| Nancy Horton | Chair, Assistant Professor of Criminal Justice |
| Robert Williams | Executive Chair, Assistant Professor of Education |
| Coordinator, Secondary Education Program | |
| Kay Billingsley | Editor, Publications Manager, College of Criminal Justice |
| Rod Cannon | Professor of Music |
| Myrna Cintron | Associate Professor of Criminal Justice |
| Michael DeValve | Graduate Student |
| Kip Wile | Assistant Professor of Music |
| Alcibiades Policarpo | Assistant Professor of Spanish |
| Charles Stowe | Professor of Business Administration |
| Sudeep Vyapari | Assistant Professor of Agriculture |
| Linda Webber-Gorski | Assistant Dean of Student Life |
| Director of Student Activities |
INTRODUCTION
FINDINGS OF THE STUDENT DEVELOPMENT SERVICES COMMITTEE
5.4.1 SCOPE AND ACCOUNTABILITY
RECOMMENDATIONS AND SUGGESTIONS: SECTION 5.4.1
5.4.2 RESOURCES
RECOMMENDATIONS AND SUGGESTIONS: SECTION 5.4.2
5.4.3 PROGRAMS AND SERVICES
INTRODUCTION
5.4.3.1 COUNSELING AND CAREER DEVELOPMENT
RECOMMENDATIONS AND SUGGESTIONS: SECTION 5.4.3.1
5.4.3.2 STUDENT GOVERNMENT, STUDENT ACTIVITIES, AND PUBLICATIONS
RECOMMENDATIONS AND SUGGESTIONS: SECTION 5.4.3.2
5.4.3.3 STUDENT BEHAVIOR
RECOMMENDATIONS AND SUGGESTIONS: SECTION 5.4.3.3
5.4.3.4 RESIDENCE HALLS
RECOMMENDATIONS AND SUGGESTIONS: SECTION 5.4.3.4
5.4.3.5 STUDENT FINANCIAL AID
RECOMMENDATIONS AND SUGGESTIONS: SECTION 5.4.3.5
5.4.3.6 HEALTH SERVICES
RECOMMENDATIONS AND SUGGESTIONS: SECTION 5.4.3.6
5.4.3.7 INTRAMURAL ATHLETICS
RECOMMENDATIONS AND SUGGESTIONS: SECTION 5.4.3.7
COMPLIANCE TABLES: SECTIONS 5.4.1—5.4.3.7
SUMMARY OF RECOMMENDATIONS AND SUGGESTIONS: SECTIONS 5.4.1—5.4.3.7
APPENDICES
APPENDIX A: Sam Houston State University Division of Student Services Organizational Chart (February 11, 1998)
APPENDIX B: Student Service Fee Master Chart 1997-98
APPENDIX C: Sam Houston State University Department of Student Activities Organizational Chart
APPENDIX D: Services and Programs Provided by the Department of Student Activities
APPENDIX E: A Report on the Future of the Alcalde
APPENDIX F: Decision to Discontinue Publication of the Alcalde (May 19, 1998)
APPENDIX G: Procedures for Student Disciplinary Action
APPENDIX H: Intramural Sports Summary Chart, 1997
The Division of Student Services at Sam Houston State University is responsible for the delivery of student services and programs. Structurally, this division is headed by the Vice President for Student Services, who reports directly to the President of the University. Because of its responsibilities, this division is essential to students’ successful social integration into the University community.
The Division of Student Services comprises eleven departments:
Athletics (which supervises such sports as baseball, softball, and men’s and women’s basketball);
The Bearkitten Academy (which offers child care services for University faculty, staff, and students);
Career Services (which provides professional employment assistance to University students and graduates);
Counseling Services (which assists in such areas as stress management, test anxiety, and study skills);
Health Services (which provides routine medical and minor emergency services);
The Lowman Student Center (which serves as the University community center);
Public Safety Services (which coordinates University police and parking);
Recreational Sports and Activities (which includes such activities as aerobics, swimming, and intramural sports);
Student Activities (which includes student organization activities);
Students’ Legal Services (which provides legal assistance); and
Student Life (which represents the needs of students to the University community).
During fiscal year 1998, the Division of Student Services employed 300.02 FTEs (106.02 excluding students).
Since the 1987-88 SACS Self-Study, the University has both expanded the responsibilities of the Division of Student Services and changed its organizational structure dramatically. (See Appendix A, "Sam Houston State University Division of Student Services Organizational Chart" [February 11, 1998].) These changes, initiated in response to those in higher education who sought better means of delivering services, increased the scope and responsibility of Student Services and answered the demand for greater organizational efficiency. At the same time they ensured that the division would continue to deliver quality programs and services to students.
The following sections report the Student Development Services Committee’s findings in the broad areas outlined in Section 5.4 of the SACS Criteria for Accreditation: Scope and Accountability (5.4.1); Resources (5.4.2); and Programs and Services (5.4.3). The Committee addresses "must" statements from each of the sections and, in the order in which the statements appear in the Criteria, reports on the University’s compliance or noncompliance with these imperatives. Following each series of "must" statements and findings, the Committee makes recommendations and/or offers suggestions, according to the University’s compliance status.
1. Student development services are essential to the achievement of the educational goals of the institution and should contribute to the cultural, social, moral, intellectual and physical development of students. To ensure effectiveness, the institution must develop goals for the student services program consistent with student needs and with the purpose of the institution (Criteria 61).2. Appropriate student development services must be provided for distance learning programs as well as on-campus programs (Criteria 61).The Student Development Services Committee determined that the University complies with this imperative.
Sam Houston State University student services has goals consistent with student needs and the purpose of the institution. The predominant goal of the Division of Student Services is continued assistance in the education of students "through the delivery of quality services and programs which foster social, recreational, educational and intellectual interaction." Student services’ goals are published in various documents, including the Sam Houston State University Division of Student Services Biannual Report (1992-1994; 1994-1996); Sam Houston State University Division of Student Services, The University Center Brochure (1997-1998); 1996-1997 Student Guidelines; and the Vice President for Student Services Report to State Auditor’s Representatives (August 1996).
3. The institution must clearly designate an administrative unit responsible for planning and implementing student development services (Criteria 61-62).The Committee found that the University complies with this "must" statement.
The Division of Student Services provides for both its on-campus and distance learning programs. Services include, but are not limited to, assistance with child care, legal services, employment, and career counseling. While services are available for both distance learners and on-campus students, current distance learning students must come to the main campus in Huntsville to receive services.
Available services are published in the Sam Houston State University Division of Student Services Biannual Report (1992-1994; 1994-1996) and Sam Houston State University Division of Student Services, The University Center Brochure (1997-1998).
4. Appropriate policies and procedures for student development programs and services must be established (Criteria 62).The Committee determined that the University complies with this criterion.
