administration of the LibQUAL+ Survey [12] included
ratings for the “library as place” from students, faculty, and staff, and these results
informed the subsequent library renovation. The LibQUAL+ survey will be administered
again in 2010 when the second floor renovation has been completed; it will be
administered regularly thereafter. Library users also provide ongoing comments about
library facilities via suggestion boxes, both in paper and online. The library also
receives feedback about facilities, services, and resources through the subject
librarians’ interactions with the academic departments and the faculty who serve as
liaisons to the library. As noted in the narrative for Core Requirement 2.9 [10], an online
381
faculty survey in fall 2008 [27] provided useful feedback about collections and services
that has been used to inform decisions about resources and services.
Documentation:
Document
Source of Document
[1]
UTSA Library’s Mission Statement
UTSA Library Website
[2]
UTSA's Mission Statement
UTSA Overview
[3]
UTSA Library Strategic Plan 2007-2016
UTSA Library Strategic Plan
Website
[4]
John Peace Library Renovation
UTSA Library Website
[5]
Library Hours
[6]
Judith G. Gardner Center for Writing Excellence
[7]
Tomas Rivera Center for Student Success
[8]
Supplemental Instruction
Tomas Rivera Center for
Student Success Website
[9]
UTSA Library Archives
UTSA Library Website
[10] Comprehensive Standard 2.9
UTSA Website
Located within the UTSA
Compliance Certification Report
[11] Comprehensive Standard 3.4.12
[12] LibQual + Survey
UTSA Library Website
[13] Chat with a Reference Librarian
[14] Subject Librarians
[15] UTSA Library Subject Guides
[16] Library Fact Sheets
[17] Research 101
[18] Course Reserve
382
Document
Source of Document
[19] Library Express Service
[20] Interlibrary Loan and Library Express Services
(ILLiad)
[21] Texas Archival Resources Online (TARO)
TARO Repository Browse
[22] Institute of Texan Cultures (ITC) Photo
Collections Catalog
ITC Website
[23] ITC Gower Bibliography Online
UTSA Library Website
[24] Chaucer Bibliography Online
[25] Index to the San Antonio Register
[26] Latin American Development Archive
[27] UTSA Faculty Survey
N/A
383
Comprehensive Standard 3.8.2 - Instruction of Library Use
The institution ensures that users have access to regular and timely instruction in the
use of the library and other learning/information resources.
Compliance Judgment: Compliance
Narrative:
The University of Texas at San Antonio (UTSA) ensures that users have access to
regular and timely instruction in the use of the library and other learning/information
resources. To address the University’s mission [1] of “the advancement of knowledge
through research and discovery, teaching and learning, community engagement and
public service,” the UTSA Library offers a wide variety of instructional opportunities.
Instruction is provided through classroom sessions, electronic tutorials, individual
consultations, instruction provided at the reference desk, electronic research guides,
workshops, and tours [2].
Regular and Timely Instruction in the Use of the Library
The Reference Department (RD) of the UTSA Library offers formal, course-related
instruction through the library’s instruction program [3]. This program is based on the
Information Literacy Competency Standards for Higher Education [4] set forth by the
Association of College and Research Libraries (ACRL). During the 2007-2008
academic year, reference librarians offered 333 instructional sessions, tours, and other
orientation sessions for 8,277 participants [5].
To introduce students to library resources, electronic databases, and basic research
and information literacy skills, the library offers ongoing instruction for undergraduate
classes. The content of these sessions is designed to meet specific learning outcomes
of undergraduate classes as determined through consultation with professors regarding
their course content and goals. Students enrolled in the freshman first-semester writing
course and sections of the freshman seminar course are automatically enrolled in the
library’s Blackboard web-based course, Library Research 101. This course includes the
library’s self-paced tutorial, Research 101 [6]. This interactive tutorial provides an
introduction to library research and information literacy skills, including how to select a
topic, develop research questions, and how to select, search for, locate, and evaluate
information sources. Students completing the tutorial take a 23-question preassessment and post-assessment test. Instructors from such diverse groups as
second-semester freshmen composition to introductory graduate school classes have
enrolled their students in this electronic course.
384
The RD also offers informal tours and workshops throughout the year. "Crash Course"
Guided Tours [7] and Introduction to Library Resources sessions are offered on a
regular basis in the first six weeks of each semester. These introductory opportunities,
promoted via flyers, signs posted around the campus, and the library webpage, do not
require prior registration. In addition, librarians offer scheduled, subject-specific Crash
Courses [8]. The library also provides instruction for high school and elementary school
students, as well as other general visitors. During 2008, the library staff presented
library orientation tours to over 4,000 freshman and transfer students.
Regular and Timely Instruction – Other Learning/Information Resources
UTSA’s subject librarians regularly develop customized classes and various
instructional activities to meet the specific needs of the academic departments. They
have created 105 subject-specific research guides [9] which are available online to
assist students in locating relevant library resources. The guides, frequently used in
classes and in conjunction with services at the library reference desk, direct users to
specific resources within a subject area by providing links to web pages and electronic
databases. Many of the research guides, created using the LibGuides system, include
links to electronic instruction modules and facilitate communication between the subject
librarian [10] and the student or faculty researcher by providing an option for Instant
Messaging [11]. In addition, subject librarians provide support for electronic courses,
including creating electronic library handouts, instruction modules, course-specific
research guides, and power point presentations that are linked to specific Blackboard
courses. Streaming videos licensed by the library have also been linked to Blackboard
courses.
The library partners with the Tomas Rivera Center (TRC) for Student Success [12] and
the Judith G. Gardner Center for Writing Excellence (The Writing Center) [13] to provide
instruction for UTSA students. Space for tutors from these programs is available at both
the John Peace Library (JPL) at the Main campus and the Downtown (DT) Library at the
DT campus
The TRC is a division of academic services in the Office of the Vice Provost and Dean
of Undergraduate Studies. It focuses on improvement of academic skills and retention
of UTSA students. The TRC offers tutoring, learning assistance, academic success
programs, supplemental instruction, and learning communities. The library regularly
collaborates with TRC staff to present workshops on topics such as writing research
papers.
The Writing Center supports the development of UTSA students as writers at all levels:
from freshmen through graduate students. It has a paid staff of 35 undergraduate and
385
graduate students working as tutors, computer associates, and receptionists. It serves
a monthly average of 600 students during the fall and spring semesters. The Writing
Center’s tutors address student concerns as writers using a non-directive style of
tutorship that maintains the students’ ownership of their papers. In addition to traditional
tutoring, the Writing Center offers an electronic writing resource guide, electronic
tutoring, class visits, orientation tours, workshops, podcasts, and a newsletter. In 20052006, the Writing Center provided 2,065 tutoring sessions. By 2007-2008, the number
of sessions had grown to 6,886, an increase of almost 240 percent.
In serving the needs of upper-level undergraduate and graduate classes, the library’s
objective is to provide instruction in more advanced search strategies using a wider
variety of information resources. Through collaboration with professors in advanced
courses, library instruction sessions at the upper-levels are designed to make the
information resources and information literacy concepts specific to the course and
writing assignment. In 2007-2008, 13 percent of instructional sessions were offered to
graduate classes.
Instruction librarians participate in new faculty orientations to familiarize faculty with
available resources and to offer training to new teaching assistants (TAs). The library
has over 50 pages of content in the Student Handbook for TAs. Reference librarians
also provide instruction and assistance through the “Librarian on Location” program at
various locations such as student dorms, the University Center on the Main campus,
and the DT campus.
The success of the library’s instruction programs is evaluated through metrics reported
in the UTSA Implementation Plan 2008-2016 [14]. The library tracks the number of
students receiving instruction in information literacy and library research methods [15].
The LibQUAL+ survey [16] also provides assessment information on information literacy
outcomes. In 2006, respondents rated their satisfaction with the library from 6.08 to
6.70 in the area of information literacy, exceeding the target mean rating of 6.
Documentation:
Document
Source of Document
[1]
UTSA Mission Statement
UTSA Overview
[2]
John Peace Library Tour
Library Website
[3]
Library Instruction at UTSA
386
Document
Source of Document
[4]
Information Literacy Competency Standards for
Higher Education
ACRL Website
[5]
Library Fact Sheets
Library Website
[6]
Library Research 101
[7]
Crash Courses
[8]
Available Crash Courses
[9]
UTSA Library Subject Guides
[10] Library Bibliographers and Faculty Liaisons
[11] Ask a Librarian
[12] Tomas Rivera Center for Student Success
UTSA Website
[13] Judith G. Gardner Center for Writing Excellence
[14] Implementation Plan 2008-2016
UTSA 2016: A Shared Vision
Website
[15] UTSA Library Instruction and Outreach
FY2004-FY2008
N/A
[16] LibQual Survey Report
Library Website
387
Comprehensive Standard 3.8.3 - Qualified Staff
The institution provides a sufficient number of qualified staff–with appropriate education
or experiences in library and/or other learning/information resources–to accomplish the
mission of the institution.
Compliance Judgment: Compliance
Narrative:
The University of Texas at San Antonio (UTSA) provides a sufficient number of qualified
staff — with appropriate education or experiences in library and/or other
learning/information resources — to accomplish the mission of the institution.
Staffing and Staff Development
Librarians
At UTSA, librarians are included in the Administrative and Professional (A&P) [1]
employee class. Appointment as a librarian requires an American Library Association
(ALA) accredited master’s degree [2] in librarianship or library and information science.
Library archivists, also A&P employees, must have either an ALA-accredited master’s
degree or an accredited master’s degree in history or a related field and graduate
coursework in archival administration. The UTSA Library employs 32 librarians and
archivists [3], all holding accredited graduate degrees. Twelve librarians have
advanced degrees in addition to the master’s in library and information science: ten
hold a second master’s degree and four have earned Ph.D. degrees. Two librarians
have both a second master’s and a Ph.D. Vitae for the library staff are available upon
request.
UTSA’s librarians have an average of over 13 years professional experience. The
library provides professional development funds for administrative and professional staff
for conference travel, electronic course participation, and other professional
development activities. Librarians participate in approximately 40 professional
organizations [4], serving the profession by delivering papers, publishing scholarly
articles, planning and attending conferences, and serving on and chairing committees.
All librarians undergo annual evaluations that assess their ongoing professional
development.
388
Support Staff and Student Workers
Minimum hiring standards for the 71 support staff positions [5] are listed under UTSA
Compensation [6] on the Human Resources (HR) website, which provides job
descriptions and salary ranges for classified employees. Library support staff bring
extensive experience to their jobs, with an average of 13 years of library-related
experience. The library also employs 35 student workers, who comprise 15.7 FTE
positions. Student employees work in various departments throughout the library [7],
including Access Services, Cataloging, and Reference.
Comparing staffing levels at the UTSA Library with staffing at peer institutions shows
that the library has 100 percent of the staffing levels of the average peer institution [8].
Classified employees at UTSA set ongoing development goals, which are evaluated
and updated as part of the annual evaluation process. The library assists its support
staff in meeting their training and development goals in the following ways:
•
•
•
•
•
In-house and external training and development opportunities, including
responsibility for organizing staff training for department-specific training needs
rests with the department heads. In addition, the assistant dean for
Administration arranges a number of group training programs throughout the
year. The College of DuPage series of teleconferences, Yankee Profiling
Sessions and CRL Webinar are examples of training programs [9] the library
offers its support staff.
Employees are encouraged to take relevant training classes offered through HR.
Library staff members have attended Diversity Awareness, Making Excellent
Presentations, Records Retention, Staff Safety & Security on Campus,
Administrative Support, and Creative Leadership Exploration training sessions.
Professional conferences and workshops [10]: In 2008-2009, the library
budgeted $84,000 to fund library staff travel to conferences, professional training,
and other opportunities for development.
The UTSA Employee Educational Benefit (EEB) Program [11] allows employees
to take up to six hours of coursework annually, paying reduced fees. Employees
participating in this program have taken UTSA courses in Introduction to
Classical Literature, Classroom Instruction and Evaluation, Theory and Dynamics
in C&I, and Concepts – Teaching and Learning.
The Dr. Michael F. Kelly Staff Development Fund provided $10,000 in 2007-2008
to enable library staff members to pursue educational, professional or careerrelated activities to advance their careers, update job skills, broaden their
experience, or become more involved in the broader library community.
Coursework [12] at a variety of educational institutions has included Information
389
Professions, Introduction to Information and Access Retrieval, American
Photography, The Humanistic Tradition, and Health Care Counseling and
Diverse Cultures.
Documentation:
Document
Source of Document
[1]
Glossary of Terms - Administrative and
Professional (A&P) Employee
Human Resources Website
[2]
American Library Association (ALA) Accredited
Master’s Program in Library and Information
Studies
ALA Website
[3]
Roster of Librarians
N/A
[4]
UTSA Librarians’ Professional Organization
Memberships
N/A
[5]
Library Staff Position Analysis FY 2000-08
N/A
[6]
Compensation
Human Resources Website
[7]
Library Services & Departments Directory
Library Website
[8]
UT and Other Texas Emerging Research
Universities (UTSA Peer Institutions) – 2005
Data
N/A
[9]
Staff Professional Development and Training
N/A
[10] Conferences and Workshops Attended by
Library Staff – FY 2008-09
N/A
[11] UTSA Employee Educational Benefit (EEB)
Program
UTSA Staff Council Website
[12] Coursework Taken Through the UTSA
Employee Educational Benefit Fund and the Dr.
Michael F. Kelly Staff Development Fund
N/A
390
Comprehensive Standard 3.9.1 - Student Rights
The institution publishes a clear and appropriate statement of student rights and
responsibilities and disseminates the statement to the campus community.
Compliance Judgment: Compliance
Narrative:
The University of Texas at San Antonio (UTSA) publishes clear and appropriate
statements of student rights and responsibilities and disseminates the statements to the
campus community. The University makes this information available through a variety
of publications and at various locations on its website.
The University of Texas System (UT System) Rules and Regulations of the Board of
Regents (Regents’ Rules), Rule 50101 [1], specifically addresses student conduct and
discipline. Subsections include information related to institutional rules; standards of
conduct related to scholastic dishonesty; drugs; health and safety; disruptions; inciting
lawless actions; unauthorized use of property; hazing; altering of official documents;
vandalism; prohibited conduct and prohibited conduct during suspension; use of
explosives, weapons or hazardous chemicals; the disciplinary, hearing and appeal
processes; being barred from campus; penalties; and disciplinary records. UTSA’s
policies and procedures are aligned with these rules and regulations.
Several sections in the UTSA Handbook of Operating Procedures (HOP) provide
information regarding student rights and responsibilities. HOP, Chapter 2, Section 2.37
[2], includes guidelines for faculty members and a section on the rights of students.
HOP, Chapter 4, Section 4.9 [3], covers personnel-related policy information for
students as employees of the University; HOP, Chapter 4, Section 4.8 [4], covers
university staff members who are also students. HOP, Chapter 5 [5], covers critical
student-related policies. Some of the key subsections in this chapter provide
information regarding rights and responsibilities in areas related to student activities,
student publications, off-campus speakers, appropriate use of university facilities, class
attendance, the Student Right-to-Know and Campus Security Act, the prohibition of
sexual assault, and student travel. HOP, Chapter 9 [6], includes several general policy
provisions related to nondiscrimination, sexual harassment and sexual misconduct
(including resolution options and complaint procedures), persons with disabilities,
consensual relationships, solicitation, distribution of newspapers and other materials on
campus, parking and traffic regulations, and use of alcoholic beverages. UTSA’s policy
on the use of tape recorders or other recording devices in classrooms and laboratories
is published in Administrative Memorandum No. 2.1 [7].
391
The 2008-2009 Information Bulletin covers general academic regulations that apply to
undergraduate [8] and graduate students [9]. Appendix A [10] of the 2008-2009
Information Bulletin explains students’ rights and responsibilities and defines policies
regarding students’ constitutional rights, academic procedures, discipline procedures,
and student records. Appendix B [11] of the 2008-2009 Information Bulletin provides
detailed information regarding the UTSA Student Code of Conduct. In addition,
students can access the Student Code of Conduct under Programs and Services [12]
on the Student Affairs website and from the home page of the Student Judicial Affairs
website [13].
The Undergraduate Catalog 2008-2010 [14] and the Graduate Catalog 2009-2011 [15]
state that students “are held individually responsible for meeting all requirements as
determined by UTSA and The University of Texas System (UT System). Failure to read
and comply with policies, regulations, and procedures will not exempt a student from
whatever penalties he or she may incur.” The catalogs also clearly disclose the
University’s anti-discrimination policies.
In addition to the documents described above, UTSA freshmen and transfer students
receive copies of the 2009-2010 UTSA Family Calendar and Guidebook [16] during
orientation. This document contains information about the Student Code of Conduct,
the Policy on Academic Honesty, the Campus Alcohol and Drug Policy, the University’s
policy on Nondiscrimination and Sexual Harassment and Sexual Misconduct, and the
Family Educational Rights and Privacy Act (FERPA) [17]. In addition, this guidebook
provides information about the Office of Student Judicial Affairs, the Office of Equal
Opportunity Services, and the Student Ombudsperson, which are resources regarding
student rights and responsibilities at UTSA.
Documentation:
Document
Source of Document
[1]
Rules and Regulations of the Board of Regents
(Regents’ Rules), Rule 50101
Regents’ Rules
[2]
HOP, Chapter 2.37, Section 2.37
HOP Table of Contents
[3]
HOP, Chapter 4.9, Section 4.9
[4]
HOP, Chapter 4.8, Section 4.8
[5]
HOP, Chapter 5
392
Document
[6]
HOP, Chapter 9
[7]
Administrative Memorandum No. 2.1
[8]
General Academic Regulations –
Undergraduate Students
[9]
General Academic Regulations – Graduate
Students
Source of Document
2008-2009 Information Bulletin
[10] Appendix A - Students’ Rights and
Responsibilities
[11] Appendix B – Student Code of Conduct
[12] Programs and Services
Student Affairs Website
[13] Student Judicial Affairs Website
UTSA Website
[14] Undergraduate Catalog 2008-2010
[15] Graduate Catalog 2009-2011
[16] 2009-2010 UTSA Family Calendar and
Guidebook
N/A
[17] Family Educational Rights and Privacy Act
(FERPA)
2009-2010 UTSA Family
Calendar and Guidebook
393
Comprehensive Standard 3.9.2 - Student Records
The institution protects the security, confidentiality, and integrity of student records and
maintains special security measures to protect and back up data.
Compliance Judgment: Compliance
Narrative:
The University of Texas at San Antonio (UTSA) protects the security, confidentiality,
and integrity of student records and maintains special security measures to protect and
back up data.
The University depends heavily on the accuracy, integrity and usability of its data and it
is essential that all data is maintained in an appropriate security environment. The
Texas Department of Information Resources (DIR) is responsible for oversight of
information security policies [1] for all state agencies, as set forth in the Texas
Administrative Code (TAC), Title 1, Part 10, Chapter 202, Subchapter C, Rule 202.70
[2]. The UTSA Handbook of Operating Procedures (HOP), Chapter 8, Section 8.12 [3],
governs security of information resources. In addition, the Office of Information
Technology (OIT) [4] webpage provides detailed security policies, including a Data
Classification Standard [5] that classifies data by security level, definition, legal
requirements, and risk. Security information related to Banner (the UTSA student
information system) and other systems at UTSA is available on a website [6] maintained
by the OIT.
All campus offices that maintain student records adhere strictly to the confidentiality
guidelines set forth in the Family Education Rights and Privacy Act (FERPA) [7] and
Health Insurance Portability and Accountability Act (HIPAA) [8]. These regulations are in
the HOP, Chapter 8, Section 8.12 [3] and the 2008-2009 Information Bulletin [9].
Students and the public can view policies regarding student records at the UTSA Library
and electronically. The UT System has established INT124 [10] and UTS 165 [11],
which provide requirements and guidelines for the use of information resources and the
protection of the confidentiality of social security numbers. The HOP, Chapter 9,
Section 9.35 [12], also addresses the confidentiality of social security numbers.
