Section I: Principles and Philosophy of Accreditation
|
Recommendation |
Action Plan/Response |
Responsible Party |
Deadline |
|
|
1 |
The University must take appropriate action to ensure that the 1999-2001 Graduate Catalogue, as well as all other future catalogues, brochures and advertisements, accurately describes the relationship of the institution with the Commission as required in the Commission’s Criteria for Accreditation. |
Add correct information to the 1999-2001 Graduate Catalogue. |
President of the University |
Action Completed |
Section II: Institutional Purpose
|
Recommendation |
Action Plan/Response |
Responsible Party |
Deadline |
|
|
1 |
The appropriate University committee must periodically review and update the University mission statement. |
Establish a committee drawing on the resources of the Faculty Senate, Academic Policy Council, and President’s Cabinet. Institute an annual review of the mission of the University beginning in 1999. The reviewed and appropriately revised mission statement will be published in an appropriate manner. |
President of the University |
1999-2000 Academic Year |
Section III: Institutional Effectiveness
|
Recommendation |
Action Plan/Response |
Responsible Party |
Deadline |
|
|
1 |
The University must undertake a study to determine the feasibility of creating a common database under the direction of the OIR and to consider the resources required to create such a database. The OIR should have the informational resources necessary to provide appropriate advice and assistance to organizational units in the design and administration of assessment instruments. A centralized database would allow the OIR to provide ready data analysis and reports in assisting organizational units, faculty, and staff with planning and decision-making processes. It should be noted that the recently hired director of the OIR has made the creation of a common database a priority and has emphasized that the OIR serve as a resource for the creation of measurement instruments. |
The new Director of the Office of Institutional Research has already started the process. |
Director of the Office of Institutional Research |
Fall 1999 |
|
Suggestion |
Action Plan/Response |
Responsible Party |
Deadline |
|
|
1 |
While the reporting of institutional effectiveness status has recently been modified with the units reporting to the deans, it is suggested that the deans annually furnish the Planning and Budget Committee with a report on the institutional effectiveness status for units in their colleges. This suggestion is designed to promote coordination between strategic planning, budgeting, and assessment. |
Add to the list of documentation requested prior to the meeting of the Planning and Budget Committee. |
Vice President for Academic Affairs, College Deans, Director of the Library |
Fall 1999 |
|
2 |
The Institutional Effectiveness Committee consists of a cross-section of University faculty, with a wide variety of academic expertise, who serve as a resource to the individual units and as a liaison between the units and the OIR. It is suggested that the Committee be restructured to consist of faculty members with assessment expertise. The members should serve as a resource to help units develop and modify assessment processes tailored to their needs. |
Create new committee. |
President, Faculty Senate Committee on Committees |
Fall 1999 |
|
3 |
The Internal Auditor should verify the status of each unit’s institutional effectiveness program. |
Consider including as a component in the routine audit cycle. |
President, Internal Auditor |
Start in Fall 1999 |
|
4 |
A system should be developed to allow units to share insights and information about their institutional effectiveness processes. |
Create a chat group or a series of discussion groups. |
Director of the Office of Institutional Research |
Fall 1999 |
|
5 |
While the reporting of institutional effectiveness status has recently been modified so that units report to the deans/directors overseeing the individual units, the Committee suggests that the deans/directors annually furnish the Planning and Budget Committee with a report on the institutional effectiveness status for units that report to him or her. |
Add to the list of documentation requested prior to the meeting of the Budget and Planning Committee. |
Vice President for Academic Affairs, College Deans, Director of the Library |
Fall 1999 |
|
6 |
Training on assessment procedures should be provided to support unit personnel. |
Provide document on the process and offer access to the Institutional Effectiveness Committee discussed in Suggestion #2, above. The Director of the Office of Institutional Research has already provided new documentation. |
Director of the Office of Institutional Research |
Completed |
|
7 |
Collection of data on job placement of graduates should be systematized and centralized. |
Create formal database on job placement. The Director of Career Services has already started the process. |
Director of Career Services |
Fall 1999 |
|
8 |
Information about the importance and value of institutional effectiveness should be included in the orientation session for new SHSU employees. |
Include in the orientation process. |
College Deans, Directors |
Fall 1999 |
|
9 |