Sam Houston State University has entrusted the Division of Student Services with responsibility for planning and implementing development services and programs for students. This administrative unit’s responsibilities are published in the Vice President for Student Service’s Report to State Auditor’s Representatives (August 1996), the "Sam Houston State University Division of Student Services Organizational Chart" (February 11, 1998) (Appendix A to this report), Sam Houston State University Division of Student Services, The University Center Brochure (1997-1998), Sam Houston State University Division of Student Services Biannual Reports (1992-1994; 1994-1996, and 1998), and Vice President for Student Services Office Institutional Effectiveness Report’s Mission Statement.
5. Student development services should be given organizational status commensurate with other major administrative areas within the institution. These services must be staffed by individuals who have academic preparation and experience consistent with their assignments. In exceptional cases, outstanding professional experience and demonstrated competence may substitute for academic preparation. Exceptional cases must be justified by the institution on an individual basis (Criteria 62).The Student Development Services Committee determined that the University complies with this imperative.
Sam Houston State University has established appropriate policies and procedures for student development programs and services. These policies and procedures are published in Rules and Regulations, The Texas State University System ; Academic Policy Manual; The Faculty Handbook; Student Guidelines; and the Student Government Association Constitution.
6. Student development services and programs must be evaluated regularly (Criteria 62).The Committee determined that the University complies with this criterion.
The University has conferred upon the Division of Student Services organizational status commensurate with that of other major administrative areas. (See Organization Chart.) Sam Houston State University’s Vice President for Student Services has an administrative staff composed of individuals with college degrees who have professional experience and expertise appropriate to their positions.
The Department of Human Resources is the central location for personnel hiring information and curricula vitae. Among the current staff, there are no exceptional cases in which demonstrated experience and competence have substituted for formal academic training.
The Student Development Services Committee found that the University complies with this imperative.
The Division of Student Services regularly undertakes self-evaluation as a means of monitoring the value of the services and programs it offers. Student assessment is conducted annually using the Student Assessment Survey and Model. Evaluations are used to assess staff needs, review goal accomplishments, and determine future needs. The evaluation process measures the assessment of each department against the Division of Student Services’ goals. These goals include the following:
Articulating and supporting the mission, policies, and student services’ developmental philosophy in the University environmentProviding information, encouragement, and advice to students about University resources
Advocating student participation that provides opportunities for self-realization and growth in a pluralistic campus community
Attracting, developing, and encouraging the persistence of students as they pursue success in both educational goals and individual achievement
Interfacing and collaborating with faculty, staff, and students in the infrastructure of the University
Ensuring commitment to continuing professional development of staff by actualizing the integration of scholarship, research, and practices
Evaluating program and service outcomes for the purpose of improvement in the Division of Student Services (1992-1994 Division of Student Services Biannual Report)
Objectives against which University goals are measured vary according to department. For example, in accomplishing the fourth goal listed above—"attracting, developing, and encouraging the persistence of students as they pursue success in both educational goals and individual achievement"—the Students’ Legal Services Advisor may provide students with legal advice at a minimum cost, thus allowing them to continue pursuing their educations without undue financial burdens. In aiming to accomplish the same goal in its own way, the Department of Health Services may continue to improve the quality of student health to assure that health matters do not interfere with educational pursuits. Each service department works according to its own emphasis in fulfilling the organizational and institutional purposes of the larger Division of Student Services.
Self-analysis data also include a discussion of each unit’s strengths and weaknesses. These data are published in the Sam Houston State University Division of Student Services Biannual Reports (1992-1994; 1994-1996) and Vice President for Student Services Report to State Auditor’s Representatives (August 1996).
The Student Development Services Committee found that the University complies with all of the imperatives in Section 5.4.1 of the Criteria; therefore, the Committee makes no recommendations. The Committee offers the following suggestion:
To assure that off-campus students enjoy student development services, the University should consider providing some services at The University Center in The Woodlands.
1. Human, physical, financial, and equipment resources for student development services must be adequate to support the goals of the institution. Staff loads and budgets should also reflect such goals. Staff development should be related to the goals of the student development program and should be designed to enhance staff competencies and awareness of current theory and practice in their areas (Criteria 62).The Student Development Services Committee determined that the University complies with this imperative.
Section 54.503 of the Texas Education Code (as amended) offers a definition of "student services" as follows:
[A]ctivities which are separate and apart from the regularly scheduled academic functions of the institution and directly involve or benefit students, including textbook rentals, recreational activities, health and hospital services, medical services, intramural and intercollegiate athletics, student publications, student government, the student fee advisory committee, student transportation services . . . , and any other student activities and services authorized and approved by the governing board of the institution.
Service units which fall under the administrative jurisdiction of the Division of Student Services are Career Services; the Department of Athletics; Recreational Sports and Activities; Public Safety Services; the Lowman Student Center; Students’ Legal Services; the Bearkitten Academy; Counseling (which includes Americans with Disabilities Act [ADA] Services); the Health Center; the Student Activities Office; and the Office of Student Life. The services offered by these units are the functions and products of human, physical, financial, and equipment resources:
Human Resources
The Division of Student Services includes 300.02 FTE employees (106.02 excluding students). According to the 1997-1998 SACS staff survey, about 54% of staff members agreed with the statement, "My unit has an adequate number of staff." A more detailed analysis of human resources in several of the various units follows:While personnel are essentially adequate for Career Services, a professional staff member would be beneficial to supplement the four-member staff currently employed (Career Services Annual Report, 1994-1996).
The 1995-1996 annual report for the Department of Athletics indicates that coaching, clerical, administrative, and support areas are understaffed in comparison with universities of similar status in the conference and around the state. Athletics staffing changes specified in the 1995-1996 annual report indicate either the elimination of a position or the downgrading of a position from full- to part-time status.
The 1994-1996 Division of Student Services Biannual Report reflects no specific personnel needs for the Department of Recreational Sports and Activities, which provides students, faculty, staff, and guests access to intramural sports and sports facilities for recreation and physical fitness.
The Department of Public Safety Services, which strives to accomplish law enforcement functions in a professional manner, is recognized for its excellent quality of performance. More than 90% of SHSU’s students felt safe during the day, while 64% reported feeling safe at night. Approximately 46% reported feeling safe in their residence halls.
The University Police selects the best possible personnel and trains them to be service-oriented. According to the 1994-1996 Division of Student Services Biannual Report, five new replacement officers were added to the Department of Public Safety Services during the past two years, all of them University students in the process of completing their degrees.
The Lowman Student Center (LSC) serves as a community center for all members of the University family and provides an informal setting for association outside the classroom environment. The 1994-1996 Division of Student Services Biannual Report states that the LSC employed ten full-time staff and twenty-four part-time student assistants. Overall, just over 72% of student respondents reported that the LSC adequately meets their needs.
Regarding Student Legal Services, the 1994-1996 Division of Student Services Biannual Report reports that hiring a paralegal to assist the legal advisor would be beneficial.
Physical Resources
Since the master plan was created in the late 1960s, utilization of some facilities has naturally exceeded original estimates.Career Services is housed in a renovated building, considered adequate for its needs. Currently, a committee is formulating plans to develop a new administrative building that would consolidate student learning activities, possibly including Counseling.