Each employee is provided instruction regarding FERPA policies. New employees
receive this training during New Employee Development training. All current employees
must complete FERPA refresher training annually as part of the Institutional Compliance
Program [13]. This website outlines the Standards of Conduct Guide for employees
regarding records and information. New student orientation sessions held for incoming
394
freshmen and transfer students also include a segment on FERPA. The Office of the
Registrar contains a link [14] to FERPA-related forms.
Student information stored in UTSA’s student information system (Banner), course
management system (WebCT) [15], and all other systems is confidential and governed
by FERPA [7]. Banner users must agree to abide by these confidentiality policies [16]
available on the Banner website. This confidentiality is maintained because the Banner
system is located in a secured portion of UTSA’s network, has its own firewall, and user
accounts are password-protected. In addition, accounts are issued according to a
profile that determines which information may be seen or updated by that user. Banner
permissions are retracted immediately upon the departure of an employee and network
access is terminated. The Banner user accounts are reviewed yearly to ensure the
ongoing currency of the permissions.
The University hosts two Course Management Systems (CMS), Blackboard CE 4.1 and
Blackboard CE 8.1, which contain basic student information, including grades. All
hardware is located in the main Data Center, which is only accessible by specific
authorized staff in OIT. Backups are maintained at system, application, and course
levels. Each server is backed up according to UTSA’s backup standards [17]. Course
backups are kept offsite at a secure location for five years. Faculty/staff/student access
is restricted to the specific courses that they are permitted to view. Faculty assigned as
primary instructors to a course can view and modify student information for all students
registered within their specific course. Students can only view their own student record.
Teaching Assistants are required to understand FERPA information before accessing
student records within any course hosted by the CMS services.
Security measures to protect, backup, store, and recover electronic student records are
the responsibility of OIT. The Backup and Data Recovery Standard [17] is published by
OIT, and backup of student records is performed on a daily basis. The institutional
Records Retention Schedule [18] is approved by the Texas State Library and Archive
Commission (TSLAC) [19] and the Texas State Auditor’s Office [20] in compliance with
Texas Government Code, Chapter 441 [21]. HOP, Chapter 9, Section 9.21 [22]
contains the policies on records, the release of records, and the Records Retention
Schedule. The Vice President for Business Affairs (VPBA) has been designated the
Public Information Officer and Records Management Officer under the Texas Public
Information Act [23].
Many offices within the University maintain elements of student records. These offices
have developed policies and procedures to ensure the security, confidentiality, and
integrity of these records.
395
Procedures Specific to Individual Offices
Academic Advising Centers
The academic advising centers follow the provisions of FERPA [7] and have policies
and procedures in place to ensure the appropriate handling of students’ academic
advising records. A paper file is kept for each student and maintained in the academic
advising center of the student’s college. The files generally contain the following
documentation: degree plan, forms, advising notes (from phone, walk-in or
appointments), and email correspondence between the student and the advisor. The
files are stored in secured filing cabinets in each center. The academic advising file of
students who have graduated are scanned, indexed and kept for seven years.
Admissions
UTSA Undergraduate Admissions [24] receives student records by electronic
transmission and physical delivery of paper documents. Electronic transmissions are
secured by encryption from all sources and uploaded to Banner. Paper documents are
scanned, uploaded, and then shredded. Once data are uploaded, permissions ensure
that only authorized persons have access. Authorized persons formally acknowledge
their understanding of the confidential nature of student data and the appropriate use of
that data.
Business Auxiliary Services
Business Auxiliary Services stores student ID numbers, student graphic images, and
associated UTSACard transactions in a secure database. Access to the system is
limited to office employees who require access for daily job functions. This access is
limited and unique to each user with individually assigned usernames and passwords.
Career Services
Career Services uses a Career Services Online (CSO) Research database, UTSA
Jobbank, to maintain all student records on a secured external website approved by the
VPBA and the OIT. Limited information from student files is uploaded into the
database and students must complete their Jobbank registration. Any other student
record information used for internal purposes is secured in locked file cabinets in
individual locked offices. These records are maintained based on the records
management and retention policy.
Colleges’ Freshman Advising Center
396
Freshman advising files are maintained by the Colleges’ Freshman Advising Center and
stored in locked filing cabinets in a secured area. These files are for internal purposes
and are transferred to the college advising center for the student’s major upon reaching
sophomore status.
Counseling Services
Counseling Services is required by applicable laws and the ethics of the profession to
respect the confidentiality of information obtained from student clients. All records are
locked at night; they are protected from the view of others and only authorized
individuals have access to them. Counseling Services is paperless and has its own
server managed by the OIT at UTSA. Client case notes are not printed and are stored
electronically on a secure server with appropriate backup and firewall security.
Disability Services (DS)
The DS Office collects and maintains disability-related information, which is kept in
secure files with access limited to authorized DS staff. Information regarding a disability
may be shared with UTSA faculty and staff only on a limited basis and only for the
purposes of ensuring appropriate accommodation, providing a service or benefit to the
student, or performing a task related to the student's education or student discipline.
Information in DS student files is protected by the FERPA [7]. DS is prohibited from
releasing information concerning a student’s disability to individuals or agencies outside
the University without written authorization of the student. A student’s file may be
released to comply with a court order or subpoena. A student has the right to review his
or her own file with reasonable notification to the DS director.
Extended Education
The Office of Extended Education maintains student records for all courses and
programs. These records are maintained electronically and in locked file cabinets. The
electronic files are housed on a secure server. Access to this database is passwordprotected and limited to office staff. Additionally, paper records of these files are kept in
locked file cabinets at all times with limited access.
Financial Aid and Enrollment Services
The Office of Student Financial Aid and Enrollment Services follows the provisions of
FERPA [7] and has policies and procedures in place to ensure the appropriate handling
of students’ financial aid and enrollment records. Electronic information is stored in
Banner. All paperwork submitted by students is scanned, imaged, and filed by date of
receipt in a secure warehouse. Paper copies are retained for five years.
397
Financial Services and University Bursar
The Office of Financial Services and University Bursar maintains student appeal records
including paper copies of student academic transcripts. All of this information is
maintained in a locked cabinet.
Graduate School
The Graduate School works with all the colleges and shares graduate student
application files with college staff members whose primary responsibility is working with
graduate student files. The manager of graduate admissions provides authorized staff
members and the Graduate School staff access to the electronic application system and
to Banner. These data are stored on secure servers.
Current applicant files are stored in the graduate file room. File room access is
restricted to Graduate School staff only and the lock is recoded after a staff member
departs. At the beginning of every semester, the Graduate School images all the
current applicant files into Banner.
Health Services
A medical record is maintained for each student seen in the Health Center. Health
information and medical records are strictly confidential and cannot be released without
the student’s written consent. Students may review their medical record with a
physician or nurse at the student’s request. Medical records are not included in the
university record system, but are maintained in compliance with Texas state laws and
are destroyed at a prescribed time in a confidential manner.
International Student Services
The International Student Services Program in the Office of International Programs
(OIP) closely follows guidelines pursuant to the privacy, security, and confidentiality of
international student records. International student records include file copies of those
legal documents required by the United States Citizenship and Immigration Service
(USCIS) and the Department of State (DoS). These documents are kept in a secure
filing room with no window access and limited OIP key access. Electronic versions of
international student records are maintained in protected systems. FSA Atlas is the
student information bridge between the UTSA Banner system and the electronic SEVIS
398
system maintained by the Federal Government under the Office of Homeland Security.
Only UTSA Designated School Officials (DSO’s registered in SEVIS) have access to the
SEVIS system.
Institutional Research
Internal controls within the Office of Institutional Research are designed to ensure the
security, confidentiality and integrity of student records. All staff who work with student
records have ready access to the Banner table which maintains the “confidentiality
indicator” to ensure that any requests for personally identifiable information exclude
those records of students who have specified their information is not to be released. As
an additional security measure, an internal review process ensures the accuracy of the
data and that appropriate student confidentiality is maintained.
All computers storing student information are protected by passwords, logged off, and
kept behind locked doors at the end of the day. These computers are periodically
scanned using security software to ensure that social security numbers are
appropriately stored only on secure network servers.
Judicial Affairs
The Office of Student Judicial Affairs maintains all student records and information in
locked cabinets in a secure area. Archive file cabinets are locked at all times and
current student record file cabinets are unlocked each morning and locked again at the
end of the day. All records in professional staff offices are kept behind locked doors
and the office suite door is locked at the end of the workday.
Library
The Library protects the student’s privacy in the use of library materials by not retaining
the history of the use of materials. When a patron returns materials to the library, the
link between the materials and the patron is deleted.
Parking and Transportation Services
Documentation of a student’s parking record, including but not limited to address,
vehicle, permit, citation, and appeal, is maintained in Parking and Transportation
Services’ files. This information is stored electronically in a secured database with
permissions ensuring that only authorized personnel can access the data.
399
Registrar
The Office of the Registrar electronically maintains student records primarily on Banner,
as well as in a secured datamart and in a reporting and scheduling system. Paper
records processed daily are housed in a secure environment within the Office of the
Registrar. Imaged records that have been added to Banner, once verified, are
shredded. Standard Banner security measures ensure that only staff with the
appropriate access can view or update data related to their job and function within the
Office of the Registrar.
Special Events
The Office of Special Events maintains personal information on a secure yahoo server
when a Student Ambassador registers for this program. Paper records related to this
data are stored in the director’s office in a locked file cabinet.
Testing Services
Testing Services maintains student test records in paper and electronic form. Paper
records are secured in vaults at both the Main and Downtown campuses, which are
accessible by authorized personnel only. The electronic forms are held in secure
servers with password protection. Personnel are trained on proper use of records and
storage.
Tomas Rivera Center (TRC)
The TRC maintains student files that contain orientation and academic advising
information. Files are kept in locked file cabinets, which are accessible only by
authorized personnel. These records are maintained for one year in the office and then
transferred to a secured and locked storage space on campus for four years.
Vice President for Student Affairs
The Office of the Vice President for Student Affairs maintains copies of student judicial
appeals and copies of student record information retrieved from Banner. These records
are kept in locked cabinets that are accessible only by authorized personnel.
400
Documentation:
Document
Source of Document
[1]
Policies, Standards & Guidelines - IT Security
Texas Department of
Information Resources (DIR)
Website
[2]
Texas Administrative Code (TAC), Title 1, Part
10, Chapter 202, Subchapter C, Rule 202.70
TAC, Title 1, Part 10, Chapter
202, Subchapter C
[3]
Handbook of Operating Procedures (HOP),
Chapter 8, Section 8.12
HOP Table of Contents
[4]
Office of Information Technology (OIT)
UTSA Website
[5]
Data Classification Standard
OIT Website
[6]
Security Information
[7]
Family Education Rights and Privacy Act
(FERPA)
Student Financial Aid and
Enrollment Services Website
[8]
Health Insurance Portability and Accountability
Act (HIPAA)
U.S. Department of Health and
Human Services Website
[9]
2008-2009 Information Bulletin
UTSA Website
[10] INT124 - Information Resources Acceptable
Use and Security Policy
UT System – Policy Office
[11] UTS 165 – UT System Information Resources
Use and Security Policy
[12] HOP, Chapter 9, Section 9.35
HOP Table of Contents
[13] Institutional Compliance Program
Audit, Compliance, and Risk
Services Website
[14] Link to FERPA forms
Office of the Registrar
[15] WebCT
UTSA Website
401
Document
Source of Document
[16] Banner - Confidentiality Statement
Office of Information
Technology (OIT) Website
[17] Backup & Data Recovery Standard
Information Security - OIT
Website
[18] State of Texas Records Retention Schedule
Records Retention – UTSA
Website
[19] Texas State Library and Archive Commission
Website (TSLAC)
N/A
[20] Texas State Auditor’s Office Website
N/A
[21]
Texas Government Code, Chapter 441
Texas Statutes - Government
[22] HOP, Chapter 9, Section 9.21
HOP Table of Contents
[23] Texas Public Information Act
Texas Statutes – Government
[24] Undergraduate Admissions Office
UTSA Website
402
Comprehensive Standard 3.9.3 - Qualified Staff
The institution employs qualified personnel to ensure the quality and effectiveness of its
student affairs programs.
Compliance Judgment: Compliance
Narrative:
The University of Texas at San Antonio (UTSA) employs qualified personnel to ensure
the quality and effectiveness of its student affairs programs.
The organizational chart for the division of Student Affairs [1] shows that the vice
president for Student Affairs (VPSA) directs the leaders of six major administrative
programs and services areas in order to best support the missions and strategic plans
of both Student Affairs [2] and the University [3]. Descriptions of the qualifications of
senior-level personnel [4] directing programs within the following areas are provided:
Undergraduate Admissions; Orientation and Family Programs; Administration and
Student Services; Athletics; Registrar; Student Financial Aid and Enrollment Services;
and Student Life. The programs and services areas for Student Affairs are described in
more detail in the narrative for Core Requirement 2.10 [5]. These programs and
services are designed to help students achieve their educational, personal, and
professional goals; to develop leadership skills; and to enrich their learning and living
experiences. To provide quality programs and services to UTSA students, Student
Affairs employs approximately 140 administrative and professional staff, 265 classified
staff, and 400 part-time student employees. Student Affairs follows rigorous practices in
hiring, professional development, and evaluation to ensure the quality and effectiveness
of its programs, as detailed below.
Hiring of Student Affairs Personnel
Student Affairs complies with the hiring requirements in The University of Texas System
(UT System) Rules and Regulations of the Board of Regents (Regents’ Rules), Rule
30102, Section 2 [6], and UTSA’s Handbook of Operating Procedures (HOP), Chapter
1, Section 1.1 [7], which delegate to the president of the institution the responsibility for
the appointment and dismissal of all administrative officers at UTSA, including vice
presidents, deans, directors and their equivalents. In addition, Student Affairs follows
University search guidelines [8], published on the Office of Human Resources website,
when filling administrative and non-administrative positions. Position announcements
and job descriptions for Student Affairs personnel define required qualifications as per
these hiring guidelines.
403
Professional Development of Student Affairs Personnel
To enhance skills and knowledge and promote lifelong learning, Student Affairs
personnel are provided a wide variety of professional development opportunities.
These include training classes available to all faculty and staff through the UTSA
Training and Development [9] Office and annual compliance training and management
certifications required by UTSA’s Office of Audit, Compliance and Risk Services [10].
UTSA’s undergraduate [11] and graduate [12] level degree programs are also available
to any interested staff. Additionally, during fall 2008, qualified members of the Student
Affairs’ Professional Development Team (PDT) facilitated several sessions of True
Colors training [13] for all Student Affairs staff. Related offerings planned for the future
include Showing Our True Colors, True Colors Departmental Brief, True Colors:
Understanding and Improving Communication, True Colors for Supervisors, Leading
Through Change, True Colors for Work Study Students, and Career Exploration and
Success. Multiple sessions of a Student Affairs staff conference will be offered during
spring 2009.
Evaluation of Student Affairs Personnel
All UTSA employees are evaluated annually, as delineated in the HOP, Chapter 1,
Section 1.2 [14] (administrative personnel), and in the HOP, Chapter 3, Section 3.1 [15]
(all other non-faculty staff members). The HOP, Chapter 1, Section 1.2 [14] states: “All
vice presidents, deans and department chairs are evaluated on an annual basis, as
required by [UT] System policy.” The HOP, Chapter 3, Section 3.1 [15] states:
“Supervisors are expected to conduct annual evaluations for all regular classified and
administrative and professional employees.” Section 3.1 also lists procedures that
supervisors at UTSA must follow in the annual performance evaluation process and
provides details regarding performance evaluation criteria. Classified employees are
evaluated using the Annual Non-Faculty Performance Evaluation Review Form [16].
Examples of evaluations conducted for Student Affairs staff will be made available
at UTSA's Department of Human Resources during the onsite visit. Staff can report on
these forms any internal or external training they have completed; any conferences or
workshops they have attended; and professional certifications, licenses, and degrees
they have earned during the evaluation period.
404
Documentation:
Document
Source of Document
[1]
Student Affairs Organizational Chart
Student Affairs Website
[2]
Student Affairs Strategic Plan
[3]
UTSA 2016: A Shared Vision (Strategic Plan)
UTSA 2016: A Shared Vision
Website
[4]
Student Affairs – Qualifications of Senior-Level
Personnel
N/A
[5]
Core Requirement 2.10
Located within the UTSA
Compliance Certification Report
[6]
Rules and Regulations of the Board of Regents
(Regents’ Rules), Rule 30102, Section 2
Regents’ Rules, Rule 30102
[7]
Handbook of Operating Procedures (HOP),
Chapter 1, Section 1.1
HOP Table of Contents
[8]
General Reminders/Information about the Hiring Human Resources Website
and Recruiting Process at UTSA
[9]
Training and Development
[10] Audit, Compliance and Risk Services
UTSA Website
[11] Undergraduate Degree Programs
Undergraduate Catalog 20082010
[12] Graduate Degree Programs
Graduate Catalog 2009-2011
[13] True Colors Training
N/A
[14] HOP, Chapter 1, Section 1.2
HOP Table of Contents
[15] HOP, Chapter 3, Section 3.1
405
Document
[16] Annual Non-Faculty Performance Evaluation
Review Form
Source of Document
UTSA Annual Employee
Performance Evaluation –
Human Resources Website
406
Comprehensive Standard 3.10.1 - Financial Stability
The institution’s recent financial history demonstrates financial stability.
Compliance Judgment: Compliance
Narrative:
The recent financial history of The University of Texas at San Antonio (UTSA)
demonstrates financial stability. This stability is reflected in the audited financial
statement reports for fiscal years 2005 [1], 2006 [2], 2007 [3], and 2008 [4].
A review of the University’s Statement of Revenues, Expenses and Changes in Net
Assets [5] provides strong evidence of UTSA’s financial stability. For example, net
assets are one indicator of financial stability. UTSA has increased total net assets by
$304.29 million dollars or 54 percent during the four year period between fiscal years
2005 to 2008. Assets exceeded liabilities in fiscal years 2005-2008 by $566.4 million,
$635.2 million, $761.3 million, and $870.7 million respectively.
The 2008 Statement of Cash Flows [6] provides additional information about the major
sources and use of cash and demonstrates that UTSA has successfully met its financial
obligations – another aspect of financial strength. The increase in cash flow from 2007
is attributable to an across-the-board greater use of funding from all revenue sources to
cover operations, with an increase of $16.4 million in payroll related costs, representing
82 percent of the change.
The financial records of UTSA are consolidated with The University of Texas System
(UT System) and reported as a business-type activity in the State of Texas’ 2000-2008
Comprehensive Annual Financial Report [7].
Additionally, as part of the annual financial reporting process, each UT System
institution prepares an Analysis of Financial Condition [8] for the reported year. The
Analysis of Financial Condition includes additional key financial ratios about UTSA’s
financial stability and provides financial data to support the decision making process
and strategic planning initiatives. For the past five years, UTSA has received a
satisfactory rating from UT System, as shown in the Annual Financial Condition reports
for UTSA for the years 2004 [9], 2005 [10], 2006 [11], 2007 [12], and 2008 [13].
Non-financial information may also be considered when assessing the financial health
of an institution. The increases in overall student numbers, full-time equivalent (FTE)
students, and the percent of full-time (FT) students attest to the financial health of
UTSA. Since fall 2000, student headcount at UTSA has increased by 50.9 percent.
UTSA has increased its FTE enrollment by 8,715, a 65.3 percent increase during that
407
same eight-year period. In addition, the percent of students who are FT has also
increased. From fall 2000 to fall 2008, FT undergraduate students have increased from
69 percent of total undergraduates to 79 percent. During that time, FT master’s
students increased from 26 percent to 35 percent of total master’s students. Due to the
great increase in both the number of doctoral programs (2 to 21) and the number of
doctoral students (58 to 464), the percent of FT doctoral students decreased from 90
percent to 64 percent. Overall, however, the percent of FT students increased from 62
percent to 73 percent from fall 2000 to fall 2008.
