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Basis for the decision/program commentsIn 2006 the Board of Trustees established a strategic plan for all campuses of the University of Puerto Rico System: The Ten Challenges for the Decade – Planning Agenda for 2006-2015. This plan is the guiding framework for the campus’ strategic planning processes within the university system. The seven programs reviewed have well defined individual objectives, goals, and timetables for strategic planning. There is an effective systematic process to defined mission, vision, and values with consultation of faculty and other stakeholders. Across all 7 programs, the mission, vision and values are integrated from the University of Puerto Rico System to the each campus and to each program, and are student driven. The mission, vision, and values are deployed throughout with a variety of communication methods. At each campus, the mission and vision of the institution as well as the programs are posted all across key locations.In general, at the institutional level, each program has a student support service program that has led to student satisfaction along with a documented retention plan. There is evidence that each of the visited programs have an established relationship with the surrounding business community, or government agencies through its business advisory board or internship program. Through discussions with the students, it is evident that the faculty and administration have developed a good relationship with the students. In addition, there is a high degree of respect among students, faculty, and staff. The Alumni community is active and members of the community serve as volunteer mentors for current students on some campuses.The Institutional Assessment and the individual department (program) assessment committees have identified and begun use of data collection measures and processes for obtaining internal and external data in areas such as student course and faculty evaluations, institutional data reports, alumni surveys, employer surveys, employer evaluations of internship students, and standardized tests including the ETS Major Field Test. As result of budget cuts due to the economic recession, some UPR campuses and programs have been very creative in providing professional development opportunities. For example, in some cases they have used employers/industry resources to offer special training or workshops of areas in needs. These workshops or seminars benefit not only faculty and students, but also employers, as they will be the ones hiring appropriately trained future employees. In addition, some campuses are inviting experts from other UPR campuses to offer special workshops or seminars in areas of greater need. Based on the feedback received from advisory board members (during the visit), there is evidence that, across all seven programs visited, graduates are capable of initiating workplace enhancements, which generate improvements and create competitive advantages. In addition, the programs have active, committed, and engaged business advisory boards. Physical facilities for students include smart classrooms, classrooms equipped with computers, fully equipped and staffed computer laboratories, printers, and offices with modern equipment for students, faculty and staff. On most campuses, some student clubs may have an assigned office space where student representatives and officials, as well as members, can meet and keep important documents.The department members are highly involved in institutional service such as committees. They also provide community and industry outreach through a variety of training programs and workshops. Social responsibility and community service activities were evident across all seven programs visited. There was substantiation of students and faculty activities with community such as nursing homes, children centers, high school symposiums, etc. UPR- has been increasing the number of faculty members studying doctoral degrees. In addition, the UPR system is committed that no professor will be hired in a tenure track position without a doctoral degree in the specialized area. While this is a long run commitment and slow process, UPR-business administration and office systems programs are beginning to show small percentage-trend increases in terms of doctorally -qualified coverage.Across the campuses visited, much work is being done that directly aligns with continuous quality improvement in curriculum development, assessment and student support. The academic community at each campus demonstrates through their work, their philosophies, and their achievements that the value of a culture of excellence has been embraced; and they have begun taking steps toward the advancement of this culture. For example, this culture of excellence is clear in terms of faculty teaching. The dedication of the respective faculty team on each campus combined with their dedication to supporting and mentoring students and helping them to succeed demonstrates effective leadership role modeling which is both recognized and appreciated by students.
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