Minutes of Board of Regents of Stephen F. Austin State University. 1998, Volume No. 159

              Stephen F. Austin
State University
Minutes of the
Board of Regents
Nacogdoches, Texas
October 20,1998
Volume 159
TABLE OF CONTENTS
Page
99-01 Approval of July 14, 1998 and September 18, 1998 Minutes 1
99-02 Faculty and Staff Appointments for 1998-99 1
99-03 Changes of Status 4
99-04 Leave of Absence 6
99-05 Revised Holiday Schedule 6
99-06 Underenrolled Class Report for Fall 1998 6
99-07 Curriculum Changes 8
99-08 Core Curriculum Proposal 8
99-09 Consideration of Honorary Degree for Nancy Dickey 8
99-10 Consideration of Will Jennings Day 8
99-11 Directors and Officers Liability Insurance 8
99-12 Architectural and Engineering Services 8
99-13 Replacement of Physical Plant Vehicles 9
99-14 Building Fire Sprinkler Systems 9
99-15 Replacement of Coliseum Air Handlers 9
99-16 Renovation of Room 133 McGee Building 9
99-17 Renovation of Tucker House Garage 9
99-18 Refinish Floors in HPE Complex 9
99-19 University Center ADA Project 10
99-20 Music Building Furnishing and Equipping 10
99-21 Naming of William Fletcher Garner Track 10
99-22 Naming of Walter C. Todd Beef Farm 10
99-23 Naming of Tom and Peggy Wright Music Building 10
99-24 Policy Revisions . 10
(Selection of Academic Deans - new policy; Transfer Credits A-45,
Issuance and Control of Campus Keys - B-15, Temple Eastex Forestry
Laboratory/PWCC - B-26, Turner Auditorium - B-28, Adjustment of
Inventory Records - C-l, Travel Reimbursement - C-38, Investments - C-41,
Firearms, Explosives, and Ammunition - D-14, Private Support Oganizations
or Donors - D25.5, Tobacco Products - D35.5, Classified Pay Plan - E-8N,
Faculty Evaluation, Merit pay, Promotion and Tenure - E-20A, Risk
Management - E-43.5, Tenure - E-50A, Tenure Awards - E-51, Express
Mail Services-F-ll)
Reports 10
Appendix No. 1 - Curriculum Changes
Appendix No. 2 - Core Curriculum Proposal
Appendix No. 3 - SFA 03 Draft
Appendix No. 4 - Budget Changes
Appendix No. 5 - Policy Revisions
MINUTES OF THE MEETING
BOARD OF REGENTS
STEPHEN F. AUSTIN STATE UNIVERSITY
Nacogdoches, Texas
October 20, 1998
The meeting was called to order at 9:00 a.m. by Chair Murray Shaw. Board members
present in Room 307: Ron Adkison, R. A. Brookshire, Penny Butler, Mike Enoch,
Pattye Greer, Lynn Montes, Jimmy Murphy, and Susan Roberds.
Others present in Board Room 307: Dan Angel, Janelle Ashley, Jerry Holbert, Baker
Pattillo, Roland Smith, Yvette Clark, and others.
99-01
Upon motion of Regent Murphy, seconded by Regent Montes, with all members voting
aye, it was ordered that the minutes of July 14, 1998 and September 18, 1998 be
approved.
99-02
Upon motion of Regent Murphy, seconded by Regent Enoch, with all members voting aye, it
was ordered that the following appointments be approved.
1. Agriculture
Dr. Craig H. Morton, Assistant Professor, Ph.D. (University of Missouri), at a
salary of $40,000 for 100% time for nine months, effective fall semester, 1998.
2. Biology
Mr. Michael B. Keck, Visiting Assistant Professor, M.S. (University of Texas at
Arlington), at a salary of $30,000 for 100% time for nine months, effective fall
semester, 1998.
3. Chemistry
Dr. Alyx S. Frantzen, Assistant Professor, Ph.D. (New Mexico State), at a
salary of $33,000 for 100% time for nine months, effective fall semester, 1998.
Dr. Shawn Millinder, Assistant Professor, Ph.D. (University of Southern
California), at a salary of $35,000 for 100% time for nine months, effective fall
semester, 1998.
4. Communication
Dr. Larry J. King, Associate Professor, Ph.D. (University of Oklahoma), at a
salary of $42,000 for 100% time for nine months, effective fall semester, 1998.
5. Economics/Finance
Mr. Jeffrey C. Edwardson, Visiting Assistant Professor, M.B.A. (University of
Mississippi), at a salary of $41,000 for 100% time for nine months, effective fall
semester, 1998.
6. Elementary Education
Ms. Elizabeth Witherspoon, Assistant Professor, M.Ed. (Stephen F. Austin State
University), at a salary of $37,000 for 100% time for nine months, effective fall
semester, 1998.
7. English
Dr. Kent B. Baxter, Assistant Professor, Ph.D. (University of Southern
California), at a salary of $32,500 for 100% time for nine months, effective fall
semester, 1998.
Dr. Elizabeth J. Donaldson, Assistant Professor, Ph.D. (State University of New
York at Stony Brook), at a salary of $32,500 for 100% time for nine months,
effective fall semester, 1998.
Dr. Kathleen Kincade, Visiting Assistant Professor, Ph.D. (Louisiana State
University), at a salary of $30,000 for 100% time for nine months, effective fall
semester, 1998.
Dr. JoAnne Shea, Visiting Assistant Professor, Ph.D. (University of Texas), at a
salary of $30,000 for 100% time for nine months, effective fall semester, 1998.
Dr. Karen V. Zagrodnik, Visiting Assistant Professor, Ph.D. (Auburn
University), at a salary of $30,000 for 100% time for nine months, effective fall
semester, 1998.
8. Forestry
Dr. Jimmie L. Yeiser, T.L.L. Temple Professor with tenure, Ph.D. (Texas
A&M University), at a salary of $100,000 for 100% time for twelve months,
effective January 1, 1999.
9. Geography
Mr. John J. Heppen, Assistant Professor, Ph.D. (Louisiana State University), at
a salary of $33,000 for 100% time for nine months, effective fall semester,
1998.
10. Geology
Dr. Chris A. Barker, Assistant Professor, Ph.D. (University of South Carolina),
at a salary of $34,000 for 100% time for nine months, effective fall semester,
1998.
11. Human Services
Ms. Hollie Cost, Assistant Professor, M.Ed. (Auburn University), at a salary of
$32,000 for 100% time for nine months, effective fall semester, 1998.
Dr. L. Kent Hawkins, Assistant Professor, Ph.D. (University of Oklahoma), at a
salary of $43,000 for 100% time for nine months, effective fall semester, 1998.
Dr. Suzanne Schmidt, Assistant Professor, Ed.D. (East Texas State), at a salary
of $38,000 for 100% time for nine months, effective fall semester, 1998.
12. Kinesiology
Dr. William C. Thomson, Assistant Professor, Ed.D. (University of Houston), at
a salary of $37,500 for 100% time for nine months, effective September 1, 1998.
13. Music
Mr. Leon P. Turner, Instructor, M.M. (Southern Methodist University), at a
salary of $29,000 for 100% time for nine months, effective fall semester, 1998.
14. Nursing
Ms. Greta E. Haidinyak, Clinical Instructor, M.S.N. (Northwestern State
University of Louisiana), at a salary of $40,000 for 100% time for nine months,
effective fall semester, 1998.
Ms. Mary M. Pack, Clinical Instructor, M.S.N. (University of Texas at Tyler), at
a salary of $36,000 for 100% time for nine months, effective fall semester,
1998.
15. Secondary Education
Dr. Faye Hicks-Townes, Assistant Professor, Ed.D. (University of Tennessee at
Knoxville), at a salary of $36,000 for 100% time for nine months, effective fall
semester, 1998.
16. Social Work
Dr. Baxter B. Wright, Associate Professor, Ph.D. (University of Michigan), at a
salary of $43,500 for 100% time for nine months, effective fall semester, 1998.
17. University Affairs
Mr. Ronnie Strahan, Assistant Manager of the Post Office, at a salary of $19,500 for
twelve months, effective August 17, 1998.
Mr. Daniel R. Melton, Intramural Supervisor, at a salary of $24,909 for twelve months,
effective August 10, 1998.
99-03
Upon motion of Regent Murphy, seconded by Regent Montes, with all members voting aye, it
was ordered that the following changes of status be approved.
1. SFA 101 - Freshman Seminar
Ms. Shigale Foster, from Graduate Assistant at a salary of $833.33 per month, to
Intramural Supervisor at a salary of $19,288 for nine months, effective August 24,
1998.
3. Education
Faculty members with on-campus assignments are routinely assigned, as needed, to
teach field-based, off-campus courses. Faculty are compensated for teaching courses
away from the campus through a formula approved by the Board of Regents which
includes a payment for the travel time necessary for delivering the course, as well as a
stipend for teaching the course. Occasionally, individuals teaching part-time on
campus will receive a proportional part of their regular salary plus the extra
compensation for delivering off-campus courses. The following faculty are teaching
for the fall semester, 1998, at the location, and for the salary indicated.
Dr. Bob Browning Humble 2915.20
Dr. Carol Shaw Humble 3253.68
Dr. Malcolm Rector Humble 2065.20
Dr. Bennat Mullen Longview 1495.28
Dr. Russell Marshall Jasper 2155.56
99-04
Upon motion of Regent Greer, seconded by Regent Murphy, with all members voting aye, it
was ordered that the following leave of absence without pay be approved.
1. Art
Mr. Robert P. Kinsell has requested an unpaid leave for the spring '99 semester to
participate in museum and commercial art gallery exhibitions. This leave will enhance
his professional development as an artist which will be of great benefit in teaching.
99-05
Upon motion of Regent Murphy, seconded by Regent Butler, with all members voting aye, it
was ordered that the May 31, 1999 (Monday) staff holiday be changed to July 2, 1999 (Friday).
99-06
Upon motion of Regent Murphy, seconded by Regent Roberds, with all members voting aye, it
was ordered that the underenrolled classes listed below be approved for Fall, 1998.
1. ART 417.001 - Adv Photographic Processes
Enrolled: 9
Required for graduation or full time status
2. BIO 449.001 - Animal Histology
Enrolled: 9
Required for graduation
3. CHE 572.001 - Adv Environmental CHE 1
Enrolled: 2
Televideo course cross listed with section 101
CHE 572.101 - Adv Environmental CHE 1
Enrolled: 2
Televideo course cross listed with section 101
4. GEO 375.001 - Topics in Geography (Education)
Enrolled: 7
Required for graduation/maintain sequence
5. NUR 414.002 - Families in Crisis
Enrolled: 9
Maintain sequence
NUR 415.002 - Leadership in Nursing
Enrolled: 9
Maintain sequence
NUR 416.002 - Systems Health Promotion
Enrolled: 9
Maintain sequence
NUR 417.002 - Fam Self-Care Situational Cris
Enrolled: 9
Maintain sequence
NUR 23.002 - Nursing Process Practicum
Enrolled: 9
Maintain sequence
6. PSC 449.001 - Urban Affairs
Enrolled: 6
Maintain sequence
7. PSY 153.004 - Human Sexuality (Honors)
Enrolled: 9
Ongoing development of the Honors Program
8. RHB 341.001 - Com Skills Pers Vis Disabl
Enrolled: 6
Cross listed with distant learning course EPS 575.101
9. SFA 101.044 - Freshman Seminar
Enrolled: 8
Special section for Nursing students
10. SWK 225.001 - Human Behavior & Social Environment
Enrolled: 8
Required for graduation
SWK 500.001 - Applied Research Methods
Enrolled: 4
Required for graduation
SWK 511.001 - Field Seminar One
Enrolled: 4
Required for graduation/Corequisite/Maintain sequence
SWK 521.001 - Field Seminar Two
Enrolled: 1
Required for graduation/Corequisite/Maintain sequence
11. THR 500.001 - Graduate Research
Enrolled: 4
Maintain sequence
THR 560.001 - Dramatic Theory/Criticism/Hist
Enrolled: 4
Maintain sequence
99-07
Upon motion of Regent Greer, seconded by Regent Montes, with all members voting
aye, it was ordered that the curriculum changes listed in Appendix No. 1 be approved.
99-08
Upon motion of Regent Greer, seconded by Regent Roberds, with all members voting
aye, it was ordered that the core curriculum proposal as presented in Appendix No. 2
be approved and the Administration be authorized to submit it to THECB for their
approval.
99-09
Upon motion of Regent Roberds, seconded by Regent Butler, with all members voting
aye, it was ordered that an honorary degree be awarded to Dr. Nancy Dickey during
the December 1998 graduation ceremonies.
99-10
Upon motion of Regent Murphy, seconded by Regent Adkison, with all members voting
aye, it was ordered that a Will Jennings Day be designated for the Spring of 1999.
99-11
Upon motion of Regent Montes, seconded by Regent Murphy, with all members voting
aye, it was ordered that approval be given to the Coregis Directors and Officers policy
for 1998-with enhanced employment practices and employee benefits liability
provisions, at a cost of $19,820.
99-12
Upon motion of Regent Greer, seconded by Regent Enoch, with all members voting
aye, it was ordered that contracts be given to the firms of Friberg Associates; Scott and
8
Strong Architects; Bar Win Consultants, and Morgan/Hill Sutton & Mitchell, and that
the President be authorized to sign the contracts.