Administrative Competency of Individuals Managing Financial Stability
The vice president for Business Affairs (VPBA) has designated the associate vice
president for Financial Affairs [14] and assistant vice president for Financial Affairs and
university controller [15] as the financial reporting officers responsible for the integrity of
the Annual Financial Report (AFR) and for the establishment of effective internal
controls for its preparation. These individuals are well qualified to oversee the
administration of UTSA’s financial affairs. All critical personnel have the requisite
credentials to perform their jobs [16].
Major Changes in Unrestricted Revenues and Expenditures
An analysis of the past five years of UTSA’s revenues and expenditures indicates
strong growth in all revenue categories, primarily due to the overall growth of the
institution [17]. State appropriations [18] increased by 43 percent over the five-year
period from 2004 to 2008, from $80,227,084 to $114,684,926. Operating revenues [19]
increased on average 64 percent. Net tuition and fees grew by 68 percent from $88.2
million in 2004 to $148.1 million in 2008, $59.8 million over five years. Auxiliary
enterprises grew by 304 percent from $4.4 million in 2004 to $17.9 million in 2008. This
revenue growth is funding programs and infrastructure required to create a co-curricular
campus life experience that complements the UTSA’s academic mission.
Depreciation
Beginning fiscal year ending 2003, UTSA implemented the Governmental Accounting
Standards Board (GASB) Statement 35 to record a depreciation expense on its financial
statements. Depreciation is calculated according to the State of Texas Comptroller
Capital Asset Guidelines, Sections 6.31 and 6.32 [20], using the straight-line
depreciation method (historical cost less residual value, divided by useful life). Capital
assets are depreciated over their estimated useful lives unless they are inexhaustible,
such as works of art or historical treasures. On a quarterly basis, depreciation data is
calculated based on the State Property Accounting (SPA) system’s class codes for
408
useful life [21]. Accumulated depreciation is summarized from the various asset classes
and recorded at a general ledger level to Investment in Plant Funds as a lump sum total
for Buildings, Facilities and Other Improvements, and Infrastructure once it has been
transferred from Construction in Progress.
Debt Management
The UT System Office of Finance is responsible for debt issuance, management,
investment oversight and related activities. In accordance with The UT System Rules
and Regulations of the Board of Regents (Regents’ Rules), Rule 80305 [22], all debt
incurred by The UT System will be issued or incurred pursuant to resolutions approved
by the Board of Regents (Board) and in accordance with the general laws of the state of
Texas. Before any debt can be issued, The UT System must obtain an opinion from
bond counsel that the issue complies with applicable Texas and federal laws. The UT
System must also receive the necessary approvals from both the Texas Bond Review
Board and the Texas Attorney General.
UTSA participates in the Revenue Financing System (RFS) for capital project funding.
The Board created RFS in 1991 to provide a cost-effective debt program by
consolidating the revenue-supported debt capacity for all UT System campuses.
The Board must approve any project funded in whole or in part with debt, regardless of
the amount. The Texas Bond Review Board approves the bond issuance and the
Texas attorney general approves the legality of the bond issuance. Long-term RFS
debt is currently rated Aaa, AAA, and AAA by Moody’s, Standard & Poor’s, and Fitch,
respectively. Short-term RFS debt is currently rated P-1/VMIG1, A-1+/A-1+, and F1+/F1+ by Moody’s, Standard & Poor’s, and Fitch, respectively.
Another debt financing program available to the campus is the Tuition Revenue Bond
(TRB), specifically authorized by the Texas State Legislature. TRBs are equally
secured by and payable from a pledge of all or a portion of certain “revenue funds” as
defined in the Texas Education Code (TEC), Chapter 55, Sections 55.02 [23]; 55.13
[24]; 55.16 [25]; and 55.17 [26]. Historically, however, the state has appropriated funds
to the University in an amount equal to the debt service pursuant to specific
authorization to individual institutions. TRBs are however dilutive to The UT System’s
overall credit ratios and directly affect UTSA’s overall debt capacity as measured by the
debt service coverage ratio, the debt burden ratio and the leverage ratio.
The amount of UTSA’s debt outstanding at fiscal year end 2008 was $352,815,000 or
6.5 percent of The UT System total. Although this represents a 24 percent increase
over the prior year, all capital improvement projects were approved based on pro forma
analysis pursuant to the Institutional Debt Capacity Methodology [27].
409
Endowment Management
The UTSA endowment management guidelines found in the UTSA Handbook of
Operating Procedures (HOP), Chapter 9, Section 9.20 [28], ensures assets given to
UTSA are accepted, managed, and invested to provide maximum benefit and minimal
risk. The Office of Advancement Services is responsible for assuring that the institution
adheres to these guidelines. An Endowment Monitoring Plan [29] has been created to
ensure the appropriate controls exist for endowment processing and distribution.
UTSA’s Endowment Compliance Committee consists of members from across the
campus community [30] who complete the Endowment Compliance Annual Report [31],
as required by The UT System. The UTSA Office of Advancement Services received
the 2008 Chancellor’s Award for Excellence in Endowment Compliance [32]. UTSA’s
most recent history of fundraising activity shows a 31 percent increase in gifts for
endowments and gifts for operating expenses [33].
The University of Texas Investment Management Company (UTIMCO) [34] was
founded in 1995 to manage the investment assets under the fiduciary care of The UT
System Board of Regents (Board). The UTIMCO Board of Directors includes three
members of the Board, The UT System chancellor, and five independent investment
professionals appointed by the Board. UTSA’s endowments are part of the Long Term
Fund (LTF), which is invested in shares of the General Endowment Fund (GEF), a
broadly diversified pooled investment fund managed by UTIMCO. The GEF was
created to increase efficiencies in managing investments, reduce costs, and streamline
reporting. Annual and quarterly information, including the audited financial
statements [35] are available to the public. The Board determines the annual
distributions from the endowments based on UTIMCO’s recommendations and the
policy on the General Endowment Fund [36]. The target rate should not exceed the
funds’ average annual investment return minus fund expenses and inflation.
Distributions are increased annually at the average rate of inflation provided that the
distribution rate remains within a range of 3.5 percent and 5.5 percent of fund asset
value.
For the four years ending August 31, 2004 through 2007, the annual percentage
increase in the market value of UTSA’s endowment ranged from 20.16 percent to 22.11
percent. Due to market performance, the value of the endowment increased only 0.59
percent in 2008 for a total market value of $54,084,217. Endowment data was also
available as of August 31, 2008 [37].
410
Documentation:
Document
Source of Document
[1]
Audited Financial Statement Report for 2005
N/A
[2]
Audited Financial Statement Report for 2006
N/A
[3]
Audited Financial Statement Report for 2007
N/A
[4]
Audited Financial Statement Report for 2008
N/A
[5]
2008 Statement of Revenues, Expenses and
Changes in Net Assets
N/A
[6]
2008 Statement of Cash Flows
N/A
[7]
State of Texas’ 2000-2008 Comprehensive
Annual Financial Report
Fiscal Management
[8]
Analysis of Financial Condition
N/A
[9]
Annual Financial Condition Reports for 2004
N/A
[10] Annual Financial Condition Reports for 2005
N/A
[11] Annual Financial Condition Reports for 2006
N/A
[12] Annual Financial Condition Reports for 2007
N/A
[13] Annual Financial Condition Reports for 2008
N/A
[14] Associate Vice President for Financial Affairs Biography
Management Overview and
Biographies - Financial Affairs
Website
[15] Assistant Vice President for Financial Affairs
and University Controller - Biography
[16] Critical Financial Affairs Personnel
[17] Five Year Overview
N/A
411
Document
Source of Document
[18] State Appropriations Graph
N/A
[19] Five-Year Operating Revenue Change Graph
N/A
[20] Purchasing and Reporting of Capital Assets,
Chapter 6, Sections 6.31 and 6.32
Fiscal Management (FM) X
Website
[21] State Property Accounting (SPA) Class Codes
and Annual Financial Report (AFR) Categories
[22] Rules and Regulations of the Board of Regents
(Regents’ Rules), Rule 80305
Regents’ Rules
[23] Texas Education Code (TEC), Chapter 55,
Section 55.02
TEC, Chapter 55
[24] TEC, Chapter 55, Section 55.13
[25] TEC, Chapter 55, Section, 55.16
[26] TEC, Chapter 55, Section, 55.17
[27] Institutional Debt Capacity Methodology
Office of Finance - UT System
Website
[28] Handbook of Operating Procedures (HOP),
Chapter 9, Section 9.20
HOP Table of Contents
[29] Endowment Monitoring Plan
N/A
[30] UTSA Endowment Compliance Committee
N/A
[31] Endowment Compliance Annual Report
N/A
[32] "UTSA Wins Chancellor’s Excellence Awards" UTSA Today article
UTSA Today Website
[33] UTSA Five-Year Fundraising Data
N/A
[34] University of Texas Investment Management
Company (UTIMCO)
UTIMCO Website
412
Document
Source of Document
[35] General Endowment Fund (GEF) – Audited
Financial Statements
[36] GEF Investment Policy Statement
[37] Endowment Data FY 2008
UTSA Fall 2008 Fact Book
413
Comprehensive Standard 3.10.2 - Submission of Financial Statements
The institution provides financial profile information on an annual basis and other
measures of financial health as requested by the Commission. All information is
presented accurately and appropriately and represents the total operation of the
institution.
Compliance Judgment: Compliance
Narrative:
The University of Texas at San Antonio (UTSA) provides financial profile information on
an annual basis and other measures of financial health as requested by the
Commission. All information is presented accurately and appropriately represents the
total operation of the institution.
Submission of Institutional Profiles
UTSA has completed and submitted its most recent Financial Profile [1] to the
Commission. The information contained in the profile is accurate and appropriately
represents the operations of the University. To date, no additional financial statements
have been requested by the Commission.
Preparation of Annual Financial Reports
UTSA prepares annual financial statements for consolidation with the other nine
universities and six health institutions that comprise The University of Texas System
(UT System). All UT System institutions follow common reporting and budget
guidelines established by the State of Texas under Texas Government Code, Chapter
2101, Section 2101.011 [2] and The University of Texas System (UT System) Rules and
Regulations of the Board of Regents (Regents’ Rules), Rule 20501 [3] and are subject
to the same accounting standards. UT System publishes its annual consolidated
financial reports [4] on its website. UTSA adheres to established policies and
procedures established by The UT System — UTS142.1 “Policy on the Annual Financial
Report” [5] and the Texas State Comptroller’s Office “Reporting Requirements for
Annual Financial Reports of State Agencies and Universities” [6] — to assure accurate
financial information, which is summarized in the annual financial report. UTSA’s
annual financial reports for the fiscal years ending 2006 [7], 2007 [8], and 2008 [9], are
posted on the University’s website. These reports are prepared in compliance with the
Texas Government Code, Chapter 2101, Section 2101.011 [2], in accordance with
generally accepted accounting principles as prescribed by the Governmental
Accounting Standards Board [10] and in accordance with the requirements established
414
by the State Comptroller of Public Accounts [11]. The accuracy of this information is
verified through a comprehensive internal audit process conducted by UTSA’s Office of
Audit, Compliance, and Risk Services [12]. An external audit is conducted by the State
Auditor as part of the State of Texas Comprehensive Annual Financial Report (CAFR)
[13] process. The integrity of the systems used to maintain and present data are
validated by the limited number of findings in the annual audits during the past five
years (see CAFR and the UT System Consolidated Financial Statements [14]).
UTSA’s president, senior executive and financial staff periodically review financial data
throughout the year during the quarterly financial assessment process and for The UT
System required monthly financial reporting [15] process. A presentation of the annual
financial report [16] is made to the UTSA Audit Committee every January.
Documents Accurately and Appropriately Represent Operations
UTSA continues to receive a “satisfactory” rating by UT System as a result of its healthy
financial condition. The Summary of Financial Condition [17], [18], [19], required by The
UT System each year and presented to the Board of Regents’ Finance and Planning
Committee, demonstrates UTSA’s ability to sustain its future financial status and
sufficiency of resources, management of debt, asset performance and operating results.
Budget information is provided in the FY 2009 Operating Budget Summary [20].
Documentation:
Document
Source of Document
[1]
UTSA 2009 Commission on Colleges Financial
Profile
N/A
[2]
Texas Government Code, Chapter 2101,
Section 2101.011
Texas Government Code,
Chapter 2101
[3]
Rules and Regulations of the Board of Regents
(Regents’ Rules), Rule 20501
Regents’ Rules
[4]
State-Required Reports
Controller's Office - UT System
Website
[5]
UTS142.1 - Policy on the Annual Financial
Report
Policy Office – UT System
Website
415
Document
Source of Document
[6]
Reporting Requirements for Annual Financial
Reports of State Agencies and Universities
Texas Comptroller of Public
Accounts
[7]
UTSA Annual Financial Report FY 2006
Financial Affairs Website
[8]
UTSA Annual Financial Report FY 2007
[9]
UTSA Annual Financial Report FY 2008
[10] Governmental Accounting Standards Board
(GASB)
N/A
[11] Texas Comptroller of Public Accounts
N/A
[12] Office of Audit, Compliance, and Risk Services
UTSA Website
[13] State of Texas Comprehensive Annual
Financial Report (CAFR)
Texas Comptroller of Public
Accounts Website
[14] CAFR and the UT System Consolidated
Financial Statements
Controller’s Office – UT System
Website
[15] UT System Monthly Financial Reports
[16] State of Texas Comprehensive Annual
Financial Report – Fiscal 2008
Texas Comprehensive Annual
Financial Report – Texas
Comptroller of Public Accounts
Website
[17] UTSA 2006 Summary of Financial Condition
N/A
[18] UTSA 2007 Summary of Financial Condition
N/A
[19] UTSA 2008 Summary of Financial Condition
N/A
[20] Operating Budget FY 2009
Budget Planning &
Development Website
416
Comprehensive Standard 3.10.3 - Financial Aid Audits
The institution audits financial aid programs as required by federal and state
regulations.
Compliance Judgment: Compliance
Narrative:
The University of Texas at San Antonio (UTSA) audits its financial aid programs as
required by federal and state regulations. According to the U.S. Department of
Education 2008-2009 Federal Student Aid (FSA) Handbook [1], “a school that
participates in any FSA program generally must have an independent auditor conduct
an annual audit of the school’s compliance with the laws and regulations that are
applicable to the FSA programs in which the school participates (a compliance audit),
and an audit of the school’s financial statements (a financial statement audit).”
Moreover, “[i]n lieu of audits performed under the FSA Audit Guide, some schools are
required to have audits performed under the guidelines of the Single Audit Act [2] (also
known as ‘A-133 Audits’ because the guidelines for the audits are provided in the
federal Office of Management and Budget [OMB] Circular A-133). Audits performed
under the Single Audit Act satisfy the Department’s audit requirements.”
In order to satisfy these requirements, UTSA engages the Texas State Auditor’s Office
(SAO) to conduct the annual financial aid audit for UTSA as part of the statewide Single
Audit in accordance with OMB A-133, Audits of States, Local Governments and
Nonprofit Organizations [3] and the audit guidance contained in the OMB Compliance
Supplement for Student Financial Assistance Clusters [4]. The SAO releases two
reports related to the statewide Single Audit work: the Federal Portion of the Statewide
Single Audit Report and Financial Portion of the Statewide Single Audit Report. The
SAO submits all reports to the federal government as part of the Single Audit
requirements.
The Federal Portion of the Statewide Single Audit Report includes a review of
compliance and controls over the state’s federal awards and an audit of the Schedule of
Expenditures of Federal Awards including the Student Financial Assistance Cluster.
Listed below are excerpts pertaining to UTSA from the Federal Portion of the Statewide
Single Audit Reports (compliance audits) for the last four fiscal years:
•
•
•
•
State Auditor’s Report – Federal (Compliance) Portion FY 08 [5];
State Auditor’s Report – Federal (Compliance) Portion FY 07 [6];
State Auditor’s Report – Federal (Compliance) Portion FY 06 [7];
State Auditor’s Report – Federal (Compliance) Portion FY 05 [8].
417
The Office of Student Financial Aid has taken corrective actions to implement all of the
recommendations from the Federal Portion of the Statewide Single Audit Reports.
Student Financial Aid strives to maintain and continually improve reporting systems and
internal controls. Audit results for the most recent years, as presented, reflect this
continuous improvement, with a minimal number of audit recommendations; since
FY06, no material weaknesses have been noted. The audit findings that have been
repeated have only recurred for one subsequent audit because of the timing of
the audits and related implementation of corrective actions. Only one corrective action
from the FY08 Statewide Single Audit Report is in an "In Progress" status, and
implementation of that corrective action should be complete by October 2009.
The financial portion of the Statewide Single Audit includes an audit of the state’s basic
financial statements and a review of significant controls over financial reporting and
compliance with applicable requirements. Listed below are the Financial Portion of
Statewide Single Audit Reports (financial statement audits) for the last four fiscal years:
•
•
•
•
State Auditor’s Report – Financial Portion FY 08 [9];
State Auditor’s Report – Financial Portion FY 07 [10];
State Auditor’s Report – Financial Portion FY 06 [11];
State Auditor’s Report – Financial Portion FY 05 [12].
No recommendations were made that pertained to UTSA.
Documentation:
Document
Source of Document
[1]
U.S. Department of Education 2008-2009
Federal Student Aid (FSA) Handbook – FSA
Audit Requirements for Schools
N/A
[2]
U.S. Department of Education 2008-2009
Federal Student Aid (FSA) Handbook – Circular
A-133 and the Single Audit Act
N/A
[3]
Federal Office of Management and Budget
(OMB) A-133, Audits of States, Local
Governments and Non-Profit Organizations
N/A
[4]
OMB Compliance Supplement for Student
Financial Assistance Clusters
N/A
418
Document
Source of Document
[5]
State Auditor’s Report - Federal (Compliance)
Portion FY 2008
N/A
[6]
State Auditor’s Report - Federal (Compliance)
Portion FY 2007
N/A
[7]
State Auditor’s Report – Federal (Compliance)
Portion FY 2006
N/A
[8]
State Auditor’s Report – Federal (Compliance)
Portion FY 2005
N/A
[9]
State Auditor’s Report – Financial Portion FY
2008
N/A
[10] State Auditor’s Report – Financial Portion FY
2007
N/A
[11] State Auditor’s Report – Financial Portion FY
2006
N/A
[12] State Auditor’s Report – Financial Portion FY
2005
N/A
419
Comprehensive Standard 3.10.4 - Control of Finances
The institution exercises appropriate control over all its financial resources.
Compliance Judgment: Compliance
Narrative:
The University of Texas at San Antonio (UTSA) exercises appropriate control over all of
its financial resources. In exercising appropriate control, UTSA complies with applicable
state and federal laws and regulations, The University of Texas System (UT System)
Rules and Regulations of the Board of Regents (Regents’ Rules) policies — UTS142 [1]
- Accounting Policies, UTS166 [2] - Cash Management and Cash Handling Policy,
UTS159 [3] - Purchasing, UTS119 [4] - Institutional Compliance Program, and UTS129
[5] - Internal Audit Activities — and sound business practices. UTSA’s Handbook of
Operating Procedures (HOP) [6] provides guidelines within the University, in
accordance with Board rules.
The Vice President for Business Affairs (VPBA) [7] has primary responsibility for control
over the University’s financial and physical resources. As the chief financial officer, the
VPBA is responsible for establishing and communicating policies and procedures to
ensure the proper and efficient use of university resources, cash handling, and related
functions. Certain departments that report to the VPBA share in the monitoring, control
and safeguarding of the University’s financial resources through the administration of
sound business practices and procedures. These departments post various
administrative guidelines and procedures on their respective websites. Evidence of the
qualifications of the Business Affairs’ management has been provided [8], [9], [10], [11],
[12], [13]. All critical financial personnel have the appropriate credentials and
experience to perform their jobs. The following is a list of the major functional areas that
report to the VPBA and have responsibilities related to financial control:
•
•
Financial Affairs [14], which consists of 1) Budget Planning and Development, 2)
Controller (Accounting Services; Capital Project and Debt Management;
Disbursements and Travel Services; Grants and Contract Financial Service; and
Payroll Services), 3) Financial Services and University Bursar (Fiscal Services
Offices and Capital Asset Management, including Inventory and Surplus
Property), and 4) Management Reporting and Administrative Systems
(Management Reporting and DEFINE Administrative Systems);
Administration [15], which consists of 1) Business Auxiliary Services (Card
Services, Vendor Contracts, Parking and Transportation Services), 2) Contracts,
3) Downtown Business Administration Liaison, 4) Environmental Health, Safety &
Risk Management (Laboratory Safety; Risk Management and Life Safety;
420
Environmental Protection and Construction Safety; and Radiation and Laser
Safety), and 5) Purchasing and Distribution Services (Procurement, Historically
Underutilized Business [HUB] Office, Mail Services, Central Receiving, and
Record Retention).