The 1998 Division of Student Services Biannual Report addressed the need for additional space in the Health and Kinesiology Building due to its ever-increasing popularity among students, faculty and staff.
The Office of Student Life is currently seeking input from students to determine their needs on a proposed expansion project of the Lowman Student Center. This expansion project would provide additional space for offices and would better accommodate the many services and facilities offered. Although this project has received initial approval from the University administration and the Board of Regents , no project design will be created without active student involvement and approval. (See LSC Planning Committee Student Questionnaire, Fall 1998.)
All other facilities utilized by the Division of Student Services are adequate to support the goals of Sam Houston State University.
Financial Resources
The Division of Student Services at Sam Houston State University distributes substantial financial allocations derived from student service fees in support of its wide-ranging selection of student service programs. These sums totaled $3,175,133 in the 1996-97 budget and increased to $3,397,067 in the 1997-98 budget. Both sums are broken down in the attached Student Service Fee Committee Approved Budget Allocations (Appendix B). While these funds are generally adequate to meet the current needs of the Division, further funding increases are anticipated as the staffing and developmental needs of each area continue to grow.Equipment Resources
Each service unit of the Division offers equipment resources.Career Services offers numerous video tapes and books which provide information on job searching skills and specific employers (1998-2000 Undergraduate Catalogue 77-78). Counseling and ADA Services offer educational videos in addition to text print enlargement equipment for students with disabilities and oral text-reading equipment for students who are blind. Computerized remediation is also available for use by all students who wish to improve their background in math, reading, and writing (1992-1994 Division of Student Services Biannual Report 36, 40).
The Health Center is sufficiently equipped with computer capabilities and medical equipment (1992-1994 Division of Student Services Biannual Report 61). All other departments have purchased sufficient equipment to enhance programs and services (1992-1994 Division of Student Services Biannual Report 68-69, 92, 101, 103, 112, 143). Equipment resources in each department are generally considered to be sufficient for fulfilling the mission of the Division and the University.
The Student Development Services Committee found that the University complies with all of the imperatives in Section 5.4.2 of the Criteria; therefore, the Committee makes no recommendations. To improve the use of resources, however, the Committee offers the following suggestions:
To accomplish the Athletics Department’s goals better, consideration should be given to hiring additional staff.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.
Section 5.4.3 of the SACS Criteria for Accreditation is a broad area which comprises criteria for a number of different programs and services: Counseling and Career Development (5.4.3.1); Student Government, Student Activities, and Publications (5.4.3.2); Student Behavior (5.4.3.3); Residence Halls (5.4.3.4); Student Financial Aid (5.4.3.5); Health Services (5.4.3.6); and Intramural Athletics (5.4.3.7). In presenting findings from its investigation of Sam Houston State University’s programs and services, the Student Development Services Committee addresses "must" statements from each of the sections (and, as appropriate, "should" statements) and, in the order in which the statements appear in the Criteria, reports on the University’s compliance or noncompliance with these imperatives. Following each series of "must" statements and findings, the Committee offers recommendations and/or suggestions, according to the University’s compliance status.
1. Each institution should provide personal counseling services for students, as well as a career development program. An effective career development program should include career information and planning, placement services, career counseling, testing services, and follow-up activities. There should be clearly specified policies regarding the use of career development services by students, alumni, and employers (Criteria 62).The Student Development Services Committee determined that the University complies with this imperative.
The Counseling Center offers four areas of counseling services: educational counseling, career decision-making counseling, counseling for students with disabilities, and personal social counseling. The Center employs five counselors, with a full-time equivalency of four and one-half, and two secretaries. Educational counseling includes both computerized diagnostic and training programs on study skills, as well as personal counseling sessions for students experiencing academic difficulty. Career decision-making counseling provides students with opportunities to take diagnostic tests and receive responses from professional counselors on the types of careers best suited for their personalities, interests, and aptitudes. The Counseling Center also evaluates and assists students with handicaps by arranging for accommodation of special needs based on the particular type of disability. Personal social counseling is offered for students coping with a wide variety of challenges ranging from divorce to stress management.
The Counseling Center utilizes formal self-assessment instruments and makes frequent reports on its activities. After a first visit to the Center, a student completes a survey assessing both the professional and support staff. After the fourth visit, the student completes another assessment survey. In addition, the Counseling Center conducts surveys of disabled students by mail. The Center’s staff produces a monthly report documenting the extent and nature of services offered. These monthly reports become the basis of the Center’s annual report and are reported in a Biannual Report to the University. This report is presented in a management-by-objectives format (see Biannual Report). The Counseling Center has completed institutional effectiveness studies and has submitted them to the Office of Institutional Research, which approved them.
The SHSU Career Services Center, located at the corner of Avenue J and 16th Street, assists students and alumni in searching for employment befitting their interests, skills, academic preparation, and personal aspirations. Opportunities and resources are provided for them as they begin, or engage again, the life-long process of career planning, career choice, and pursuit of job satisfaction.
Sam Houston State University’s Career Services Center provides career counseling, career interest inventories, career guidance computer programs, computerized registration/resumé file service, database referrals to employers, job vacancy announcements and listings, Internet job searches, and practice interviews and individual assistance, both in person and through e-mail. The Center also offers seminars and workshops with experienced counselors in resumé writing approaches, interviewing skills, and career search strategies.
The Counseling Center consistently tracks numbers of those who use its services, reexamines its goals and methods of operation, and justifies its budget. It conducts an annual self-evaluation and submits its annual reports to the Office of Institutional Research.
During the past two years, the Center has aggressively applied new technologies and new diagnostic products to assist students in determining their career potentials. Such innovations include the use of the Career Occupational Preference System (COPS), the Computerized Career Guidance Assessment, and the System of Interactive Guidance and Information (SIGI-plus). In addition, the Center has employed computer technology to develop, process, and market resumés to prospective employers; track results; and search the World Wide Web for career information. Computer terminals in the Center are now connected to the University mainframe, which permits the use of e-mail for registration of students for special programs and communication with placement counselors. The use of e-mail has improved access to students, many of whom are working and only commute to campus. The purchase of video equipment has enabled students to view instructional programs on career strategies and to practice interviews and review them with counselors. The Center has also made significant improvement in its library by adding over 2,000 books, references, and pamphlets.
The Career Services Center also sponsors special events such as the annual business and government career fair, two teacher job fairs, teacher interview days, and the summer camp and job fair. The Center also participates in a number of local and national job fairs.
The Center provides all services free of charge to students and alumni; it also distributes such free materials as a resumé workbook, a handbook for teachers, directories of employers, career magazines, brochures, literature from employers, and handouts on all topics of job hunting.
Having determined that the University complies with all of the imperatives in Section 5.4.3.1, the Student Development Services Committee has no recommendations.
1. The institution must develop a statement of the student’s role and participation in institutional decision-making (Criteria 62).2. The institution must have an activities program appropriate to its purpose and encompassing student interests (Criteria 62).The Student Development Services Committee determined that the University complies with this "must" statement.