99-13
Upon motion of Regent Murphy, seconded by Regent Montes, with all members voting
aye, it was ordered that the University be authorized to purchase one garbage truck,
fifteen dumpsters, three service trucks, and two 15-passenger rental-fleet vans and that
the President be authorized to sign the required purchase orders. All vehicles will be
purchased by low bid or State contract. Estimated total cost is $180,872 with funding
provided by HEAF ($155,000) and departmental sources ($25,872).
99-14
Upon motion of Regent Greer, seconded by Regent Murphy, with all members voting
aye, it was ordered that the University be authorized to hire an engineer to develop
plans and specifications and obtain bids for the installation of a fire sprinkler system in
Garner Apartments. Bids for the project will be presented for the Regents'
consideration at the January, 1999 meeting.
99-15
Upon motion of Regent Montes, seconded by Regent Murphy, with all members voting
aye, it was ordered that an engineer be contacted to develop plans and specifications
for the replacement of the air handlers and to establish cost estimates for the project.
Project plans, cost estimates, and budgets will be presented to Regents for approval at a
future meeting.
99-16
Upon motion of Regent Greer, seconded by Regent Enoch, with all members voting
aye, it was ordered that the President be authorized to sign all necessary contracts and
purchase orders to complete the renovation of Room 133 in the McGee Building at an
amount not to exceed $80,275.
99-17
Upon motion of Regent Murphy, seconded by Regent Montes, with all members voting
aye, it was ordered that the specific HEAF project to convert the Tucker House garage
into offices be approved at an amount not to exceed $85,000, and that authority be
given to pursue the project as necessary, including services of an architect.
99-18
Upon motion of Regent Butler, seconded by Regent Adkison, with all members voting
aye, it was ordered that the specific project to refinish the floors in the HPE Complex
Rooms 109, 113 and 114 be approved at an amount not to exceed $57,000, and that the
President be authorized to sign all contracts and vouchers as needed to complete the
project.
99-19
Upon motion of Regent Murphy, seconded by Regent Montes, with all members voting
aye, it was ordered that University Center ADA Project be approved and that the
President be authorized to sign contracts and purchase orders necessary to complete
the work. The estimated cost is $155,000. Sources of funding are Series 1995
Revenue Bonds and auxiliary revenues.
99-20
Upon motion of Regent Roberds, seconded by Regent Adkison, with all members
voting aye, it was ordered that the specific HEAF expenditures to continue the
furnishing and equipping of the Music Building be approved at an amount not to exceed
$157,684, and that the President be authorized to sign all contracts and vouchers as
needed to complete the project.
99-21
Upon motion of Regent Adkison, seconded by Regent Butler, with all members voting
aye, it was ordered that the SFA Track be named the William Fletcher Garner Track.
99-22
Upon motion of Regent Roberds, seconded by Regent Enoch, with all members voting
aye, it was ordered that the Beef Farm the named the Walter C. Todd Beef Farm.
99-23
Upon motion of Regent Murphy, seconded by Regent Brookshire, with all members
voting aye, it was ordered that the Music Building be named the Tom and Peggy
Wright Music Building.
99-24
Upon motion of Regent Murphy, seconded by Regent Montes, with all members voting
aye, it was ordered that the policy revisions be approved as presented at the meeting.
REPORTS
A. Faculty Senate Chair Jimmie Rushing
98-99 activities
policy review and development
resolutions and reports
B. Student Government Association President Sean Bradley
Student Advancement Fund:
recycling
UPD bicycle patrols
Homer Bryce (O/S individuals)
Faculty Association - Serena Breland: lighting, safety, bicycle patrol
10
C. Vice President for Alumni Affairs Miles McCall
• homecoming activities: auction, benefit raffle, duck dash.
• + 175 life members
• 1600 annual members
D. Vice President for University Advancement Jerry Holbert
• Public Affairs Office activities
• 5,908 gifts for $5,419,497.98
E. President Dan Angel
• FY 96 to F 98 enrollment increases: 3.8% in students, 4.1% in SCH
• Lagniappe Awards to Janelle Ashley, Tom Atchison, Ric Berry, Mel
Finkenberg, Geralyn Franklin, Dave Kulhavy, Lauren Scharff, Pat Spence,
Suzy Weems, Steve Westbrook, & Jack McCullough
• Future Board Meetings: January 18-19 in Austin, April 19 & 20 in
Nacogdoches
Meeting adjourned at 11:40 a.m.
1 1
o
1
A. Additions:
Department and Number
COM 200
MTH129
MTH110
KIN 217
KIN 218
DAN 303
THR436
THR437
THR480
FOR465and465L
PSC 303
PSC 335
PSC 336
PSC 399
B. Revisions:
Department and Number
COM 103
COM 201
COM 301
COM 303
COM 306
COM 380
COM 404
COM 405
SWK490
ECO231
ECO232
ECO311
ECO480
FIN415
FIN 433
MGT 370
STEPHEN F. AUSTIN STATE UNIVERSITY
UNDERGRADUATE CURRICULUM COMMITTEE
Title and Credit
Digital Photography (3)
Mathematics for Elementary Teachers (3)
Mathematics in Society (3)
Advanced Scuba (2)
Divemaster(2)
Jazz Dance m (2)
Period Style THRI (3)
Period Style THRU (3)
Design for the Theatre (3)
Range Development and Evaluation (3)
Intro To Political Science (3)
Classical Political Thought (3)
Modern Political Thought (3)
Topics in Political Science (3)
Current Title and Credit
News Gathering & Writing (3)
Basic Photography (3)
Copy Editing, Headline Writing, and Makeup (3)
Advanced Photography (3)
Communication Law (3)
Public Relations (3)
Fundamentals of Graphics (3)
Photojournalism (3)
Practicum Related Seminar (1)
Principles of Macroeconomics (3)
Principles of Microeconomics (3)
Managerial Economics (3)
International Economics (3)
Personal Financial Planning (3)
International Financial Management (3)
Financial Institutions (3)
New No.
Same
Same
Same
Same
Same
Same
Same
Same
Same
Same
Same
Same
Same
Same
Same
Same
New Tide and Credit
News Writing (3)
Same - Description Change
Copy Editing and Headline Writing
Same - Description Change
Same - Description Change
Same - Pre-Resquisite Change
Newspaper Graphics (3)
Same - Description Change
Field Seminar (2)
Same - Description Change
Same - Description Change
Same - Pre-Requisite Change
Same - Pre-Requisite Change
Same - Pre-Requisite Change
Same - Pre-Requisite Change
Management Principles (3)
MGT490
MGT476
MKT456
MKT486
BIO123andl23L
BIO 121 and 121L
HMS131
ENV349and349L
FOR 313 and 313L
FOR349and349L
FOR 452
C. Deletions:
Department and Number
THR430
THR431
THR432
THR441
THR442
THR443
PSC300
PSC 305
PSC 310
PSC 333
PSC 334
History of Costume (3)
Costume Design (3)
Advanced Makeup (2)
Scenic Design (3)
Lighting Design (3)
Scenic Painting (2)
Contemporary Issues in Political Science (3)
Topics in American Science (3)
American Constitutional Development (3)
Western Political Thought (3)
Eastern Political Thought (3)
STEPHEN F. AUSTIN STATE UNIVERSITY
GRADUATE CURRICULUM COMMITTEE
A. Additions:
Department and Number Title and Credit
COM 406
COM 415
BIO 589
BLW537
ECO515
ENV575
Professional Communication Skills (3)
Polictical Communication (3)
Thesis Research (3)
Legal and Social Environment of Business (3)
Economic Theory (3)
Advanced Graduate Studies (1-3)
MTH520
MTH521
MTH522
MTH523
MTH524
MTH525
MTH526
MTH546
MTH547
MTH548
MGT517
THR550
THR551
SWK515
SWK525
Statistical Analysis I (3)
Statistical Analysis II (3)
Regression Analysis (3)
Stochastic Processes (3)
Applied Multivariate Analysis (3)
Applied Nonparametric Statistics (3)
Applied Time Series (3)
Survey of Mathematics literature (3)
Mathematics Media (3)
Seminar In Teaching Secondary School Mathematics (3)
Strategic Management (3)
Graduate Practkum (1-3)
Theatrical Process (3)
Generalise Practice in Social Work II (3)
Advanced Rural-Generalist Practice (3)
C. Deletions:
Department and Number
SWK527
Title and Credit
Social Work and the Law (3)
Appendix No. 2
Stephen F. Austin State University
Core Curriculum Requirements
Effective Fall 1999
1. Communication
a) English rhetoric/composition 6
ENG 131,132,133,235
b) Communication Skills 6 to 8
BCM 247; COM 111,170; FRE 131,132; ILA 111,112; SPA 131,132; ENG 273; SPH 172,272
2. Mathematics 3
MTH 110,127,128,133,138,139,143,144,220,233,234
3. Natural Sciences 6 to 8
BIO 121,123,131,133,225,238
CHE 111,112,133,134,231
GOL 131,132,133
PHY 101,102,110,118,131,132,241,242
AST 105
4. Humanities & Visual and Performing Arts
a) Visual and Performing Arts 3
ART 280,281,282
MUS 140,160
THR 161,370
DAN 341
B) Other 3
ENG 215,221,222,231,232,234,235,360; PHI 153,223; HIS 151,152
5. Social and Behavioral Sciences
a) US History (w/Texas option) 6
HIS 133,134,335
b) Political Science 6
PSC 141,142
c) Social/Behavioral Science 3
ANT 231; ECO 231,232; GEO 131,230; PSY 133,153; SOC 137,139
6. Institutionally Designated Options 3
(Computer Literacy or Health and
Physical Activity)
CSC 101,102,121,201
HMS138
MSC 101,102
MUP136
Physical Activity
TOTAL 45-49
Approved by SFASU Board of Regents
October 20, 1998
Appendix No. 3
SFAO3
A Rededication
to Student Success
ANNIVERSARY
1923-1998
Table of Contents
Mission Statement 1
The Planning Process - A Context for Change 3
Key Initiatives and Fundamental Goals 6
Create an Environment for Student Success 6
Program for Student Needs 9
Provide Supportive Environment for Intellectual
Development and Vitality 12
Contribute to Advancement of Knowledge and Creativity 14
Explore, Enhance, and Develop New Technologies 16
Enhance Physical Environment on Campus 18
Improve On-Campus Residential Facilities 20
Expand External Resource Development .22
Conclusion 24
Summary of Key Initiatives and Fundamental Goals... 25
Commission on the Future 27
Footnotes 28
MISSION STATEMENT
Introduction
Stephen F. Austin State University (SFA), strong in tradition and rich in heritage, is
a largely residential university located in the Piney Woods of East Texas. Committed to
excellence, SFA
• provides a collaborative intellectual community recognized for fostering learning;
• offers a wide range of academic and profession^ programs ai^he undergraduate
and graduate levels in seven colleges; f
• develops students' abilities to think in disciplined,3critical, quantitative, and
creative ways; I
• cultivates students' ability to communicate effectively; ;^
• fosters meaningful student-faculty interactions inlboth. small classroom settings
and the larger university;
• prepares graduates for success in a diverse and global community; and
• enhances the educational, economic, cultural, and professional environments of
the region.
Mission
SFA is a dynamic, learning-centered university dedicated to enhancing
student success. The University's focus is on excellence in
undergraduate education complemented by superior graduate
education, vital community outreach programs, and the advancement
of knowledge and creativity.
Core Values
• Academic excellence
• Substantive commitment to learning
• Personal motivation to learn, to teach, and to serve
• Supportive environment for intellectual development
• Co-curricular experiences to enhance total learning
• Innovative instruction and research with collaboration among programs,
departments, and colleges
• Wisdom, combined with compassion, integrity, and self-knowledge
Vision ^
Stephen F. Austin State University will become distinguished for:-
• its diverse academic and collaborative intellectual^ommuni^r.
• dynamic integration of academic programs, residential environment, and co-curricular
opportunities. ^^ ^ ; ^
• pursuit of high standards in:
0 student performance
0 instruction
0 scholarship
0 research and creative expression
0 professional service.
• state-of-the-art learning environments
• excellence of its graduates.
THE PLANNING PROCESS
A Context for Change
Dr. Dan Angel assumed the presidency of SFA at a time of unprecedented change in
higher education across the nation. An initial campus assessment of both internal
and external realities highlighted major public concerns. These included issues of
cost, relevance, quality and assessment of higher education to name only a few.
Upon his arrival on campus in August 1992 President Angel emphasized in a faculty
meeting that to make progress over the next decade, wewpuld need toSave: 1) an
era of stability, 2) realistic expectations, 3) direction, 4) aaproactive rather than
reactive posture, and 5) a shared vision. Resulting was a planning process utilizing
leadership retreats, focus groups, speaker series, campus forums, and meetings with
external constituents. The SFA 98 Advisory Committee chaire&fcy President Angel
assumed primary responsibility for the planning,process. , ^
The output of this planning process was a document entitled^SFA 98, approved by
the SFA Board of Regents in January 1994 and widely distributed both on- and off-campus.
A non-traditional strategic plan, SFA 98 articulated our shared vision via a
statement of mission and values and highlighted nine directional themes that SFA
emphasized from 1994 to 1998. Specific goals, objectives, and strategies were
developed andiipdated annually at the college, division, and department levels as part
of the implementation phase. Each unit reported goal accomplishments at the end of
each academic year. The SFA 98 Midway Report was published in fall 1996 to
highlight many of the successes realized by the half-way point. Publication of the
SEA 983?inal Achievement Report culminated the planning cycle in fall 1998.