Financial Controls
Financial controls exist for a variety of activities at UTSA as described below:
Cash Handling
The director of Financial Services and University Bursar is responsible for ensuring that
UTSA maintains viable and effective cash management policies and procedures to
assist the campus in meeting its fiduciary responsibilities. Personnel who handle cash
or who are petty cash custodians receive training on UTSA’s policies and procedures
related to cash handling [16] and petty cash [17]. Monitoring takes place via spot audits
of petty cash funds and a review of cash handling procedures by Financial Services as
well as internal audits by the Office of Audit, Compliance, and Risk Services (ACRS)
[18] during departmental audits.
Monitoring Expenditures
The responsibility for monitoring UTSA’s expenditures begins with each account
administrator who must assure that expenditures are appropriate and reconciled
monthly to the financial system as documented through the Quality Assurance Review
(QAR) [19] process.
The associate vice president for Financial Affairs [20] oversees financial assessment,
tuition and fee proposals and reviews and reconciliation of student financial data. In
addition, the following departments within the division of Financial Affairs have a central
role in monitoring expenditures and uses of University funds: Budget Planning and
Development [21] and the Controller’s Office [22].
Controls over expenditures take various forms. Every financial document created in the
DEFINE [23] financial software system requires a departmental reviewer and approver
before the document may be forwarded to central processing offices. Once received by
the central office, various approval levels may also be required depending on the
business process.
Departmental purchasers are trained in purchasing policies and procedures [24].
Additional training and monitoring takes place to ensure appropriate controls over the
University’s Procurement Card (Procard) program. Purchasing cardholders and their
supervisors must take specialized training annually. Purchasing card transactions are
421
reconciled by the cardholder, reviewed by the supervisor, and spot-checked by
procurement staff. An overview of this process [25] provides more information.
Financial Review and Reporting
Financial Affairs is responsible for distributing financial reports to all account
administrators to facilitate monthly account reconciliations as required to ensure
expenditures and revenues are recorded correctly and that expenditures are
appropriate. Reports are provided with details of monthly income and expenditure
activity for review and reconciliation of accounts [26].
In accordance with UT System, UTS142.1 [27] - Policy on the Annual Financial Report,
UTSA has implemented an electronic subcertification process that requires all account
administrators to certify that their accounts have been reconciled; that all expenditures
are appropriate, allowable and properly recorded; that errors were adjusted; and that
adequate segregation of duties have been maintained. This process also requires a
certification of compliance with UTS134 [28] - Code of Ethics for Financial Officers and
Employees related to contract awards.
In addition to monthly financial reporting requirements set forth by the Board, UTSA has
implemented a financial assessment process to provide an internal review of “budget to
actuals” by college and division. This allows managers to monitor their rate of
expenditures in light of traditional spending patterns and the time frame in which the
reports are issued.
Operating Budget Guidelines
Budget Planning and Development (BPD) [21] oversees UTSA’s budget process.
Operating budget guidelines are updated annually, reviewed during operating budget
process workshops, and then posted to the BPD website. During fiscal year 2009, the
University Strategic Resource Planning Council was established as an advisory group
to the President for the following purposes:
•
•
To provide a comprehensive understanding of the resource issues facing the
University and context in which budgetary decisions are made;
To integrate campus strategic goal setting to provide recommendations regarding
funding issues and budget policies consistent with University strategic planning
initiatives, including:
o Recommending budget allocations to support the strategic implementation
plan;
o Monitoring progress of strategic tactics and funding allocations.
422
•
•
To facilitate a transparent, informative, and participatory process to incorporate
stakeholder views in the resource decision making process; and
To review cost savings initiatives, resources and requirements, including:
o Prioritizing requests for additional, new base funding;
o Developing recommendations for other resource issues facing the campus.
Administration/Purchasing
Purchasing [29] has the delegated authority to obligate funds for procurements. Its
mission is to procure goods and services in accordance with all federal, state and UT
System regulations, to obtain the best procurement value, and to uphold and support
the educational and research missions of the University.
Endowments and Investments
UTSA’s Handbook of Operating Procedures (HOP), Chapter 9, Section 9.20 [30],
ensures that assets given to the University are accepted, managed, and invested to
provide maximum benefit while minimizing risk to the University. University
Advancement [31] and Financial Affairs [14] each have a role in exercising financial
control over these assets.
University Advancement manages UTSA’s compliance and acceptance of endowment
gifts. UTSA endowments are reviewed annually as per UT System requirements —
UTS117 [32] - Endowment Compliance Plan System-Wide Standards and Guidelines,
and an annual compliance report [33] is prepared and submitted to The University of
Texas System (UT System). The Endowment Compliance Committee [34] also reviews
endowment compliance.
Financial Affairs is responsible for transferring funds received from donors to the
endowments funds — managed by The University of Texas Investment Management
Company (UTIMCO) [35] through the Long Term Fund [36] — on a monthly basis in
collaboration with the Office of University Advancement [31]. On a quarterly basis,
Financial Affairs is responsible for properly classifying and reporting endowment
distributions to the appropriate budget group.
More information regarding institutional policies and procedures over endowments and
investments is found in Comprehensive Standard 3.10.1 [37].
Internal Audit
The Board prescribes audit policies and guidelines pursuant to Texas Government
Code, Chapter 2102, Section 2102.001 [38]. The Office of Audit, Compliance and Risk
Services (ACRS) [18] is subject to these policies and guidelines and reports directly to
423
the president. ACRS is responsible for the development and administration of a
comprehensive compliance program to evaluate, identify and properly manage critical
institutional risks, including those associated with control over financial resources. A
Quality Assurance Review (QAR) [19] may be performed to evaluate the procedures a
department has in place to mitigate the risk of fraud. In addition, QAR verifies the
accuracy of the managers’ responses to the Management Certifications and assures
compliance with financial accountability mandates, such as:
•
•
•
Establishment of budget priorities consistent with mission, objectives and
available resources;
Enforcement of internal controls to provide assurance that all institutional
resources are properly used and safeguarded against waste, loss and misuse;
and
Management and oversight of department accounts to ensure expenditures are
appropriate and income and expenditures are reconciled to the University’s
official financial accounting records.
Formal management certifications are required annually to ensure that each
department’s system of internal controls conforms to the criteria identified in UTSA’s
Management Responsibilities Guide [39]. An annual report [40] on audit activity and
plans provides details of the regular audits conducted of key operating and financial
areas. As per the HOP, Chapter 9, Section 9.27 [41], audit reports and related findings
are presented each quarter to the UTSA Internal Audit Committee with continual followup until implementation of all recommendations are certified through attestation letters
signed by affected administrators. In addition, ACRS provides monthly updates on
progress regarding all audits and reviews.
ACRS further provides employees with the training necessary to understand the
relevant compliance issues and an opportunity to report issues of potential
noncompliance in a manner that preserves confidentiality. All employees receive
annual web-based compliance training [42] regarding fraud, outside employment, and
financial interests. Employees with signature authority over expenditures receive
annual compliance training regarding effectively controlling risks.
Documentation:
Document
[1]
UTS142 – Accounting Policies
Source of Document
University of Texas System (UT
424
Document
Source of Document
[2]
UTS166 – Cash Management and Cash
Handling Policy
System) Policy Office
[3]
UTS159 – Purchasing
[4]
UTS119 – Institutional Compliance Program
[5]
UTS129 – Internal Audit Activities
[6]
Handbook of Operational Procedures (HOP)
UTSA Website
[7]
Vice President for Business Affairs (VPBA)
Business Affairs Website
[8]
Kerry Kennedy – Vice President for Business
Affairs
N/A
[9]
Janet Parker – Associate Vice President for
Financial Affairs
N/A
[10] Barbara Baran-Centeno – Associate Vice
President for Human Resources and
Development
N/A
[11] Pamela Bacon – Associate Vice President for
Administration
N/A
[12] Dave Riker – Associate Vice President for
Facilities
N/A
[13] David Hernandez – Director of Public Safety
and Chief of Police
N/A
[14] Financial Affairs
UTSA Website
[15] Administration, Office of Business Affairs
[16] Cash Handling Procedures
Office of Accounting Website
[17] Petty Cash Fund
[18] Audit, Compliance, and Risk Services (ACRS)
UTSA Website
425
Document
Source of Document
[19] Quality Assurance Review
ACRS Website
[20] Associate Vice President for Financial Affairs
Financial Affairs Website
[21] Budget Planning and Development
[22] Controller’s Office
[23] DEFINE
[24] Official Purchasing Policies and Procedures
Purchasing and Distribution
Services Website
[25] Overview of Procurement Card Process
[26] Understanding the Statement of Account and
Requirements for Account
Review/Reconciliation of Budget Groups
Office of Accounting Website
[27] UTS142.1 – Policy on the Annual Financial
Report
UT System Policy Office
[28] UTS134 – Code of Ethics for Financial Officers
and Employees
[29] Purchasing Office
UTSA Website
[30] HOP, Chapter 9, Section 9.20
HOP Table of Contents
[31] University Advancement
UTSA Website
[32] UTS117 – Endowment Compliance Plan
System-Wide Standards and Guidelines
UT System Policy Office
[33] Endowment Compliance Annual Report
N/A
[34] Endowment Compliance Committee
N/A
[35] The University of Texas Investment
Management Company (UTIMCO)
N/A
[36] UTIMCO Long Term Fund (LTF)
UTIMCO Endowment Funds
426
Document
Source of Document
[37] Comprehensive Standard 3.10.1
Located within the UTSA
Compliance Certification Report
[38] Texas Government Code, Chapter 2102,
Section 2102.001
Texas Government Code,
Chapter 2102
[39] Management Responsibilities Guide
UTSA Leadership
Accountability Website
[40] UTSA Internal Audit Annual Report FY 2008
Audit, Compliance, and Risk
Services (ACRS) Website
[41] HOP, Chapter 9, Section 9.27
HOP Table of Contents
[42] Institutional Compliance Training
ACRS Website
427
Comprehensive Standard 3.10.5 - Control of Sponsored Research/External Funds
The institution maintains financial control over externally funded or sponsored research
and programs.
Compliance Judgment: Compliance
Narrative:
The University of Texas at San Antonio (UTSA) maintains financial control over
externally funded or sponsored research and programs. This control is achieved
through the combined efforts of the Office of the Vice President for Research (VPR) [1]
and the Office of the Vice President for Business Affairs (VPBA) [2]. The Office of
Sponsored Programs (OSP) [3] under the VPR is responsible for both pre-award and
post-award activities for externally funded sponsored programs.
Pre-Award Process
The financial control of sponsored programs begins with the pre-award process. The
pre-award process includes review of proposals to ensure compliance with the
requirements of the sponsor, UTSA and The University of Texas System (UT System).
In addition, this process involves preparing budgets, obtaining all internal approvals and
submitting the final proposals to sponsoring agencies.
Proposal development [4] and related information is available electronically for
reference by the principal investigator and the department. Sponsoring agencies’
guidelines are used to develop proposals (e.g., National Science Foundation [NSF] [5]
and the National Institutes for Health [NIH] [6]). Grant proposals are routed through
Cayuse424 [7], a web-based system for proposal development, electronic routing for
review and approval, and submission that supports federal and non-federal grant
applications.
All grants are negotiated with representatives of the funding agencies by OSP preaward grant and contract specialists. The terms of contract awards are negotiated with
the entity with whom UTSA is contracting (whether private or governmental) by the
Office of Contracts and Industrial Agreements (OCIA) [8]. Faculty and staff are not
authorized to negotiate the terms of an agreement or sign on behalf of UTSA. If a
budget is altered during negotiation, the director of OSP must approve the changes. A
grant or contract proposal with unusual procedural, reporting, or billing requirements is
not accepted until the requirements have been reviewed and approved by the
appropriate UTSA officials.
428
Post-Award Process
Post-award activities include monitoring sponsored program accounts for compliance
with local, state and federal rules and regulations, in addition to sponsor and UT System
requirements through Effort Certification and Reporting Technology (ECRT) [9], an
electronic effort certification and monitoring tool. The ECRT system guides faculty and
principal investigators through the necessary steps of effort reporting and certification
[10] — a method of certifying to the granting agency that the effort charged (or cost
shared) to each award has been completed — for their sponsored research on a semiannual basis.
Post-award services are provided by the OSP to:
•
•
•
•
•
•
•
•
Assure externally funded programs are managed in accordance with the
sponsor’s requirements;
Allocate allowable costs to sponsored projects properly;
Develop and comply with policies and procedures and administrative
requirements;
Monitor compliance issues (Human Subject, IACUC, Biohazards, Conflict of
Interest, Export Control, etc.);
Monitor award expenditures, cost transfers and certify time and effort on
sponsored projects/programs;
Negotiate and monitor sub-awards;
Identify equipment purchased with sponsored funds properly; and
Closeout projects in a timely manner as required.
Externally funded sponsored programs are classified as current restricted funds in
accordance with generally accepted accounting principles. Grant and contract awards
are established in individual accounts to allocate the restricted resources to specific
projects. OSP post-award grant and contract specialists review the transactions within
the accounts for compliance. In addition, controls exist within the automated accounting
system to ensure that expenditures are allowable, are incurred within the specified
performance period, and that sufficient funds are available.
The Grants and Contracts Financial Services [11] department, which reports to the
associate vice president for Financial Affairs through the VPBA, is responsible for:
•
Account Activation and Account Close Out to ensure consistency and adherence
to University financial policies;
429
•
•
•
•
Cash Management and Accounts Receivable Services to ensure that the cash
position for each sponsored program is effectively maintained per the applicable
terms and conditions governing each project;
Financial Reporting to maintain effective financial communication with sponsors
through the judicious submission of accurate financial reports;
Fiscal Year-End Accounting Activities to ensure consistency and adherence to
University financial policies; and
Cost Accounting Standards and Facilities and Administrative Cost Issues to
ensure compliance with OMB Circular A-21 [12] requirements.
Facilities and Administrative Cost Rate (F&A)
UTSA’s current F&A Rate Agreement [13] was negotiated with the U.S. Department of
Health and Human Services in February 2008. The on-campus rate for Organized
Research and Instruction is 44.5 percent. The rate for Other Sponsored Activities is
43.4 percent and the Off-Campus rate is 26 percent. All rates are based on Modified
Total Direct Costs, which by definition, exclude equipment, capital expenditures,
charges for patient care, tuition remission, rental costs of off-site facilities, scholarships
and fellowships and the portion of each sub-grant and subcontract in excess of
$25,000.
Cost Accounting Standards Board Disclosure Statement
UTSA has submitted the required Cost Accounting Standards Board Disclosure
Statement (CASB DS-2) [14], effective September 1, 2008.
Policies and Procedures
All offices involved with sponsored research are responsible for ensuring compliance
with the Code of Federal Regulations [15]; the OSP Guidelines and Policies website
[16]; the Office of Management and Budget Circulars [17]; relevant Rules and
Regulations of the Board of Regents (Rule 90101 [18] - Rules for Intellectual Property:
Purpose, Scope, Authority; Rule 90102 [19] - Intellectual Property Rights and
Obligations; Rule 90103 [20] - Equity Interests; Rule 90104 [21] - Business Participation
and Reporting; Rule 90105 [22] - Execution of Legal Documents Related to Intellectual
Property; and Rule 90106 [23] - Income from Intellectual Property); and UTSA policies
on externally sponsored programs published in the UTSA Handbook of Operating
Procedures (HOP), Chapter 9, Section 9.32 [24]. The Sponsored Programs Operations
Guide [25] provides policy and procedural guidance to principal investigators and the
UTSA community.
430
Training Programs
The OSP offers training classes to help researchers obtain external funding and
manage these sponsored programs once they have been awarded. This includes
courses on grant writing [26], grants budget [27], post awards [28], [29], and
CAYUSE424 Training [30], [31]. These courses are scheduled and tracked through the
UTSA Training Office and Development’s website [32]. The VPR also provides training
and education regarding sponsored programs, including Time and Effort Certification,
IRB Help Lab, and Conflicts of Interest and Export Controls. The training calendar [33]
for these events is published online. The VPR provides this training for all principal
investigators and supporting personnel.
Federal Audit
Excerpts pertaining to UTSA from the Federal Portion of the Statewide Single Audit
Reports (compliance audits) for the last three fiscal years include:
•
•
•
State Auditor’s Report - Federal (Compliance) Portion FY 07 [34];
State Auditor’s Report – Federal (Compliance) Portion FY 06 [35];
State Auditor’s Report – Federal (Compliance) Portion FY 05 [36].
The University has established excellent reporting systems and internal control
procedures and, as a result, there have been no audit recommendations related to
externally funded or sponsored research and programs in two of the past three audits.
See the narrative for Comprehensive Standard 3.10.3 [37] for more information.
Annual Research Reporting
The UTSA Research Report FY 2007 [38], UTSA FY 2006 Expenditures for Research
and Other Sponsored Programs [39], and UTSA FY 2005 Expenditures for Research
and Other Sponsored Programs [40] summarize grant and contract activities at UTSA.
Documentation:
Document
[1]
Office of the Vice President for Research (VPR)
[2]
Office of the Vice President for Business Affairs
(VPBA)
[3]
Office of Sponsored Programs (OSP)
Source of Document
UTSA Website
VPR Website
431
Document
Source of Document
[4]
Proposal Development
OSP Website
[5]
National Science Foundation (NSF) Proposal
and Award Policies and Procedures Guide
NSF Website
[6]
National Institutes for Health (NIH) Grant
Application Basics
NIH Website
[7]
Cayuse Links
OSP Website
[8]
Office of Contracts and Industrial Agreements
(OCIA)
VPR Website
[9]
Effort Certification and Reporting Technology
(ECRT)
[10] Effort Reporting and Certification
[11] Grants and Contracts Financial Services
UTSA Website
[12] OMB Circular A-21
Time & Effort Home
[13] Facilities and Administrative Rate Agreement
VPR Website
[14] Cost Accounting Standards Board Disclosure
Statement for Educational Institutions (CASB
DS-2)
N/A
[15] Code of Federal Regulations
U.S. Government Printing
Office (GPO)
[16] OSP Guidelines and Policies
OSP Website
[17] Office of Management and Budget Circulars
Office of Management and
Budget
[18] Rules and Regulations of the Board of Regents
(Regents’ Rules), Rule 90101
Regents’ Rules
[19] Regents’ Rules, Rule 90102
432
Document
Source of Document
[20] Regents’ Rules, Rule 90103
[21] Regents’ Rules, Rule 90104
[22] Regents’ Rules, Rule 90105
[23] Regents’ Rules, Rule 90106
[24] Handbook of Operating Procedures (HOP),
Chapter 9, Section 9.32
HOP Table of Contents
[25] Sponsored Programs Operations Guide
UTSA Grants and Contracts
Financial Services
[26] Grant Writing 101
N/A
[27] Grants 103 – Budget Preparation
N/A
[28] Office of Sponsored Programs Post Award
Administration Power Point
N/A
[29] Office of Sponsored Programs Post Award
Power Point
N/A
[30] CAYUSE424 Training – A System Overview
N/A
[31] CAYUSE424 Training – The System in Detail
N/A
[32] UTSA Training Office and Development’s
Website
Human Resources Website
[33] Research Training & Development
Opportunities
VPR Website
[34] Statewide Single Audit Report for FY 07
N/A
[35] Statewide Single Audit Report for FY 06
N/A
[36] Statewide Single Audit Report for FY 05
N/A
[37] Comprehensive Standard 3.10.3
Located within the UTSA
Compliance Certification
433
Document
Source of Document
[38] UTSA Research Report FY 2007
VPR Website
[39] UTSA FY 2006 Expenditures for Research and
Other Sponsored Programs
Grants and Contracts Financial
Services Website
[40] UTSA FY 2005 Expenditures for Research and
Other Sponsored Programs
434
Comprehensive Standard 3.11.1 - Control of Physical Resources
The institution exercises appropriate control over all its physical resources.
