B-1
Organizational Chart
Chart: UHV Organizational
Chart
B-2 Academic and Administrative Offices--Role and Purpose
2.1 President
The legal control of the University
of Houston-Victoria (UHV) is vested in a nine-member Board of Regents,
appointed by the Governor and confirmed by the State Senate. Appointments
are for a six-year term, with three new appointments being made every two
years. Upon recommendation by the Chancellor and the President, the
Board elects all members of the administration, faculty, and professional
staff of the University.
The Chief Administrative Officer of
UHV is the President, who is responsible for the operation of the university
under authority delegated by the Chancellor. Reporting directly to the
President are the Provost and Vice President for Academic Affairs, Vice President
for Administration and Finance, the Associate Vice President for University
Advancement, and the Executive Assistant to the President. The
Director for Human Resources and Affirmative Action also reports to the President.
The University Cabinet is vested with
the responsibility of setting and reviewing institution-wide policies,
and for providing the overall direction of the University. The Cabinet
is composed of all major administrators plus the elected Chairs of the Faculty
Senate, Staff Council, and Student Senate.
The faculty actively participates in
University governance through the Faculty Senate, University committees
and boards. The composition and workings of the Faculty Senate are
described in its Constitution and By-Laws. The Faculty Senate meets
routinely, during the academic year, and upon call by the Chairperson.
It makes recommendations to the President concerning matters of interest
to the faculty. The President of the Faculty Senate is a member
of the University's Cabinet and of the System's Chancellor's Advisory Committee.
The Vice President of the Faculty Senate also serves on the Chancellor's Advisory
Council.
2.1.1 Executive to the President
Executive Assistant to the President provides administrative
support to the President in matters related to the external and
internal operations of the University. This office assists
with the development and implementation of the University's
strategic mission in collaboration with key internal and
external stakeholders and interacts with the Board of Regents
and UH System staff. The office represents the President
and the University in a variety of settings and exercises
oversight responsibilities in selected areas as assigned by the
President.
Executive Assistant to the President is
comprised of the following office:
Community Relations promotes the University through (1)
planning and implementing special events and (2) conducting
educational and awareness activities that link the community and
donors to the university. The Director of Community
relations oversees the Special Events unit.
The department is under the supervision of the
Executive Assistant to the President who reports to the
President.
2.1.2 Human Resources and Affirmative
Action
The Affirmative Action Director implements
and coordinates the Affirmative Action Program. The Office of Human
Resources provides a variety of services to all personnel of the University
of Houston-Victoria. This Office helps recruit and retain a qualified
and diverse workforce by administering a competitive wage and salary program,
a comprehensive employee benefit plan and educational/training programs
that encourage personal and professional growth. The Office of Human
Resources also develops and administers the human resource functions of the
university, including counseling employees, monitoring compliance with the
Affirmative Action Program, preparing reports to governmental agencies, and
providing advisory services on all human resource matters.
The Office of Training and Continuing Education is under the supervision of the
Director, Human Resources/Affirmative Action who reports to the President.
2.1.3 University Advancement
The mission of the UHV Office of University
Advancement is to advance the teaching, research, and public
service endeavors of the university
.
University Advancement is comprised of the
following offices:
Development - responsible for generating
private contributions to supplement the university's state and
federal revenues for capital, operating, and student assistance
funds.
Alumni Relations – responsible for building
relationships between current students, alumni, and friends of
the university to ensure a lasting connection to, and support
of, the mission of the university.
The department is
under the supervision of the Associate Vice President for
University Advancement who reports to the President.
Updated: Summer 2006
2.2 Academic Affairs
The Provost and Vice President for Academic
Affairs, under the direction of the President, coordinates and supervises
the academic operation of the campus. In cooperation with other administrative
officers, the Provost may either formulate proposals for new academic
policies and procedures or entertain such proposals with the option of
recommending them to the President. The chief areas of academic policy
which the Provost administers are the appointment, evaluation, promotion,
termination, remuneration, professional development, and deployment of
faculty and other academic personnel; the development, innovation, implementation,
and maintenance of academic programs; the certification of degrees; and
approval of course substitutions when appropriate. As the chief academic
officer, the Provost encourages and supports legitimate research activities
conducted by academic personnel and participates in fiscal deliberations
at the institutional level (e.g., the preparation of annual academic budget
requests, the administration of funds within the academic budget allocation,
the approval of expenditures and encumbrances, and the reallocation of
funds for support of academic programs).