As stated in the 1997-1998 Student Guidelines, 1998-2000 Undergraduate Catalogue, and 1997-1999 Graduate Catalogue, Sam Houston State University "recognizes the need and worthwhile contribution of student input in all facets of the University decision-making processes." The Student Government Association (SGA) at SHSU exists to (1) serve the student community, (2) represent the student political voice, and (3) serve as a liaison for the student body. (The "Student Government Association Constitution, Spring 1998" is included among the addenda to the self-study report.) The SGA strives for the betterment of student life and academic quality. Further, as stated in Section 4 of the Constitution, the SGA "is the highest organization of the student community." As several campus documents state,
The student body participates in the development and management of a well-rounded program of student activities by electing the Student Government Association officers and Student Senators. Each college within the University elects its representatives, the number being determined by the percentage of students majoring in the academic departments within the academic college. (1997-98 Student Guidelines 90; 1998-2000 Undergraduate Catalogue 83; 1997-99 Graduate Catalogue 52)
The SGA Constitution contains detailed information regarding election and other procedures.
The Student Government Association comprises six committees: Academic Affairs, Communications, External Affairs, Grievance, Student Life, and Rules and Regulations. The Academic Affairs Committee is responsible for communication with the Academic Policy Council, scholastic regulations, academic innovation, and library facilities. The Communications Committee oversees communication with prospective students, communication between faculty and students, and the SGA public address system. External Affairs deals with the Alumni Association and coordinates community relations, campus organizations, and various outside interests. The Grievance Committee receives and investigates students’ concerns, and the Student Life Committee is responsible for student service and service projects and for communication with food services, the University Health Center, Counseling Center, and Recreational Sports and Activities. Finally, the Rules and Regulations Committee covers areas including senate operations, election rules, and disciplinary action concerning senators and officers.
Students are encouraged to participate in their student government through open meetings conducted each Tuesday night. Copies of the Constitution and other SGA documents are available from the Student Government Association office, which is conveniently located in the Lowman Student Center, and on-line via the SGA web site. Budget figures are also contained in the minutes of meetings.
3. The institution must develop policies and procedures governing the supervisory role of the institution over student activities (Criteria 62-63).The Committee found that the University complies with this imperative.
Created in 1993, the Department of Student Activities provides leadership and advisement to the Program Council, student organizations, fraternities, sororities, multicultural and international student services, and general student population. As indicated in the organizational chart for the Department of Student Activities (Appendix C), the director, program coordinator, and assistant director, as well as the Coordinator of Multicultural International Student Services, provide many different types of programs for students. (See Appendix D.)
The Department of Student Activities offers quality programs and services embracing a student development philosophy and providing an environment conducive to learning through involvement in co-curricular activities. The professional staff’s responsibilities and goals are described in the 1997-98 Student Guidelines (90-92).
As an impressive example of Sam Houston State University’s commitment to providing student services which meet the needs and interests of a diverse academic and social community, the Department of Student Activities established the Office of Multicultural and International Students Services. Created in 1993, this office aims to assure a rich and rewarding collegiate experience for all University students through cultural awareness, communication, and knowledge.
The mission of the Office of Multicultural and International Student Services is to promote the academic growth and development of minority and international students at Sam Houston State University. The goals of the office include, but are not limited to
providing training in leadership skills and other personal and social skills for students served;promoting and deepening students’ understanding of their own culture and heritage; and
orienting international students in the policies and expectations of the institution, its culture, the American educational system, and the American culture.
Through its various programs and services, the Office of Multicultural and International Student Services also strives to
develop a climate in which all cultures are appreciated and valued by members of the University community;
encourage and assist minority and international students with their academic and social adjustments to college life;
serve as a liaison between minority and international students and the faculty and administration;
increase the retention of students at the University by providing programs and services designed to help students achieve their academic and career aspirations;
promote the positive image that all cultures contribute to the University; and
make the college experience a productive and successful endeavor for all students at Sam Houston State University.
Sam Houston State University has more than two thousand minority students and a little more than two hundred international students from over forty different countries.
The Office of Multicultural and International Student Services provides services to all students, although particular attention is given to minority students and their organizations. The Office’s staff is available to assist and to complement the endeavors of all students, student organizations, faculty, and staff. Among the services provided by the office are
The SAMentor Program, a peer mentorship program which assists freshman and transfer minority students with making a successful transition to University life;
advising for minority students and their organizations on problem-solving matters;
cultural diversity workshops, seminars, and classroom lectures; and
coordination of culturally enlightening and educational programs for students, faculty, and the University community.
Each academic year, the Office of Multicultural and International Student Services presents an array of programs, activities, and resources designed to make the students’ experience at Sam Houston State University a positive one. Many of these programs are designed to address special or specific needs as they arise. Programs are cultural, educational, and entertaining. Ongoing programs/services sponsored by the office include
Leaders and Scholars Awards Banquet: The office hosts an annual awards ceremony which recognizes minority students who have excelled academically and/or in extracurricular activities.
Hispanic Heritage Month: The office assists in coordinating programming devoted to showcasing the achievements and contributions of Hispanic-Americans.
Black History Month: During the month of February, the office oversees various programs which highlight the history, achievements, and contributions of African-Americans.
Black Alumni Reception: Sponsored by the Program Council Black History Committee, this annual reception invites African-American alumni back to SHSU, allowing them to reunite and network with current students.
Speaker Series: The office coordinates various programming throughout the year which features visiting speakers, addressing topics related to minority students.
Resource Library: The office maintains a resource library of various reference materials related to minority issues and compiled for student use.
SACS student survey results indicate that a majority (over 60%) of students polled believe that the question pertaining to multicultural activities does not apply to them. Among those respondents who believe that the question is applicable, 13% agreed that the services meet their needs and 5% strongly agreed. The results of the survey indicate that most students consider the services satisfactory.
4. When student publications or other media exist, the institution must provide a clearly written statement of the institution’s responsibilities regarding them (Criteria 63).The Student Development Services Committee found that the University complies with this criterion.
The Associate Vice President for Student Services, Dean of Student Life, and entire staff of the Office of Student Life, as representatives of the institution, exercise supervisory roles over student activities.
There are clear policies and procedures in place "governing the supervisory role of the institution over student activities," and every effort is made to ensure that students are familiar with these principles. The Student Guidelines handbook, which contains all University policies and procedures, is distributed to each student for reference. Copies of the Guidelines are handed out at registration and are placed in each residence hall, the bookstore, every campus office, every administrative office, and centrally on tables located in the mall area. This policy manual is also distributed to every student organization. Moreover, new incoming students are introduced to SHSU’s policies and procedures in a session held during orientation. The University holds each student responsible for compliance with the written policies, rules, and regulations.
The Committee found that the University complies with this "must" statement.
The University has two recognized student publications: The Houstonian and the Alcalde. The Houstonian is a self-supporting newspaper published semiweekly on Tuesdays and Thursdays during long semesters and weekly during the summer months. Of students surveyed, 76% indicated that they regularly read The Houstonian. Forty percent felt that The Houstonian adequately met their needs.