Compliance Judgment: Compliance
Narrative:
The University of Texas at San Antonio (UTSA) exercises appropriate control over all of
its physical resources. UTSA has established and administers policies and procedures
to ensure responsible control of physical resources in accordance with state laws (cited
below as applicable to different categories of physical resources), The University of
Texas System (UT System) Rules and Regulations of the Board of Regents (Regents’
Rules), and the UTSA Handbook of Operating Procedures (HOP).
The vice president for Business Affairs (VPBA) [1] has primary responsibility for control
over UTSA’s physical resources through the following offices and/or departments that
play a direct role in assuring compliance:
•
•
•
•
•
•
Audit, Compliance, and Risk Services (ACRS) [2];
Facilities [3];
UTSA Police Department (UTSAPD) [4];
Environmental Health, Safety and Risk Management (EHSRM) [5];
Financial Affairs – Capital Assets Management [6]; and
Risk Management and Life Safety (RMLS) [7].
Audit, Compliance, and Risk Services (ACRS)
ACRS determines the extent to which UTSA's network of risk management, control, and
processes — as designed and represented by management — are adequate and
functioning in a manner that ensures:
•
•
•
•
•
•
Risks are appropriately identified and managed;
Significant financial, managerial, and operating information is accurate, reliable,
and timely;
Employee's actions are in compliance with policies, standards, procedures, and
applicable laws and regulations;
Resources are acquired economically, used efficiently, and adequately protected;
Programs, plans and objectives are achieved; and
Quality and continuous improvement are fostered in the institution's control
process.
435
This office assesses its operations annually by developing and implementing a work
plan [8]. The work plan uses an appropriate risk-based methodology, including any
risks or control concerns identified by management, who submit the plan to the
president, the Institutional Audit Committee, and the Board for review and approval as
well as periodic updates. UTSA complies with UT System Policy, UTS129 [9] - Internal
Audit Activities, regarding internal audits. UTSA conducts regular audits of its property
inventory and key operating areas. In addition, UTSA complies with UT System Policy,
UTS119 [10] - Institutional Compliance Program, which contains information on internal
audits and the Annual Financial Report.
The Office of Institutional Compliance and Risk Services oversees UTSA’s Institutional
Compliance program [11] by ensuring that compliance risks are identified, prioritized
and managed properly. For areas identified as high risk, a designated responsible
person facilitates the development of management plans to mitigate the high risks
identified throughout UTSA.
Facilities
The UT System provides extensive guidelines for control of UTSA’s physical facilities.
Those guidelines, as well as UTSA’s adherence to them, are described in detail in the
narrative for Comprehensive Standard 3.11.3 [12]. The associate vice president for
Facilities [13] serves as the University’s chief facilities officer; Facilities is responsible for
the operation and maintenance of all of UTSA’s facilities.
Routine and Preventive Maintenance (PM)
Routine and preventive maintenance work is scheduled to anticipate and provide
continuous corrective actions to ensure peak efficiency and minimize deterioration of
campus buildings and equipment. The PM program [14] involves systematic inspection,
adjustment, lubrication, and replacement of components, as well as performance testing
and analysis to extend the life of these physical facilities. Maintenance schedules are
based on manufacturer recommendations, government regulations, and warranty and
building code requirements. The goal of this program is to minimize emergency
breakdown maintenance and equipment replacement. See the narrative for
Comprehensive Standard 3.11.3 [12] for more information about this department and
programs.
Deferred Maintenance
Facility Condition Assessment provides an ongoing process for assessing the condition
of UTSA campus buildings and recommending projects to eliminate deficiencies based
on sound economic and mission-oriented priorities. UTSA is also engaged in several
436
major repair and renovation projects designed to reduce deferred maintenance while
modernizing and improving campus facilities. See the narrative for Comprehensive
Standard 3.11.3 [12] for more information about this department and programs.
Fleet Management
Texas House of Representatives (House) Bill 3125 directed the Office of Vehicle Fleet
Management (OVFM) to develop a vehicle fleet management plan for the Texas state
fleet. The State of Texas Vehicle Fleet Management Plan [15] was created to provide
detailed recommendations for improving administration and operation of the state’s
vehicle fleet. In addition, Texas Government Code, Chapter 2203, Section 2203.001
[16], requires all operators of state-owned vehicles to log each trip in the State of Texas
Vehicle Use Report. UTSA’s fleet is managed by Facilities and its policies adhere to the
state’s fleet management and reporting laws [17], [18].
UTSA Police Department
The UTSA Police Department ensures that new or renovated facilities are properly
equipped with security systems to enhance the safety and security of faculty, staff,
students and visitors.
Environmental Health, Safety and Risk Management (EHSRM)
EHSRM ensures a safe and healthy work environment for faculty, staff, and students,
primarily but not exclusively related to the safety of facilities in the research and learning
environment. This office promotes work practices designed to achieve sound
environmental stewardship, comply with any and all rules and regulations pertaining to
occupational health and safety and the environment, and to protect resources through
sound administration of the University’s insurance coverage. See below for more
information about UTSA’s insurance policy. See the narrative for Comprehensive
Standard 3.11.2 [19] for additional details about functions of the EHSRM department.
Financial Affairs – Capital Assets Management
The UTSA president is responsible for property in possession of the University. The
director of Financial Services and University Bursar [20] has been designated
as UTSA’s property manager responsible for the accountability of all capital and
controlled assets bought, transferred, or donated, in accordance with the following
Texas Office of the Comptroller policies and statutory requirements:
•
•
Agency Head, Property Manager and Employee Responsibilities [21];
Tagging of Property [22];
437
•
•
•
•
•
•
Securing of Property [23];
Missing or Stolen Property [24];
Certification of Physical Inventory [25];
Inventory Verification Methods [26];
Condition of Asset [27]; and
Certification (Reconciliation) of SPA Fiscal Balances [28].
The Texas Comptroller of Public Accounts requires state agencies and institutions of
higher education to annually reconcile State Property Accounting (SPA) system ending
balances with the Annual Financial Report (AFR) Capital Asset Note [29].
Property Inventory
UTSA records and tracks the assets meeting certain minimum values using a barcode
scanning system. Controlled items are electronic items valued between $500 to
$4999.99, such as cameras, camcorders and computers and, regardless of cost, all
weapons and artwork. Capital assets are items with an original acquisition cost of
$5000 or greater. Department chairs are responsible for the day-to-day care of property
located in their respective departments, and individuals have a fiduciary responsibility
for University property in their care. Department chairs appoint an Inventory Contact
Person (ICP) [30] to assist with the daily care of property within individual departments
and to complete the annual physical inventory (API) process.
During the API process, a physical inventory of controlled and capitalized equipment is
performed. ICP’s must locate and scan department assets using a barcode scanner.
Department assets are assigned to department personnel and are reconciled on a
Custody/Pre-Inventory List [31] certified by the department chair. University assets are
then compiled on the UTSA Property Inventory List [32]. Missing equipment is reported
to the State Comptroller [33].
Surplus Property
Regents’ Rule, Rule 80201 [34], provides guidelines for disposing of property that
becomes obsolete or useless for the needs and purposes of the department concerned.
Procedures vary with the nature of the property to be disposed, such as transferring to
another department, state agency or public school, storing for future use or donating to
charitable organizations. UTSA’s internal policies and procedures are aligned with UT
System rules.
438
Risk Management and Life Safety (RMLS)
RMLS is responsible for overseeing the Risk Management and Insurance Plan. This
plan provides an operational outline of measures implemented by UTSA to create and
maintain insurance coverage for campus property and for certain UTSA community
activities that expose UTSA to legal liability.
This plan applies to all UTSA facilities, whether leased or owned, to all building and
improvements on any land owned by UTSA regardless of management, and to any
activities that occur on UTSA land, in UTSA facilities, or as a result of partial or total
sponsorship of any UTSA department, agency or group.
The RMLS team provides primary operational responsibilities including:
•
•
•
•
•
•
Securing and maintaining insurance policies purchased through The UT System
Office of Risk Management (ORM) [35];
Updating all policies to include current assets under coverage;
Training and consulting with faculty and staff;
Issuing and managing permits;
Reviewing major contracts to ensure adequate insurance and bonding; and
Providing letters of indemnity to outside agencies.
RMLS and the Office of Legal Affairs [36] share primary responsibility for settlement of
property damage claims against UTSA, including releases of all future claims.
Sustainability
In addition, UTSA strives to ensure the sustainability of all new buildings with the intent
of preserving our natural resources with recycling initiatives, energy audits and the
establishment of the Sustainability Task Force and the UTSA Energy Conservation
Committee [37].
Energy audits performed on campus buildings have resulted in the development of cost
efficient conservation solutions as well as identifying funding resources for more
complex solutions.
The Sustainability Task Force consists of staff and faculty members who are
responsible for developing a comprehensive sustainability plan and framework for
UTSA that is in alignment with and supports the strategic plan.
The UTSA Energy Conservation Committee was formed in response to the increasing
costs and continuing depletion of gasoline, electricity, natural gas and other
439
commodities that are used on campus. The committee consists of a diverse group of
faculty, staff and students who assist with guiding energy conservation efforts at UTSA
including:
•
•
Attending energy/sustainability conferences such as “Labs for the 21st Century”
and “Smart and Sustainable Campuses”; and
Creating an Awareness Subcommittee to develop plans to initiate campus-wide
awareness campaigns.
Documentation:
Document
Source of Document
[1]
Vice President for Business Affairs
UTSA Website
[2]
Audit, Compliance and Risk Services (ACRS)
[3]
Office of Facilities
[4]
UTSA Police Department
[5]
Environmental Health, Safety and Risk
Management
[6]
Financial Affairs – Capital Assets Management
[7]
Risk Management and Life Safety
[8]
Fiscal Year 2009 Audit Plan
ACRS Website
[9]
UTS129 - Internal Audit Activities
University of Texas System
(UT System) Policy Office
[10] UTS119 - Institutional Compliance Program
[11] Institutional Compliance Program
ACRS Website
[12] Comprehensive Standard 3.11.3
Located within the UTSA
Compliance Certification Report
[13] Associate Vice President for Facilities
Office of Facilities Website
[14] Preventive Maintenance Program
[15] State Vehicle Fleet Management Plan
Window on State Government
440
Document
Source of Document
[16] Texas Government Code, Chapter 2203,
Section 2203.001
Texas Government Code,
Chapter 2203
[17] Handbook of Operating Procedures (HOP),
Chapter 8, Section 8.9
HOP Table of Contents
[18] Parking and Transportation Fleet Reporting
Services
Parking and Transportation
Website
[19] Comprehensive Standard 3.11.2
Located within the UTSA
Compliance Certification Report
[20] Financial Affairs and University Bursar
Financial Affairs Website
[21] Agency Head, Property Manager and Employee State Property Accounting
Responsibilities
(SPA) Process User’s Guide
[22] Tagging of Property
[23] Securing of Property
[24] Missing or Stolen Property
[25] Certification of Physical Inventory
[26] Inventory Verification Methods
[27] Condition of Asset
[28] Certification (Reconciliation) of SPA Fiscal
Balances
[29] UTSA’s Certification (Reconciliation) of SPA
Fiscal Balances
N/A
[30] Inventory Contact Person Appointment Form
N/A
[31] Custody/Pre-Inventory Form
N/A
[32] UTSA Property Inventory List
N/A
[33] Current Fiscal Year Active Missing Items
N/A
441
Document
Source of Document
[34] Rules and Regulations of the Board of Regents
(Regents’ Rules), Rule 80201
Regents’ Rules
[35] Office of Risk Management
UT System Website
[36] Office of Legal Affairs
UTSA Website
[37] UTSA Energy Conservation Committee
N/A
442
Comprehensive Standard 3.11.2 - Institutional Environment
The institution takes reasonable steps to provide a healthy, safe, and secure
environment for all members of the campus community.
Compliance Judgment: Compliance
Narrative:
The University of Texas at San Antonio (UTSA) takes reasonable steps to provide a
healthy, safe, and secure environment for all members of the campus community. The
Office of Environmental Health, Safety and Risk Management (EHSRM) [1] and the
UTSA Police Department (UTSAPD) [2], reporting to the Office of the Vice President for
Business Affairs (VPBA), are accountable for the health, safety and security of the
campus community.
Health and Safety
EHSRM is responsible for UTSA’s compliance with all health and safety rules and
regulations, as well as the implementation of all required safety programs. Authority for
this responsibility is outlined in the UTSA Handbook of Operating Procedures (HOP),
Chapter 9, Section 9.5 [3]. The EHSRM houses several operational units to meet its
responsibilities.
The director of the EHSRM reports to the associate vice president for Administration
and is designated as UTSA’s Institutional Safety Officer, the Authority Having
Jurisdiction (AHJ) (for all fire and life safety issues occurring on campus and providing
responses to State Fire Marshal requests), and the Responsible Official for the UTSA
Select Agent Program (as mandated by CDC and USDA regulations). Additional
support functions provided by the Director and administrative staff include budget,
program development and planning.
Environmental Safety Management
The primary responsibilities of the Environmental Protection & Construction Safety
Division [4] are the management of hazardous waste generation on campus as outlined
in HOP 9.5 [3] and HOP 9.25 [5]. Under the direction of the Environmental and
Construction Safety Manager, the staff assists with monitoring [6] and ensuring
compliance with regulated activities under the U.S. Environmental Protection Agency
(EPA), the Resource Conservation and Recovery Act (RCRA), the Texas Commission
on Environmental Quality (TCEQ), the Texas Department of State Health Services
(TDSHS), the Edwards Aquifer Authority (EAA) and other related initiatives to protect
the atmospheric and natural resource environments on each campus.
443
Laboratory Safety Management
The Laboratory Safety Division and the Radiation Safety Division share the primary
responsibility of overseeing and monitoring laboratory safety functions.
The Laboratory Safety Division [7] is responsible for establishing and pursuing an
effective biological safety, chemical safety and laboratory evaluation program [8] for
UTSA’s more than 260 research and teaching laboratories, including two ABSL/BSL-3
high containment facilities. As per the policies in HOP 9.5 [3] and HOP 9.6 [9], this
division is responsible for monitoring compliance with TDSHS rules. UTSA also
complies with the National Institutes of Health, Centers for Disease Control, and
National Cancer Institute guidelines, as well as other governing entity regulations
concerning the use, manipulation, and disposal of infectious agents, toxins, hazardous
chemicals, controlled substances, and recombinant deoxyribonucleic acid. The
Laboratory Safety Officer serves as UTSA’s Chemical Hygiene Officer, Biosafety Officer
and Alternate Responsible Official for the University’s select agent program. Division
staff provide training in biosafety, blood borne pathogens, hazard communication and
lab safety, and specialized training for high containment lab personnel.
The Radiation and Laser Safety Division [10] oversees UTSA’s use of radioactive
materials, radiation-producing machines and laser devices — in research, development
and instruction — as authorized by the Texas Department of State Health Services
Radiation Control [11]. Additional responsibilities include oversight of laboratory
evaluations, equipment inspections and registrations, licensing amendments and
managing generators of radioactive waste on campus. Division staff assist with
monitoring and ensuring compliance with federal and state regulated waste activities
and provide training for radiation safety, laser safety, and x-ray safety [12].
Physical Safety Management
The Risk Management and Life Safety Division [13] and the Environmental Protection
and Construction Safety Division [4] share responsibilities for a number of physical
safety programs, including Fire and Life Safety, Occupational Health, Workers’
Compensation Insurance and Return to Work, Risk Management and Liability Insurance
Coverage, Emergency Response, and Industrial Hygiene.
Fire and Life Safety procedures and programs include conducting regular inspections,
and testing and maintenance of all building fire suppression [14] equipment to National
Fire Protection Agency (NFPA) code as adopted per Texas State Fire Marshal Office
[15] directives (fire alarms and initiating devices are monitored and tested by facilities
operations personnel). Other activities include performing inspections of campus
buildings and conducting fire drills and fire extinguisher training as outlined in the Fire
444
and Life Safety Plan [16] and the Construction Safety Plan [17]. Emergency response
is coordinated and communicated among EHSRM, Facilities Operations, UTSAPD and
the San Antonio Fire Department. The Risk and Life Safety Manager serves as the
Deputy Fire Marshal for all UTSA campuses.
Occupational Health programs are managed by the Occupational Health and Workers'
Compensation Insurance Coordinator. This individual works with EHSRM divisional staff
to identify, document, and correct potential adverse health environments and
inappropriate employee behavior. Upon completion of a job hazard assessment,
employees that may have been exposed to hazardous materials are enrolled in the
UTSA Occupational Health Program. The program provides prophylactic vaccinations,
medical evaluations and fit-testing for respirator use, hearing conservation evaluations,
and medical consultation services. All on-the-job injuries are investigated to determine
whether or not corrective action is appropriate. In addition, ergonomic evaluations of
work stations are also provided as requested or observed during routine inspections.
Workers’ Compensation Insurance and Return to Work: The UTSA Worker’s
Compensation Insurance (WCI) Services [18] complies with the Texas Workers’
Compensation Act [19]. When the injury is initially reported, the Occupational Health
and WCI Coordinator serves as a liaison between the injured employee, supervisor,
medical provider and The UT System WCI Claims Analyst to complete the necessary
forms and facilitate the return to work as outlined in the UTSA Return to Work (RTW)
Program and Procedures manual [20].
Risk Management and Liability Insurance Coverage Services performs comprehensive
analyses of campus risks, manages claims, and provides insurance coverage. For
details regarding insurance, see the narrative for Comprehensive Standard 3.11.1 [21].
Emergency response procedures are invoked when there is a campus hazardous
material incident. EHSRM maintains a hazardous materials (HAZMAT) team that is fully
trained in:
•
•
•
•
National Incident Management System (NIMS) [22];
Incident Command System (ICS) [23];
Hazardous Waste Operations and Emergency Response Standard
(HAZWOPER) [24]; and
Self Contained Breathing Apparatus Level B (SCBA level B) [25].
The team performs drills in coordination with the director of Business Continuity and
Emergency Management in the UTSAPD. See the section on Business Continuity and
Emergency Management below for more information.
445
In addition to hazardous waste management activities noted earlier, the Environmental
Protection and Construction Safety Division [4] is responsible for industrial hygiene
activities (such as monitoring air, soil and water parameters for biohazards) found in
academic settings. This division also provides a variety of monitoring, testing and
educational services related to chemical safety, asbestos, water intrusion and mold,
respiratory protection, noise monitoring, hot work permits, powered lift truck operation
and electrical safety. Under the direction of the Environmental and Construction Safety
Manager, the staff act as safety awareness liaisons and as a safety information
resource for the facilities project coordinators and construction workforce on campus.
The staff provides special topic-specific training to contractor personnel working on
university projects at the pre-construction meeting prior to working on site, as well as
ongoing inspections of construction activities. Any construction-related deficiencies are
brought to the attention of the Facilities project coordinator, or other appropriate party
for correction and classroom training.
In addition to the activities performed by staff and noted above, three standing
committees at the University are appointed to review and assist in preparation of
policies affecting the safety of students, faculty, staff, and administration. The
Institutional Biosafety Committee (IBC) [26]. Radiation Safety Committee (RSC) [27]
and Laboratory Safety Committee [28] have faculty and staff members with diverse
expertise to evaluate recombinant DNA, biological agent, radioactive material, radiation
producing machine, and laser device hazards associated with research protocols
conducted on campus. Both committees report through the Office of the Vice President
for Research (VPR) [29]. The Laboratory Safety Officer serves as a voting member of
the IBC and the Radiation Safety Officer is a voting member and a minute recorder for
the RSC.