The University should consider the implications of assigning the OIR greater responsibility for assisting organizational units in data analysis, report creation, and data warehousing. Currently the OIR often does not routinely receive copies of reports of research conducted by organizational units, which may be of interest to other organizational units. |
Require and verify that copies of all Institutional Effectiveness reports are sent to the Office of Institutional Research. |
College Deans, Directors, and Director of the Office of Institutional Research |
Fall 1999 |
|
10 |
The University should clearly define institutional effectiveness as a component of the strategic planning process. |
Implement as part of the Planning and Budget Committee. |
Planning and Budget Committee |
Fall 1999 |
|
11 |
Administrative responsibility should be incorporated into the institutional effectiveness process. |
Specify oversight responsibility to the deans and directors. This has already been implemented. |
College Deans, Directors |
Fall 1999 |
|
12 |
The University should consider making institutional effectiveness an explicit part of the internal audit process. |
Assign to the Internal Auditor. |
President |
Fall 1999 |
|
13 |
The University should consider reallocating resources to enable the OIR to take the lead role in assisting the institutional effectiveness process with consulting on assessment issues, serving as a centralized source of information to organizational units, and storing institutional effectiveness reports. |
Determine the appropriate level of budgeting for the Office of Institutional Research. |
President, Vice President for Finance and Operations, Vice President for Academic Affairs |
Fall 1999 |
Section 4.2: Undergraduate Program
|
Recommendation |
Action Plan/Response |
Responsible Party |
Deadline |
|
|
1 |
The number of hours in residence required for graduation from Sam Houston State University should be raised to a figure at least equaling 25% of total credit hours. |
Academic Policy Council will revise the policy on residence hours. |
Vice President for Academic Affairs |
1999-2000 Academic Year |
|
Suggestion |
Action Plan/Response |
Responsible Party |
Deadline |
|
|
1 |
The Office of Institutional Research should produce an annual updated report on "Admissions Standards & Student Performance." |
Add this goal to the responsibilities of the Office of Institutional Research |
Vice President for Academic Affairs |
1999-2000 Academic Year |
|
2 |
While the institution does comply with SACS criteria by providing regular evaluation of its admissions policies, this regularity is accidental rather than systematic. A faculty committee, perhaps the existing committee on admissions appeals, should be charged with regularly and systematically reviewing and evaluating admissions policies. |
Charge a faculty committee with the responsibility of regularly and systematically reviewing and evaluating admissions policies. |
Associate Vice President for Academic Affairs |
1999-2000 Academic Year |
|
3 |
While it may be demonstrated that graduates of the University receive adequate basic computer skills through coursework and other means, it would be desirable to consider means by which this component of the academic program might be strengthened. |
In the curriculum review process, departments will consider means by which basic computer skills might be strengthened. |
Vice President for Academic Affairs |
1999-2000 Academic Year Curriculum Review Process |
|
4 |
Procedural steps should be implemented to ensure closer adherence in the academic departments to the policies governing the evaluation of teaching. |
Through the office of the dean of each college, provide professional development to department chairs concerning the evaluation of teaching. |
Vice President for Academic Affairs, Council of Academic Deans |
1999-2000 Academic Year |
|
5 |
The University should implement structures for the more comprehensive and meaningful evaluation of teaching, specifically ensuring that teaching evaluations are used to improve the quality of instruction. |
Reconvene the ad hoc committee on teaching evaluation to consider structures for more comprehensive and meaningful evaluation of teaching. |
Vice President for Academic Affairs |
1999-2000 Academic Year |
|
6 |
While current practices regarding syllabi generally satisfy the requirements of the Criteria, the University should encourage faculty (and, as necessary, offer developmental training) to construct syllabi which more thoroughly and meaningfully introduce students to the goals, requirements, content, and evaluation methods of each course. |
Through the office of the dean of each college, provide professional development to faculty on the construction of meaningful course syllabi. |
Vice President for Academic Affairs, Council of Academic Deans |
1999-2000 Academic Year |
Section 4.3: Graduate Education
|
Suggestion |
Action Plan/Response |
Responsible Party |
Deadline |
|
|
1 |
Most of the research funding is granted to faculty. SHSU should consider directing more funds for student research. |
The Office of Research and Sponsored Programs will review the process for advertising and awarding research funds to students. |
Associate Vice President for Research and Sponsored Programs |
1999-2000 Academic Year |
|
2 |
The University should make a concerted effort to increase the level of funding for graduate fellowships and assistantships to attract quality graduate students. |
The University Budget Committee will review increasing the level of funding for graduate fellowships and assistantships. |