The 1997-98 Student Guidelines (120-121) states the University’s written policy determining the role of student publications and the institution’s control of such operations. It states in part:
The University affirms its position that freedom of expression, as well as inquiry, is essential to a student’s educational development. Publications of student groups are encouraged on the campus of Sam Houston State University. However, freedom of inquiry and expression does not confer an absolute right that would give immunity to every possible use of language. Sam Houston State University expects its students to observe the standards of propriety and good judgment in the exercise of such freedom. Students may publish and distribute free material that is not libelous or obscene or that does not promote or encourage the violation of law of the State of Texas or the United States or the disruption of the University’s academic process.
Of the students surveyed, 58% either agreed or strongly agreed that freedom of expression is protected for The Houstonian on campus, while only 8% disagreed.
Historically, the annual Alcalde has provided a book of memories, art, and school history since 1910. Produced by student editors, it strives to reflect the student view of the campus and the community. A full-time member of the Sam Houston State University faculty serves as the advisor and supervises the student editor in selection of the Alcalde staff. The advisor also assists the editor and staff members in their duties to ensure that the Alcalde is published, promoted, and distributed in a professional and efficient manner. In teaching students about publications, an Alcalde journalism laboratory is open to all students on campus to provide hands-on experience and portfolio material for those interested in careers in publishing or in teaching.
As a consequence of students’ declining interest in the Alcalde, however, a task force of faculty, staff, and students was appointed by the President of Sam Houston State University in April 1997 to explore the issues affecting the future of the Alcalde. "A Report on the Future of the Alcalde," submitted to the President in January 1998 (Appendix E), identified a number of problems facing the Alcalde: low sales, inadequate on-campus income, decreased local and national advertising, high journalism costs, and an unstable budgetary allowance. The self-study student survey indicated that a 60% majority of the students did not purchase the Alcalde, and less than 20% neither disagreed nor agreed that the services adequately met their needs. Only 14% of the students agreed that the Alcalde met their needs, and a mere 4% strongly agreed that the annual met their needs. Responding to these pressures and attitudes, the University decided to discontinue the yearbook. (See Appendix F.) The last official Alcalde, covering the 1997-98 school year, will be distributed at the beginning of the 1999 spring semester.
Having determined that the University complies with all of the imperatives in Section 5.4.3.2, the Student Development Services Committee has no recommendations.
1. The institution must publish a statement of students’ rights and responsibilities and make it available to the campus community (Criteria 63).2. The jurisdiction of judicial bodies (administrative, faculty, and student), the disciplinary responsibilities of institutional officials, and all disciplinary procedures must be clearly defined and broadly distributed (Criteria 63).
The Student Development Services Committee determined that the University complies with both of these imperatives.
Every Sam Houston State University student is expected to be fully acquainted with all published policies, rules, and regulations of the University pertaining to students. The University’s Academic Policy Manual and Student Guidelines provide specific information regarding policies governing student conduct. Copies of these publications may be viewed at the reference desk in the Newton Gresham Library (1998-2000 Undergraduate Catalogue 73). Copies are also available in the dorms, at orientation, and in every office on campus. (See section 5.4.3.2, imperative number 3, above.)
The Code of Student Conduct and Discipline as it appears in the 1997-98 Student Guidelines is a reprint of Chapter VI, Section 5, of Rules and Regulations, The Texas State University System .
The 1998-2000 Undergraduate Catalogue states:
It is expected that all Sam Houston State students are on campus for serious educational pursuits and that they will conduct themselves so as to preserve an appropriate atmosphere of learning. It is also expected that all students who enroll at Sam Houston State agree to assume the responsibilities of citizenship in the campus community. While enrolled, students are subject to University authority which includes the prerogative of dismissing those whose conduct is not within the aims and policies of the University. Students are responsible for abiding by all published University rules and regulations as printed in [the 1998-2000 Undergraduate Catalogue], in the student handbook, Student Guidelines, and in other official University publications. Failure to read these publications will not excuse the student from the requirements and regulations described therein. In addition, students should be familiar with House Bill 141 of the 61st Legislature on Disruptive Activities and Senate Bill 24 of the 70th Legislature on Hazing, extracts of which can be found in Student Guidelines. (75-76)
Consistent with the above statements, the University has developed a "Code of Student Conduct and Discipline" and has established procedures for its implementation. The code of student conduct and discipline and the procedures for implementation are found in the Student Guidelines. The Student Guidelines guarantees due process by outlining the administrative and judicial procedures available to those students accused of violating the rules; it also specifies the necessary sanctions.
Allegations of student misconduct, as defined in paragraph 5.2, Chapter VI of Rules and Regulations, The Texas State University System and Sam Houston State University Student Guidelines, published by the Office of the Vice President for Student Services, will be referred to the Office of the Vice President for Student Services for necessary action (1997-98 Student Guidelines 61). (See Appendix G, "Procedures for Student Disciplinary Action.")
Having determined that the University complies with the "must" statements in this section of the Criteria, the Committee on Student Development Services has no recommendations.
1. If an institution has residence halls, it must develop policies and procedures governing them and must take reasonable precautions to provide a healthful, safe and secure living environment for the residents (Criteria 63).2. The learning environment in the residence halls must support the educational mission of the institution (Criteria 63).The Committee on Student Development Services found that the University complies with this imperative.
The Department of Residence Life emphasizes that all students are considered adults and should be treated accordingly by all staff members. The Department strives to provide not only comfortable housing, but also opportunities for democratic living and intellectual, personal, and social development.
In keeping with the University’s mission statement (1998-2000 Undergraduate Catalogue 92-94; 1997-1999 Graduate Catalogue 58-60), the Department of Residence Life supports the educational mission of the University by
1. providing a living atmosphere for its residents which enables the maintenance of high academic and professional standards for the students;
2. providing an intellectual and social climate conducive to the fullest development of students; and
3. providing the necessary physical facilities and resources for the attainment of the University’s goals.
The Department of Residence Life manages thirty-six uniquely different residence halls with a wide variety of living options ranging from large halls (with capacities of up to 292 residents) to small houses (with capacities of between thirty-two and forty-eight residents); these options include two apartment units for upperclassmen and families. Residence hall types include coeducational, male, female, and sorority halls.
The Colony Apartments for upperclassmen and families are unfurnished. With the demolition of Malone, which is currently in progress (1998), Sam Houston State University now has one family unit, Gintz Apartments. The apartments in that unit are furnished.
In order to reside in University housing, a student must be enrolled in the University each term. Either a husband or wife must be enrolled in the University while living in family apartments. All freshmen are required to live on campus during their first two semesters, as stated in both the undergraduate catalogue and the Residence Hall Handbook. Exceptions may be granted by the Director of Residence Life or his or her appointee.
Assignments are made on a space-available basis according to the date of application. Students may request a private room in their building from the hall director, but private room assignments are also awarded on a space-available basis. Requests for a private room in a different building are made at the Residence Life Office.
Policies and procedures governing residence life are clearly defined and published annually in the Residence Hall Handbook. University residents receive a copy of this handbook as a part of their check-in process.