Security
The UTSAPD [2] is responsible for security activities on all UTSA campuses, including
University housing.
UTSAPD has a force of 52 University police officers, 37 security guards and 25 support
staff. University police officers are licensed Texas peace officers in accordance with
rules established by the Texas Commission on Law Enforcement Officer Standards and
Education [30] and have successfully completed The UT System (or equivalent) police
academy. University police officers carry firearms, possess full arrest powers and are
authorized to enforce all federal, state and local laws and regulations on the UTSA
campus. University police officers and security guards conduct foot, bicycle and vehicle
446
patrols on all University property and throughout the University housing community 24
hours a day. University police officers and security guards are also trained in first aid
and CPR as well as emergency response procedures.
UTSAPD’s jurisdiction is further defined by the Office of the UT System Director of
Police [31] and is detailed in the department’s written directive, General Order 10012 [32] - Jurisdiction and Mutual Aid Agreements. UTSAPD complies with the Jeanne
Clery Disclosure of Campus Security Policy and Crime Statistics and creates an annual
security report [33] that is available to the UTSA community, including visitors,
prospective students and employees. Crime statistics [34] are also reported on the
department’s website.
UTSAPD is also accredited by the Commission on Accreditation for Law Enforcement
Agencies (CALEA). The CALEA Accreditation Program [35] provides law enforcement
agencies an opportunity to voluntarily demonstrate that they meet an established set of
professional standards.
In conjunction with University and community officials, the UTSAPD and the Office of
Business Continuity and Emergency Management developed the Comprehensive
Emergency Management Plan (CEMP) [36]. This plan addresses various incidents and
disasters that may pose threats to the campus community and provides UTSA’s
response procedures. Copies of the CEMP are distributed to all offices with roles in the
plan, and the CEMP is also on the UTSAPD website. The CEMP outlines procedures to
be followed by each responsible area identified in the CEMP. The CEMP is periodically
(annually or more often as needed) reviewed, and tested at the local, regional, and state
level to ensure that the University’s response to an emergency will protect lives and
preserve University assets. This plan is based on the National Incident Management
System (NIMS) & Incident Command System [37].
Business Continuity and Emergency Management
If emergencies of a significant nature disrupt University operations at UTSA, the Office
of Business Continuity and Emergency Management [38] follows response procedures
outlined in the CEMP [36] and convenes the UTSA Emergency Response Team (ERT)
[39] at the UTSA Emergency Operations Center. The ERT is composed of
representatives from various University departments to support on-scene incident
command. The campus community is informed by utilizing the Reverse 911 system,
through mass email distribution, publication of urgent headlines on the UTSA Today
electronic newsletter (posted on the UTSA home page and distributed via UTSA email),
and notification of local news outlets. In addition, the Giant Voice — an outdoor
447
speaker system — is designed to broadcast recorded or live announcements
throughout the Main campus.
Documentation:
Document
Source of Document
[1]
Office of Environmental Health, Safety and Risk
Management
UTSA Website
[2]
UTSA Police Department
[3]
Handbook of Operating Procedures (HOP),
Chapter 9, Section 9.5
HOP Table of Contents
[4]
Environmental Protection and Construction
Safety Division
Environmental Health, Safety
and Risk Management Website
[5]
HOP, Chapter 9, Section 9.25
HOP Table of Contents
[6]
Environmental Protection & Construction Safety
Division Monitoring Program
N/A
[7]
Laboratory Safety Division Program and
Services
Environmental Health, Safety
and Risk Management Website
[8]
Laboratory Safety Monitoring Program
N/A
[9]
HOP, Chapter 9, Section 9.6
HOP Table of Contents
[10] Radiation and Laser Safety Division
Environmental Health, Safety
and Risk Management Website
[11] Texas Department of State Health Services
Radiation Control
N/A
[12] Radiation and Laser Safety Monitoring Program
N/A
[13] Risk Management and Life Safety Division
Environmental Health, Safety
and Risk Management Website
[14] Fire and Life Safety Division
N/A
448
Document
Source of Document
[15] Texas State Fire Marshal’s Office
N/A
[16] Fire and Life Safety Plan
[17] Construction Safety Plan
Environmental Health, Safety
and Risk Management Website
– Safety Manuals
[18] UTSA Worker’s Compensation Insurance (WCI)
Services
Environmental Health, Safety
and Risk Management Website
[19] Texas Worker’s Compensation Act
Texas Department of Insurance
Website
[20] UTSA Return to Work (RTW) Program and
Procedures Manual
Environmental Health, Safety
and Risk Management Website
– Downloadable Forms
[21] Comprehensive Standard 3.11.1
Located within the UTSA
Compliance Certification
Report
[22] National Incident Management System
Federal Emergency
Management Assistance
Website
[23] Incident Command System
U.S. Department of Labor
Occupational Safety and
Health Administration Website
[24] Hazardous Waste Operations and Emergency
Response Standard
[25] Self Contained Breathing Apparatus Level B
National Institute for
Occupational Safety and
Health
[26] Institutional Biosafety Committee
Office of Research Integrity
and Compliance Website
[27] Radiation Safety Committee
Standing Committees
[28] Laboratory Safety Committee
Environmental Health, Safety
and Risk Management Website
449
Document
Source of Document
[29] Office of the Vice President for Research
UTSA Website
[30] Texas Commission on Law Enforcement Officer
Standards and Education
UTSA Police Department
Website
[31] Office of the UT System Director of Police
UT System Website
[32] General Order 100-12: Jurisdiction and Mutual
Aid Agreements
N/A
[33] Crime Awareness and Campus Security Report
2007
2008-2009 Information Bulletin
[34] Crime Statistics
UTSA Police Department
Website
[35] CALEA Law Enforcement Accreditation
Program
CALEA Website
[36] Comprehensive Emergency Management Plan
Business Continuity and
Emergency Management
Website
[37] National Incident Management System (NIMS)
& Incident Command System
Federal Emergency
Management Assistance
Website
[38] Office of Business Continuity and Emergency
Management
UTSA Website
[39] UTSA Emergency Response Team
Business Continuity and
Emergency Management
Website
450
Comprehensive Standard 3.11.3 - Physical Facilities
The institution operates and maintains physical facilities, both on and off campus, that
appropriately serve the needs of the institution’s educational programs, support
services, and other mission-related activities.
Compliance Judgment: Compliance
Narrative:
The University of Texas at San Antonio (UTSA) operates and maintains its physical
facilities, both on and off campus, to appropriately serve the needs of the institution’s
educational programs, support services and other mission-related activities. UTSA is
subject to oversight by both the Texas Higher Education Coordinating Board (THECB)
and The University of Texas System (UT System) for facilities projects, including major
construction, repair and rehabilitation, minor construction, repair and rehabilitation. To
see applicable rules and policies and a description of the oversight process, see the
narrative for Core Requirement 2.11.2 [1].
Office of Facilities
The Office of Facilities (Facilities) [2] — under the direction of the vice president for
Business Affairs (VPBA) — is responsible for planning, operating and maintaining the
University’s facilities. The associate vice president for facilities serves as the
University’s senior facilities officer. The Facilities Strategic Plan [3] outlines the
relationship between the activities of Facilities and the UTSA and Business Affairs
strategic plans. Facilities is organized to fully support the traditional facilities lifecycle of
planning, construction, and operation. It includes the following departments:
•
•
•
Business Operations: Responsible for fiscal management, work control, material
management, performance management, purchasing support, information
technology, customer services, human resources support, timekeeping, training,
meeting management, and administrative policies and procedures;
Facilities Planning and Development: Responsible for strategic planning, the
campus master plan, project planning and programming, environmental
management, facility renewal planning, facility inventory, sign management,
campus exterior planning, and construction and record drawing archives;
Engineering and Project Management: Responsible for design services, capital
project delivery, facility project delivery, utility project delivery, construction
inspection, job order contracts, estimating services, construction services,
service contracts, project management and scheduling, utility engineering, and
sustainability/energy conservation programs;
451
•
•
•
•
Operations and Maintenance – Main campus: Responsible for maintenance
services, operations, 24-hour response, Energy Management Control System,
preventive maintenance (PM) program, grounds maintenance, fleet maintenance,
lock shop and waste management;
Operations and Maintenance – Downtown (DT) campus: Responsible for
management of all DT campus facility operations including maintenance and
operations, housekeeping, event services, waste management, grounds, and
administration;
Operations and Maintenance – Institute of Texan Cultures (ITC): Responsible for
management of ITC Facility Operations including maintenance and operations,
housekeeping, event services, waste management, grounds, and administration;
and
Housekeeping and Event Services: Responsible for housekeeping and custodial
services, event planning and support, intercampus moves, housekeeping
standards and quality control.
Routine Operation and Maintenance
Facilities is responsible for both on- and off-campus facilities. On-campus facilities are
located at the Main campus, the DT campus, and ITC. The Operations and
Maintenance departments at each of the three major campuses perform routine and
preventative maintenance for UTSA’s buildings and grounds through scheduled
inspections, testing and parts replacement [4]. Facilities also provides routine cleaning
and janitorial services for all UTSA properties. The Operations and Maintenance
department is responsible for other essential services, such as the campus fire alarm
system and heating ventilation and air conditioning controls. Fee-funded UTSA-owned
and occupied facilities are maintained to levels established by Service Level
Agreements (SLA) within the University. Other campus educational and general
facilities are maintained based on industry standards such as APPA’s guidelines for
custodial services and maintenance staffing.
Facilities provides off-campus facilities, such as the University Heights offices, with
housekeeping services and routine maintenance as described in the lease agreement.
Maintenance of major building systems, such as HVAC equipment, is maintained by the
lessor based on lease contract terms. Facilities on UTSA property but not owned by
UTSA (Chaparral Village and University Oaks student housing developments) are
maintained by the building owners. For a detailed description of UTSA physical
facilities, see narrative and documentation for Core Requirement 2.11.2 [1].
452
Deferred Maintenance
UTSA tracks and prioritizes deferred maintenance and identifies funding sources to
address deferred maintenance. Since fiscal year 2007-2008, UTSA has allocated an
annual base budget of three million dollars and another approximately one million
dollars in one-time funding to address its deferred maintenance backlog. The Office of
the VPBA submits the Deferred Maintenance Summary (MP2) [5] and Report of
Deferred Maintenance Expenditures (MP4) [6] annually to the THECB. The
Engineering and Project Management Team [7] coordinates and manages all of UTSA’s
construction projects, building renovations and utilities maintenance efforts.
Work Order Procedure
Facilities uses a web-based work order system [8] to manage all facilities-related work.
This system is used to schedule, dispatch, and track all work performed by the facilities
staff. All work is initiated by customer requests, preventive maintenance schedules,
standing work orders, and/or facilities managers. Work requests are prioritized [9] using
various criteria including life-safety impact, accessibility issues, and impact on the
operation of the University.
Depending on its complexity, cost and nature, identified work is performed by facilities
personnel or by external service companies. Projects estimated to cost below $150,
000.00 are usually performed by Job Order Contractors (external construction and
repair firms with existing contracts) to perform repair and renovation work up to that
limit. Projects that are estimated to cost $150,000.00 or more are typically managed
through the Facilities Engineering and Project Management department using
appropriate state-regulated service procurement processes. In either case, Facilities
uses appropriate project delivery methods that are in the best interests of the University.
Documentation:
Document
Source of Document
[1] Core Requirement 2.11.2
Located within the UTSA
Compliance Certification Report
[2] Office of Facilities (Facilities)
UTSA Website - Current
Students
[3] Facilities Strategic Plan
N/A
453
Document
Source of Document
[4] PM Work Order Report - March 28, 2009
N/A
[5] A Summary of Campus Deferred Maintenance
Plans (MP2) and Campus Addressed Deferred
Maintenance (MP4), July 2008
N/A
[6] MP4 Summary, Actual Expenditures for FY 2006 N/A
[7] The Engineering and Project Management
Team
Office of Facilities Website
[8] TMA Work Order System
[9] Recommended Work Order Priorities
N/A
454
Comprehensive Standard 3.12.1 - Substantive Change
The institution notifies the Commission of changes in accordance with the substantive
change policy and, when required, seeks approval prior to the initiation of changes.
Compliance Judgment: Compliance
Narrative:
The University of Texas at San Antonio (UTSA) notifies the Commission of changes in
accordance with the substantive change policy and, when required, seeks approval
prior to the initiation of changes. UTSA has submitted letters of notification regarding
new programs and new campus sites and submitted prospectuses to the Commission
when appropriate.
UTSA has always notified the Commission based upon its understanding of the
substantive change policies. Some misunderstanding occurred over the years with
regard to the issue of adding new degree programs at the University. After attending
substantive change workshops over the past few years, UTSA personnel reviewed prior
assumptions and notified the Commission of a number of degree programs added since
its last reaffirmation that it previously had not considered to be substantive changes.
On October 2, 2008, UTSA’s President, Ricardo Romo, sent a letter [1] and
prospectuses to Dr. Wheelan describing all of the added programs at UTSA. This letter
detailed all programs that had received Commission approval, all those that were
considered to be non-substantive changes (including the rationale for those decisions),
and all programs that – after review – it was determined did represent substantive
changes. For the latter programs, documentation (prospectuses) was provided in
alignment with the Commission’s substantive change policy. Dr. Wheelan requested
additional materials to be sent providing information regarding five doctoral programs
and one master’s program that were identified as substantive changes in the letter of
October 2, 2008 [1]. Those materials were sent to her office on April 6, 2009, as
indicated below.
In addition to the programs identified in the letter of October 2, 2008, we have also
provided a prospectus regarding a new doctoral program in Interdisciplinary Learning
and Teaching [2]. We were subsequently asked to provide additional clarifications and
materials regarding that program. That information was also sent to Dr. Wheelan on
April 6, 2009 [3].
UTSA adopted new policy and procedures [4] in the fall of 2008 to ensure that the
Commission’s policies were followed regarding substantive changes. On October 13,
2008, a letter [5] was sent to Dr. Wheelan that described the revised internal processes
455
for addressing all substantive change issues. The Commission informed UTSA that
those procedures were to be reviewed at its June 2009 meeting.
Currently, UTSA is up-to-date in notification to the Commission with regard to all
substantive changes. Two programs that will offer coursework at off-campus sites, the
Doctor of Education program (to be offered at three locations in South Texas) and the
Master of Science in Management of Technology (to be offered at Southwest Research
Institute in San Antonio), were under review at the time that this narrative was
composed.
Documentation
Document
Source of Document
[1] Letter from Dr. Ricardo Romo, President,
N/A
University of Texas at San Antonio, to Dr. Belle
S. Wheelan, President, Commission on Colleges
(COC), Southern Association of Colleges and
Schools, October 2, 2008
[2] Letter from Dr. Romo to Dr. Wheelan, October
29, 2008
N/A
[3] Letter from Dr. Romo to Dr. Wheelan, April 6,
2009
N/A
[4] Policy Regarding COC Substantive Change
N/A
[5] Letter from Dr. Romo to Dr. Wheelen, October
13, 2008
N/A
456
Comprehensive Standard 3.14.1 - Publication of Accreditation Status
A member or candidate institution represents its accredited status accurately and
publishes the name, address, and telephone number of the Commission in accordance
with Commission requirements and federal policy.
Compliance Judgment: Compliance
Narrative:
The University of Texas at San Antonio (UTSA) represents its accredited status
accurately and publishes the name, address, and telephone number of the Commission
in accordance with Commission requirements and federal policy.
Information regarding accreditation status is published in the UTSA Overview [1] on the
University website:
The University of Texas at San Antonio is accredited by the Commission on
Colleges of the Southern Association of Colleges and Schools (SACS) to award
baccalaureate, master’s, and doctorate degrees. Contact the Commission on
Colleges at 1866 Southern Lane, Decatur, Georgia 30033-4097 or call 404-6794500 for questions about the accreditation of The University of Texas at San
Antonio.
Commission accreditation status is also published in the 2008-2009 Information Bulletin
[2], the Addenda to this Bulletin [3], the Undergraduate Catalog 2008-2010 [4], and the
Graduate Catalog 2009-2011 [5], and the Graduate School Viewbook (page 5) [6].
These are all available to UTSA students, staff, faculty, and the general public
electronically and as hard copies.
Documentation:
Document
Source of Document
[1] UTSA Overview
UTSA Website
[2] 2008-2009 UTSA Information Bulletin
UTSA Website - Current
Students
[3] Addenda to UTSA Information Bulletin
2008-2009 Information Bulletin
[4] Undergraduate Catalog 2008-2010
UTSA Website - Current
457
Document
Source of Document
[5] Graduate Catalog 2009-2011
Students
[6] Graduate School Viewbook (page 5)
Graduate School Website Academic Programs
458
Federal Requirement 4.1 - Student Achievement
The institution evaluates success with respect to student achievement including, as
appropriate, consideration of course completion, state licensing examinations, and job
placement rates.
Compliance Judgment: Compliance
Narrative:
The University of Texas at San Antonio (UTSA) evaluates success with respect to
student achievement, including course completion rates, licensing examination results,
and job placement information. A detailed description of UTSA’s efforts to evaluate
student success is presented in the narrative for Comprehensive Standard 3.3.1.1 [1].
In addition, The University of Texas System (UT System) 2007-08 Accountability &
Performance Report [2], the Texas Higher Education Coordinating Board (THECB)
Higher Education Accountability System [3], and the Legislative Budget Board (LBB)
Performance Measure Reporting in ABEST [4] have developed accountability and
performance review systems that also include measures of student success for each
institution.
Course Completion Rates
The University uses course completion data in order to target programming designed to
improve student success. Many of the University’s student success programs originate
in the Tomás Rivera Center for Student Success (TRC) [5]. The TRC staff members
consider course completion rates as the primary factor in determining where certain
academic support resources are allocated. To ensure that these decisions are driven
by current conditions, the TRC completes a core curriculum courses completion
analysis [6] every two years. The course completion rates of various gateway courses
are also continually monitored so that academic support allocation decisions can be
made to promote student success and increase graduation rates at UTSA. As a result
of these considerations, the Supplemental Instruction program [7] provides peer
facilitated collaborative learning study groups in courses that demonstrate high rates of
D and F grades, and withdrawals. As part of program evaluation, Supplemental
Instruction staff provides an annual course completion rate comparison [8] of students
who engage program services with students who do not attend Supplemental
Instruction groups. By considering differentials in course completion rates, the
Supplemental Instruction program demonstrates positive impacts on student success
each academic year. This annual assessment process represents yet another way
course completion rates are used to promote student success at UTSA on an ongoing
basis.
459
The UTSA Graduation Initiative [9] also uses course completion data to promote student
success. The Graduation Initiative’s Late Intervention program [10] targets those
students whose number of course completions per year indicates they are not on track
to timely graduation. Each student who began his or her education nearly five years
previously as first-time freshmen at the University, but who have earned only 70 to 80
semester credit hours, are invited to participate in the Late Intervention program. Each
participant works with a Retention and Graduation Analyst who helps the student in
removing individual barriers that will make graduation possible before the deadline for
six-year graduation. Results from the latest group of students to participate in the
program (entering cohort of 2002) show that 86 percent of program participants
graduated within six years of their original matriculation at UTSA as compared to only
40 percent of similar students who did not participate in the program.
In addition, departments use course completion rates to modify programs to promote
student success. For example, the Department of Accounting implemented a
requirement that students pass a Principles of Accounting Competency Exam [11]
before enrolling in Intermediate Accounting courses. Based on student performance in
subsequent courses, the Department of Biology revised its curriculum to add small
group recitation sections to its large introductory course to enable close monitoring and
mentoring of “students-at-risk” [12]. The Department of Social Work reviewed course
completion rates to evaluate the programs admission requirements to ensure that
admitted students were capable of doing graduate-level work.