In sum, the purpose of the office is
to provide oversight, guidance, and support for:
-
Academic program development and
delivery
-
Academic policy and its implementation
-
Instruction and research efforts
of the faculty
-
Faculty development and evaluation
-
Learning support and instructional
support services
-
Enrollment and student services
-
Institutional research, planning,
and assessment
-
Management of the UH System at
Sugar Land teaching center
-
Management of the Small Business
Development Center
-
Academic administration—structure,
policies, and processes
2.2.1 Academic Schools
See section B-3.
2.2.2 Institutional Research
The Office of Institutional Research
is an integral part of the institutional planning and assessment process.
The purpose of the office is to facilitate the collection of decision-making
data and information and provide planning and assessment support to help
the institution to fulfill its mission of instruction, research and public
services.
2.2.3
International Programs and Special Projects
The Office of International
Programs and Special Projects
is currently charged with two tasks: 1) To increase enrollment
and access for underrepresented groups at UHV, especially
Hispanics; and 2) To increase international engagement of the
UHV students, faculty and staff. The Director of
International Programs and Special
Projects oversees this office.
Summer 2006
2.2.4 Library
The Director of Libraries supervises
the activities of the joint library of The Victoria College and the University
of Houston-Victoria. The VC/UHV Library is committed to anticipating
and satisfying the information and research needs of The Victoria College
and University of Houston-Victoria communities, and supporting these institutions
in their respective missions.
The Victoria College/UH-Victoria Library
serves as a primary research resource for Victoria County and a region of
fourteen other surrounding counties. The major role of the Library is to
serve the curricular and research needs of students, faculty, and staff of
Victoria College and UH-Victoria. An important but secondary role is to provide
informational services to the community and region, within the limits allowed
by the Library's resources. To serve the patrons of the Library in the best
possible way, the Library is committed to cooperation and the sharing of
resources with other libraries in the city, region, state, and nation.
2.2.5 Nursing and Sponsored
Research
Nursing
Nursing is a new bachelor's degree program. It
accepts only students who have already completed an RN program,
normally at a community college, and is thus classified as an
RN-to-BSN degree program. The program is administered by the
Director, who also serves as Assistant Vice President for
Research and Program Development.
Sponsored Research
The Office of Sponsored Research assists faculty
in their efforts to conduct research and to secure external
funding to support it. The office also tracks grant submissions
and ensures compliance with the terms of grants received. The
office is administered by the Assistant Vice President for
Research and Program Development, who also serves as Director of
Nursing.
Summer 2006
2.2.6 Student and Academic Services
Student and Academic Services provides enrollment, academic, and
leadership support to ensure students succeed in their academic
and career goals and become productive leaders in today's
technological, global society.
Student and Academic Services is comprised of the
following offices:
Student Activities and Leadership -
recruits students to the university and provides support and
development opportunities for UHV students, including
participation in student organizations, student health insurance
and referral support, accommodations for students with
disabilities, grievance procedures, and special campus events.
Office of Admissions and Records -
maintains the academic integrity of the university through
diligent oversight of the admissions, registration and
record-keeping processes to insure compliance with
institutional, state, and federal rules and regulations.
Learning Technologies and Design -
focuses on the effective use of learning technology and the
design of instructional material and online content by assisting
faculty designing their courses, as well as departments
developing online services and training materials, including
enhancing content with audio, video, animations and other media
to aid in better understanding of the content.
Letting Education Achieve Dreams - increases educational
attainment rates of residents of the University of
Houston-Victoria service region.
Summer 2006
2.3 Administration and Finance
The Office of the Vice President for Administration & Finance has
oversight responsibility for fiscal and administrative operations of the
University. Administrative Policies and Procedures, Fiscal Management,
oversight of Facilities Management, Campus Master Plans, and Information
Technology are also included in the duties of the Vice President.