President |
1999-2000 Academic Year |
|
3 |
General admission policies for graduate students should be consolidated into one area in the graduate catalogue. |
The Graduate Council will review the graduate catalogue to consolidate general admissions policies into one arena. |
Coordinator of Graduate Students |
For next publication of the graduate catalogue |
|
4 |
Since letters of recommendation are used to assess the preparedness of the applicant for graduate school, degree programs should request letters from qualified individuals which attest to the individual’s ability to work in the department or program. |
The Graduate Council will review the addition to the graduate admissions process of a request for letters from qualified individuals which will attest to a graduate studies applicant’s ability to work in the department or program. |
Coordinator of Graduate Studies |
1999-2000 Academic Year |
|
5 |
More degree programs should consider arranging personal interviews with applicants when possible. |
The Graduate Council will recommend personal interviews with applicants as a part of the admissions process for more degree programs. |
Coordinator of Graduate Studies |
1999-2000 Academic Year |
|
6 |
The graduate catalogue should specify that the degree-granting college or university be a recognized institution at the time the applicant’s coursework was completed. |
The Graduate Council will revise the graduate catalogue to include this requirement. |
Coordinator of Graduate Studies |
For next publication of the graduate catalogue |
|
7 |
Accreditation of institutions from which transfer work is requested should be verified. The guide published by the American Association of Collegiate Registrars and Admissions Officers should be used to evaluate transfer credit. |
The Graduate Studies Office will verify the accreditation status of institutions from which transfer work is requested using the AACRAO guide. |
Coordinator of Graduate Studies |
1999-2000 Academic Year |
|
8 |
The Graduate Council should consider establishing a written policy on credit for portfolio-based experiential learning in accord with the most recent SACS regulations and guidelines and publish it in the graduate catalogue. |
The Graduate Council will consider such a policy. |
Coordinator of Graduate Studies |
1999-2000 Academic Year |
|
9 |
The graduate catalogue should state clearly the length of time a student may remain as a Conditional Graduate Student. |
The Graduate Council will clarify in the graduate catalogue the length of time a student may remain as a conditional graduate student. |
Coordinator of Graduate Studies |
For next publication of the graduate catalogue |
|
10 |
The Graduate Council and individual programs should establish and implement a systematic method of evaluating graduate admission standards. Within this general framework, emphasis needs to be placed on adequate representation by the faculty involved in the program. |
The Graduate Council will establish and implement a systematic method of evaluating graduate admission standards with adequate representation by the faculty as a part of the process. |
Coordinator of Graduate Studies |
1999-2000 Academic Year |
|
11 |
The Graduate Council and each individual graduate program should establish and implement a systematic method of evaluating graduate admission standards. |
The Graduate Council should establish and implement such a systematic method. |
Coordinator of Graduate Studies |
1999-2000 Academic Year |
|
12 |
In order to help both students and faculty understand completion requirements better, the definitions and descriptions of these requirements across the disciplines should be made uniform in the graduate catalogue. |
The Graduate Council will review the description of completion requirements and make them uniform in the graduate catalogue. |
Coordinator of Graduate Studies |
For next publication of the graduate catalogue |
|
13 |
All departments should review graduate curricula annually. |
The Graduate Council will recommend that all departments review graduate curricula annually. |
Coordinator of Graduate Studies |
1999-2000 Academic Year |
|
14 |
Programs which evaluate students through capstone courses should clearly label those courses as such in the graduate catalogue. |
The Graduate Council will recommend that programs clearly label capstone courses in the graduate catalogue. |
Coordinator of Graduate Studies |
1999-2000 Academic Year |
|
15 |
Each graduate program should institute an effective and systematic way to track former students in order to judge adequately the effectiveness of graduate instruction. |
The Graduate Council will recommend to each graduate program that such a system be developed and implemented. |
Coordinator of Graduate Studies |
1999-2000 Academic Year |
|
16 |
SHSU should develop a plan for the periodic review of orientation and advisement programs. |
The Graduate Council will develop a plan for the periodic review of orientation and advisement programs. |
Coordinator of Graduate Studies |
1999-2000 Academic Year |
Section 4.6: Continuing Education, Outreach and Service Programs
|
Suggestion |
Action Plan/Response |
Responsible Party |
Deadline |
|
|
1 |
For the Puebla summer abroad program, adequate classroom space should be provided in an area more distant from the public areas of the hotel in which the participants stayed. |