Complementing and contributing to the institution's planning process has been the
concurrent work on aproject sponsored by the American Council on Education
(ACE). Funded by the Kellogg Foundation, the ACE project encouraged universities
to identify and address their own agendas for change. SFA was selected as one of only
26 institutions of higher education in the U.S. to participate in this three-year project
focusing on leadership and institutional transformation.
To launch the ACE project, SFA conducted two on-campus roundtable discussions,
organized and facilitated by the PEW Higher Education Roundtable. The purpose of
the roundtables was to engage a variety of faculty and administrators in a collective
dialogue regarding the institution's future and potential challenges.
SFA has been grouped with three other comprehensive universities participating in
the ACE project in a cluster which met approximately every six months to share
strategies and lessons learned. Interinstitutional interaction occurs via electronic
communications such as electronic mail and listservs,<<</hrough the cluster
meetings. ,>|
A senior liaison with broad experience in higher education anil special sKlls in
institutional facilitation was assigned to SFA through ACEio fadlitatl the process.
The project also provided a special opportunity for presidents\qf£he 26buniversities to
meet annually to share experiences and strategies;>Althoughihis;pr6ject officially
concluded in January 1998, the Kellogg Foimdation has again funded ACE to continue
the work and SFA has been invited to remain a participant and has accepted.
The new phase will provide continued opportunities forinstitutional involvement in a
learning network with ACE and other institutions. ACE intends to direct this learning
to a Kellogg Forum on Higher Education Transformation. Launched in May 1998, the
Forum has as its purpose the bringing together of scholars and practitioners in higher
education to^iaranslate the experiences of individual campuses into learning that can
be adapted and replicated. The Forum, over a three to five year period will 1)
synthesize current knowledge and develop new thinking on institutional change; 2)
work with networks of institutions to facilitate their change agendas; and 3)
disseminate learning and results through publications and conferences.
In the fall of 1998 SEA celebrated both the 75th anniversary of the founding of the
University and the accomplishments achieved during the prior five years as recorded
in the SFA 98 Final Achievement Report. Preceding these events, the next planning
cycle began. Dr*Angel began the fall 1997 semester with the appointment of the
Commission on the Future—the steering group for SFA 03.
The Commission consists of 30 individuals representing all areas of the University.
The number who participated in the planning process was much larger, however.
Members of the steering group served as chairs of working groups in key areas to
bring recommendations to the full Commission for review and inclusion in SFA 03.
Chaired by the Vice President for Academic Affairs, the Commission was organized
into eight working groups and met regularly for the 1997-98 academic year. As part
of the planning process, the Commission employed numerous mechanisms, including
electronic means, to receive input from all interested constituents of SEA-students,
faculty, staff, regents, alumni, community members, as well as any other interested
parties. ^;
Committee members read, invited presentations from on-campus and off-campus
specialists and conducted open forums. For SFA 03 the President calleflfor a more
traditional strategic plan than that developed for the SFA 9B^five-year;plan.
Following are our key initiatives and fundamental goals identified for SFA's second
five-year plan. Eight key initiatives are supportedJby 34 goals. As inilie SFA 98
process, more specific objectives and strategies will be developed and updated
annually at the college, school, division and department levels as part of the
implementation process. Each unit will report goal accomplishments at the end of
each academic year.
KEY INITIATIVES AND FUNDAMENTAL GOALS
Create an Environment for Student Success
Several national reports in recent years have focused on the need to rethink higher
education in the last part of the 20th century. One such report is particularly
insightful. The Kellogg Foundation convened a commission of 25 college and
university presidents and asked them to deliberate xmjhe future of state and land-grant
universities. This commission produced their firskreport in 1997, "Returning to
Our Roots: The Student Experience." Their document lays out a visiox&of the future
that is both forward looking and also consistent with the>tradition of public higher
education in the United States. It states in part: < J;
We can create newly responsive institutions if we reaffirm three ^
broad ideals and adhere to them tenaciously, following their j
implications faithfully wherever they lead: (1) Our institutions
must become genuine learning communities,^Bupporting,and *
inspiring faculty, staff, and learners of all kinds. (2) Our learning
communities will be student centered, committed to excellence in
teaching and to meeting the legitimate needs of learners/wherever
they are, whatever they need, whenever they need it. (3) Our
learning communities will emphasize the importance of a healthy
learning environment that provides students, faculty, and staff
with the facilities, support, and resources they need to make this
vision a reality, (from chapter 2)
An institution committed to the ideals described in the Kellogg Report necessarily
places student success at the heart of its mission. SFA is committed to these ideals.
As stated in our mission, "SFA is...dedicated to enhancing student success...." We
believe that students succeed when they make progress toward fulfilling their
educational, career, and personal goals: First and foremost at an educational
institution, studentsjnust develop academic and intellectual competence. Second,
they must prepare themselves for active roles in a modern economy and democracy.
Finally, they must jnove toward the attainment of personal goals such as an
integrated philosophy of life, mutually supportive interpersonal relationships, and
personal health and wellness.
To implement this initiative, we will pursue the following goals:
Improve
academic
advising and
mentoring for
students
To be successful, new students need guidance. New members of a
community identify with that community and succeed in that
community because someone had the time and took the time to help
them. They need sound advice not just about what courses to take
in the coining semester but also about the entire college curriculum,
about the wide range of curricular and extracurricular learning
opportunities available, and about job and educational opportunities
following college graduation. Students at risk must be identified and
we must intervene early to provide help. More attention must be
given to undecided majors. Improvements in advising/mentoring
may involve not only faculty but also staff and students. Training of
advisers/mentors may be required. /
Increase the
opportunities
for student
learning in the
classroom
To be successful, students must be actively engaged in4 the learning
process and exposed to a wide variety of learningexperiences.
Classroom lectures are not always the most effective means to
accomplish learning. We must approach every classroom topic
asking ourselves what techniques will maximize learning when used
by this particular teacher and these particular students. This calls
not only for more effective teachers but also for more effective
students. Both must be willing to take on new roles. For this to
happen, campus support services for both students and teachers
may need to be created or expanded.
Give greater
emphasis to
verbal and
quantitative
skills
throughout the
curriculum
To be successful, students must learn and use verbal and
quantitative skills not only in English and math courses but across
the curriculum. Effective oral and written communication are
necessities for leadership in modern democracies and economies and
SFA is committed to preparing leaders. Mathematics is the
language of business and science. Oral and written communication
and mathematics all encourage reasoning and thinking.
Provide more
outside of class
learning
opportunities
To be successful, students must learn how to learn outside of the
classroom. Most of their lives, both now and later, will be spent
outside the classroom. College can provide the rare opportunity to
combine more structured classroom learning with less structured
but still supervised learning outside the classroom. Skills and ideas
learned in the classroom can be applied and tested in the larger
community. Experiences in that larger community can be discussed
and analyzed in the classroom. Internships and service-learning are
just two examples of outside of class learning opportunities. They
afford students the opportunity to relate:research andireal life
experiences, to serve society, and experiment with potential careers.
As a public institution, we must build bridges betweenljhe classroom
and the outside world. 4:
Increase the
. integration
between
academics and
the rest of
student life on
campus
To be successful, students must learn from ^e entire $pllege
experience. The Kellogg Reportispeaks of a^ealthy learning
environment where all college activities areiextensions of the
universities central mission ofcstudent learning. We cannot afford to
separate the 15 houraper week students spend in class from the
much greater number of hours they spend in student activities, in
residence halls, in student organizations, and in conversations with
their peers. As an institution we must strive for a more unified
college experience in which academics and student life work together
and support one another. This might result in extending learning
communities into the residence halls which provide an environment
in which students enjoy living and learning or greater links between
faculty/staff and student organizations/activities.
8
Program for Student Needs
As Jeanne Elshtain has noted, education in a democratic culture is a "porous affair"
and must remain so in order to maintain the dialogue needed for the maintenance of
"civil sites* that nurture a sense of common national purpose as well as academic
vitality. The decade of the 1990s is a time of "extraordinary political fluidity,"
observed historian Linda Kerber. A newspaper columnist recently asked, "Is it too
late to ask if there is still a now now? After all, newScomputers are designed from the
microchip outward in one week and delivered into obsolescence. .Politicians serially
become this week's statesman of the decade; last yeaSs^pornography fctoday's
billboard and yesterday's cure will kill you tomorrow." Thus do we confront what
educator Gerald Graff has called the "deeply contradictory mission" ofiiie university:
that of preserving and transmitting tradition while also breaking ground in areas of
new knowledge and thinking. £% f
Our academic programs, both general and department-specific, must address a
diverse array of students who need to develop abroad working knowledge suited to the
next century.
To implement this initiative we will pursue the following goals:
Strengthen To be successful in college-level programs, new students need to
standards have adequate preparation in high school. The surveys conducted as
a part of the ACE project directed attention toward admission
requirements for entering freshmen students. Respondents called
for an investigation of standards considering SFA's regional mission,
faculty expectations for student achievement, and potential impact
on student enrollment. SFA contracted with NCHEMS
Management Services, Inc. in 1997-98 to conduct a study to
determine the potential impact on enrollment of raising academic
admission requirements for first-semester freshmen. As one means
Expand the
undergraduate
honors
program
to improve the retention rate and enhance the classroom
environment, an incremental increase in standards over the five
year cycle was determined to be the favored approach. An
expansion of the Academic Excellence Scholarship Program and the
student success programs currently in place, i.e., SFA 101, FIGS,
and Interdisciplinary Writing Program, should accompany the
change. Criteria for admissions should include not only standardized
test scores and rank in class, but other factors as wellrTtigor of high
school curriculum including honors and advanced placement courses,
grades in specified core courses, participation in student activities
and evidence of leadership abilities are possible criteriaBbr individual
review.
.?
We should seek to stimulate an interdisciplinary exchange whenever
and wherever feasible. The Honora3Rrogram>i^ch has been focused
primarily in the College of Liberal Arts has demonstrated that we
can retain our very best students if we ofFerfiiem challenging,
engaging courses.
Extend
programs for
"Writing
Across the
Curriculum"
In those departments where appropriate, intensive writing courses
can help to address one of the fundamental weaknesses of modern-day
university graduates, ie., poor writing skills. English and
disciplinary faculty working in collaborative teaching teams help
students by emphasizing inquiry, research, critical thinking,
problem-solving and active learning in their courses.
Explore
capstone
courses for
majors
Capstone courses allow academic units to assume greater
responsibility for assuring quality control and better preparing
students for professional exams like the ExCET and others that
directly affect accreditation and synthesis of learning.
10
Assess all
programs for
quality,
relevance, and
need
Initiate
feasibility
studies for
future
programs
Before adding new programs at any level it is incumbent upon us to
assure the quality of our existing programs. We must be able to
attract and retain highly qualified faculty to staff these programs-faculty
who are sufficiently devoted to research as well as teaching
and professional service to sustain the integrity of all courses,
particularly graduate courses.
As the Southern Association of Colleges and Schools (SACS) criteria
specify, "Educational activities of an institution include teaching,
research and public service. Planning and evaluationifbr these
activities must be systematic, broad-based, interrelated and
appropriate to the institution the institution must demonstrate
planning and evaluation in its administrative and educational
support service unit." (pp. 20-21)
During the previous planning cycle, SFA implemented four new
undergraduate programs and ten at the masters level. The D.F.
degree with a major in Forestry was changed to a PhD. and a new
doctoral program in educational leadership admitted its first two
cohorts of doctoral students.
Programs for which planning authority has already been requested
from the Texas Higher Education Coordinating Board include:
• MPA in Public Administration
• MSN in Nursing
• :Ph.D. in Environmental Science
In addition, programs identified in the most recent planning process
for further investigation include:
• BA - Economics, Music Business, Musical Theatre, Music
Therapy, Public History
11
• BBA - Entrepreneurship, Promotion Management
• BS - Physics Engineering, Poultry Science, Sports Medicine
• MFA - Directing
• Ph.D. - Applied Psychology, School Psychology
Provide Supportive Environment for Intellectual Development and Vitality
Fundamental to a dynamic, learning-centered iiniver^tjr^ledicated to enhancing
student success is a healthy, supportive environment for intellectual development.
Such intellectual development is fostered through qualiiySnstruction facilitated by
competent faculty and support staff. Tucker (1993) defines^ healthy academic
environment as one where faculty are motivated, productive, appreciated, secure in
their jobs, work well together as a group, and are able to reach consensus on issues
concerning the governance and welfare of the academic unit. IThe same could be said
for staff who provide outstanding support for academic programs and student
development and service.
Holding academic excellence as a core value, Stephen F. Austin State University
recognizes the importance of recruiting, retaining, and developing outstanding faculty
and staff members who create intellectually stimulating environments where student
success can occur.
To implement this initiative, we will pursue the following goals:
Promote • Project faculty and staff demand by department through 2003,
academic I
excellence by identifying new and replacement positions that will be required;
Z t f It # ^4JUS^ budgeting and financing practices to ensure adequate
and staff resources to fund the demand for new and replacement positions;
Reduce reliance on temporary and part-time faculty in
12
Seek to retain,
revitalize, and
support current
faculty and
staff in their
pursuit of
academic
excellence
appropriate areas;
Establish and maintain competitive salaries;
Commit sufficient resources for recruitment to enable
departments to adequately advertise and recruit excellent faculty
and staff members;
Increase diversity in faculty and staff by recruiting candidates in
under-represented demographic groups including ethnicity,
gender, subject area competence^and degrees from a broad
spectrum of institutions; f {¥ ;; *
Explore other forms of compensation that will makei SFA
attractive to prospective candidates: H U^;
Establish endowed chairs to attract preeminent faculty.