The Vice President is the University's financial representative with
the Texas Higher Education Coordinating Board and UH Board of Regents.
As UHV's Chief Financial Officer, the Vice President is the liaison to
other UH System Chief Financial Officers, State Auditors, UH System Auditors
and the Facilities Planning Office. The office oversees general operations,
website administration for the Administration and Finance division, administrative
policies, distribution of payroll, and division personnel matters.
The department is under the supervision of the Vice President for Administration
and Finance who reports to the President.
2.3.1 Budget
The Budget Department will provide
accurate and timely information regarding the budget functions of the University
of Houston-Victoria. The Budget Department assists in fulfilling
the financial needs of the University and has a stewardship role in the
University's financial resources. In this capacity, the primary duties
of the Budget Department consist of the following:
-
Assists the Budget Committee
in the annual budget cycle.
-
Prepares and implements the annual
operating budget.
-
Verifies approved budget to the
financial and payroll systems and maintains the integrity of data throughout
the year.
-
Monitors departmental cost centers
throughout the year.
-
Reports to the Budget Committee
throughout the year on the budgeted amount vs. actual spending.
-
Prepares biennial Legislative
Appropriations Request (LAR).
-
Develops systems and procedures to assure uniform budget practices
that adhere to the policies of the University, UH System, and the State
of Texas.
2.3.2 Business Services
The mission and purpose of the
Department of Business Services is a reflection of the University's mission
of education and service to the community we serve. Whether our customer
is a student, an employee or a vendor, the goal and purpose is the same...to
provide dependable, cost effective, quality service with a commitment to
honesty, fairness, courtesy and professionalism. The Director of Business
Services directs this department and reports to the Vice President for Administration
and Finance.
The Department of Business Services'
purpose is to provide a diverse offering of services in support
of the University community and its academic mission. These services
include:
-
University Purchasing and HUB
Services
-
Contract Administration and
Leasing
-
University ProCard Services
-
Parking Administration Services
-
Campus Vending
-
Campus Safety and Risk Management
-
Student Financial Services
-
Campus Mail Services
2.3.3 Facilities
The purpose of the Facilities
Services Department is to provide safe, clean, attractive, and functional
facilities and grounds, creating an environment that contributes significantly
in meeting the University's overall mission. The Director of Facilities
Services directs this department and reports to the Vice President for
Administration and Finance.
2.3.4 Finance
The Finance Department is responsible
for the overall integrity of the fiscal activities. In that capacity,
the department oversees fiscal compliance with federal and state laws and
regulations and with University of Houston System and University policies.
The department is also accountable to the University and outside entities
through its generation and distribution of internal and external reports
on the financial status of the University. By being fiscally responsible,
this department is aiding the institution in accomplishing its mission
and goals. The Comptroller directs this department and reports to the
Vice President for Administration and Finance.
2.3.5 Financial Aid
“The mission of Financial Aid
is to assist students who have difficulty meeting the cost of attending
the University by providing assistance in locating sources of aid to lessen
the financial burdens associated with higher education.”
To accomplish this mission, Financial
Aid provides resource information, offers debt management education and
provides timely awards reflective of the students’ needs and merits.
2.3.6 Information Technology
The Information Technology Department
is responsible for providing computer and telecommunication support
for faculty and students in an efficient, effective manner to meet the
needs of students, faculty, staff, and administration. Its responsibilities
include operating and maintaining academic and administrative server systems,
microcomputers, campus network operations, microcomputer labs, telecommunications
services, and interactive video operations. It also develops and maintains
application programs and data access applications in support of administrative
functions. The department is under the supervision of the Director of Information
Technology, who reports to the Vice President for Administration and Finance.
2.3.7 Communications and Marketing – responsible
for media relations, public relations,
advertising and publications to enhance
university image, student enrollments and support of the mission
of the university.
B-3 Academic Schools
3.1 School Missions
3.1.1 School of Arts and Sciences
The School of Arts and Sciences
seeks to provide high quality academic programs that serve the educational
needs and offer lifelong learning opportunities primarily for those in
the regions served by UH-Victoria and its off-campus sites. Research
and service are also important parts of the school's commitment to providing
quality and excellence in education.