The Coordinator of the Field Program in Puebla, Mexico, will secure more classroom space in an area more distant from the public area of the hotel in which the participants stay. |
Coordinator of the Field Program in Puebla, Mexico |
Summer 1999 (This sug-gestion is already being implemented. In 1998, an additional conference room was made available for classes, and a cafeteria is being modified as a class-room.) |
|
2 |
For the Puebla summer abroad program, more computers and Internet connections should be supplied. |
The Coordinator of the Field Program in Puebla, Mexico, will investigate how to supply more computers and Internet connections. |
Coordinator of the Field Program in Puebla, Mexico |
Summer 1999 (This sug-gestion is already being implemented. More laptop computers will be taken to Puebla, and means for Internet connections are being inves-tigated.) |
Section 4.8: Faculty
|
Recommendation |
Action Plan/Response |
Responsible Party |
Deadline |
|
|
1 |
The Dance Program must hire at least one full-time faculty member to teach in its graduate program. |
Initiate faculty search to add position in Dance. |
Program Coordinator, Dance; Dean of the College of Arts and Sciences |
August 1999 |
|
Suggestion |
Action Plan/Response |
Responsible Party |
Deadline |
|
|
1 |
The University should study the option for earlier approval of position allowances to begin advertising of vacancies. |
Forward suggestion to Vice President for Academic Affairs for consideration and action. |
Vice President for Academic Affairs, Deans of the Colleges |
August 1999 |
|
2 |
The University should evaluate the feasibility of establishing a pool of travel funds to use for bringing a larger number of prospective candidates to campus, and also of creating a teleconferencing facility to improve the candidate phone interview process. |
Present suggestions to deans and/or Academic Policy Council as soon as possible. |
Vice President for Academic Affairs |
August 1999 |
|
3 |
The University should determine whether establishing a Texas Business Travel Account (BTA) will result in state travel discounts and preserve limited travel funds when the institution invites out-of-state faculty candidates for on-campus interviews. |
Within the next few months have the Academic Policy Council, with assistance from the Vice President for Finance and Operations, investigate the possible advantages of establishing BTA account. |
Academic Policy Council, in consultation with the Vice President for Finance and Operations |
Summer 1999 |
|
4 |
Even though at least 25% of the discipline course hours in the Journalism Program are taught by faculty members holding the terminal degree in that discipline or other appropriate credentials, when vacancies occur in the future the department should make every effort to recruit and employ faculty members with terminal degrees in journalism. |
Program Coordinator/faculty should adopt aggressive plan for future recruiting of Journalism faculty holding terminal degree in field. |
Program Coordinator, Journalism; Chair of Department of Public Communication; Dean of the College of Arts and Sciences |
Spring 1999 |
|
5 |
The Office of Graduate Studies should investigate the possibility of offering research assistantships for graduate students in the doctoral programs. |
Early in the spring semester a suggestion should be presented to the appropriate college dean/Academic Policy Council for consideration and action. |
Associate Vice President for Research and Sponsored Programs |
Spring 1999 |
|
6 |
Full-time faculty for each department should participate in the budget/planning processes for staffing courses to ensure that the need to use part-time faculty is anticipated but properly limited. |
Department chairs should immediately adopt procedures which provide opportunities for full-time faculty to join in the planning process for staffing department positions. |
Department Chairs/Program Coordinators |
Spring 1999 |
|
7 |
At the departmental level, the concerns of the faculty could be addressed with better communication about the issues of selection and hiring of part-time faculty. |
Department chairs should adopt procedures which provide opportunities to participate in discussions preliminary to hiring part-time faculty. |
Department Chairs/Program Coordinators |
Spring 1999 |
|
8 |
Program administrators should develop strategies to keep all faculty apprised of procedures relating to the employment of part-time faculty. |
Written guidelines for the employment of part-time faculty should be developed expeditiously. |
Department Chairs/Program Coordinators |
Spring 1999 |
|
9 |
Even though the salaries of assistant instructors at Sam Houston State University stand at the mid-point in comparison to those of assistant instructors at sister institutions, the salary increase recommended by the Faculty Senate would be beneficial in attracting graduate students. |
Department Chairs and Program Coordinators should urge their respective deans to support the Senate’s recommendation actively. |
Council of Academic Deans |
1999 |
|
10 |
Because noncompetitive faculty salaries in some programs are increasingly affecting the University’s ability to attract quality faculty to those departments, faculty salaries should be increased. Unless salary levels are reassessed, salaries could affect the quality of instruction and research in the newly added doctoral programs in Educational Leadership and Forensic Psychology. |