A residence hall director has responsibility for the operation of each hall or complex of buildings. Each hall director is a full-time professional staff person with previous experience in residence life. The hall director’s responsibilities include counseling students, supervising staff, administering paperwork, and advising the hall council. The hall director is charged with promoting the development of interpersonal relationships and leadership qualities of residents, as well as staff. Each floor has a resident assistant, and each of the smaller houses has a house manager.
A combination of security measures is provided in the residence halls. The University Police Department (UPD) regularly patrols the entire campus, including residence hall areas. UPD personnel are available to assist students when necessary. Residence hall security personnel, supervised by the Department of Residence Life, secure the inside entrance halls each evening. All entrances to these buildings are secured from 5:00 p.m. to 7:00 a.m., with the exception of the main entrances, which are secured from 11:00 p.m. to 7:00 a.m. (1:00 a.m. to 7:00 a.m. on weekends). When the entire building is locked, residents may be admitted by residence hall security personnel through the main entrance. All entrances to small houses are secured twenty-four hours a day; small-house residents are issued an entrance key to their houses and may admit themselves to the buildings. Staff members walk through their buildings on a regular basis, locking the unsecured rooms or addressing other security problems. Smoke detectors have been installed in each room, and a centrally located fire alarm system has been installed in most buildings to monitor the potential for fire. Chemical fire extinguishers have also been installed in all suites in case of fire. Emergency procedures are provided on the back of the room doors for each student; this information is reviewed in a floor meeting each semester. Residence halls and houses conduct fire drills twice a year. All residence life staff members have been trained to assist residents with evacuation procedures. As a precaution, candles, incense, and cooking appliances are not permitted in the residence halls or houses. To enhance security, doors in all student rooms are equipped with view-holes. Each building also has emergency phones to allow guests to gain entrance and to provide emergency telephone access for assistance.
The Committee found that the University complies with this criterion.
Academic development areas are available to interested students. Academic floors located in Belvin, Elliott, King, Kirkley, and Smith Halls feature special study rooms and twenty-four-hour quiet hours which contribute to an academic learning environment. Spivey, Adams, and Randel Houses are available for students participating in the Honors Program. These coeducational houses offer an atmosphere for students to pursue their academic life to its highest level.
Special residential programs are offered to help develop skills and explore careers; social and recreational programs are also offered. These offerings are designed to create an opportunity to experience a living environment conducive to higher academic achievement.
Maintenance and refurbishment of the thirty-six resident units are subject to an ongoing plan determined by the Director of Property and the Vice President for Finance and Operations. Buildings are taken "off line" for various periods of time while the University performs restoration and/or repairs and maintenance duties. Within the last ten years, all buildings have been refurbished.
Having determined that the University complies with the "must" statements in this section of the Criteria, the Committee on Student Development Services has no recommendations.
1. There must be a provision for institution-wide coordination of financial aid awards (Criteria 63). 2. All funds for financial aid programs must be audited in compliance with all federal and state requirements (Criteria 63).The Committee on Student Development Services found that the University complies with these imperatives.
Sam Houston State University has a centralized Financial Aid Office to administer financial aid programs, including grants, loans, and work study opportunities funded by foundations and state and federal governments. The office annually administers over twenty-three million dollars in federally insured student loans, four million dollars in Pell grant money, $240,000 in Federal Work Study program funds, and approximately $165,000 in federal supplemental grant funds. The office provides assistance to approximately 6,500 students, representing approximately 60% of the total student population at Sam Houston State University.
According to its report to the Office of Institutional Effectiveness, Sam Houston State University complies fully with federal and state financial aid regulations. A major requirement for compliance is documentation of the status of financial aid recipients. The University has invested in a computer program that downloads enrollment status directly to the national student data clearinghouse, thereby ensuring timely and accurate compliance with federal law.
The Financial Aid Office assists students in obtaining the proper forms for requesting financial aid, counsels students on eligibility requirements, coordinates scholarship grants, processes paperwork, and monitors compliance with academic loads and other conditions depending on the source of funds. To assist students, the Financial Aid Office maintains a World Wide Web page and publishes a student guide. The three financial aid counselors have been trained through experience and completion of special courses and programs conducted by the Texas Higher Education Coordinating Board and the State Association of Financial Aid Counselors. According to the federal government guidelines, Sam Houston State University is well within requirements for the ratio of number of counselors to number of students.
The Financial Aid Office has recently organized an initiative to gather information on smaller grants or scholarships that are awarded by individual colleges.
In a survey of SHSU students conducted for the 1997-98 SACS Self-Study, 21% of the respondents expressed dissatisfaction with the Financial Aid Office. An analysis of the survey reveals that the chief source of dissatisfaction was the difficulty the students encountered in trying to make telephone contact with the office. The reason for the difficulty was that the voice mail system, as initially configured, did not provide for a "0" option to speak with an operator or receptionist. This problem has since been corrected. Additional improvements to the telephone system include a more sophisticated voice mail network that calls directly to the appropriate section of the office for response.
Informal discussion with students reveals some concern over the general tenor of service provided. While students have complaints about the amount of funding available (for example, a lower allowance for the first year, as mandated by federal laws), such issues are not controlled by the Financial Aid Office, which responsibly administers aid according to state and federal regulations.
Having determined that the University complies with the imperative in this section of the Criteria, the Committee on Student Development Services has no recommendations. To improve student satisfaction with the Financial Aid Office, however, the Committee offers the following suggestion:
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.
1. An institution must provide access to an effective program of health services and education consistent with its purpose and reflecting the needs of its constituents (Criteria 64).The Committee on Student Development Services determined that the University complies with this "must" statement.
The Student Health Center is a free-standing routine primary care facility which delivers medical services primarily to the students of Sam Houston State University. The facility occasionally provides services to visitors on campus, and faculty and staff members can obtain flu shots at the Center. As a medical facility, the Center is committed to providing cost-effective, timely care which is consistent with general medical community standards, ethics, regulations, and guidelines for quality care. It is further the mission of the Health Center to promote both prevention and wellness through student education.
Direct patient care is usually of a non-acute nature, providing treatment for routine illnesses and injuries such as viruses and other infections, flu, colds, allergies, seasonal illnesses, sprains, fractures, minor lacerations, and diagnostic testing and evaluation. Approximately one-third of the patients rely upon the Health Center as their only source of care.
The Health Center administers immunizations and conducts physical exams for the student body. In addition, it performs specific immunizations, testing, screening, and/or physical exams for a number of departments, including ROTC, athletics, residence life, campus police, and criminal justice; it also conducts TB testing for education students to assist them in meeting student teaching and observation requirements. Thus the Center serves not only as a direct-care facility, but also as a support unit for many departments of the University.
Health education meets the developmental needs of students in many different formats, including one-on-one counseling; campus programming to small groups; presentations in residence halls and classes; and special programming such as fairs, forums, theme days, screenings and other prevention and awareness activities. The overall desired outcome is to provide general information on all types of health issues which allows students to make informed decisions about the behaviors and responsibilities which affect their health. Values, risks, efficacy, process, and medical etiology are presented and discussed with the intent of making students responsible and informed health-care consumers.