The School of Arts and Sciences
offers a variety of bachelor's and master's degree programs designed
to serve different student needs. These degree programs provide
the knowledge and skills needed by students to enter the workforce, make
career transitions, advance in their chosen fields, or continue on to
graduate school. In addition, students who want simply to improve
their basic skills, explore new interests, or enrich their understanding
of the background and values of their culture can select from numerous
courses in the school to enhance their education.
The School of Arts and Sciences
strives to meet these commitments and continuously improve its offerings
by:
Hiring and retaining
highly qualified faculty who stay abreast in their field through research
and professional development.
Providing students with access
to faculty advisers who help them design programs of study to meet their
individual needs and goals.
Emphasizing the ethical values,
conceptual knowledge, global and multicultural understanding, analytical
skills, technical skills, and communication skills needed in the specific
fields of study.
Assessing and revising programs
and course offerings to ensure quality and keep current with and anticipate
changes in workforce, educational, and social needs.
Offering students hands-on
learning opportunities such as internships, practica, laboratories, and
class project collaborations with local organizations.
Ensuring that educational opportunities
in the community are available and accessible through a variety of efforts
including distance learning, off-campus sites, and weekend course offerings.
Participating in service and
outreach activities that contribute to the educational enrichment of the
students, school, university, system, professions, and community served
by UH-Victoria.
Updated: Summer 2004
3.1.2 School of Business Administration
The mission of the School of
Business Administration is to provide high-quality academic programs,
particularly at the graduate level, primarily for non-traditional students
living in the Gulf Coast region of Texas. Our mission is supported by hiring
and retaining qualified faculty who ensure that our graduates possess
the knowledge and skills necessary for successful careers in business
and society.
We dedicate ourselves to continuous
improvement in the following areas:
-
Curriculum: Providing
adaptive programs, particularly at the graduate level, that prepare our
graduates for successful business careers in a rapidly changing, global and
technological environment.
-
Outreach: Offering
educational opportunities to underserved constituencies through a variety
of delivery modes (e.g., off-campus sites and Internet) and collaborative
arrangements.
-
Intellectual Contributions:
Fostering intellectual contributions that emphasize the application of
knowledge to improve management practices; with a lesser but equal emphasis
placed on the discovery of new knowledge and the enhancement of knowledge
related to instructional development.
-
Service: Providing
a balanced array of services to the institution, profession and community,
within the constraints of our primary focus on teaching and research.
3.1.3 School of Education and Human Development
The mission of the School of
Education and Human Development is to contribute to the total educational experience of students
enrolled at the University of Houston-Victoria. In teaching, research,
and service the school is committed to preparing qualified professional
for varied educational roles, including teaching, counseling, and administration.
The School of Education and Human Development promotes the development of an educational system
responsive to the challenges of modern society.
In order to achieve the mission
of the School of Education and Human Development, the faculty of the School of Education and Human Development is
committed to the following goals:
-
Encouragement of ethical
practice
-
Meaningful faculty-student
interactions
-
Achievement of student and
faculty academic excellence
-
Appreciation of student diversity
and a multicultural society
-
Support of a practical foundation
through extensive field experiences
-
Creation of an education
environment that supports critical thinking
-
Innovative instruction an
understanding of the use of technology in learning
Updated: Summer 2004
3.2 Academic School Deans
3.2.1 Overview
School Deans are appointed
by the Board of Regents, University of Houston System, on recommendations
of the Chancellor, the President, and the Provost and Vice President for
Academic Affairs. They are responsible to the Provost and Vice President
for Academic Affairs for the operation of their schools. Together with the
school's faculty, as may be appropriate, the School Dean recommends the appointment,
promotion, salary increments, terminations of faculty, and other appropriate
personnel actions; recommends curricular programs for the school; and is
accountable for the administration of general university policy in the school.
Within budgetary limitations as approved by the Board of Regents, the School
Dean has the authority and is accountable for the expenditure of funds
in the operation of the school. The School Dean prepares and recommends
the school's budget and the detailed schedule of courses to be offered within
the school and assigns teaching duties to the school's faculty. The School
Dean further represents the school's faculty, making committee assignments,
and coordinating administrative and academic activities with appropriate
agencies.