The Council of Academic Deans should encourage appropriate administrators to pursue opportunities to increase faculty salaries to bring SHSU in line with national averages. |
Council of Academic Deans |
1999 |
|
11 |
The reasons for the disparity in faculty salaries by gender in each rank should be evaluated. |
The Faculty Senate should, as soon as is feasible, appoint an ad hoc committee to evaluate disparities in faculty salaries by gender and make recommendations which will eliminate disparities where they exist. |
Faculty Senate |
Summer 1999 |
|
12 |
Academic department chairs/coordinators should develop a format for holding discussions with their faculty as early in the school year as practical regarding specific interpretations and implementations of policies and procedures relating to academic freedom and professional security. |
Department Chairs/Program Coordinators should immediately adopt procedures for thorough dissemination and discussion of matters pertaining to academic freedom and professional security. |
Department Chairs/Program Coordinators |
Fall 1999 |
|
13 |
The University should assure that the plans for faculty development leaves, as recommended by the Vice President for Academic Affairs, are adequately funded and implemented. |
The Faculty Senate should urge the President to approve the implementation and funding of Faculty Development Leaves as recommended by the Vice President for Academic Affairs. |
Vice President for Academic Affairs |
1999 |
|
14 |
The Office of University Advancement should specifically target the area of travel funding and initiate a campaign to increase the amount of local travel funds available to support faculty participation in professional growth activities. |
The Director of University Advancement, in conjunction with deans of the colleges, should explore possibilities for increasing local funds for travel to enhance professional growth. |
Executive Director for University Advancement |
1999 |
|
15 |
The University should develop sections in the Academic Policy Manual and The Faculty Handbook which specifically treat faculty growth and development. These sections would directly address the faculty member’s individual responsibilities for initiating professional growth activities, would define the nature of the activities that would be considered for the purposes of tenure and promotion, and would delineate University programs and support for these activities. |
At its earliest opportunity, the Academic Policy Council should draft additional sections for the Academic Policy Manual and The Faculty Handbook for consideration and implementation. |
Vice President for Academic Affairs |
1999 |
|
16 |
The Faculty Senate should continue its efforts to inform the general faculty of its contributions toward the formulation of academic policy. |
The Faculty Senate at its convenience should discuss ways to inform the general faculty more effectively of its contributions to the formulation and adoption of academic policies. |
The Faculty Senate |
1999 |
|
17 |
The administration should conduct a thorough study of ways to balance the increasing emphasis on the research component of faculty responsibilities with the current expectations of faculty in the areas of instruction, advisement, and public service. |
The Vice President for Academic Affairs should consider appointing a "Blue Ribbon" committee to study and make recommendations to balance and clarify all faculty responsibilities. |
Vice President for Academic Affairs |
August 1999 |
|
18 |
Where inadequate performance criteria exist, departments should develop thorough descriptive criteria in order to increase faculty satisfaction with evaluation processes; all members of the department should be involved in the development of these criteria. |
Department Chairs should begin meetings immediately with their faculty to develop a set of criteria which are clear, thorough, and descriptive. |
Department Chairs |
August 1999 |
|
19 |
Chairs and deans should provide descriptive information as to how the FES process improves the educational programs; this information should be incorporated into the evaluation process. |
Deans and Department Chairs should as soon as is feasible develop evaluative procedures to identify opportunities for faculty improvement through participation in the FES process. |
Deans, Department Chairs |
August 1999 |
|
20 |
In light of the response to Item 34 of the faculty survey, the best use of student evaluations should be reëvaluated. |
The Faculty Senate should at its earliest convenience appoint a special committee to look closely at the current use of student evaluation results and explore ways to enhance the use of these results. |
Faculty Senate |
1999 |
Section 5.1: Library
|
Recommendation |
Action Plan/Response |
Responsible Party |
Deadline |
|
|
1 |
To correct deficiencies identified by its annual self-evaluation, the Newton Gresham Library must improve its holdings of journals, computer software, and audio-visual and 3-D materials. |
Funding must be made available for the library to increase its current level of journals, computer software, audio-visual, and 3-D holdings.
|
Library Director |
Address these needs in preparing budget requests for submission by June, 1999 |
|
2 |
The University must make more space available to the Newton Gresham Library. |
Additional square footage must be made available to the Newton Gresham Library, preferably within the existing building.