Course of Study
In addition to evaluating student success at the course level, the University evaluates
overall student success through analysis of retention and graduation rates. The Office
of Institutional Research (OIR) is the official source of retention and graduation rate
information for each first- year student cohort [13]. The first-year student cohort is made
up of those first-year students who enrolled in college for the first time and are enrolled
as full-time students (at least 12 student credit hours) each fall semester (and the
preceding summer session, as per U.S. Department of Education guidelines). Retention
rates are calculated by identifying those students from a first-time cohort who are
enrolled at UTSA in the subsequent fall semester. Graduation rates are calculated by
indentifying those members of a cohort who graduate from UTSA within four, five, and
six years of matriculation. These data are used to evaluate student success at UTSA.
As appropriate, cohorts are further broken down by college of enrollment, gender,
ethnicity, and other factors to aid in analysis.
These data are used by colleges and departments, as well as by student support units
to improve the learning environment and services to foster student success. The TRC
460
compares program participants to the overall cohort six-year graduation rate as one
measure of program effectiveness [14]. In 2007-2008, the Graduation Initiative Office
used disaggregated quantitative retention and graduation data as well as qualitative
methods to develop an overall university level plan [15] as well as college specific
graduation improvement plans (e.g., College of Education Graduation Improvement
Plan [16]). The plans for all colleges are available on the Graduation Initiative website
[17]. These college plans document specific barriers identified within each college and
provide action plans for reducing or overcoming those barriers. Since the summer of
2008, the Graduation Initiative has worked closely with each college in implementing
these action plans. Each semester, each college is provided a progress update [18].
State Licensing Examinations
Accounting, teacher education/certification and engineering are the three disciplines at
UTSA that have specific licensing examinations. Pass rates for teacher
education/certification (TExES) [19] and engineering examinations [20] are reported
annually by the UT System Board of Regents (Board) in their Accountability and
Performance Report [21] and by the Legislative Budget Board [22] as one of its
measures of university performance. In addition, the THECB reports teacher production
and certification rates as part of its Accountability System [23].
UTSA also uses the results of licensing examinations to enhance student achievement.
The College of Business monitors the pass rates for the CPA examination to gauge
student achievement. The results have been used to encourage undergraduates to
enter a master’s program, prompt students to choose elective courses that are relevant
to the exam [24], review content where UTSA student performance lags behind other
schools, and contract for a significantly discounted CPA review course [25] for UTSA
students. The College of Education and Human Development monitors the teacher
certification exam [26] and provides monthly reports [27] to departments. Results are
provided to allow for comparison of current to past performance. Data for specific
competencies are identified and analyzed by faculty to determine student strengths and
weaknesses, which faculty can use to adjust curriculum if needed. The Teacher
Certification Student Services Team [28] uses this data to determine how to help
support students in passing the teacher certification exams. These reviews have
resulted in such improvements as hiring more and better qualified persons to conduct
Teacher Certification Review sessions [29], offering tutoring sessions for individuals,
revision of the field placement sites observation forms [30], and creating new positions
to support students and faculty such as the Field Placement Coordinator [31]. The
Department of Civil Engineering uses the subscores of the Fundamentals of
Engineering exam [32] to assist in program improvement [33] by incorporating practical
applications and scheduling software into courses.
461
Job Placement Rates
Job placement rates are reported annually in the UT System Accountability and
Performance Report [34]. In this report, 85 percent of recent UTSA graduates are
employed or enrolled in graduate or professional school. In addition, the THECB
Accountability System provides employment information through the Automated Student
and Adult Learner Follow-Up System Report [35]. This report includes employment
information such as salary information by student major, employment rates and the top
ten industries for employment for graduates. The 2006-2007 Exit Cohort data revealed
an overall employment rate (working only and working and enrolled) of 79.2 percent for
undergraduate completers and 81.5 percent for graduate completers. In comparison,
the employment rate for students who left UTSA before completing their degree was
66.5 percent.
UTSA Career Services sends a Destination Survey [36], which has an 11
percent response rate to all graduating students approximately six weeks after
graduation. Follow-up surveys are sent at three, six, and nine month intervals. The
responses are reviewed and logged into each graduates’ electronic file, held in Career
Services. Career Services staff use this data to run reports [37] on job placement by
major, salary information, and employer. The Career Services staff works to develop
contacts and relationships with employers to provide additional employment
opportunities for UTSA graduates.
Career Services conducts an Employer Survey [38], which has a 93 percent response
rate that asks employers to rank UTSA graduates on several characteristics such as
general knowledge, communication and listening skills, and preparation in the field. In
addition, the respondents are asked to compare UTSA graduates to graduates they
have hired from other universities. Career Services provides copies of the survey
results [39] to academic departments upon request so they are aware of their
graduates’ placement rates and the sectors in which they are working. This data is
reviewed to determine those areas that Career Services can help to prepare UTSA
graduates for a successful career.
Colleges at UTSA use job placement data in various ways to improve the educational
experience. Currently, the College of Engineering uses this data to promote the
importance of internship and research experiences and to improve students’
interviewing skills. The most comprehensive of the college-based efforts occurs in the
Center for Student Professional Development (CSPD) [40] in the College of Business.
The CSPD uses this data on job placement to gauge the assistance that students need
462
in the job search process. The CSPD provides one-on-one resume review and
interview preparation as well as group workshops on job search skills through the
Career Action Program [41].
A variety of other methods are used by academic programs to assess the content
validity and currency of educational programs from the employers’ perspectives. The
Department of Architecture meets with the local chapter of the American Institute of
Architects (AIA) to identify areas of improvement in the curriculum. Most recently, AIA
indicated a need for UTSA graduates to have experience with a particular software
(Revit). In response, the Department of Architecture incorporated an introduction to this
software in its digital drawing course [42]. The Dean of the College of Liberal and Fine
Arts meets monthly with a group of eight community business and civic leaders who
often share practical insights about student preparation which are passed on to the
departments. Similarly, in the College of Public Policy, the Public Administration
program has developed an ethics course [43] based on input from the department’s
advisory board. In the College of Sciences, employer concerns have led to changes in
the Environmental Science curriculum (e.g., field techniques for plant and animal
sampling have been added to the curriculum and students are taught how to write a
wildlife management plan). More systematically, Computer Sciences actively solicits
recommendations from major employers (e.g., IBM, USAA) regarding desired
characteristics of graduate program curricula.
Documentation:
Document
Source of Document
[1]
Comprehensive Standard 3.3.1.1
Located within the UTSA
Compliance Certification Report
[2]
2007-08 Accountability & Performance Report
University of Texas System (UT
System) Website Accountability
[3]
Higher Education Accountability System
Texas Higher Education
Coordinating Board (THECB)
Website
[4]
Performance Measure Reporting in ABEST
Legislative Budget Board (LBB)
Website
[5]
The Tomas Rivera Center for Student Success
UTSA Website
463
Document
Source of Document
[6]
Core Curriculum Courses Completion Analysis
– 2006-2007 Academic Year
N/A
[7]
2007-2008 Academic Year Supplemental
Instruction Program Briefing
N/A
[8]
UTSA Supplemental Instruction Program 20072008 Academic Year
N/A
[9]
UTSA Graduation Initiative
UTSA Website
[10] Graduation Initiative’s Late Intervention
Program
Graduation Initiative Website
[11] Principles of Accounting Competency Exam
N/A
[12] Biology First Year Courses
Undergraduate Catalog 20082010
[13] Retention and Graduation in UTSA Degree
Seeking Cohort
UTSA Fall 2008 Fact Book
[14] TRC Program Graduation Rate Summary
Tables
N/A
[15] UTSA Graduation Improvement Plan
N/A
[16] COEHD Graduation Improvement Plan
N/A
[17] Graduation Initiative Website
UTSA Website
[18] COEHD Spring 2009 Update
N/A
[19] Teacher Education/Certification (TExES)
Educational Testing Services
Website
[20] Engineering Examination
Texas Board of Professional
Engineers Website
464
Document
Source of Document
[21] Licensing Exam Results
N/A
[22] LBB Licensing Exam Results
N/A
[23] THECB Teacher Certification (TExES) Report
N/A
[24] Preparing for the CPA Examination at UTSA
N/A
[25] CPA Exam Review email
N/A
[26] State Board for Educator Certification – Initial
Pass Rates by Entity
N/A
[27] Teacher Certification (TExES) Exam Results –
Physical Education
N/A
[28] Teacher Certification (TExES) Services Team
N/A
[29] Teacher Certification (TExES) Review Sessions
N/A
[30] Revision of Student Teaching Forms: Summer
2008
N/A
[31] Job Performance Criteria for Field Placement
Coordinator
N/A
[32] Fundamentals of Engineering Examination
Results
N/A
[33] Civil Engineering Assessment Report 2007
N/A
[34] UTSA Accountability Profile
N/A
[35] THECB Automated Student and Adult Learner
Follow-Up System Report
N/A
[36] UTSA Destination Survey – May 2008
Graduates
N/A
465
Document
Source of Document
[37] December 2007 Graduates Destination Survey
Results
N/A
[38] UTSA Career Services Employer Satisfaction
Survey
N/A
[39] UTSA Career Services Employer Satisfaction
Survey Results
N/A
[40] Center for Student Professional Development
College of Business Website
[41] Career Action Program
College of Business Professional Programs
[42] ARC Syllabus
N/A
[43] PAD 5303 Course Description
N/A
466
Federal Requirement 4.2 - Program Curriculum
The institution’s curriculum is directly related and appropriate to the purpose and goals
of the institution and the diplomas, certificates, or degrees awarded.
Compliance Judgment: Compliance
Narrative:
The curriculum of The University of Texas at San Antonio (UTSA) is directly related and
appropriate to the purpose and goals of the institution and the diplomas, certificates, or
degrees awarded. All degrees at UTSA are developed in accordance with the Texas
Education Code (TEC), the Texas Higher Education Coordinating Board (THECB), and
The University of Texas System (UT System). The content of each degree program at
UTSA undergoes a systematic, comprehensive internal and external review and
approval process to ensure that the purpose and goals of the institution, as defined in
UTSA 2016: A Shared Vision (Strategic Plan) [1], are met. The internal process is
undertaken by UTSA faculty and administrators; the subsequent external process is
carried out first by the UT System and finally by the THECB. Narratives for Core
Requirement 2.7.2 [2], Comprehensive Standards 3.3.1.1 [3], 3.4.1 [4] and 3.5.3 [5], and
Federal Requirement 4.4 [6] describe the review process.
TEC, Chapter 71 [7] provides rules and information regarding UTSA. TEC, Chapter 71,
Section 71.01 [8], defines UTSA as “a coeducational institution of higher education in
Bexar County.” Section 71.02 [9] states that “the organization and control of UTSA is
vested in the Board of Regents” (Board) of The UT System. Section 71.03 [10] states
that the Board “may prescribe courses leading to such customary degrees as are
offered at leading American universities and may award those degrees.” It also
indicates that the degrees offered by UTSA may include baccalaureate, master's, and
doctor's degrees and their equivalents. The TEC further stipulates that the institution
may not establish department, school, or degree programs without the prior approval of
the THECB. UTSA offers degrees at all three levels in keeping with its statutory
purpose. All these programs have been reviewed and approved by The UT System and
the THECB.
All degree programs at UTSA are approved by the THECB and have undergone its
rigorous approval process. The extensive criteria for new baccalaureate and master’s
degree programs can be found in the Texas Administrative Code (TAC), Title 19, Part 1,
Chapter 5, Subchapter C, Rule 5.45 [11];, the detailed criteria for new doctoral degree
programs can be found in the TAC, Title 19, Part 1, Section 5, Subchapter C, Rule 5.46
[12]. These criteria are designed to ensure UTSA’s programs comply with the approved
467
purpose of the institution and to assure the quality and likelihood for success of
programs that receive approval.
The standards used by The UT System for review and approval of academic program
proposals are described in the Rules and Regulations of the Board of Regents
(Regents’ Rules), Rule 40307 [13], which specifies that “[n]ew university degree and
certificate programs should be consistent with the higher education goals and mission of
the State of Texas, The U.T. System, and the offering institution.”
All proposals submitted by UTSA for new degree programs are developed in
accordance with THECB and UT System rules. The proposals for the Bachelor of Arts
degree program [14], which was judged to be a non-substantive change, and the Doctor
of Philosophy in Anthropology degree program [15], which was judged to be a
substantive change, are provided as examples.
In addition, prior to implementation, new program proposals are forwarded to the
Commission on Colleges of the Southern Association of Colleges and Schools if they
involve substantive changes. See the narrative for Comprehensive Standard 3.12.1
[16] for detailed information on substantive changes.
The UT System and the THECB have approved a total of 131 degree programs at
UTSA [17], [18]. This includes 64 baccalaureate, 46 master’s, and 21 doctoral
programs. The approval of each program was based on the program requirements and
justifications submitted to UT System and the THECB, including alignment with UTSA’s
purpose and mission.
Catalog Review Process
The contents of the undergraduate and graduate catalogs are reviewed every two
years, on a staggered cycle, to ensure that existing programs continue to be directly
related and appropriate to the purpose and goals of the institution and to the diplomas,
certificates, and degrees awarded. For example, the process of revising the
Undergraduate Catalog 2010-2012 commenced in fall 2008; revision of the Graduate
Catalog 2011-2013 will begin in fall 2009. To start the revision process, the dean of
Undergraduate Studies or the dean of the Graduate School, as appropriate, sends
instructions [19] for revising the catalog to the college deans and department chairs.
The revision of the content for existing degree programs starts with departmental
curriculum committees. The proposed changes to the degree requirements are then
reviewed [20] and approved in sequence by the department chair, college curriculum
committee, dean of the college, dean of Undergraduate Studies or dean of the Graduate
School, the Graduate Council (for graduate degree programs only), the Faculty Senate,
and the provost and vice president for Academic Affairs. After these approvals are
468
obtained, the president submits all catalog changes to The UT System for final
approvals.
Documentation:
Document
Source of Document
[1]
UTSA 2016: A Shared Vision (Strategic Plan)
UTSA 2016: A Shared Vision
Website
[2]
Core Requirement 2.7.2
Located within the UTSA
Compliance Certification Report
[3]
Comprehensive Standard 3.3.1.1
[4]
Comprehensive Standard 3.4.1
[5]
Comprehensive Standard 3.5.3
[6]
Federal Requirement 4.4
[7]
Texas Education Code (TEC), Chapter 71
Texas Statutes - Education
[8]
TEC, Chapter 71, Section 71.01
TEC, Chapter 71
[9]
TEC, Chapter 71, Section 71.02
[10] TEC, Chapter 71, Section 71.03
[11] Texas Administrative Code (TAC), Title 19, Part
1, Chapter 5, Subchapter C, Rule 5.45
TAC, Title 19, Part 1, Chapter
5, Subchapter C
[12] TAC, Title 19, Part 1, Chapter 5, Subchapter C,
Rule 5.46
[13] Rules and Regulations of the Board of Regents
(Regents’ Rules), Rule 40307
Regents’ Rules
[14] Non-Substantive Degree Program Proposal –
Bachelor of Arts Degree
N/A
469
Document
Source of Document
[15] Request for Authorization to Establish a Doctor
of Philosophy in Anthropology Degree Program
N/A
[16] Comprehensive Standard 3.12.1
Located within the UTSA
Compliance Certification Report
[17] Texas Higher Education Coordinating Board
(THECB) Approval of Bachelor of Arts Degree
in Art
N/A
[18] THECB Approval of Bachelor of Arts Degree in
Construction Management
N/A
[19] Instructions for Revision of the Undergraduate
Catalog 2010-2012
N/A
[20] Revision Schedule for Undergraduate Catalog
2010-2012
N/A
470
Federal Requirement 4.3 - Publication of Policies
The institution makes available to students and the public current academic calendars,
grading policies, and refund policies.
Compliance Judgment: Compliance
Narrative:
The University of Texas at San Antonio (UTSA) makes available to all students and the
public current academic calendars, grading policies and refund policies through the
University website and print publications. The academic calendar [1], accessible on the
UTSA website, provides key dates and deadlines. In addition, the Automated Student
Access Program (ASAP) [2] contains registration instructions, final exam schedules and
class schedules for each semester. The 2008-2009 Information Bulletin [3], which is
available electronically through ASAP and updated annually, contains clearly defined
grading policies for undergraduate [4] and graduate students [5], as well as a detailed
explanation of refund policies [6]. The Office of the Registrar's homepage [7] has links
to the Information Bulletin, class schedules, and the academic calendar. Printed copies
of the Information Bulletin are also available to students and the public through the
Office of the Registrar.
Documentation:
Document
[1] Academic Calendar
Source of Document
UTSA Website - Current
Students
[2] Automated Student Access Program (ASAP)
[3] 2008-2009 Information Bulletin
[4] Grading Policy for Undergraduate Students
2008-2009 Information Bulletin
[5] Grading Policy for Graduate Students
[6] Payment and Refund Policies
[7] Office of the Registrar
UTSA Website
471
Federal Requirement 4.4 - Program Length
Program length is appropriate for each of the institution’s educational programs.
Compliance Judgment: Compliance
Narrative:
Program length is appropriate for each of The University of Texas at San Antonio’s
(UTSA) educational programs. UTSA’s institutional policy on program length for all
degree programs follows the standards required by the Texas Higher Education
Coordinating Board (THECB) and The University of Texas System (UT System). As of
October, 23, 2008, The UT System and the THECB have approved a total of 131
degree programs offered at UTSA: 64 baccalaureate, 46 master’s, and 21 doctoral. In
addition to the initial approval, each program is reviewed and updated every two years
during catalog revision cycles.
Undergraduate Program Length
Texas Education Code (TEC), Chapter 61, Section 61.0515 [1] places a statutory
limitation on the number of student credit hours (SCH) required for undergraduate
degrees offered by public institutions. According to this statute [1], for students entering
institutions of higher education beginning in fall 2008, the undergraduate degree
requirements cannot exceed the Southern Association of Colleges and Schools (SACS)
minimum SCH requirements (currently 120 SCH) unless the institution has a compelling
academic reason to do so. The section on “Bachelor Degree Requirements” [2] in the
Undergraduate Catalog 2008-2010 states that students must “[c]omplete a minimum of
120 semester credit hours, 39 of which must be upper-division.” As shown in the
Bachelor’s Degree Programs Semester Credit Hours Table [3], all UTSA’s bachelor
degree programs require at least 120 SCH. The requirements for each undergraduate
degree offered at UTSA are detailed in the Undergraduate Catalog.
Graduate Program Length
The THECB’s Standards for New Baccalaureate and Master’s Degree Programs [4]
requires a minimum of 30 SCH for master’s degree programs awarded in Texas. It
specifies that SCH requirements for master’s degrees should be comparable to the
number of SCHs required for similar degrees in the state. The THECB also requires a
minimum of 18 SCH of course work in the major for master’s degree programs.
Master’s degree programs at UTSA require between 30 and 60 SCH, as shown in the
Master’s Degree Programs Semester Credit Hours Table [5]. The requirements [6] for
472
master’s degrees offered at UTSA are described in detail in the Graduate Catalog 20092011.
The criteria for new doctoral degree programs in Texas are described in the Texas
Administrative Code (TAC), Title 19, Part 1, Chapter 5, Subchapter C, Rule 5.46 [7].
This rule does not specify a minimum number of SCHs for doctoral degree programs.
However, UTSA’s doctoral programs require between 60 and 115 SCH (depending
upon prior undergraduate and master’s preparation), similar to what is found at other
doctoral degree granting institutions in the state and the nation. The number of SCH
required for doctoral programs is shown in the Doctoral Degree Programs Semester
Credit Hours Table [8]. The requirements [9] for doctoral degrees offered at UTSA are
described in detail in the Graduate Catalog 2009-2011. To review all the graduate
programs offered at UTSA, see the Graduate Catalog 2009-2011 [10].