Determine reasons for faculty<^nd staff ^imwejr^to facilitate
retention of quality personnel^ / ;l
Develop specific budget plans to upgrade salaries to be more
competitive;
Expand funding opportunities in support of teaching excellence,
i.e., teaching grants, leave replacement awards, technology
support, teaching support staff;
Improve support for research activities;
Examine and redefine, as appropriate, faculty workloads,
teaching schedules, and University responsibilities to promote
teaching excellence and retention;
investigate ways to enhance the existing faculty reward system.
Establish distinguished professorships to be awarded to
outstanding faculty
13
Support and
reward quality
teaching and
staff
performance
Establish a Teaching Excellence Center;
Expand use of and support for interdisciplinary teaching circles
and encourage faculty mentoring;
Provide intelligent classrooms so faculty can incorporate
technology where appropriate in the cuiTicuhim;
Support innovative delivery systems such as team taught
courses, cross-functional courses, and electronic delivery by
revising teaching assignments/workloads to reflect faculty
participation; ^ r ^
"■'^]&" " '.■*-*
Review performance evaluation systems for faculty:and staff.
'*< -'v/\% .* '&
Provide training for and implement theiew merit-based
Performance Management Plan for staffisvhich encourages and
rewards outstanding performance and continuous^mprovement.
Review departmental merit criteria for faculty. All faculty must
strive for excellence in teaching, be activedn scholarship and
public service and responsive to studenteneeds; All staff must be
student-oriented and responsive to thepublic. A commitment
from faculty and staff to work together in a collaborative team
approach will benefit the entire SFA community;
Examine the reward structure for teaching and provide more
useful feedback to the facility for use in improving teaching.
Contribute to Advancement of Knowledge and Creativity
In articulating SFA's mission of dedication to student success, we highlight the
importance of "the advancement of knowledge and creativity." Included among our
core values are "innovative instruction and research." Our vision calls for the
"pursuit of High standards in research and creative expression."
14
As a comprehensive university, SFA has taken advantage of the latitude that
classification affords and carved out our own distinctive mission with respect to
teaching and research or scholarship. We support Boyer's (1990) appeal for a
broadened view of what scholarship means and agree that all faculty are scholars—or
should be. We applaud his call for a renewal and revitalizationtof teaching, and
embrace his conclusion that we might view the work of the professoriate as having
four separate, yet overlapping, functions including the scholarship of discovery, the
scholarship of integration, the scholarship of application, and the scholarship of
teaching.
To implement this initiative we will pursue the following goals:
Link Professors who are active scholars are more eflfectiveieachers from
S°nd arS t^'t ^e u^ergraduate to doctoral-level\programs. TChose who remain
to excellence in up-to-date in their professionat£elds;<pass on to their students the
teaching at all .. , n. . .. v, ;,
levels excitement of inquiry. 7
Support and
reward
scholarship
and creativity
Working with the Office of Research and Sponsored Programs,
continue to stimulate research by providing "seed" money for pilot
projects and leveraging external funding opportunities. Increase the
number of Faculty Research Grants awarded each year.
activities enhance their creative and analytic skills. Learning
Involve Students given the opportunity to work with faculty in scholarly
undergraduate
and graduate
students in through problem solving, they develop new skills critical to their own
faculty
research
activities
success.
15
Explore, Enhance, and Develop New Technologies
"Information is the infinite resource ... because it represents a boundless supply of
boundless power to manage a world of boundless potential." (Halal, 1998). We have
become the information society. The two external forces most responsible for
reshaping American enterprises, including universities, are changes in technology and
changes in demand.
For a number of years, technological advances have been revolutionizing the ways in
which universities offer instruction, communicate witHifiheir various constituencies
(both internal and external), conduct their research projects, and manage their
business affairs. Technological advances—in the ease and sophistication of electronic
networking and in the array of multimedia-are leading to changes in our classroom
paradigm: from group lecture to individual exploration, fromipassive absorption to
active apprenticeship, from omniscient teacher to educational guides, from
homogeneous to diverse learning experiences, and fromstablerto fast-changing
content. v u;
SFA already has significant accomplishments in this area to build upon: the
establishment of the Office of Instructional Technology, funding for the Center for
Professional Development and Technology as one of the first such centers in Texas,
pioneering efforts in the integration of networked information in Steen Library, and
recognition of our overall technology efforts on the ACE WWW pages.
Technological progress in teaching, research and general communications will be
facilitated by coordinating university information technology functions.
Consideration should be given to implementing a distributed model for support
service.
To implement this technology initiative we will pursue the following goals:
16
Explore, Enhance, and Develop New Technologies
"Information is the infinite resource ... because it represents a boundless supply of
boundless power to manage a world of boundless potential." (Halal, 1998). We have
become the information society. The two external forces most responsible for
reshaping American enterprises, including universities, are changes in technology and
changes in demand.
For a number of years, technological advances havel>een revolutionizing the ways in
which universities offer instruction, communicate withiiheir various constituencies
(both internal and external), conduct their research projects, and manage their
business affairs. Technological advances-in the ease and sophistication of electronic
networking and in the array of multimedia-are leading to changes in our classroom
paradigm: from group lecture to individual exploration, fromjpassive absorption to
active apprenticeship, from omniscient teacher to^&ucation^gmdes,3rom
homogeneous to diverse learning experiences, and from stable to fast-changing
content.
SFA already has significant accomplishments in^this area to build upon: the
establishment of the Office of Instructional Technology, funding for the Center for
Professional Development and Technology as one of the first such centers in Texas,
pioneering efforts in the integration of networked information in Steen Library, and
recognition of our overall technology efforts on the ACE WWW pages.
Technological progress in teaching, research and general communications will be
facilitated by coordinating university information technology functions.
Consideration should be given to implementing a distributed model for support
service.
To implement this technology initiative we will pursue the following goals:
16
Intensify
exploration
and use of new
teaching and
information
technologies,
and build on
strengths in
information
and
computing.
Move toward universal access to high speed networks for faculty,
students and staff by providing active high-speed multiple-user
network connections for instruction in classrooms, laboratories,
libraries and conference rooms;
Explore and continue to develop modes for providing network
access for faculty, students and staff fi-onrdoff-campus locations;
Improve budgeting and financing practices to ensure adequate
continuing funding for technology
Recognize technological innovatidns|ai a campus award program
for outstanding teaching, research,^titreach and stkff
achievements; *\£'*>, ^|p>
Promote interdisciplinary research projects for whrax information
technology is a crucial enabling element^|
Build support
services to
which faculty
can turn for
instruction
and support in
classroom uses
of the new
technologies
• Provide coordinated and distributed^instructionix) assist facility,
staff, and students in the use of information technology;
• Develop innovative and effective programs in teaching, research,
and outreach including distance learning that integrate and
maximize the benefits of information technology and
computation;
• Expand existing programs that teach new users how to make
best use of electronic resources;
• Encourage faculty to become adept at using the new
technologies.
Seek to
optimize
coordination of
electronic
resources
across campus
Establish a unified help desk providing a single point of contact
for all technology-oriented inquiries which minimizes referrals by
having the appropriate support person contact the user;
17
• Encourage student ownership of computers through universal
connectivity and access to software and services;
• Enhance and expand the SFA computation and communication
infrastructure as necessary to accomplish the above;
• Maintain and upgrade internal and external network connectivity
at levels commensurate with evolving network standards and
technology;
• Expand SFA's potential to reachjprospective.students, alumni,
and donors by providing on-line information and services.
Enhance Physical Environment on Campus
SFA is known for its beautiful and traditional campus. Its aesthetically pleasing and
functional buildings surrounded by attractive grounds;play a^prominent role in
recruitment and in creating an environment conducive to learning.
We plan to maintain and expand this attractive and functional environment. Our
classrooms and learning centers must be effectively designed, furnished, maintained
and equipped ^ith appropriate instructional technology to enhance our teaching and
learning environments. Steen Library, laboratory facilities and offices must provide
up-to-date resources required for research; and appropriate performance facilities,
studios, and galleries are essential for students and faculty in the arts. It is
imperative that residence halls meet the needs of today's students.
To implement the physical environment initiative we will pursue the following goals:
Emphasize Functionality must be combined with aesthetics in plans for new
aesthetics in - , ,. ,. , ^, .... , .
planning construction, renovations and expansions of buildings and grounds.
physical Towering pines, greenspace, and colorful, well designed flower and
environment
18
Improve
campus
lighting,
signage, and
accessibility
shrub beds should continue to be campus hallmarks. Space is at a
premium on the SFA campus, therefore, land acquisitions of property
adjacent to campus will enable future expansion and an atmosphere
of spaciousness.
Enhanced campus lighting will both add to the|beauty of the campus
at night and promote safety. Additionally, improved signage will oflFer
convenience, safety, and accessibility.; jWe will explore multiple
options for improving parking convement to campus, SFA has a long
history of providing a campus environment readily accessible to
persons with disabilities. We will continue to improvetij|ese
accommodations. ::Z 'S. vS
Continue
renovation I
expansion of
University
buildings and
grounds
As we expand our academic programs and continue to meet Title IX
requirements in athletics, we musi|provide additional space for
offices, laboratories, classrooms^ofiressing areas, and other needed
space. Priorities in our plans for renovation/expansion are:
• E.L. Miller Science Building
• Birdwell Building
• Telecommunications
• Classroom and Office Space
• Housing Maintenance Facility
• SFA Mast Arboretum
• Pedestrian Thoroughfares
19
Improve On-Campus Residential Facilities
Changing patterns of student needs and desires dictate that we provide attractive,
comfortable and functional housing, wired for advanced technology. In addition to
providing a home away from home, on-campus residence halls provide unique
opportunities to extend learning beyond the classroom. :
In an effort to better assess options for improving on-campus residential facilities,
SFA contracted with Biddison Hier, Ltd. in 1998 to develop a Housing Master Plan.
Their planning process included an assessment of on-campus housiiig^a.market
analysis of off-campus housing, a review of University policies as theylkffect
occupancy, a financial analysis to determine financial feasibility, andajreview of
residence life and student development programs. 7 > #
" £%
To implement this initiative we will pursue the following goals:
Make
improving
undergraduate
housing a
priority
Occupancy in apartments on campus is good compared to
0CCUPancy ^ residence halls (95% vs 76%X In addition, there is a
growing body of literature that suggests that undergraduate
students, first year students in particular, benefit most from living
on campus. SFA should concentrate first on improving the residence
halls and limit investment in apartments for the near term to on
going repair and maintenance.
Segment the Students have different needs and interests as they progress
undergraduate ,', , ,, . ., , ., ., ,. ,
housing through theumversity, and the on-campus residential experience
experience should be structured to accommodate these differences^especially
between freshmen and upperclassmen.
Formalize the It is widely documented that the first year is the most critical in the
"Freshman ., . ^ , r „ . - A
Experience" umversiiy experience. Part of creating a successful first year is
20
and extend it
into housing
rooted in the experience of living on-campus and assisting students
in the transition from home to the greater responsibility and freedom
of the university. We should extend the initiatives already begun
(including the Freshman Focus Course, Interdisciplinary Learning
Communities and the Honors Program) into a formalized "Freshman
Experience." ;
Create
communities
and
neighborhoods
to support the
Freshman
Experience
To provide definition and physical support for the Freshman
Experience, we should undertake a series of exterior and interior
upgrades to the residence halls that wflliassist studenls in forming
smaller communities within the conteitrf^the campus.
Create an
"Upperclass
Experience"
A corollary to the "Freshman Experience" ispihcre^k more
appealing residential environmentlbr upperclass students. Creating
an attractive residential enviroiimentSfor upperclass students
includes offering "move-up* options in housing and Chousing policies
tailored for upperclass students. f
Incorporate
accessibility,
technology and
other upgrades
into capital
projects
Convert dbbs
Hcdifor
academic use
In addition to capital projects that would be undertaken to support
the Freshman and Upperclass Experiences, other needed
improvements, including accessibility and technology upgrades,
should be incorporated into the capital projects.
There is currently excess capacity in undergraduate housing-the
combined fall and spring semester occupancy is about 76%. Even
when housing improvements are complete, there will continue to be
an adequate supply of dormitory-style housing. There is a
corresponding need to provide adequate space for growing new
programs in Social Work, Environmental Science and Biotechnology.
21
Expand External Resource Development
As State support for higher education has continued to decline, costs of providing an
education have escalated. Concurrently, financial aid continues to be difficult to
obtain for many students. Faced with this dilemma, the SFA Board of Regents
authorized the Share the Legacy Campaign to be conductedUirough 2003. The
Legacy Campaign adopted as priorities four areas identified by tHeTUniversity as
those of greatest need.
To implement the external resource initiative, we will pursue the following goals:
Increase
scholarship
support
SFA strives to attract academically talented studentsSrom
throughout the state and region to foster a rich learning
environment. Increasing academic scholarship funds will provide the
University with the resources necessary to enter the 21st century.
Enhance
faculty support
SFA's first priority always has been, and always will be, providing
the highest quality learning environment possible to students.
Assembling a first-rate faculty is the foundation on which this
academic excellence is built. Endowed chairs and professorships
allow SFA to recruit and retain the teaching talent needed to provide
students the high level of instruction they expect from the
University.