3.2.2 Expectations
The following expectations
are indicative rather than all inclusive. Deans have the difficult task of
representing the interests of the school, while subordinating those to the
interests of the institution as a whole, and of retaining the confidence
and support of their faculty, while directing their collective efforts, evaluating
their individual performance, and holding them accountable. In general,
Deans are expected to:
-
Exercise leadership and initiative--keeping
the school focused on its mission, well informed, involved in decision making,
and moving forward on a clear, collective agenda.
-
Be responsive to students,
faculty, other schools, and external constituencies, especially client
community colleges and the public schools.
-
Follow through in a timely
way on initiatives, routine tasks, requests, and in meeting deadlines.
-
Maintain a respectful and
productive working environment, resolving conflicts when they cannot be
foreseen and prevented.
-
Exercise appropriate oversight
and accountability--with regard to the responsibilities of faculty and
staff, fiscal resources, and established policies and procedures.
-
Maintain academic quality
and integrity.
-
Represent the school and
institution in a visible, responsible, and effective way.
-
Keep the Provost and President
appropriately informed on issues, events, and accomplishments.
-
Ensure that searches, orientations,
evaluations, and notifications are carried out appropriately and effectively
in keeping with established policies and procedures.
-
Know the academic programs
of the school and basic policies and procedures related to the operations
f the institution, UH System, and public higher education in Texas.
In particular, Deans are expected
to:
-
Hold regular school meetings
of the faculty of the school (at least once a month).
-
Avoid taking on course overloads
or significant consulting or other outside employment.
-
Ensure that faculty meet
expectations with regard to office hours, registration duties, book orders,
meeting classes, holding class for the full period, and other routine obligations.
-
Supervise secretarial staff,
ensuring timely processing of necessary paperwork.
-
Let the faculty and Provost
know in advance of absences of more than a couple of days, indicating who
is left in charge and how the Dean can be reached.
-
Schedule vacation for times
when fewer than usual demands can be anticipated.
-
Report vacation and sick
leave.
3.2.3 Dean Selection Process
School Deans serve at the pleasure
of the President, upon recommendation of the Provost, on year-to-year appointments.
When a Dean selection is to
be undertaken, the Provost will meet with the school's faculty members,
individually and/or collectively, to determine whether an internal or external
search is to be conducted; to define pertinent issues and characteristics
sought; and to name a search committee.
Candidates for the position
are to meet with the search committee, school members, and members of
the President's Cabinet ordinarily in groups, and with the Provost and
President individually. The chair of the committee is to ensure that the
candidates are asked the same set of questions during the committee interview,
that rating sheets or other means of collecting impressions from the committee
and school's faculty are used and filed, and that impressions of cabinet
members are sought at least informally.
The search committee is to
make its recommendations to the Provost, who will in turn recommend a candidate
to the President. Should differences over the selection arise, the Provost
will meet with the search committee and, as applicable, with the school's
faculty to discuss these and attempt to arrive at agreement.
Once a Dean has been appointed,
it is assumed that the school's faculty, Provost, and other administrators
will make every effort to ensure that the new Dean can be effective.
3.2.4 Dean Term of Office
and Review
Deans serve an annual appointment
at the pleasure of the President and thus may be removed at any time.
However, reappointments and replacements are expected to take place in
an orderly and timely way. Deans who decide to step down, resign, or
retire should provide as much advance notice as possible.
The performance of the Dean
is reviewed annually by the Provost with the participation of the school's
faculty and administrative colleagues. It is assumed that routine
concerns and suggestions will surface at this time. However, the
school's faculty members who are concerned about the performance of the
Dean or school should, at any time, make their concerns known to the Dean.
If they feel uncomfortable doing that, they should see the Provost.
Upon petition of a significant number of faculty, the Provost will conduct
an inquiry and determine a course of action in consultation with the faculty
and the Dean in an effort to address the concerns.
3.3 Academic Department
Chairs
In distributing administrative responsibilities,
academic schools may organize into departments or employ other
approaches, as agreeable to school faculty, Dean, and Provost.