|
The Library Director will make a recommendation to the Vice President for Academic Affairs |
Bring the matter to the President’s Cabinet by the Fall semester of 1999 |
|
3 |
The Newton Gresham Library must take measures to increase the numbers of professional library staff. |
Additional faculty FTE must be made available to the Newton Gresham Library. |
The Director of the Library will make a recommendation to the Vice President for Academic Affairs |
Bring the matter to the President’s Cabinet by the Fall semester of 1999 |
|
Suggestion |
Action Plan/Response |
Responsible Party |
Deadline |
|
|
1 |
Departmental bibliographers and liaisons should survey the faculty to determine the nature of their dissatisfaction with the Newton Gresham Library’s journals holdings. |
A faculty survey regarding journals holdings must be conducted. |
Library Director |
Fall 1999 |
|
2 |
The Newton Gresham Library staff should explore in greater depth the degree of satisfaction with the library’s hours of operations. |
A survey of faculty and students regarding the library’s hours of operations must be conducted. |
Library Director |
Fall 1999 |
|
3 |
The library staff should survey users to determine how satisfied they are with the availability of computer workstations. |
A user survey regarding satisfaction with computer workstations must be conducted. |
Library Director |
Fall 1999 |
|
4 |
Acknowledging that the technology involved in distance learning is rapidly expanding, the University should regularly evaluate its information resources services for distance learners. |
Annual evaluation of distance learner resources must be conducted.
|
Library Director |
Fall 1999 |
Section 5.2: Instructional Support
|
Suggestion |
Action Plan/Response |
Responsible Party |
Deadline |
|
|
1 |
The Biological Sciences and Chemistry Departments, as well as the Technology Department, should receive updated laboratory equipment. |
Determine plan to provide laboratory equipment. |
Budget Committee |
End of Fiscal Year 1999 |
|
2 |
A copier, VCR, and television should be supplied to the Department of Military Science. |
Allocate funds to purchase copier, VCR, and TV for the Military Science Department. |
Budget Committee |
End of Fiscal Year 1999 |
Section 5.3: Information Technology Resources and Systems
|
Recommendation |
Action Plan/Response |
Responsible Party |
Deadline |
|
|
1 |
At least one computer literacy class should be incorporated as a required course into the University’s General Education Requirements for the Baccalaureate Core. Of more long-range importance would be a comprehensive "information literacy" course that includes basic computer, e-mail, Internet, library, research, and related skills. |
Review feasibility of offering an "information literacy" class which includes basic computer, e-mail, Internet, library, and research competency skills. |
Director of Computer Services |
Fall 1999 |
|
Suggestion |
Action Plan/Response |
Responsible Party |
Deadline |
|
|
1 |
Further access to the University’s computing benefits could be provided to students through additional data-line outlets in dormitories and academic buildings. |
Confer with appropriate personnel to determine the feasibility of creating a plan to begin incorporating more datalines for students. |
Director of Computer Services |
Fall 1999 |
Section 5.4: Student Development Services
|
Suggestion |
Action Plan/Response |
Responsible Party |
Deadline |
|
|
1 |
To assure that off-campus students enjoy student development services, the University should consider providing some services at The University Center in The Woodlands. |
Conduct feasibility assessment to determine which services can readily be offered at The University Center. |
Initiated and submitted by Student Services Student Retention Committee with discussion and review by the Vice President for Student Services |
Fall 1999 |
|
2 |
To accomplish the Athletics Department’s goals better, consideration should be given to hiring additional staff. |
Hire adequate personnel to cover these facilities |
Director of Athletics |
1999 |
|
3 |
A campus master plan should be developed with emphasis on expanding space where needed and consolidating activities for greater efficiency and ease of use by students. |
Develop master plan with emphasis on feasibility regarding expansion of space and consolidation of activities for increased efficiency and delivery of services. |
Vice President for Student Services |
1999 |
|
4 |
The University should provide Financial Aid Office staff opportunities to attend programs on "customer relations"; current professional programs, which focus on learning compliance with legal technicalities, should be continued. |
Conduct training with external consultants. |
Director of Financial Aid |
Spring 1999 |
|
5 |
The University should consider adding new facilities or expanding existing ones to accommodate the growth of recreational programs and activities; such additions or expansions would include: (1) a larger swimming pool, since
the existing swimming pool is not
adequate for full use; |
Review feasibility regarding the addition and expansion of recreational programs and activities |
Submitted or initiated by Director of Athletics and Associate Dean and Director of Recreational Sports with discussion and review by the Vice President for Student Services |
No Deadline |
Section 5.5: Intercollegiate Athletics
|
Recommendation |
Action Plan/Response |
Responsible Party |
Deadline |
|
|
1 |