Provide
program
support
The education of a well-rounded student extends beyond the
classroom. SFA offers beneficial academic, cultural, social and
athletic programs that broaden the educational experiences of our
students. The University is dedicated to expanding these important
opportunities.
22
Expand The natural beauty of the SFA campus sets it apart from all other
Cenhancement universities in Texas. This magnificent natural resource must be
support preserved and enhanced for the enjoyment and appreciation of
current and future students.
23
CONCLUSION
Over the 1999-2003 planning horizon, SFA will continue to operate in an environment
characterized by significant change. Student demographics andneeds, rapid
advancement of technology and increasing competition from bofirtraditional and non-traditional
educational providers stand out among themajor environmental forces
shaping this change. ";/
SFA has a unique opportunity to pro-actively engage in continued internal change
and development to meet these future challenges. Worlringirath a dedicated Board of
-3-*
Regents, SFA's excellent cadre of senior faculty, talented newfaculty^snd
conscientious staff and administration will provide the leadership required to put
students first and achieve these aggressive eight key initiatives and 34 goals.
24
Summary of Key Initiatives and Fundamental Goals
I. Create an Environment for Student Success
A. Improve Academic Advising and Mentoring for Students
B. Increase the Opportunities for Student Learning in the Classroom
C. Give Greater Emphasis to Verbal and Quantitative Skills Throughout the Curriculum
D. Provide More Outside of Class Learning Opportunities
E. Increase Integration Between Academics and the Rest of Student life on Campus
II• Program for Student Needs /
A. Strengthen Admission Standards V
B. Expand Undergraduate Honors Program x'%
C. Extend Programs for 'Writing Across the Curriculum** ,
D. Explore Capstone Courses for Majors ; «£
E. Assess All Programs for Quality, Relevance, and Need f-
F. Initiate Feasibility Studies for Future Programs / j
III. Provide Supportive Environment for Intellectual Development and Vitality
A. Promote Academic Excellence by Recruiting Quality FacuH^and Staff
B. Seek to Retain, Revitalize, and Support CurrentfEaculty and Staff in their Pursuit
of Academic Excellence -5 ;
C. Support and Reward Quality Teaching and Staff Performance
IV. Contribute to Advancement of Knowledge and Creativity
A. Link Scholarship and Creativity to Excellence in Teachingat All Levels
B. Support and Reward Scholarship and Creativity
C. Involve Undergraduate and Graduate Students in Faculty Research Activities
V. Explore, Enhance, and Develop New Technologies
A. Intensity Exploration and Use of New Teaching and Information Technologies
and Build on Strengths in Information and Computing
B. Build Support Services to Which Faculty Can Turn for Instruction and Support in
Classroom Uses of the New Technology
C. Seek to Optimize Coordination of Electronic Resources Across Campus
VI. Enhance Physical Environment on Campus
A. Emphasize Aesthetics in Planning Physical Environment
B \ Improve Campus Lighting, Signage, and Accessibility
C. Continue Renovation/Expansion of University Buildings and Grounds
VII. Improve On-Campus Residential Facilities
A. Make Improving Undergraduate Housing a Priority
B. Segment the Undergraduate Housing Experience
C. Formalize the "Freshman Experience" and Extend It into Housing
D. Create Communities and Neighborhoods to Support the Freshman Experience
E. Create an Upperclass Experience
F. Incorporate Accessibility, Technology and Other Upgrades into Capital Projects
G. Convert Gibbs Hall for Academic Use
25
VIII. Expand External Resource Development
A. Increase Scholarship Support
B. Enhance Faculty Support
C. Provide Program Support
D. Expand Campus Enhancement Support
26
COMMISSION ON THE FUTURE
Janelle Ashley, Chair*
Tom Atchison*
Freddie Avant
Ric Berry*
Roger Bilow
Robyn Brown
AlCage
Barbara Carr
Deborah Dalton
Mel Finkenberg*
Geralyn Franklin*
Tom Franks
Robert Hill
James Hoard
Jerry Holbert
Betty Johnson
David Kulhavy*
Treba Marsh
Darrel McDonald
Jack Nelson
Baker Pattillo
Allen Richman
Lauren Scharff*
Pat Sharp
Roland Smith
Pat Spence*
Jim Speer
Bob Szafran
Suzy Weems*
Hans Williams
Vice President for Academic Affairs
Dean, College of Sciences & Mathematics
Undergraduate Coordinator and Associate Professor, Social Work
Interim Dean, College of Fine Arts and Professor, Music
Admissions Director ;
SGA President
Library Director
Professor, English
Assistant Professor, Music V \
Chair, Department of Kinesidlogy;& Health Sciences
Chair, Department of Management,Marketing,International Business
Dean, College of Education \ S $*
Associate Athletic Director 1
Director of Public Affairs ; .-.»;
Vice President for University Advancement ^
Chair, Department of General Business ;<>
Professor, Forestry X
Assistant Professor, Accounting v.- I"
Associate Professor, Geography ^ V~ $
Director, Auxiliary Services^ '; %
Vice President for Univerai^Affairs : '
Director of University Honors Program and Professor, History
Assistant Professor, Psychology:» ,;
Instructor, Geology 1 ":
Vice President for Business Affairs
Director of Student Publications and Instructor, Communication
Dean^ College of Liberal Arts
Chair, Department of Sociology
Associate Professor, Human Sciences
Assistant Professor, Forestry
* Members of ACE/Kellogg Project Team
27
Works Cited
Boyer, Ernest L.. 1990. Scholarship Reconsidered: Priorities of the Professoriate.
Princeton, N.J.: Carnegie Foundation for the Advancement of Teaching. Pp. 15-25.
Boyer Commission on Educating Undergraduates in the Research University. 1998.
"Reinventing Undergraduate Education: A Blueprint for America's Research
Universities." New York: State University of New York at StonyiBrook. Retrieved
May 4,1998 (http://notes.cc.sunysb.edu/pres/boyermsfO.
Elshtain, Jean Bethke. Democracy on Trial. (New Yc&3Basic Books,3L995). Pp.
41,87; linda K. Kerber. "The Meanings of Citizenshipt^ournal of American History.
p.84, no.3 (December 1997): 833; Colin Harrison, "Paradigms Lost." New York Times
Book Review. 18 August 1996. Pp. 10-11; and Gerald GraffJBeyond theChilture
Wars: How Teaching the Conflicts Can Revitalize AmericahtEducation:<New York:
W.W. Norton, 1992). p. 7.
Halal, William E. The Infinite Resource: Creating and Leadingiihe Knowledge
Enterprise. (Chicago: Jossey-Bass). 1998.
Kellogg Commission. 1997. "Returning to Our Roots: The Student Experience."
Washington, DC: National Association of StatevUniversitiescand Land-Grant
Colleges. Retrieved April 11,1998
(http://intei^sage.com/Kellogg/STATEMENTS/coxmciLhtanl)
Southern Association of Colleges and;Schools, Commission on Colleges. 1996.
Criteria for Accreditation. Pp.20-21.
Stephen F. Austin State University. SFA 98. 1994.
Stephen!?. Austin State University. SFA 98 Midway Report. 1996
Stephen F. Austin State University. SFA 98 Final Achievement Report. 1998.
Tucker,A. (1993). Chairing the Academic Department: Leadership Among Peers.
Phoeniz, AZ: American Council on Education Series on Higher Education. Oryx
Press.
Upcraft, M. Lee and John N. Gardner. 1989. "A Comprehensive Approach to
Enhancing Freshman'Success." Pp. 1-23 in M. Lee Upcraft, John N. Garner, and
Associates (editors) The Freshman Year Experience. San Francisco, CA: Jossey-
Bass.
28
STEPHEN F. AUSTIN STATE UNIVERSITY
SCHEDULE OF TRANSFERS
July 1, 1998 through August 31.1998
Appendix No. 4
ACTIVITY RECIPIENT TRANSFER SOURCE
TOTAL 71.755
Appendix No. 5
Policies for Board Review
October 1998
Selection of Academic Deans
Original Implementation:
Last Revision:
The Academic Dean is the Chief Executive of the College and is responsible for fostering
excellence in teaching, research and service in the College. Reporting directly to the Vice
President for Academic Affairs, the Academic Dean has a major role in developing and
interpreting University policy.
A search and screen committee will be used in each search for a dean. Each search initially
will be open and without prejudice for inside or outside candidates. Should considerations
indicate that a fully open search may not be a viable choice, a decision limiting the scope of
the search should be made prior to the selection of the committee. Such a decision will not
be made without consultation with the department chairs and faculty.
Search and Screen Committee Responsibilities and Process:
1. The search and screen committee has the responsibility of overseeing the recruitment
process working in close agreement with the Vice President for Academic Affairs.
The committee will be responsible for developing an appropriate description
advertising the position, initial screening of candidates, and arranging interviews for
candidates invited to campus. The committee is also responsible for seeing that
procedures are followed to assure that all candidates are given fair and full
consideration for the position.
2. The committee will be constituted by the Vice President for Academic Affairs on
consultation with the department chairs and faculty of the College.
3. The committee shall have a minimum of five members. Larger membership will
depend on the size of the college and the complexity of its programs.
4. Once the composition of the committee has been determined, the departments/
college shall elect the specified number of representatives to the committee. Faculty
members, chairs and directors eligible both to vote and to serve on the committee will
be those on full-time contract with the university who hold faculty rank in the
department. In all cases faculty, chairs and directors within the college shall
constitute a majority of the committee.
5. Each search and screen committee shall have representation from outside the college.
Outside representative(s) may be elected or appointed. To enhance the ability of the
committee to focus on the administrative capabilities of the candidates, at least one
member of the committee should be an individual with appropriate academic
administrative experience. If only one outside representative is chosen, that
individual ordinarily should be another academic dean.
6. The Vice President for Academic Affairs after consultation with the college faculty,
chairs and directors, shall then fill the other positions on the committee from within
and/or without the college with a view toward creating a balanced committee which
can best represent the interest of the college and the university. Outside positions on
the committee may be filled by undergraduate and/or graduate students and
community representatives.
7. The Vice President for Academic Affairs will appoint the committee chair and arrange
for convening the committee for its organizational meeting. The committee may
choose to elect other committee officers.
8. Ordinarily, at least two candidates recommended by the committee will be interviewed
on campus. The itinerary for the interviews will provide ample opportunity for the
candidates to meet college faculty, students, department chairs, other deans, vice
presidents and the president.
9. After the interviews, the committee makes its recommendation to the Vice President
for Academic Affairs
10. Appointment is by the President and requires the approval of the Board of Regents.
Source of Authority: President
Cross Reference: Faculty Handbook
Contact for Revision: President
TRANSFER CREDITS A-45
Original Implementation: November 1,1977
Last Revision: None 10-20-98
Students transferring from another institution will have only hours passed at
the institution^), not grade points, transferred to Stephen R Austin State
University.
To determine probation and suspension status for transfer students, the CPA on
courses attempted at SFASU is compared to the minimum GPA required, as per
h
General Bulletin, based on total hours attempted (transfer plus SFASU hours).
Students who repeat at another institution a course originally taken at SFASU
will have the repeated hours treated as any other transfer work if the repeated
grade is higher than that originally earned at SFASU.
Stephen F. Austin State University accepts transfer credit from regionally
accredited institutions on a course-by-course basis as determined by the Office of
Admissions. All courses are examined in terms of content level and credit
hours a warded, and are subject to the following conditions:
• An SFA course prefix and number are awarded when the content of the
transfer course is equivalent and if the course was taught on the same level
and in the same department at the transferring institution.
• General credit i£ assigned to a course that is transferable but is not an exact
equivalent by level or by description. In this case, the credit is awarded on
the same level as was attempted at the transferring institution, and the
student's academic Dean will determine its acceptability into degree
programs.
• Most academic credit is transferable with the exception of remedial or
developmental and technical or vocational courses. Some departments may
limit the number of credit hours that they may apply toward a degree in
certain disciplines such as band, choir, bible, horticulture, and kinesiology.
• A maximum of 66 academic hours plus four hours of kinesiology activity
from junior or community colleges may apply toward a degree.
• There is no limit for credits transferred from senior colleges. However, all
students must complete a minimum of 42 semester hours at SFA in order to
earn a bachelor's degree.
Students may repeat courses taken at Stephen F. Austin State University at other
accredited institutions. Transfer hours will, however, be governed by the
following rules:
1. The grades earned at SFA will remain on the transcript;
2. The hours attempted at SFA will not be changed as a result of course work
completed elsewhere;
3. Transfer credit for a course originally taken at SFA has no effect on the grade
point a verage for work attempted at SFA;
4. Transfer hours of repeated work may be used to satisfy degree requirements
other than those related to grade point average.
The Texas Higher Education Coordinating Board policies and procedures will be
followed regarding transfer of core curriculum courses and to resolve any
transfer credit dispute.
SOURCE OF AUTHORITY: Vice President for Academic Affairs
CROSS.REFERENCE: General Bulletin
CONTACT FOR REVISION: Vice President for Academic Affairs
-FORMS: None
Issuance and Control of Campus Keys B-15
Original Implementation: Unpublished
Last Revision: March, 1989 October 20, 1998
Other than during normal working hours, all buildings shall be locked. Faculty and staff
may be issued keys or University buildings upon the request of tho department hoad.
Keys must be presented at the request of any watchman, campus police officer, or other
law enforcement official in the performance of his/her duty.