The Health Center, supported by student service fees and fees for service, features its own laboratory and pharmacy. There are ten professional staff members including physicians, registered nurses, licensed vocational nurses, a certified lab technologist, a registered pharmacist, and support staff; all are employees of the University. The staff meet all of the licensure and certification requirements for performing their respective duties.
Services are available at the facility Monday through Friday, 8:00 a.m. to 5:00 p.m. Urgent care and after-hours care are performed at Huntsville Memorial Hospital.
The Health Center evaluates its effectiveness by monitoring monthly and yearly reports of activities and progress, various required inspections by outside agencies to monitor compliance and quality of services, internally generated student surveys, and institutional effectiveness processes. A continuous quality improvement process is in place to measure the appropriateness of care. Health Center surveys and institutional objectives and outcomes are available in the Department’s Institutional Effectiveness Report and updates.
Data from the SACS Self-Study Student Questionnaire show that approximately 49.8% of students surveyed have used the Health Center. Of those students, 51% would recommend the Health Center to another student. Data from question number 46 of the questionnaire, "The Health Center provided adequate care," suggest that there are differing opinions concerning the care provided. Thirty-six percent of the students surveyed marked N/A, approximately 16% of the students disagreed or strongly disagreed with the statement, and approximately 28% of the students agreed or strongly agreed with the statement. Approximately 22% of the students neither agreed nor disagreed with the statement.
The Committee on Student Development Services found that the University complies fully with imperatives in this section of the Criteria; there are no recommendations.
1. Intramural sports programs contribute to the personal development of students and should be related to the total program of the institution. These programs should be directed and supervised by qualified personnel and should be appropriately funded (Criteria 64).The Committee found that the University complies with these criteria.
Intramural sports fall under the supervisory umbrella of the Department of Recreational Sports and Activities, which also oversees a number of other "informal recreational programs" (self-directed activities utilizing the various recreational facilities): Club Sports, Informal Recreation, Aquatics, Outdoor Recreation, and Special Events. In its investigation for the SACS Self-Study, the Committee examined all of these programs comprehensively and determined that in sponsoring them the Department of Recreational Sports and Activities contributes substantially to the "total program of the institution."
The intramurals program gives students an opportunity to participate in organized sports leagues and tournaments. Leagues and tournaments are broken down into team and individual sports, along with men’s, women’s, and co-rec divisions. Within each division, different skill levels give everyone an equal opportunity to participate. From 1990 through 1997, there has been a continual increase in participation. Team numbers have increased from 377 to 1,014, and yearly participation numbers have increased from 6,827 to 11,882. These numbers are directly linked with the available funding and available space allowed for the program. (See Appendix H, "Intramural Sports Summary Chart, 1997.")
Other "informal recreational programs" also offer opportunities for participation: The outdoor recreational program operates an outdoor equipment rental building; it also conducts trips, workshops, and seminars. The club sports program is geared toward students with a common interest who come together on a regular basis to further their interest or skill level in sports like soccer, rugby, martial arts, and cycling. Special events programs vary from major musical concerts to golf tournaments. These events occur throughout the academic school year.
The facilities currently available for recreational sports and activities include the Health and Kinesiology Center, Johnson Coliseum, two sand volleyball courts, eight lighted tennis courts, five sports fields, two outdoor swimming pools, and a 400-meter outdoor track.
Directorship of the Recreational Sports and Activities Department is primarily administrative in nature. The current director, who is a member of the National Intramural and Recreational Sports Association (as is the University itself), has served in this capacity since 1989. The Director reports to the Associate Vice President for Student Services.
There are five assistant directors who oversee each of the individual programs associated with that area. Assistant directors in the Department of Recreational Sports and Activities hold a minimum of a bachelor’s degree, with a master’s degree preferred. The positions require three to five years of experience, along with a background in recreation, physical education, health, or sports management. All assistant directors report to the director.
There are approximately three hundred students working in the Department of Recreational Sports and Activities. The jobs vary from ID checker to building supervisor and lifeguards. In order to monitor the degree of satisfaction of participants in intramural activities, the Department of Recreational Sports and Activities surveys participants and periodically monitors the increase or decrease in the number of participants. Currently, statistical data are accumulated from three sources. The first is facility access verification. Staff enter University IDs into the University’s computer, creating a broad database of facility users. The second method is visual headcounts. Student employees, hired to serve as facility or program supervisors, keep count of the number of participants at any one time. A third means of data collection is the annual distribution and collection of questionnaires distributed through the various facilities and programs. Through such surveys, the department provides students an opportunity to express concerns either verbally or in writing. These means of data collection are used for self-evaluation of the program and personnel of the department, aiming to reach the level of quality of service and students’ satisfaction.
Funding for the department is derived from the designated recreational sports fee paid by students and the $17,000 that the department receives annually for academic activities held in the coliseum.
The Department of Recreational Sports and Activities has experienced dramatic growth between the time of the last SACS Self-Study and the present. Since the spring of 1990, participation numbers have increased significantly and the department has responsively extended facilities hours, added programs, and created new staff positions. Both student and professional staff have been increased approximately 125%. The budget has increased over 200%, and participation rates have increased over 100%. Facilities added to the department include the two sand volleyball courts mentioned earlier, Pritchett Field, and an outdoor equipment rental building. The department also shares control of coliseum services with other University departments, student groups, local high schools, community organizations, and national promotional companies.
Because of dramatic growth in the number of individuals participating in recreational sports, security has been updated, and facilities use is carefully monitored with the entering of University IDs into the University’s computer system. This monitoring is conducted at various program sites and at every indoor facility where access control is available. Policies and procedures are in place to contact the University Police Department should security or safety issues needing their assistance arise.
Having established that the University complies with the imperatives in this section of the Criteria, the Student Development Services Committee has no recommendations. To address a need for more recreational facilities identified by student questionnaires, however, the Committee makes the following suggestion:
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:a larger swimming pool, since the existing swimming pool is not adequate for full use;a University golf course that would give students an incentive and opportunity to participate in campus activities instead of leaving town on weekends to find other means of athletic participation;
more departmental storage space and more professional offices to satisfy the demands of the increasing number of facility users;
an additional weight room facility, since the existing one cannot comfortably accommodate popular demand;
additional multi-purpose rooms to supplement the single existing one; and
an off-campus facility which could be used for outdoor recreational pursuits, retreats, and workshops.