The role and mission statement of the Department of Athletics must be modified to include explicit reference to the emotional well-being of student-athletes. |
The Department of Athletics mission statement will be modified to include explicit reference to the emotional well-being of student-athletes. |
Director of Athletics |
February 1, 1999 |
|
2 |
The Sam Houston State University Lettermen’s Association is arguably a support group for the Department of Athletics. The Committee recommends that, as such, the Association be required to submit to an independent audit of its books and records. Such an independent audit is not currently being performed. Alternatively, the Association should establish an "agency account" with the University that would put the entity under the controls and procedures of the University as it relates to their bookkeeping activities. The Committee recommends that by December of 1998 the Director of Athletics and/or the Vice President for Student Services meet with the appropriate executive members of the Association to express the Committee’s concern regarding accountability. These meetings should also determine the best course of action that will bring the organization into compliance with the oversight requirements of SACS and the NCAA. |
The Vice President for Student Services will contact the appropriate executive members of the Lettermen’s Association to express the University’s concern regarding fiscal accountability. At the same time, these individuals should also jointly determine the best course of action to bring the Association into compliance with the oversight requirements of SACS. (See the Sam Houston State University NCAA Certification Self Study Report, page 107.) |
Vice President for Student Services |
February 1, 1999 |
Section 6.1: Organization and Administration
|
Suggestion |
Action Plan/Response |
Responsible Party |
Deadline |
|
|
1 |
Rules and Regulations, The Texas State University System should be revised to include more extensive written protection for the administration from undue external political pressure. |
Request that the Board of Regents amend Rules and Regulations, The Texas State University System to include a clear written statement that the Board is responsible for protecting university administrators from undue outside political pressure. |
President |
December 1999 |
|
2 |
Rules and Regulations, The Texas State University System should be revised to clarify the Board’s role in promulgating policy and the administration’s role in implementing policy. |
Request that the Board of Regents amend Rules and Regulations, The Texas State University System to include a clear written statement that it is the Board’s role to promulgate policy and the administration’s role to implement policy. |
President |
December 1999 |
|
3 |
The University could review existing variations in roles and procedures for advisory committees’ functions across the University and develop guidelines for advisory committees. |
Develop guidelines for advisory committees across the University. |
President |
June 2000 |
|
4 |
Because advisory boards are an effective means of involving alumni in the University, the University should encourage the establishment of advisory boards at whatever level input from alumni is beneficial. |
Support the use of advisory boards as a means of involving alumni in the University. |
Office of University Advancement |
December 1999 |
|
5 |
A system should be established to review periodically the job descriptions of upper-level administration to ensure that they are appropriate and accurate. |
Develop a system to review periodically the job descriptions of upper-level administration. |
Director of Human Resources |
June 1999 |
Section 6.2: Institutional Advancement
|
Recommendation |
Action Plan/Response |
Responsible Party |
Deadline |
|
|
1 |
Sam Houston State University must establish comprehensive written policies and procedures for fund raising and publish them in a widely available document such as Administrative Policies and Procedures so that all University units can become familiar with them and follow them. |
Recommend written policies for fund raising to the Academic Policy Council. Pass and promulgate policies for University wide fund raising. |
Executive Director of University Advancement
Academic Policy Council |
June 1999
January 2000 |
|
Suggestion |
Action Plan/Response |
Responsible Party |
Deadline |
|
|
1 |
Sam Houston State University should place greater emphasis on fund raising, especially by tapping additional resources to increase private support for the institution. |
Provide additional resources to be used in raising funds from private sources |
President |
December 1999 |
|
2 |
The University should develop a system which would provide input from alumni to University decision-makers on ongoing programs and curricula as well as the institution’s overall mission. |
Develop a system to utilize alumni contacts to provide feedback on curricula and ongoing programs. |
Office of University Advancement |
December 1999 |
|
3 |
The University should maintain and encourage the newly begun incorporation of fund-raising information in the strategic planning process and act to ensure the regular evaluation of fund raising. |
Continue the involvement of the Executive Director of University Advancement in the University Strategic Planning Committee. Continue participation in the institutional effectiveness process. |
President, Office of University Advancement |
Currently Ongoing |
|
4 |