Any fiscal commitments involved must be approved by the
institutional Budget Committee. The following expanded
description of the role and responsibilities of Department
Chairs.
3.3.1 Terms of Appointment
Department Chairs are appointed by the
Provost upon recommendation of the Dean in consultation with the faculty
(see Selection Process-3.3.3) and serve at the pleasure of the Dean.
Once a selection is made, it is assumed that all parties-Chair, faculty,
Dean, and Provost--are committed to a specified term of office and to
ensuring effective leadership of the department during that period.
The specified term and applicable limitations may vary by school,
department, or individual appointment. Duties as Chair normally
extend from the beginning of the fall semester through the first summer
term or for approximately 10.5 months as designated by the Dean.
Chairs remain on a faculty contract.
Service as a Chair carries a one-course
reduction in teaching load each semester, one-course equivalent pay for
summer duties, and an annual stipend.
In the case of a large department (e.g., 15 or more members) or other
unusual demands, Chairs may be eligible for an additional reduction in
teaching load or for comparable recognition of their workload. Should a Chair cease to hold the position, these
arrangements cease at the same time. Any summer teaching is
additional to the above amounts and is paid at the usual rate.
The Department Chair shall
respect the uniqueness of each discipline within a department
and act in consultation with faculty from all the disciplines in
that department. Successful fulfillment of the Chair's
responsibilities requires maintaining the support of the
faculty. Should questions regarding that support arise,
upon petition of half the members, the Dean must call a meeting
of department members, absent the Chair, to discuss issues and
agree on steps for addressing them. Failing alternative
means of resolution, a vote of no confidence can be called by a
simple majority of full time department faculty members. A
vote of no confidence initiates procedures for possible
replacement/reappointment.
3.3.2 Responsibilities
Chairs manage the ongoing operations of an
academic program or cluster of related programs and disciplines,
in consultation with faculty members from all disciplines,
especially with regard to curricular and faculty matters.
They are expected to foster and guide collegial decision-making
in serving student needs, maintaining the integrity of programs
and standards, and encouraging effective teaching and the
continued involvement of faculty members in the intellectual
life of their discipline. Specific duties and protocols
may vary somewhat from school to school.
-
Curriculum: Chairs guide the
faculty's development and evaluation of new and revised
course and programs and represent the department throughout
the approval process. They ensure continued attention
to the assessment of learning results and represent the
department in the cycle of academic program reviews.
-
Scheduling: Chair participate
in the preparation of course schedules and in making any
subsequent adjustments that may be needed.
-
Students: Chairs attempt to
resolve student issues and appeals and to assist faculty
members with cases of academic dishonesty and any other
disciplinary considerations.
-
Faculty: Chairs participate in
faculty personnel process, including the following.
-
Hiring of new faculty members, including
development of job descriptions, interviewing, and
selection of finalists.
-
Orientation and mentoring of new faculty
members, as well as part-time members.
-
Annual performance evaluations.
-
Renewal/non-renewal decisions with
respect to probationary tenure-track faculty.
-
Promotion and tenure considerations.
-
Any appeals or grievances.
-
Governance: Chairs are members
of faculty assemblies at the department, school, and
university levels. Chairs may serve on university-wide
committees that include administrators; however, they may
not serve on committees solely of faculty members.
Each academic school determines whether Chairs may serve on
school committees.
-
Involvement: Both the Chairs
and the Dean are expected to ensure the effective
involvement of faculty based off campus in the ongoing
decision-making of the department and school. Chairs
are expected to conduct regular faculty meetings, preferably
once a month.
-
Planning and Budgeting: The
Chair works with the Dean in identifying strategic
priorities and budgetary needs of the department and school,
but departments are not budgeted separately at the present
time. Chairs may be provided with discretionary funds
to cover routinely anticipated expenses.
3.3.3 Selection Process and
Qualifications
Chairs may be selected through an internal or
external search, as determined by a process involving the
faculty, Dean, and Provost. Chairs must hold a terminal
degree in their field. Some administrative experience is
desirable, though not essential. Candidates must be
familiar with academic governance, as well as with curricular
and faculty personnel processes. It is preferable but not
essential that the Chair be tenured.