Responsibility
An authorized individual entering or leaving a locked building shall not permit-asay
individual to enter who would not normally be permitted to enter the building during tho
hours it is locked. An authorized individual may have guests so long as the guosts stay in
the proximity of the faculty or staff member having the assigned key and the authorized
individual assumes full responsibility for their presence.
An individual entering or leaving a locked building shall be responsible for securing tho
door and may be held liable for any loss or damage to University property resulting from
failure to do so.
Prior to the end of each academic semester, each department will be provided a list of
individually assigned keys to areas under its jurisdiction. These lists will aid the
department in identifying those keys to be returned by students or staff having an ending
date of appointment as of the end of the semester. Annually, each department must chock
and certify the accuracy of an inventory list of keys issued for areas under its jurisdiction.
A department returning keys should:
1. Determine that an individual is transferring or terminating employment,
—contact the Physical Plant Lockshop for review of files to see what keys
—are to be returned.
2. Retrieve keys from the individual and forward to the Lockshop or have the
—individual return them personally to shop personnel.
3. If keys are broken, return the broken portion of the key blank to the
—Lockshop for duplication.
Return of Keys
All keys issued remain the property of the University. The department head must see that
keys are returned to the Physical Plant Lockshop under the following conditions:
1. Upon transfer to another department or building;
2. Upon termination of an employee;
3. Upon request of the dean or department head; or
4. Upon being granted a leave of absence without pay for a period of thirty
—(30) or more calendar days; however, staff members granted such leaves may
—retain their key if they are authorized to have access to the building
—and/or office during the leave.
Transfer of Keys
In no case is a key to be transferred from one individual to another or to be obtained from
any source other than from the University Lockshop. When any transfer or duplication of
a key is made or used without University consent, the key shall be recovered and tho
individual(s) involved reported to the department head, dean, or Vice President for
Administrative and Fiscal Affairs for appropriate action.
Loss of Keys
The loss or theft of any key is to be reported immediately to the department head, who in
turn will notify the Lockshop in the Physical Plant or the University Police Department.
Lost keys turned in to a department are to be forwarded immediately to the Physical Plant
Department Lockshop.
Exceptions
Keys to cabinets, lockers, and drawers within buildings or to dormitory rooms are not
covered under provisions of this policy. The Physical Plant will furnish such keys upon
request, but the issuance, control, and recovery of these keys are the responsibility of the
director of the facility.
Directors of facilities located off campus should contact the Physical Plant Department
Lockshop for any special procedures required by their location.
Procedure
Applications for keys are made on a "Key Request" form which must be typod, approved
by the department head, and submitted with all copies intact or the Physical Plant
Lockshop between the hours of 7:00 9:00 a.m. and 1:00 2:00 p.m. daily. Only one form
may be used for each request. Upon approval of the "Key Request" by the Physical
Plant, the appropriate key wall be made and delivered to the requesting department.
The security of the University is the responsibility of several departments on campus.
First, the University Police Department is responsible for the overall campus security.
Second, the various department chairs are responsible for their respective areas. Third,
the Physical Plant Department is responsible for providing a sound, secure area.
A vital part of this system is the Lock and Key System of the University. Other than
during normal working hours, all campus buildings will be locked. Faculty and staff may
be issued keys to University buildings upon the request of the department head
responsible for the building or area of the building.
An authorized individual entering or leaving a locked building shall not permit any
individual to enter who would not normally be permitted to enter the building during the
hours it is locked. An authorized individual may have guests so long as the guests stay in
the proximity of the faculty or staff member having the assigned key and the authorized
individual assumes full responsibility for their presence.
An individual entering or leaving a locked building shall be responsible for securing the
door and may be held liable for any loss or damage to University property resulting from
failure to do so.
Each department head will be responsible for the issuance of keys to the employees in his
area of responsibility and will be responsible for the level of security in that area. The
Physical Plant will only issue keys to individuals at the written request of the department
head. It will be the responsibility of the department chair of each area to maintain a
record of who has been issued keys and to collect keys from departing employees.
Master keys will only be issued when a signed request is received from the department
chair and if there is any question about the requests, a verbal check with the department
chair will be made.
Physical Plant will make keys based on a written request but will not deliver keys
through the mail. Departments may pick the keys up in plant or a locksmith will deliver
the keys. The charge for making a key is $1 if picked up in plant. An additional delivery
charge will be made for keys delivered to the department.
If a key is lost or stolen, it should be immediately reported to both Physical Plant and to
the University Police Department.
Additional security measures are available and the Physical Plant will work with deans
and department chairs to achieve a high level of security if required.
Alarm Systems - alarm systems are available to departments through the University
Police Department. Physical Plant is not responsible for the installation or maintenance
of alarm systems.
Physical Plant is responsible for the maintenance and upkeep of doors and locks to
campus buildings. However, loss of integrity of lock systems due to loss of keys or
inadequate record keeping at the department level is not the responsibility of Physical
Plant. Physical Plant will rekey areas at the request of the department responsible, but
there will be a charge for this service.
University Police Department is responsible for locking and unlocking buildings and for
determining the hours that buildings will be open. Requests for special events, schedule
changes, etc. should be directed to the University Police Department.
Requests for keys are made on a "Key Request" form which must be approved by the
department head for the specific area. Requests may be mailed or "walked though. "
The Lockshop is open from 7:00 a.m. to 4:00 p.m., Monday through Friday. If a
locksmith is not in the shop, plant will page a locksmith to return to the shop for
immediate service.
Source of Authority: Vice President for Administrative and Fiscal Aff&irsBusiness
Affairs
Cross Reference: None
Contact for Revision: Director of Physical Plant Department
Forms: Key Request (available from Printing Services)
Temple Eastex Forestry Laboratory/PWCC Index B - 26
Original Implementation: September 1,1986 Page 1 of 3
Last Revision: None
The provisions of the policy for Use of University Facilities govern the use of all
buildings, facilities, equipment and grounds, hereinafter referred to as facilities, under the
control of Stephen F. Austin State University. That policy provides that the University
may establish additional procedures for the reservation and use of specific facilities;
therefore, the following provisions apply to the Piney Woods Conservation Center.
Reservations for the Temple Eastex Forestry Laboratory/Piney Woods Conservation
Center (PWCC) must be made with the Program Coordinator, (409)584-2412, Rt. 1 Box
138 DE, Broaddus, TX 75929, or the Arthur Temple College of Forestry, (409)468-3301,
P.O. Box 6109, Nacogdoches, TX 75962-6109 located in the School of Foreotry.
1. A $100 deposit is required to hold reservations for a specific date. The deposit may
be waived for state agencies.
2. University schools colleges, departments and sponsored programs must submit an
I.D.T. account number for deposit and billing purposes.
3. The deposit or I.D.T. account number is submitted to the PWCC Program
Coordinator with a letter detailing the following:
a. title and nature of program
b. name, phone number and address of program contact person
c. estimated number of participants
d. arrival and departure dates and times
e. number of meals
f. number of participants by sex for dorm assignments
g. special requests, i.e., menu preferences, sack lunches, number of classrooms,
etc.
4. A letter of confirmation is returned by the Program Coordinator.
5. A final count of participants is due to the Program Coordinator of the PWCC no
later than seven (7) days prior to the event.
6. Billing: Each group is responsible for collecting meal and housing fees for its
program. The PWCC will submit a statement at the completion of the program
based on the actual number of participants per meal and per bed occupied.
Payment is due no later than 10 days after receipt of the bill. Checks should be
made payable to the School of Forestry/PWCC. Stephen F. Austin State University
and mailed to Office of the Controller, P.O. Box 13053, Nacogdoches, TX 75962-
3053.
Index B-26
Page 2 of 3
7. To maximize use of the PWCC, a twenty-person minimum is required for all
groups. Smaller groups may be accommodated at a higher rate or scheduled
simultaneously with another group using the facility.
8. Day and evening programs only (with no overnight reservations): The facilities of
the PWCC are available for luncheon, banquets, or planning sessions.
9. The following capacities apply with two rooms sharing one bath (suite):
a. 1 person or couple per suite - capacity 16 individuals or 16 couples
b. 1 person per room -capacity 32
c. 2 people per room -capacity 64
d. 3 people per room -capacity 96
e. 4 people per room -capacity 128
10. The following rates are Rates are established and adjusted periodically for
standard meals and accommodations. Special arrangements and prices can be
negotiated for large groups, miscellaneous equipment, etc. Standard rates are
available upon request. Arrangements may be made for accident insurance
coverage for qualified groups. Details are supplied upon request.
& For groups registering for more than a 21 hour period:
ft) SFASU organizations/groups $30/perspn/day
(3) Non SFASU groups $15/poroon/day
hz Itemized costs: SFASU Non SFASU
-U Breakfast ^SO ^§0
Dinner 1SQ
4-. Lodging &QQ J4r©0
S-. Facilities £rO0 tOrOQ
& Linens 4^0 4^0
mm
Insurance:
Arrangements may be made for accident insurance coverage for qualified
groups. Details are supplied upon request.
4
Index B - 26
Page 3 of 3
Groups registering for less than a 24 hour period:
4-: Lecture hall $30/day
Pole building
A-. Island plus dining canopy
16mm slide projector
Overhead projector
Houseboat
Available only in support of
Approved educational programs)
$30/day
$-. Main lodge: small dining room $30/day
large dining room $30/day
$50/day
and barbecue grill
$-. Dormitory lecture hall (A or B) $30/day
& Equipment rental
35mm slide projector $10/day
$10/day
$10/day
$100 + $25/hour
Source of Authority: Board of Regents, President, Vice-President for Business
Administrative and Fiscal Affairs
Cross Reference: None
Contact for Revision: Dean of the School College of Forestry
Forms: None
Turner Auditorium
Original Implementation: May, 1987
Last Revision: January 30, 1996, by the Board of Regents
Index B-28
The provisions of the policy for the Use of University Facilities govern the use of all
buildings, facilities, equipment and grounds, hereinafter referred to as facilities, under the
control of Stephen F. Austin State University. That policy provides that the University
may establish additional procedures for the reservation and use of specific facilities;
therefore, the following provisions apply to Turner Auditorium.
W. M. Turner Auditorium is a part of the Griffith Fine Arts Center, an academic facility of
Stephen F. Austin State University. In addition to the Turner Auditorium, the facility
contains the SFA Gallery, two lab theaters, technical shops, classrooms, design areas and
the offices of the College of Fine Arts and the Department of Theatre. Spaces within the
complex are assigned either College or Department status. Jurisdiction for purposes of
space requests and assignments is as follows.
Scheduling and use of the facility and its equipment are pursuant to Stephen F. Austin State
University Presidential Policy Number 10 (October 25, 1982). Part m, Section 1 of that
document assigns responsibility for administrative control of the facility to the "Dean of the
College having jurisdiction over the space."
The remainder of this document outlines policies and procedures for the operation of
William M. Turner Auditorium.
Auditorium Operating Policy
The William M. Turner Auditorium is an academic and performing arts facility of Stephen
F. Austin State University. Scheduling and use of the facility and its equipment are
pursuant to SFASU Presidential Policy No. 10. The Dean of the College of Fine Arts is
the administrator of the facility and its operating policies. Nothing contained in this policy
shall be construed to prohibit or hinder the operation of Turner Auditorium in pursuing the
University's mission as a public institution of higher education. All activities associated
with that mission shall have priority in the use of this facility.
Priority of Users
Because Turner Auditorium is an academic and a performing arts facility, its use shall be
restricted. The following priorities for assignment of use shall be in effect:
Category I Events sponsored by the Departments of Art, Music, and
Theatre; Dance productions; and other performance activities
that are a necessary adjunct to academic programs in the
College of Fine Arts.
Category II Events that are a part of the University Series of the CFA @
SFA visual and performing arts programming.
Category HI Events sponsored by University departments or registered
student, faculty, and staff organizations of both an academic
and nonacademic nature.
Category IV Events sponsored jointly by official University departments
or agencies with non-University groups subject to the
regulations described herein.
Reservations Procedures
Reservations for all functions in Turner Auditorium are made through the Assistant Director
of Arts Information. Scheduling priorities will be given in accordance with the following
procedures:
Category I Events requiring the use of the auditorium for five days or
longer have priority for reserving dates until October 15 of
the previous academic year. Events requiring the use of the
auditorium for fewer that five days have priority for
reserving dates through December 15 of the previous
academic year.
Category II Events in this category have priority for reserving dates after
October 15 and prior March 1 of the previous academic year.
Category HI and IV Events in these categories may reserve available dates after
May 1 of the previous academic year.
The Assistant Director of Arts Information will produce and distribute to all Category I and
II auditorium users a working calendar on October 15 and December 15 of the previous
academic year. Attempts will be made to resolve any conflicts. The Dean of Fine Arts will
act as arbitrator in circumstances where scheduling conflicts cannot be resolved.
Procedures for Reserving Facility
The following reservation procedures apply to requests to use Turner Auditorium:
Category I, II
| 1. The Assistant Director of Arts Information will distribute an invitation to Category I and
II users of Turner Auditorium to make their initial date requests according to the
reservation procedures.
| 2. Once conflicts are resolved, each scheduled user will receive forms ("William M.
Turner Auditorium Reservation Request") to complete and return to the Arts
Information Office. Formal confirmation of a requested date will be issued upon
receipt of a completed form.
| 3. The Arts Information Office will notify users at the appropriate times regarding
technical needs, publicity, house management, etc.