Nonprofit foundations utilized by a number of universities have the freedom to accept a variety of gifts and to invest and use them in ways not available to Sam Houston State University as a state institution. The University should consider establishing a separate, nonprofit University foundation as a vehicle to enhance fund-raising efforts for University programs and scholarships. |
Determine the feasibility/ requirements for establishing a separate, nonprofit University foundation. |
President |
June 1999 |
Section 6.3: Financial Resources
|
Suggestion |
Action Plan/Response |
Responsible Party |
Deadline |
|||
|
1 |
Questionnaire responses indicated that a significant portion of the department chairs and directors feel that neither they nor their faculties have enough input into the budget planning process. Within the last year, a new budgeting and strategic planning process has been implemented which should address the concerns identified in the questionnaire. The 1998-99 academic year is the first during which the new process will have been fully in effect. The Budget Committee and the Strategic Planning Committee should pay close attention to ensuring that the new process extends fully to the department level. |
The recently revised budgeting and strategic planning ensures that the process will extend fully to the departmental level. |
Vice President for Academic Affairs |
Action Completed |
||
|
2 |
Every effort should be made to communicate budget changes in a timely fashion to all affected parties. |
The new strategic planning and budgeting process makes available to every member of the University community the institutional plan as it is revised annually. |
Vice President for Academic Affairs |
Action Completed |
||
|
3 |
Sam Houston State University should be subject to a periodic review or audit (perhaps annually) that results in the issuing of a standard review report or of an independent audit report. When included in the Texas statewide audited financial report, SHSU becomes immaterial, and state auditors do not even visit the campus. It would be reassuring to have periodic, independent scrutiny of the University’s financial statements. |
State law prohibits the employment of independent auditors to conduct audits without permission of the State Auditor’s Office. According to The Texas State University System Director of Audits and Analysis, no public university in Texas uses such independent audits except when private endowments require them for foundations. The Texas State University System is satisfied that Sam Houston State University is already subjected to sufficient audits. |
President of the University |
Action Completed |
||
|
4 |
The University should carefully evaluate the operation of the Bearkitten Academy to determine its continuation and budgetary support. |
The Bearkitten Academy is currently reviewed monthly by the Vice President for Student Services and quarterly by the President. |
Vice President for Student Services |
Action Completed |
||
|
5 |
The University should continue to monitor the operation of the Twirling-Cheerleading Summer Camps to ensure their continued fiscal solvency. |
The Vice President for Finance and Operations reviews its operations and budgets monthly. The fiscal year ending 8/31/98 resulted in a positive fund balance ($16,077) for the first time in seven years. |
Vice President for Finance and Operations |
Action Completed |
||
Section 6.4: Physical Resources
|
Suggestion |
Action Plan/Response |
Responsible Party |
Deadline |
|
|
1 |
The University should conduct an assessment of space needs by unit to determine if it would be better served by a reallocation of space. |
An ad hoc committee should be formed by the Vice President for Finance and Operations to study the space needs of each unit. |
Vice President for Finance and Operations |
End of Fiscal Year 1999 |
|
2 |
More space should be made available to the Library. |
An ad hoc committee should be formed by the Vice President for Academic Affairs to study the space needs of the Library. |
Vice President for Academic Affairs |
End of Fiscal Year 1999 |
|
3 |
Because recreation and student activities serve important needs for students and improve retention rates, the University should examine the adequacy of student recreational and activity space. |
An ad hoc committee should be formed by the Vice President for Student Services to study the need for student recreational and activity space. |
Vice President for Student Services |
End of Fiscal Year 1999 |
Section 6.5: Externally Funded Grants and Contracts
|
Suggestion |
Action Plan/Response |
Responsible Party |
Deadline |
|
|
1 |
Because of the overlapping of duties and activities of the Office of Contracts, Grants, and Business Services and the Office of Research and Sponsored Programs (ORSP), discussions about combining the two offices should be continued in order to improve assistance to faculty members in the preparation of grants and to assure better the protection of faculty members in carrying out the grants. Control over funds and the disbursement of funds will continue to be carried out by the Accounting Office. |
An ad hoc committee should be formed by representatives from the Offices of the Vice President for Finance and Operations and the Vice President for Academic Affairs to study the possibility of combining the Office of Contracts, Grants, and Business Services and the ORSP. |
Vice President for Finance and Operations, Vice President for Academic Affairs |
End of Fiscal Year 1999 |