In the case of Chairs appointed from inside the
institution, the process will be open with the opportunity to
nominate or volunteer. In the case of Chairs appointed
from outside the institution, a search committee, constituted in
the usual manner, must be employed. Faculty rank and
tenure considerations must be indicated in advance and/or
negotiated at hire.
-
Rank: Any external appointment
normally would be at the senior rank-associate professor or
professor.
-
Tenure: Any external appointed
Chairs normally would be expected to come with research
accomplishments sufficient for tenure but would need to
establish their teaching and administrative effectiveness.
In exceptional cases, tenure may be granted at hire,
following review and approval that includes the Faculty
Promotion and Tenure Committee and the Chancellor.
3.3.4 Evaluation
-
The Chair's faculty performance is to be
evaluated annually by the Dean in accordance with the same
criteria and process for all faculty in the school.
-
The Chair's administrative performance is
also to be evaluated annually by the Dean with significant
input from the faculty. Faculty evaluation of the
Chairs will be performed in the same manner as all other
administrator evaluations.
-
Merit raises will also be determined in the
same manner as for all faculty of the school, except that
administrative performance will account for 25-33% of the
calculation.
3.4 Academic
Program Coordinators
Program Coordinators are
formally appointed upon recommendation of the Dean to assist
primarily with program development, assessment of learning
results, program review, and course scheduling. The
appointment is generally for the academic year, without
reassigned time from teaching. It does carry a small
annual stipend, the amount depending on the number of faculty in
the program. Coordinators may be named informally in any
of the schools to attend specific functions or activities.
No stipend or letter of appointment applies in these cases.
Any reassigned time is at the discretion of the Dean.
As of Fall 2005.
B-4 Standing Committees and
Councils
4.1 President's Cabinet
The membership of the President's
Cabinet consists of the President, Provost and Vice President for Academic
Affairs, Vice President for Administration and Finance, Associate Vice
President of University Advancement, Assistant Vice President for
Nursing and Sponsored Research, Executive Assistant to the President, School Deans, Directors of the
Human Resources, Libraries and Information
Technology, and Chairs of the Faculty Senate, Staff Council, and Student
Senate. The Cabinet reviews and makes recommendations to the President on
administrative policy questions.
Updated: Summer
2006
4.2 Academic Council
The membership of the Academic
Council consists of the Provost, Assistant Vice President for Nursing and
Sponsored Research, Registrar, School Deans, Director of Libraries,
and President of the Faculty Senate. The Executive Assistant to the President
and Director of Information Technology
also attend the general portion of Council
meetings. The Provost is the presiding officer. The committee initiates,
recommends, and reviews policies and procedures related to academic matters
and faculty activities, including disposition of admissions petitions.
All curriculum recommendations are forwarded to the Academic Council for
review following action by the Faculty Council.
Updated: Summer 2006
4.3 Human Subjects
Committee
Purpose:
This federally mandated
committee reviews proposed research involving human subjects to
ensure that it is in keeping with established principles and
practices intended to protect the rights and welfare of
participants. This mandated review applies to research
conducted by faculty members or other university employees and
applies, as well, to student research conducted as part of a
course.
Please see section G-7 for a
brief explanation of policy and procedures and a link to UH’s
policies and procedures, which UHV follows. Any employees of
the university who plan to conduct, or have students conduct,
research projects involving human subjects are obligated to
acquaint themselves with applicable policies and procedures and
to submit a proposal to the committee before proceeding.
Duties:
The committee reviews
proposals for undertaking research projects involving human
subjects and renders judgment on whether they can proceed as
proposed, need to be adjusted to be in compliance, or cannot be
undertaken as proposed. It also attends to the perpetuation of
the committee and its charge; maintains appropriate records of
actions taken; communicates the need for compliance with
policies and procedures; and coordinates institutional efforts,
as need be, within the UH System.
Composition and terms of
office:
-
Three tenured faculty members, one from each
academic school, will be selected in a manner determined by
the school. Members will serve three-year staggered terms.
Thus, each school will select a member every three years,
except that initially to establish the rotation members will
be selected as follows:
-
Arts and Sciences: one year (2006-07);
then three years (2007-10);
-
Business Administration: two years
(2006-08); then three years (2008-11);
-
Education: three years (2006-09).