Category HI, IV
| 1. Obtain a reservation packet from the Assistant Director of Arts Information at
the Arts Information Office. The Auditorium should be reserved as far in
advance as possible (suggested minimal time: 12 weeks prior to the event) since
there is great demand for the facility and insufficient staff to easily accommodate
all requests. Alternate dates should also be selected in the event that the date of
first choice is not available.
| 2. For all non-College of Fine Arts users, if a date is confirmed, a meeting with
the Assistant Director of Arts Information will be scheduled to formalize
equipment and personnel needs (suggested minimal time: 5 weeks prior to the
event). For College of Fine Arts users, standard Arts Information Office
procedures will be utilized (see page 6).
| 3. Meet with the Assistant Director of Arts Information and the Turner Facilities
Manager and staff 2 weeks before the event to finalize plans. Additional
meetings may be required at the discretion of the Assistant Director of Arts
Information and /or the Turner Facilities Manager.
Schedule Of Fees
Category I
1. Rental Fees: None charged.
| 2. Equipment/Personnel Fees: During the academic year, equipment fees general
are not charged to Category I users, except in those instances where the use of
equipment results in an unusual expense to Turner Auditorium (i.e., piano
tuning, purchase of special gels, etc.). Personnel fees may be charged per
number of hours worked times the minimum wage. A minimum of two hours
per worker per rehearsal or performance is charged. For the summer months,
Category I users may be required to cover personnel costs on a per-use basis
(summer fees will be based upon budgetary allocations to the College of Fine
Arts).
Category II
1. Rental Fees: None charged.
2. Equipment/Personnel Fees: During the academic year, equipment fees general
are not charged to Category I users, except in those instances where the use of
equipment results in an unusual expense to Turner Auditorium (i.e., piano
tuning, purchase of special gels, etc.). Personnel fees may be charged per
number of hours worked times the minimum wage. A minimum of two hours
per worker per rehearsal or performance is charged. For the summer months,
Category I users may be required to cover personnel costs on a per-use basis
(summer fees will be based upon budgetary allocations to the College of Fine
Arts).
Category HI
1. Rental Fees:
First Hour of Use- $125
Second Hour of Use - $75
Third and All Succeeding Hours of Use - $25 (This charge applies to hours
contracted for over several days.)
Hours are determined according to the production plan and are continuous.
Accordingly, a Category HI event with eight rehearsal hours and a
performance of three hours would cost $125 plus 75 plus 9 times $25 for a
total $425. Gaps of unscheduled stage time (periods between rehearsals)
may be used for certain events (i.e., speaker) even though the stage is taken
with sets or other equipment.
2. Personnel/Equipment Fees:
The minimum personnel requirement for any rehearsal or performance
(whether or not admission is charged) is one each:
Stage technician - two hours times minimum wage
Usher captain - two hours time minimum wage (when audience is present)
(Turner Auditorium personnel are hired from a list of trained stage assistants
familiar with apparatus and equipment of Turner stage and employed only
through the office of Dean of Fine Arts.)
Personnel needs are determined during the planning conferences with
Turner staff. Follow spot operators, lighting technicians, sound
technicians, and miscellaneous stagehands may be needed. These workers
will be employed by the Dean of Fine Arts and supervised by the Stage
Technician. The cost of the workers will be charged to the user.
A schedule of equipment rental charges is available separately from the Arts
Information Office.
The need for House Personnel (ushers, ticket takers, house manager, usher
captains, box office staff) will be determined at the planning conference. A
member of the Turner Auditorium staff will provide the user with an
estimate of total costs associated with the use of the auditorium.
Category IV
1. Rental Fees:
First Hour of Use - $175
Second Hour of Use - $125
Third and All Succeeding Hours of Use - $75 (applies to hours contracted
for over several days)
Hours are determined according to the production plan and are continuous.
Accordingly, an event with eight rehearsal hours and a performance of three
hours would cost $175 plus $125 plus 9 times $75 for a total of $975.
Gaps of unscheduled stage time (periods between rehearsals) may be used
for certain events (i.e., speaker) even though the stage is taken with sets or
other equipment.
2. Personnel/Equipment Fees: Same as Category IQ
Events with Admission Charges
| Category I, II users: —If an event has an admission charge, the user of the facility must
deposit the proceeds from ticket sales to a University account.
1. Users scheduling events with admission charges must conform to University
Business Office ticket procedures.
2. Ticket prices and ticket availability notices may not be published until Turner
Auditorium Staff certifies that the event has received adequate planning and all
necessary approvals.
Category HI, IV users: Users are free to set admission prices and handle admissions as
they see fit. Notwithstanding this general statement, University departments must
deposit funds in a University account and conform with University business
practices and policies.
Jointly Sponsored Events
Jointly sponsored events (i.e., events where official University departments and agencies
jointly sponsor an event with a non-university group) may be scheduled only in accordance
with the provisions of this document and the Regents1 Rules and Regulations, Part 1,
Chapter IV, Section 6.5 and Presidential Policy No. 10. Jointly sponsored events in
Turner Auditorium are subject to the following regulations:
1. Only official University departments and agencies may jointly sponsor an event
with a non-University group.
2. A jointly sponsored event must have approval from a Dean or Vice - President
and have self-evident educational implications.
3. A written agreement between the University department/agency and the non-
University group must be prepared after consultation with the Assistant Director
of Arts Information and the Turner Facilities Manager. This agreement must be
signed by the appropriate Dean or Vice-President.
4. The University department/agency acting as sponsor agrees to assume full
responsibility for the event and all charges for damages related to that event.
5. The Turner staff will work directly with the sponsoring University
department/agency rather that the non-University group. The University agency
will be considered the producer of the event.
6. All advertising, promotion, and announcements of the event must include the
name of Stephen F. Austin State University and be approved by the University
joint sponsor.
7. The University agency sponsoring an event assumes responsibility to assure that
the use of Turner Auditorium does not result in private gain for the non-
University group.
General Operating Regulations
Regulations Applying to All Turner Auditorium Users:
1. Signs and displays: No signs, messages or other materials may be posted, displayed,
distributed, or announced in, on, or adjacent to Turner Auditorium by the user of
sponsor without prior written approval by the Dean of Fine Arts. Such materials may
not be fastened to any part of the facility except in spaces provided for the purpose and
may not be permitted to interfere with crowd movement and safety.
2. Advertising: All news releases, handbills, advertisements, television and radio
announcements or other media utilized to inform the public of a non-University event to
be held in Turner Auditorium must be approved by the Public Information Affairs
Office and also must carry a disclaimer, approved by the University General Counsel,
to the effect that use of Turner Auditorium does not imply endorsement of the event by
the sponsoring organization or the University.
3. Safety: Safety regulations, as determined by the Turner Auditorium Staff and the
University Safety Officer, will govern all areas of Turner Auditorium and the Griffith
Building.
4. Conduct: The user organization is responsible for the conduct of its representatives,
members, and guests while in the Griffith Building. Organizations with a history of
conduct violations during previous use of the Turner Auditorium may be denied
subsequent use.
5. Smoking: Griffith Fine Arts Center is designated as a No Smoking facility. That
means there shall be no smoking in the building!
6. Photographs and recordings: Each user is advised to make its policies regarding the
taking of photographs and/or recordings clear to the audience.
7. Broadcasts: Users must have prior written permission from Turner Auditorium Staff to
make any broadcasts, telecasts, master recordings, films, and transcripts of
performances. If consent is given, the user organization will furnish and install all
equipment necessary' other than Turner equipmentfurnised and contracted for by the
user organization.Ml broadcasts, telecasts, master recordings, films, and transcripts
shall have prior written permission from the Turner Auditorium Staff. If consent is
given, the user organization will furnish and install all equipment necessary other than
Turner equipment furnished and contracted for by the user organization.
8. Hours: The user must specify daily clock hours of occupancy and may not carry out
activities in the facility other than at those times. The Turner Staff will be in attendance
and may be paid for by the user during all specified hours.
9. Personnel: Turner Auditorium operating personnel needed shall be determined by the
Assistant Director of Arts Information and the Turner Facilities Manager. A minimal
crew (Turner Auditorium technical crew for all events; House management when an
audience is present) is required. Any additional technical and house personnel required
as determined by the Assistant Director of Arts Information shall be provided at the
user's expense.
10. User Staff: Organizations may wish to use their own crews for tasks more
appropriately understood by their personnel (music stand and chair setup, prop
arrangements, etc.). This arrangement must be cleared by Assistant Director of Arts
Information and Turner Facilities Manager in advance. Such arrangement does not,
however, release the user from the basic personnel charges identified in other sections
of this document.
11. Services: Technical and house needs and functions performed by Turner Auditorium
Staff on behalf of the use outside scheduled occupancy shall be paid for by the user.
All University equipment will be operated by trained personnel employed by the
University and/or approved by the Turner Facilities Manager.
12. Operating Code: Any user whose technical or house crew fails to operate and maintain
the facility according to the stated Operating Regulations shall be required to use Turner
staff for future events. Users who fail to abide by the Operating Regulations may
forfeit future use.
13. Payment for damages: All users and sponsors shall be responsible for payment for
damages to the facility, its fixtures and equipment, whether caused by the user or its
patrons, ordinary wear and tear excepted.
14. Pianos: Pianos owned by SFA may be provided for use on the stage. Any tuning
requested by the user organization may be billed at cost to the user. The Assistant
Director of Arts Information will designate the piano to be used and the tuner
employed.
15. Stage work: All stage work shall be done at the user's expense under the supervision
of the Turner Facilities Manager. Prior approval must be secured as indicated above if
user organizations wish to employ their own personnel.
16. House equipment: A request to use Turner Auditorium equipment must be made at pre-event
conferences and involve individuals who have been designated as competent and
qualified by the Turner Facilities Manager.
17. Cleared stage: The user organization shall leave the stage and stage areas, including
dressing room, clear after the final performance, unless permission is given for a longer
storage period. Such permission is granted by Turner Facilities Manager. If the stage
is not cleared within the designated period, the Turner staff will employ a cleanup crew
for this purpose and assign charges to the user organization. A user will be released
from further responsibility only after inspection by the Turner staff reveals the facility
to be in satisfactory condition.
18. Concessions: The user organization shall not allow tobacco products, beverages, food,
gum, or refreshments of any kind to be sold, brought into, or served on the premises.
No refreshment shall be taken onto the stage, into the backstage areas or into the
Auditorium at any time.
19. Prior approval: The user organization will acquire written approval from the Assistant
Director of Arts Information and the Turner Facilities Manager before placing any
equipment on the stage. The user organization will acquire written approval from the
Turner Facilities Manager before a) erecting or operating any machinery or equipment
run by electricity or other power, or by b) installing any wires, electrical installations or
other appliances. All decorations shall be installed without defacing the building and
shall be subject to the supervision and approval of the Assistant Director of Arts
Information and the Turner Facilities Manager. The use of tape, nails, adhesives,
tacks, screws, or similar articles on wall, floors, or plaster surfaces is not allowed.
Regulations Applying to Non-University Users of Turner Auditorium:
1. Advertising: All news releases, handbills, advertisements, television and radio
announcements or other media utilized to inform the public of a non-University event to
be held in Turner Auditorium must be approved by the Public Information Office and
also must carry a disclaimer, approved by the University General Counsel, to the effect
that use of Turner Auditorium does not imply endorsement of the event by the
sponsoring organization or the University.
2. Safety: Safety regulations, as determined by the Turner Auditorium Staff and the
University Safety Officer, will govern all areas of Turner Auditorium and the Griffith
Building.
3. Conduct: The user organization is responsible for the conduct of its representatives,
members, and guests while in the Griffith Building. Organizations with a history of
conduct violations during previous use of the Turner Auditorium may be denied
subsequent use.
4. Smoking: Griffith Fine Arts Center is designated as a No Smoking facility. That
means there shall be no smoking in the building!
5. Photographs and recordings: Each user is advised to make its policies regarding the
taking of photographs and/or recordings clear to the audience.
6. Broadcasts: Users must have prior written permission from Turner Auditorium Staff,
to make any Alt-broadcasts, telecasts, master recordings, films, and transcripts of
performances shall have prior written permission from the Turner Auditorium Staff. If
consent is given, the user organization will furnish and install all equipment necessary
other than Turner equipment furnished and contracted for by the user organization.
7. Hours: The user must specify daily clock hours of occupancy and may not carry out
activities in the facility other than at those times. The Turner Staff will be in attendance
and may be paid for by the user during all specified hours.
8. Personnel: Turner Auditorium operating personnel needed shall be determined by the
Assistant Director of Arts Information and the Turner Facilities Manager. A minimal
crew (Turner Auditorium technical crew for all events; House management when an
audience is present) is required. Any additional technical and house personnel required
as determined by the Assistant Director of Arts Information shall be provided at the
user's expense.
9. User Staff-. Organizations may wish to use their own crews for tasks more
appropriately understood by their personnel (music stand and chair setup, prop
arrangements, etc.). This arrangement must be cleared by Assistant Director of Arts
Information and Turner Facilities Manager in advance. Such arrangement does not,
however, release the user from the basic personnel charges identified in other sections
of this document.
10. Services: Technical and house needs and functions performed by Turner Auditorium
Staff on behalf of the use outside scheduled occupancy shall be paid for by the user.
All University equipment will be operated by trained personnel employed by the
University and/or approved by the Turner Facilities Manager.