Documentation:
Document
Source of Document
[1]
Texas Education Code (TEC), Chapter 61,
Section 61.0515
TEC, Chapter 61
[2]
Bachelor’s Degree Requirements
Undergraduate Catalog 20082010
[3]
Bachelors’ Degree Programs Semester Credit
Hours Table
N/A
[4]
Texas Higher Education Coordinating Board
THECB Website - Publications /
(THECB) Standards for New Baccalaureate and Reports
Master’s Degree Programs
[5]
Master’s Degree Programs Semester Credit
Hours Table
N/A
[6]
Master’s Degree Regulations
Graduate Catalog 2009-2011
[7]
Texas Administrative Code (TAC), Title 19, Part
1, Chapter 5, Subchapter C, Rule 5.46
TAC, Title 19, Part 1, Chapter
5, Subchapter C
[8]
Doctoral Degree Programs Semester Credit
Hours Table
N/A
473
Document
[9]
Doctoral Degree Regulations
Source of Document
Graduate Catalog 2009-2011
[10] Graduate Program Requirements & Course
Descriptions
474
Federal Requirement 4.5 - Student Complaints
The institution has adequate procedures for addressing written student complaints and
is responsible for demonstrating that it follows those procedures when resolving student
complaints.
Compliance Judgment: Compliance
Narrative:
The University of Texas at San Antonio (UTSA) has adequate procedures for
addressing written student complaints and follows those procedures when resolving
student complaints. The steps necessary to resolve various types of issues or
complaints, regardless of whether they are academic or nonacademic in nature, may be
found in the 2008-2009 Information Bulletin - “General Academic Regulations” [1] and
“Administrative Policies and Procedures” [2].
General Complaints
The 2008-2009 Information Bulletin, Appendix E (Student Grievances) [3] recommends
that if a student experiences a problem with a University employee, he or she should try
to resolve the problem with the employee or, if that does not help, then with the
employee’s supervisor. Additionally, any student who thinks the Student Code of
Conduct [4] has been violated by another student is advised to file a complaint through
the Office of Student Judicial Affairs [5].
The Student Ombudsperson [6], who is located in the Office of the Vice President for
Student Affairs (VPSA), is another source of assistance for UTSA students who need
help with resolving complaints. The ombudsperson listens to students’ concerns in a
confidential and safe environment, provides and clarifies information, identifies and
evaluates options, and communicates with other University representatives or
departments as necessary to respond to and resolve students’ concerns in a timely
manner. Students can also access a Student Concern Form electronically [7]. The
2007-2008 Student Ombudsperson Annual Report [8] demonstrates that policies and
procedures for the resolution of students’ complaints are followed by providing details
regarding the role of the ombudsperson, statistics about the types of individuals served,
the types of concerns raised, and recommendations to the University for changes or
improvements.
475
Complaints Regarding Academic and Grade Disputes
Parents or students are allowed to challenge the accuracy of educational records under
the Family Educational Rights and Privacy Act (FERPA) [9]. Details regarding the
challenge, review, and formal hearing process are published in the 2008-2009
Information Bulletin - “Administrative Policies and Procedures” [2].
The University’s academic and grade grievance procedures are described in the 20082009 Information Bulletin - “General Academic Regulations” [1]. Students are advised
to resolve grade or other academic complaints with the faculty member involved, but if
the two cannot agree, the student can file an appeal with the department chair. The
next level of appeal is the dean of the college. If the student is dissatisfied with this
decision, an appeal can be made to the dean of Undergraduate Studies or the dean of
the Graduate School, as appropriate. A final appeal can be made to the Office of the
Provost and Vice President for Academic Affairs. Examples of how the policies related
to grade grievances are actually carried out are provided by the Office of the Vice
Provost and Dean of Undergraduate Studies [10], [11], [12], [13], the Graduate School
[14], [15], and the college deans [16], [17].
Complaints Regarding Nondiscrimination, Sexual Harassment and Sexual
Misconduct
General policy provisions related to nondiscrimination, sexual harassment and sexual
misconduct, and consensual relationships are published in the UTSA Handbook of
Operating Procedures (HOP), Chapter 9.1 [18]. This section defines discrimination,
harassment, sexual misconduct, and sexual harassment, and provides both informal
resolution options and formal complaints procedures. Faculty, staff, administrators, and
students can report any concerns about discrimination or sexual harassment to the
Office of Equal Opportunity Services (EOS) [19]. Examples of how the policies relate to
discrimination, harassment, sexual misconduct, and sexual harassment are provided by
EOS [20]. The initial "RP" does not refer to a specific person, but rather is a generic
acronym meaning "Responding Person."
Prohibitions against romantic and sexual relationships, even if consensual, “between a
faculty member and a student who is enrolled in the faculty member’s course or who is
otherwise under the supervision of the faculty member” or “between a supervisor and a
person under his or her supervision” are specified in the HOP, Chapter 9, Section 9.4
[21]. HOP, Chapter 5, Section 5.12 [22], addresses the procedures that should be
followed by students who believe they are victims of sexual assault. It states that all
such incidents should be reported to the University Police. In addition, students may
476
also report an assault to the Office of Student Judicial Affairs for disciplinary action
regardless of whether or not the student has decided to press criminal charges.
Complaints Regarding Disabilities
HOP, Chapter 9, Section 9.2 [23], provides information about the University offices that
assist persons with disabilities. This section also details the informal and formal
grievance procedures for students, faculty, staff and visitors with disabilities. Disability
Services [24] coordinates services, accommodations and equipment for students with
disabilities. It also assists students with the informal resolution of complaints [25].
Complaints Regarding Customer Relations
UTSA’s policy for handling complaints accords with the Texas Government Code (TEC),
Chapter 2114 [26], and is described in the UTSA Compact with Texans [27]. This
document includes UTSA’s customer service policy, customer service principles, and an
email address to which complaints may be sent. In addition, the president invites
comments and questions about UTSA and provides an email address on his webpage
[28] for this purpose. The Business Operations Team in the Office of Facilities [29]
handles customer complaints, which are monitored daily and kept in a manual log [30],
[31], [32]. Complaints are then referred to the appropriate University offices or
departments for resolution. A summary of customer service is found in UTSA's Report
on Customer Service 2008 [33].
Documentation:
Document
Source of Document
2008-2009 Information Bulletin
[1]
General Academic Regulations
[2]
Administrative Policies and Procedures
[3]
Appendix E (Student Grievances)
[4]
Student Code of Conduct
[5]
Office of Student Judicial Affairs
UTSA Website
[6]
The Student Ombudsperson
Student Affairs Website
[7]
Student Concern Form
Student Affairs Website -
477
Document
Source of Document
[8]
2007-2008 Student Ombudsperson Annual
Report
Student Ombudsperson
[9]
Family Educational Rights and Privacy Act
(FERPA)
N/A
[10] Grade Grievance - Dean of Undergraduate
Studies 1
N/A
[11] Grade Grievance - Dean of Undergraduate
Studies 2
N/A
[12] Grade Grievance - Dean of Undergraduate
Studies 3
N/A
[13] Grade Grievance - Dean of Undergraduate
Studies 4
N/A
[14] Grade Grievance - Dean of Graduate Studies 1
N/A
[15] Grade Grievance - Dean of Graduate Studies 2
N/A
[16] Grade Grievance – Dean of College of Liberal
and Fine Arts
N/A
[17] Grade Grievance - Dean of College of Business
N/A
[18] Handbook of Operating Procedures (HOP),
Chapter 9, Section 9.1
HOP Table of Contents
[19] Office of Equal Opportunity Services
UTSA Website
[20] Equal Opportunity Examples
N/A
[21] HOP, Chapter 9, Section 9.4
HOP Table of Contents
[22] HOP, Chapter 5, Section 5.12
[23] HOP, Chapter 9, Section 9.2
[24] Disability Services
UTSA Website
478
Document
Source of Document
[25] Disability Services Example
N/A
[26] Texas Government Code, Chapter 2114
Texas Statutes - Government
[27] UTSA Compact with Texans
Audit, Compliance, and Risk
Services Website
[28] Office of the President
UTSA Website
[29] Business Operations Team
Office of Facilities Website
[30] Comments and Complaints Log 1
N/A
[31] Comments and Complaints Log 2
N/A
[32] Comments and Complaints Log 3
N/A
[33] UTSA's Report on Customer Service 2008
Audit, Compliance, and Risk
Services (ACRS) Website Statutorily Required Reports
479
Federal Requirement 4.6 - Recruitment Materials
Recruitment materials and presentations accurately represent the institution’s practices
and policies.
Compliance Judgment: Compliance
Narrative:
Recruitment materials and presentations accurately represent the practices and policies
of The University of Texas at San Antonio (UTSA). The Office of Undergraduate
Admissions (Admissions) [1] has primary responsibility for undergraduate recruitment;
the Graduate School [2] oversees graduate recruitment.
Undergraduate Recruitment
Admissions [1] provides information to prospective undergraduate (UG) students
through print publications, the undergraduate admissions website, and presentations by
Admissions staff.
Print Publications
The print publications provided to prospective students include the Undergraduate
Admissions Viewbook [3], the UG Admissions Flier [4], the UG Admissions Roadmap
[5], and the International Programs Brochure [6]. A two-year production cycle provides
timely updates to ensure the accuracy of these publications. Each spring, Admissions
staff conduct a review to identify changes to policies, procedures, and student services,
and to incorporate changes into these publications. To verify accuracy, drafts of revised
publications are forwarded to those areas of the University whose policies, procedures,
and services are addressed in the publications. Recommended changes are
incorporated into the text. The updated publications are made available to the public by
the start of the student recruitment season in September.
Website
The Admissions website [1] provides the information prospective students need to apply
for admission to the University. Admissions recruitment, processing, and administrative
staff are charged with reviewing and providing updates to their respective sections of
the website on an ongoing basis. In addition, these experts review and approve content
provided to prospective students via third-party-hosted websites such as ApplyTexas
[7]. Colleges and departments that choose to provide information to
480
prospective undergraduate students on their websites do so by linking to the
Admissions website, thus ensuring accuracy of information provided.
Presentations
The recruitment staff makes presentations [8] to prospective undergraduate students at
on- and off-campus recruitment events. The staff receives annual training to ensure
that the presentations are standardized and accurately reflect UTSA’s practices and
policies. This training takes place each year in advance of the recruitment season and
is updated by UTSA personnel from Academic Affairs, Student Affairs, and Business
Affairs divisions of the University. These regular updates ensure that prospective
students receive accurate information about policy, academic programs, student
programming and services, as well as how these areas interact with students.
Graduate Recruitment
The Graduate School, with the collaboration and participation of the academic colleges
and graduate program faculty and staff, coordinates graduate recruitment at UTSA.
The Graduate School recruitment staff is comprised of the director of Recruitment and
Retention, the assistant director of Recruitment and Retention, a full-time graduate
recruiter, a temporary assigned staff member, and several graduate assistants. The
Graduate School provides information to prospective graduate students that accurately
represents institutional policy, practice, and services. Information is provided through
print publications, the Graduate School website [2], and presentations by Graduate
School recruitment staff. Graduate program materials are revised annually to ensure
accuracy.
Print Publications
The print publications provided to prospective graduate students include the Graduate
School Viewbook [9] and the Doctoral Brochure [10]. The process for updating these
publications begins in November of each year, when the Graduate Schools’ director of
Recruitment and Retention meets with staff from the Office of University Publications
[11] to go over design and content ideas. In early spring (February or March), the
colleges are asked to provide updated material for their sections of the recruitment
materials. The director of Recruitment and Retention, the assistant dean in the
Graduate School who oversees catalog updates, and the manager of Admissions verify
policies and procedures in recruitment materials. All information is finalized no later
than May.
In addition, graduate programs produce flyers or brochures [12], [13], [14], [15], [16],
[17], [18] that describe their programs, which are included in biweekly mailings to
481
prospective studies and in recruitment materials. Faculty, students, and staff are also
encouraged to take these flyers or brochures to academic and community events to
highlight the specifics of each program. The process for updating college and
departmental publications begins in February of each year when the graduate recruiter
within the Graduate School contacts the academic colleges and departments to review
the text for their brochures and to obtain updates or changes. Staff in the Graduate
School review this information in conjunction with the current graduate catalog to ensure
accuracy. The assistant director of Recruitment and Retention reviews the student
services information and collaborates with all relevant offices to make sure the
information is correct. The final versions of the recruitment materials are available by
late July, in time for the next recruitment cycle. A description of all academic program
information [19] is provided on the Graduate School website.
Website
The Graduate School has an interactive website [2] where prospective graduate
students can obtain information on admissions and available programs and services.
The director of Recruitment and Retention oversees the content and maintenance for
the website. Once a new catalog is published, the recruitment/retention staff members
regularly review and update the website to ensure accuracy and alignment with the
most current policies, procedures, and program information. Further updates and
maintenance occur on a daily basis. The Graduate School checks the websites of
colleges and departments that provide information regarding admissions, programs and
services to prospective graduate students to ensure accuracy.
Presentations
The director of Recruitment and Retention and the graduate recruitment staff conduct
presentations [20], both on- and off-campus, often in coordination with the academic
colleges. The director of Recruitment and Retention has standardized these
presentations to ensure accuracy and consistency of information. The Graduate School
recruitment staff go through training before they make presentations. They review all
current admissions policies and procedures in accordance with the current graduate
catalog, which is updated based on program faculty and staff input and Graduate
Council approval. The recruitment staff ensures that the presentations have current and
correct information on requirements, programs offered, and deadlines.
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Documentation:
Document
Source of Document
[1]
Office of Undergraduate Admissions
UTSA Website
[2]
The Graduate School
[3]
Undergraduate Admissions Viewbook
N/A
[4]
Undergraduate Admissions Flier
N/A
[5]
Undergraduate Admissions Roadmap
N/A
[6]
International Programs Brochure
UTSA Website
[7]
ApplyTexas
N/A
[8]
PowerPoint for Admissions
N/A
[9]
Graduate School Viewbook
N/A
[10] Doctoral Brochure
N/A
[11] Office of University Publications
UTSA Website
[12] Flyers and Brochures – Master of Science in
Applied Mathematics
N/A
[13] Flyers and Brochures – Ph.D. in Culture,
Literacy, and Language
N/A
[14] Flyers and Brochures – Ph.D. in English
N/A
[15] Flyers and Brochures – Master of Science in
Applied Statistics
N/A
[16] Flyers and Brochures – Master of Science in
Health and Kinesiology
N/A
[17] Flyers and Brochures – Master of Music
N/A
[18] Flyers and Brochures – Ph.D. in Biology
N/A
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Document
Source of Document
[19] Academic Programs
Graduate School Website
[20] PowerPoint Presentation for On- and OffCampus Recruitment Events
N/A
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Federal Requirement 4.7 - Title IV Program Responsibilities
The institution is in compliance with its program responsibilities under Title IV of the
1998 Higher Education Amendments.
Compliance Judgment: Compliance
Narrative:
The University of Texas at San Antonio (UTSA) is in compliance with its program
responsibilities under Title IV of the 1998 Higher Education Amendments. UTSA is
currently authorized to participate in Title IV Federal Student Aid Programs in
accordance with the federally required Program Participation Agreement (PPA) [1], the
PPA Addendum [2], and an active Eligibility and Certification Approval Report (ECAR)
[3].
The PPA agreement with the U.S. Department of Education approves the University to
participate in all federal Title IV aid programs. The current PPA is valid through June
30, 2013. The PPA Addendum certifies that UTSA is approved to participate in the
Department of Education’s Quality Assurance Program [4]. The University will be
entitled to participate under this PPA Addendum until the Secretary issues a new
addendum. UTSA submitted a renewal PPA to the Department of Education in March
2007 and received the current ECAR when the PPA was approved in September 2007.
The ECAR demonstrates UTSA’s required recertification to participate in Title IV
programs and provides institutional information such as primary administrators, state
agency, accrediting agency and third party service providers.
UTSA’s federal Title IV student aid programs undergo an annual compliance audit in
accordance with the Office of Management and Budget Circular A-133: Audits of
States, Local Governments and Nonprofit Organizations [5]. The most recent finalized
audit was of the 2006-2007 Aid Year performed in September 2007 by representatives
from the Texas State Auditor’s Office (SAO). The final audit report [6] is available
electronically at the SAO’s website. The narrative for Comprehensive Standard 3.10.3
[7] provides details on the results of audits. Additionally, because UTSA participates in
the Department of Education’s Quality Assurance Program, the Office of Student
Financial Aid and Enrollment Services completes two mandatory annual Federal
Student Aid Assessments [8] developed by the Quality Assurance Program. The office
also performs other self-audits to ensure compliance with federal Title IV program
requirements.
UTSA complies with federal Title IV financial aid reporting requirements. Annually,
UTSA submits the Fiscal Operations Report and Application to Participate (FISAP)
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report to the Department of Education with an initial report in September [9] and an
update report in December [10]. The FISAP demonstrates the University’s
administrative capability and financial responsibility as required by Title IV regulations
as it outlines all Title IV federal student aid funds received and expended during the
previous aid/award year. The annual FISAP report also serves as the vehicle for the
University to request federally funded awards for the next aid/award year.
UTSA’s adherence to Title IV student financial assistance programs’ governing Code of
Federal Regulations (CFR) Title 34, Chapter VI, Part 668, Subpart D [11], is
demonstrated through provision of several types of mandatory information for students.
The Office of Student Financial Aid and Enrollment Services maintains a website that
provides federally required information about Title IV and other state and institutional
financial assistance opportunities. The website explains the process of applying for
financial aid [12], eligibility requirements [13], types of aid available [14], satisfactory
academic progress policy [15] and the Family Educational Rights and Privacy Act
(FERPA) policy [16]. The University also provides information to ensure compliance
with the Student Right-to-Know and Campus Security Act through its Handbook of
Operating Procedures (HOP), Chapter 5, Section 5.11 [17], which is based on CFR Title
34, Chapter VI, Part 668, Subpart D [11]. The UTSA Police Department publishes the
mandatory campus security report [18] annually. The Police Department’s website [19]
also provides other extensive information such as crime statistics, the daily blotter,
police reports, the Texas Department of Public Safety’s sex offender list, and the current
crime alert. The Student Right-to-Know and Campus Security Act also requires that the
University publish institutional completion or graduation rates. Institutional retention and
graduation rates [20], [21] are available from UTSA’s Office of Institutional Research’s
web page in the UTSA Fall 2008 Fact Book.
Documentation:
Document
Source of Document
[1]
Program Participation Agreement (PPA)
N/A
[2]
PPA Addendum
N/A
[3]
Eligibility and Certification Approval Report
(ECAR)
N/A
486
Document
Source of Document
[4]
Quality Assurance Program (QAP)
Department of Education
Website -Information for
Financial Aid Professionals
(IFAP) - Participation Links /
Programs
[5]
Circular A-133: Audits of States, Local
Governments and Non-Profit Organizations
Office of Management and
Budget Website - Circulars
[6]
Federal Portion of the Statewide (Texas) Single
Audit Report for the Fiscal Year Ended August
31, 2007
N/A
[7]
Comprehensive Standard 3.10.3
Located within the UTSA
Compliance Certification Report
[8]
Federal Student Aid Assessments
Department of Education
Website - IFAP Participation
Links / Programs / QAP / Tools
for Schools
[9]
Fiscal Operations Report and Application to
Participate (FISAP) Report, September 2008
N/A
[10] FISAP Report, December 2008
N/A
[11] Code of Federal Regulations (CFR) Title 34,
Chapter VI, Part 668, Subpart D
National Archives and Records
Administration Website
[12] Process of Applying for Financial Aid
Student Financial Aid and
Enrollment Services Website
[13] Eligibility Requirements
[14] Types of Aid Available
[15] Satisfactory Academic Progress Policy
[16] Family Educational Rights and Privacy Act
(FERPA)
487
Document
Source of Document
[17] Handbook of Operating Procedures (HOP),
Chapter 5, Section 5.11
HOP Table of Contents
[18] 2008 Annual Security Report
UTSA Police Department
Website
[19] UTSA Police Department
UTSA Website
[20] Retention and Graduation in UTSA Degree
Seeking Cohort
UTSA Fall 2008 Fact Book
[21] Graduation Rates (Four, Five and Six Year) by
Cohort
488