| Imperative | Statement of Compliance | Supporting Documentation |
| 1. Student development services are essential to the achievement of the educational goals of the institution and should contribute to the cultural, social, moral, intellectual and physical development of students. To ensure effectiveness, the institution must develop goals for the student services program consistent with student needs and with the purpose of the institution. | Compliance | SHSU Division of Student Services Biannual Report (1992-94; 1994-96)
SHSU Division of Student Services, The University Center Brochure (1997-98) Vice President for Student Service’s Report to State Auditor’s Representatives (August 1996) |
| 2. Appropriate student development services must be provided for distance learning programs as well as on-campus programs. | Compliance | SHSU Division of Student Services Biannual Report (1992-94; 1994-96)
SHSU Division of Student Services, The University Center Brochure (1997-98) |
| 3. The institution must clearly designate an administrative unit responsible for planning and implementing student development services. | Compliance | Vice President for Student Service’s Report to State Auditor’s Representatives (August 1996)
SHSU Organizational Chart (February 11, 1998) SHSU Division of Student Services, The University Center Brochure (1997-98) SHSU Division of Student Services Biannual Report (1992-94; 1994-96) Mission Statement of the Vice President for Student Services Office’s Institutional Effectiveness Report |
| 4. Appropriate policies and procedures for student development programs and services must be established. | Compliance | Rules and Regulations, The Texas State University System Academic Policy Manual The Faculty Handbook 1997-1998 Student Guidelines Student Government Association Constitution |
| 5. Student development services should be given organizational status commensurate with other major administrative areas within the institution. These services must be staffed by individuals who have academic preparation and experience consistent with their assignments. In exceptional cases, outstanding professional experience and demonstrated competence may substitute for academic preparation. Exceptional cases must be justified by the institution on an individual basis. | Compliance | Staff Vitae |
| 6. Student development services and programs must be evaluated regularly. | Compliance | SHSU Division of Student Services Biannual Report (1992-94; 1994-96)
Vice President for Student Services Biannual Report (1992-94;1994-96) |
5.4.2: Resources
| Imperative | Statement of Compliance | Supporting Documentation |
| 1. Human, physical, financial, and equipment resources for student development services must be adequate to support the goals of the institution. Staff loads and budgets should also reflect such goals. Staff development should be related to the goals of the student development program and should be designed to enhance staff competencies and awareness of current theory and practice in their areas. | Compliance | Organizational Chart, Division of Student Services
SHSU Division of Student Services Biannual Report (1992-94; 1994-96) Vice President for Student Services Biannual Report (1992-94;1994-96) Career Services Annual Report, 1994-1996 Lowman Student Center Committee Student Questionnaire, Fall 1998 Student Service Fee Committee Approved Budget Allocations (See Appendix B to this chapter of the self-study) See also various other documentation for criteria in this chapter of the self-study. |
5.4.3.1: Counseling and Career Development
| Imperative | Statement of Compliance | Supporting Documentation |
| 1. Each institution should provide personal counseling services for students, as well as a career development program. An effective career development program should include career information and planning, placement services, career counseling, testing services, and follow-up activities. There should be clearly specified policies regarding the use of career development services by students, alumni, and employers. | Compliance |
SHSU Career Services and Career Library Literature
SHSU Counseling Center and Health Center Literature |
5.4.3.2: Student Government
| Imperative | Statement of Compliance | Supporting Documentation |
| 1. The institution must develop a statement of the student’s role and participation in institutional decision-making. | Compliance | Lowman Student Center Board of Directors
1997-1998 Student Guidelines (89-90) SHSU University Committee Book 1998-2000 Undergraduate Catalogue (83) 1997-99 Graduate Catalogue (52) 1997 Student Government Association ConstitutionConstitution |
| 2. The institution must have an activities program appropriate to its purpose and encompassing student interests. | Compliance |
1997-1998 Student Guidelines (88-92, 69)
Office of Student Life Documentation Department of Student Activities Organization Chart |
| 3. The institution must develop policies and procedures governing the supervisory role of the institution over student activities. | Compliance | 1997-1998 Student Guidelines (91) |
| 4. When student publications or other media exist, the institution must provide a clearly written statement of the institution’s responsibilities regarding them. | Compliance |
1997-1998 Student Guidelines
Alcalde Task Force Report |
5.4.3.3: Student Behavior
| Imperative | Statement of Compliance | Supporting Documentation |
| 1. The institution must publish a statement of students’ rights and responsibilities and make it available to the campus community. | Compliance | Academic Policy Manual
1997-1998 Student Guidelines 1998-2000 Undergraduate Catalogue Rules and Regulations, The Texas State University System |
| 2. The jurisdiction of judicial bodies (administrative, faculty, and student), the disciplinary responsibilities of institutional officials, and all disciplinary procedures must be clearly defined and broadly distributed. | Compliance |
Academic Policy Manual
1997-1998 Student Guidelines
Rules and Regulations, The Texas State University System |
5.4.3.4: Residence Halls
| Imperative | Statement of Compliance | Supporting Documentation |
| 1. If an institution has residence halls, it must develop policies and procedures governing them and must take reasonable precautions to provide a healthful, safe and secure living environment for the residents. | Compliance | Residence Hall Handbook
1998-2000 Undergraduate Catalogue 1997-1998 Student Guidelines (92) |
| 2. The learning environment in the residence halls must support the educational mission of the institution. | Compliance |
1998-2000 Undergraduate Catalogue (92-94)
1997-1999 Graduate Catalogue (58-60) |
5.4.3.5: Student Financial Aid
| Imperative | Statement of Compliance | Supporting Documentation |
| 1. There must be a provision for institution-wide coordination of financial aid awards. | Compliance | Federal Family Education Loan Programs Chart
"Free Application for Federal Student Aid" "The Student Guide" "Federal Family Education Loan Programs" |
| 2. All funds for financial aid programs must be audited in compliance with all federal and state requirements. | Compliance | Audit Records in Internal Auditor’s Office and the Office of Financial Aid |
5.4.3.6: Health Services
| Imperative | Statement of Compliance | Supporting Documentation |
| 1. An institution must provide access to an effective program of health services and education consistent with its purpose and reflecting the needs of its constituents. | Compliance | Institutional Effectiveness Report
1997-1998 Student Guidelines (73) |
5.4.3.7: Recreational Sports and Activities
| Imperative | Statement of Compliance | Supporting Documentation |
| 1. Intramural sports programs contribute to the personal development of students and should be related to the total program of the institution. These programs should be directed and supervised by qualified personnel and should be appropriately funded. | Compliance | 1997-1998 Student Guidelines (77, 88)
1998-2000 Undergraduate Catalogue (81-82) Facility and Program Fliers Surveys and Questionnaires The Houstonian Radio and Television |
NoneSUGGESTIONS:
To assure that off-campus students enjoy student development services, the University should consider providing some services at The University Center in The Woodlands.To accomplish the Athletics Department’s goals better, consideration should be given to hiring additional staff.
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.
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.
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:
a larger swimming pool, since the existing swimming pool is not adequate for full use;
a University golf course that would give students an incentive and opportunity to participate in campus activities instead of leaving town on weekends to find other means of athletic participation;
more departmental storage space and more professional offices to satisfy the demands of the increasing number of facility users;
an additional weight room facility, since the existing one cannot comfortably accommodate popular demand;
additional multi-purpose rooms to supplement the single existing one; and
an off-campus facility which could be used for outdoor recreational pursuits, retreats, and workshops.