-
Two external members will be selected by the
internal UHV members and will serve three-year renewal
terms. Initially, one external member will have a two-year
term and the other, a three-year term.
-
One ex officio member will be the
Assistant Vice President for Research or designee, who will
facilitate the work of the committee, ensuring that
selection processes are observed and appropriate records are
maintained. This member will also serve as liaison to the
UH System’s office of the Vice Chancellor for Research and
Intellectual Property Management.
Notes:
Committee members are
encouraged (and as determined by the committee, may be required)
to complete one of the brief (2-3 hours) sessions available
online that provide basic information on human-subjects
research.
For additional information:
G-7 Protection of Human
Subjects Policy and Procedures
Spring 2006
Effective: September 1,
2006
4.4 Other Standing Committees
A list of these is updated
each year and is maintained on the web at
www.uhv.edu/pro/index.htm
. A current copy is provided at the end of this section.
B-5 Graduate Faculty
5.1 Composition
The Graduate Faculty shall
consist of faculty members who meet the following criteria:
1.
Hold the highest degree in the person's respective discipline(s) or, in
some cases, have
experience
and/or scholarly or creative activity that can be reasonably substituted
for such a
degree;
2.
Demonstrate a record of involvement in UHV activities, including university-wide
and school
level committee assignments;
3.
Demonstrate a sustained commitment to scholarly activities; and
4.
Demonstrate a sustained commitment to the long-term professional and intellectual
growth
of UHV students, to the respective disciplines, and to the institution.
Adjunct faculty members may
be admitted to the status of Associate Graduate Faculty provided that
they meet conditions 1 and 3 above. A limited appointment for teaching
a graduate course may be made on temporary basis, as recommended by the
Dean and approved by the Provost, for persons with appropriate credentials
for the course.
5.2 Appointment
Membership on the Graduate
Faculty will be determined through the following process:
The academic schools will nominate,
as they deem appropriate, additional members to the Graduate Faculty. The
nominations proceed from the schools to the Graduate Studies Committee
for consideration. The Graduate Studies Committee will recommend those candidates
whom it determines to be appropriate to the Provost. The Provost will
consider those nominees for final approval.
5.3
Purpose and Duties
The purpose of the Graduate
Faculty is to ensure that faculty qualifications, program content, and
academic standards are appropriate to graduate studies as distinct from
undergraduate studies. In addition to identifying those faculty members,
both full-time and adjunct, who are eligible to teach graduate courses
and sit on graduate thesis committees, the Graduate Studies Committee shall
review and recommend to the Faculty Senate approval or disapproval of all
academic matters affecting graduate curricula and requirements leading
to graduate admissions, credits, certification, and degrees.
5.4 Organization
The duties of the Graduate
Faculty are vested in the Graduate Studies Committee. Organizational
or charter changes may be made by the Faculty Senate in accordance with its
constitution and by-laws. The Provost shall call a meeting upon petition
of 10 percent of the Graduate Faculty membership.
B-6 UHV Campus Councils
and Committees
6.1 Internal Councils and
Committees
Academic Council
Budget Committee
Commencement Committee
Facilities Planning Committee
Faculty Advisory Committee on Technology
Faculty Council and Faculty Senate
Budget Oversight
Committee
Faculty Council
Faculty Council
and Faculty Senate Executive Committee
Faculty Senate
Graduate Studies
Committee
Grievance Committee
Promotion and
Tenure Committee
Teaching Excellence
Committee
Texas Council
of Faculty Senates
Undergraduate
Affairs Committee
Universities
Faculties Executive Council
Human Subjects Committee
Institutional Compliance Committee
Marketing Committee
President’s Cabinet
Recruitment Committee
Risk Management Advisory Committee
Scholarship Committee
Sexual Harassment Hearing Committee
Staff Council
Staff Grievance
Committee
Student Senate
Title IX Grievance Committee
Updated: Summer 2004
6.2 External Council and Committees
Business Administration Advisory Council
Criminal Justice Advisory Board
Educator Preparation Advisory
Council
President’s Advisory Council