11. Operating Code: Any user whose technical or house crew fails to operate and maintain
the facility according to the stated Operating Regulations shall be required to use Turner
staff for future events. Users who fail to abide by the Operating Regulations may
forfeit future use.
12. Payment for damages: All users and sponsors shall be responsible for payment for
damages to the facility, its fixtures and equipment, whether caused by the user or its
patrons, ordinary wear and tear excepted.
13. Pianos: Pianos owned by SFA may be provided for use on the stage. Any tuning
requested by the user organization may be billed at cost to the user. The Assistant
Director of Arts Information will designate the piano to be used and the tuner
employed.
14. Stage work: All stage work shall be done at the user's expense under the supervision
of the Turner Facilities Manager. Prior approval must be secured as indicated above if
user organizations wish to employ their own personnel.
15. House equipment: A request to use Turner Auditorium equipment must be made at pre-event
conferences and involve individuals who have been designated as competent and
qualified by the Turner Facilities Manager.
16. Cleared stage: The user organization shall leave the stage and stage areas, including
dressing room, clear after the final performance, unless permission is given for a longer
storage period. Such permission is granted by Turner Facilities Manager. If the stage
is not cleared within the designated period, the Turner staff will employ a cleanup crew
for this purpose and assign charges to the user organization. A user will be released
from further responsibility only after inspection by the Turner staff reveals the facility
to be in satisfactory condition.
17. Concessions: The user organization shall not allow tobacco products, beverages, food,
gum, or refreshments of any kind to be sold, brought into, or served on the premises.
No refreshment shall be taken onto the stage, into the backstage areas or into the
Auditorium at any time.
18. Prior approval: The user organization will acquire written approval from the Assistant
Director of Arts Information and the Turner Facilities Manager before placing any
equipment on the stage. The user organization will acquire written approval from the
Turner Facilities Manager before a) erecting or operating any machinery or equipment
run by electricity or other power, or by b) installing any wires, electrical installations or
other appliances. All decorations shall be installed without defacing the building and
shall be subject to the supervision and approval of the Assistant Director of Arts
Information and the Turner Facilities Manager. The use of tape, nails, adhesives,
tacks, screws, or similar articles on wall, floors, or plaster surfaces is not allowed.
19. Cancellation: In most cases, should an event be canceled more than two weeks before
the scheduled performance date, no financial obligation will accrue to the user
organization. Should an event be canceled within two weeks of performance,
however, appropriate charges will be made.
20. Curtain time: Doors ordinarily open 30 minutes before curtain time. The House
Manager (Usher Captain if a House Manager is not on duty) starts the performance. As
a rule, evening performances begin at 7:30 p.m.
21. Rental Payments: Payments for use of Turner Auditorium will be made within thirty
(30) days of receipt of the facility usage invoice.
Adjustment of Inventory Records C-l
Original Implementation: January 1, 1985
Last Revision: February, 19SWctober 20, 1998
When the need arises to alter the description or change the location of an item on a
departmental inventory, the department head person responsible for the department's
inventory may send a memo or email to Inventory the Property Manager listing the
inventory number(s), of the item(G)description and the change(s) desired or initiate an on
line update.
The following fields may be updated throughout the year:
Responsible Department Name - this will only be changed through means of a transfer
form or if it is determined that an error was made in the original entry
Building and Room Location
End User Name
Department Chair Name
Serial Number - this will only be changed when it is determined that an error was made
in the original entry or that original equipment has been returned to the company and
replaced.
Description - this will only be changed when it is determined that the equipment has not
changed but that a more accurate description is needed to facilitate the physical
inventory process
Departments having access to a computer terminal connected to the University's
mainframe computer system with transaction processing programs set up by tho
Computer Center may utilize programs which, working together, allow on line updating
of inventory. Assistance in establishing access to the mainframe may be secured from tho
Computer Center. Detailed on line update procedures follow.
Authorization Update
This program establishes an authorization code which is necessary to make
changes to inventory locations. The department may select it's own
authorization code and may change it as needed for security purposes. The
code may be alphabetical or numerical. If questions arise regarding an
authorization code, contact Inventory for assistance.
Capital Inventory (Department)
Any questions regarding the use of this program for on line updating of
inventory locations should be directed to Inventory. Routine entry should
proceed as follows:
When logged on, make menu choice Capital Inventory (department) and follow tho
instructions which appear on the screen.
—The two functions available for use are described below:
—SCN allows items assigned to departmental inventory to be scanned.
—The system will display one screen at a time of the items in the indicated
—department. Follow the instructions on the screen to:
—a. continue the scan;
—b. stop the scan and change functions; or
—c. quit and exit the entire program.
—MOD allows modification of the location only of any item in departmental
—inventory. NOTE: Changing the location of an item to another building
—will not remove the item from your inventory records. Transferring an
—item to another department's inventory is a function which must be
—performed by Inventory. Follow the instructions on the screen to update
—building and room number.
—Only approved building codes will be accepted by the system. The room
—numbers will also be checked against a master list for accuracy and
—uniformity. A maximum of 5 spaces will be allowed for the room number,
—and it must be entered in the following form: up to 3 numeric digits
—followed by up to 2 alphabetic characters. (Example: 104B)
—EXCEPTIONS: If a room number is not available because the item is in a
—vehicle or is in the possession of an individual the following entries
—may be made which will bypass the master list.
—a. In a vehicle—enter the last 3 digits of the
license plate; and enter the 2 alphabetic characters VH for vehicle.
(Example: 210VH)
b. In a person's possession, enter the last 3 digits of the person's
—social security number (if this item movos from person to person,
—zeroes may be entered hero) and enter the 2 alphabetic characters PR.
for person.
BUILDING ABBREVIATIONS
Agriculture Building AG
Agriculture Mechanics Building—AGM
Agriculture Soils Lab AGS
Alumni Building
Art Studio
-At
-AS
Art Studio Addition -AA
Austin Building
Biology Greenhouse
Birdwell Building—
-BGH
Boynton Building
Business Building
-BO
Chemistry Building
Clark Apartments—
Coliseum
n
-GfcA
-GOLS
Hall 10
Hall 13 -Xffl
Hall 11
Hall 16
Hall 20
Early Childhood Lab ECHL
East College Cafeteria
Education Building
Ferguson Building
Fieldhouse
Fine Arts Building
Forestry Building F©
Forestry Camp PWCC
Forestry Greenhouse
Forestry Research Laboratory
Garner Apartments '
Gibbs Hall
Griffith Hall GR
HPE Comple?c
Health Clinic 4JH
Home Economics North
Homo Economics South
KerrHall KERR
Liberal Arts North -LA
Librar>r
Mays Hall MAYS
Militar)^ Scionco Building MS
Motor Pool Building MP
Music Building M
Now Raguot Apartments :—NRA
North Hall NO
Nursing and Math Building NM
Old Stono Fort FORT
Physical Plant PPB
Purchasing and Central Stores PGS
Poisk Building R
Science Building
Shelton Gym SG
South Hall SO
Starr Apartments 1 54 STARR1
Starr Apartments 55 70 STARR2
Stoon Hall £F
Swimming Pool Bath House POOL
Todd Hall TODD
Unit II
Unit HI
University Center
University Police Department
University Woods Apartments WOODS
Vending Building VEND
Visitor Information Center V4G
Warehouse Shop Building WHSE
Wisely Hall W-Source
of Authority: Vice President for Business Affairs
Cross Reference: None
Contact for Revision: Director of Purchasing and Inventory
Forms: None
Travel Reimbursement Index C-38
Original Implementation: September, 1990 Page 1 of 3
Last Revision:
GENERAL INFORMATION
State employees and others authorized to travel on official business of the University (employees) must
complete a Travel Request (See Policy C-37) for approval in advance of the actual travel. If the travel
expenses are to be reimbursed by the University, they should be listed on the Travel Request. Members of
the Board of Regents are exempt from the Travel Request requirement. Employees must travel
economically and efficiently to conserve the University's financial resources. Travel expenditures should
occur at the lowest possible levels, considering all relevant circumstances. Each employee requesting
reimbursement should submit a State-e£Texas-Travel Voucher within thirty (30) days after completion of
the travel.
The State Comptroller's Office publishes "The State of Texas Travel Allowance Guide" to assist employees
in the completion of travel vouchers. A current copy is provided to each department by the Controller's
Office.
The travel regulations contained in this policy apply to all University funds unless otherwise noted. This
policy does not apply to travel related to intercollegiate athletics. All policies, rules, and regulations for
travel on behalf of or in connection with intercollegiate athletics are included in the current issue of the
Intercollegiate Athletics Policy Manual.
REIMBURSEMENT RATES - LODGING
The actual lodging receipt is required for reimbursement. If the actual lodging receipt is lost, a copy of the
receipt or a credit card receipt will be accepted as proof of payment. Receipt must be attached to the Travel
Voucher.
In-State
Effective September 1, 1997, employees may be reimbursed for the actual cost of
lodging not to exceed seventy dollars ($70) per day and the local taxes only on the
allowable lodging cost.
Out-of-State
Employees traveling within the continental United States may be reimbursed for
the actual cost of lodging not to exceed the locality-based allowance for that
location as established in the "Federal Travel Regulations Guide". They may be
reimbursed for the applicable taxes only on the allowable lodging costs.
TRAVEL REIMBURSEMENT
Employees traveling to localities not listed in the Federal Travel Regulations
receive the lowest flat rate established in that state for lodging. If the actual cost of lodging exceeds a
travel locality's lodging allowance, an employee may reduce the maximum meal reimbursement rate for
that locality and use the reduction to increase the maximum lodging reimbursement rate for that locality.
Index C-38
Page 2 of3
REIMBURSEMENT RATES - MEALS
Employees may be reimbursed for meal expenditures while away from campus only if the travel requires
them to be at least 25 miles from the locality of the University for at least six (6) consecutive hours. Food
and/or beverage expenditures for other than meals are not reimbursable. Funds appropriated by the General
Appropriations Act may not be used to purchase or reimburse an employee for the purchase of an alcoholic
beverage. Appropriate business entertainment expenses involving meals may be reimbursed pursuant to
the food purchases policy, Policy C-13, and are exempt from the distance and time requirements.
InState
Meals are reimbursed at the lower of actual cost or the following meal allowances:
Breakfast $ 4.25
Lunch 8.25
Dinner 12.50
Total $25.00
Receipts are not required for meal reimbursements but reimbursement is available only if the employee
purchases and consumes a meal in accord with the distance and time standards. Meals included as part of a
registration or conference fee or which are purchased for the employee are not reimbursable under this
provision of the policy. Employees required to travel away from the campus on official business not
requiring an overnight stay may be entitled to the stated meal allowance if the distance traveled (one-way)
is at least twenty-five miles and the time away from campus is at least six consecutive hours.
Out of State
Employees may be reimbursed for the actual cost of meals not to exceed the locality-based allowance for
that location as established in the Federal Travel Regulations Guide. If the travel is to a locality not listed
in the federal regulations, employees will receive the lowest flat rate established in that state for meals.
REIMBURSEMENT RATES - MILEAGE
Reimbursement for use of an employee's personal vehicle is calculated at the rate specified in the current
"State of Texas Travel Allowance Guide". Mileage is based on the shortest highway distance, including the
use of all farm-to-market roads, and must be itemized on a point-to-point basis. Mileage is determined by
the "Official State Mileage Guide" published by the Statistical Research Service.
GROUP TRAVEL - LODGING
Group travel occurs if two or more employees travel together to the same location. Employees sharing
lodging may consolidate or separate lodging claims. In cases of shared lodging, the Travel Voucher must
clearly indicate by name the other employee(s) sharing the room. The total reimbursement for lodging
cannot exceed the lesser of the actual lodging charge or an amount equal to the number of employees in the
group times the individual lodging rate established in this policy.
Index C-38
Page 3 of3
TRAVEL AT ACTUAL EXPENSES
I
If the President is unable to attend a meeting or conference, the President may designate, on an individual
trip basis, one employee as a representative to travel on an actual-expense status. Under this provision, the
allowance rates for lodging and meals specified by this policy do not apply. The Travel Voucher for
reimbursement of these claims must be accompanied by originals of the designating document and paid
receipts for which reimbursement is requested.
STUDENT TRAVEL
No state-appropriated funds may be used to pay or reimburse travel expenses for students. All other
provisions of this policy apply to student travel. (See Group Travel section) If the number of students in
the group exceeds twenty, the name of the group may be substituted for the list of names.
COMMERCIAL TRAVEL
Employees who travel by commercial airline should use their individual corporate American Express card
to charge their airline ticket. See Policy C-l. 1 for the appropriate procedure if the flight must be booked
ten or more days in advance to obtain the lowest fare.
INCIDENTAL EXPENSES
Reimbursement for official business expenses other than transportation, meals, or lodging, e.g., ground
transportation, telephone calls, copy services, etc., may be requested if original receipts are attached to the
approved Travel Voucher. The following are not reimbursable: expenses of a personal nature; expenses
that would be incurred by the employee regardless of official state business travel; and tips and gratuities.
REGISTRATION FEES
Registration cost for attendance at a professional meeting is reimbursable if the original receipt is attached
to the approved Travel Voucher.
REIMBURSEMENT LIMITS
The cost limits established by this policy may be exceeded only if funds are available in and the additional
costs are charged to a discretionary account controlled by the budget manager authorizing the additional
expenditure. For this policy, discretionary funds shall be defined as specified accounts established for
appropriate officials for th