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December 2012 Revision
Polytechnic University of Puerto Rico
Institutional Strategic Plan
2010-2015
Contents I. Polytechnic University of Puerto Rico Mission and Vision ..........................................................................1
II. Executive Summary ..........................................................................................................................................2
III. Summary Analysis of the SWOT Strategic Map ...........................................................................................3
IV. Methodology for the PUPR’s ISP Development ............................................................................................6
V. Review of PUPR’s Institutional Strategic Plan for 2004-2009 Cycle ...........................................................8
VI. Roadmap Development Approach for PUPR’s Institutional Strategic Plan (ISP) for 2010-2015 ..............9
VII. Deployment of the Institutional Strategic Plan ........................................................................................... 10
APPENDIX ............................................................................................................................................................ 19
1
I. Polytechnic University of Puerto Rico Mission and Vision
ission
As an institution of higher education, Polytechnic University of Puerto Rico provides
opportunities for individuals from diverse backgrounds in different locations using
multiple methods of delivery to cultivate their potential for leadership, productivity and
competitiveness with the purpose of providing greater social responsibility toward their
communities, through exposure to intellectual, humanistic and technological
advancement.
ision
To be recognized as the leading Hispanic Serving Institution in multiple fields of study,
meeting societal and industrial standards in general, in association with public and
private enterprise; characterized by an emphatic relationship between faculty and
students, and with a culture of client-oriented quality service, empowerment and
teamwork.
M
V
2
II. Executive Summary
There is a track record of strategic planning efforts at Polytechnic University of Puerto Rico (PUPR) since 2002.
From these past efforts, key initiatives have fostered an environment where government, policies, processes and
metrics have been identified, analyzed, improved and assessed. There are two clearly identifiable cycles within
the strategic planning endeavors at PUPR: 2002-2007 and 2004-2009. These cycles overlaps one another
demonstrating an agile institutional environment where the PUPR have embarked in order to be able to be
recognized as a top higher education institution in Puerto Rico for serving Hispanics in competitive knowledge
areas of Engineering, Management and Architecture.
The strategic process in the last cycle of 2004-2009 was articulated from the Mission-Vision and Goals structure
available at the time. Appendix 1 shows the roadmap that was derived from intensive and profound institutional
discussions during the revision cycles to provide constant improvement purpose and excel in academics offerings,
human resources development and qualified outcomes assessment processes, both at the department and the
institutional level.
In addition, PUPR have strengthened their accreditation commitments projects and as a result, PUPR is
continuously embarking in integrating efforts from several accreditation criteria: ABET, MSACS, NAAB, and
IACBE to improve the student learning assessment and outcomes excellence. From the latest revision criteria at
the Institutional level, provided by the Middle States, PUPR’s Institutional Strategic Plan for 2010-2015 has been
developed. This plan was built upon the revision of the short term and long term discussions and from the revision
of major accomplishments in key initiatives that were identified in the PUPR’s Institutional Strategic Plan 2004-
2009.
The presentation of the PUPR’s Institutional Strategic Plan for 2010-2015 is organized in the following sections:
- A summary description of a preliminary SWOT analysis that was developed to support further advancing
of Polytechnic University of Puerto Rico’s present and future.
- The first section covers the introduction to this document in order to expose the strategic plan structure. It
also covers the involvement of the Strategic Committee team and its members in order to visualize the
ample structure of contribution at the institutional level.
- Major undertakings and commitments derived from the PUPR’s Institutional Strategic Plan for 2004-
2009
- The Holistic and Roadmap Approach for PUPR’s Institutional Strategic Plan (ISP) for 2010-2015
- Deployment of the Institutional Strategic Plan within the short and long term identification of Planning
Goals and Planning Objectives.
o For the short term discussions, PUPR is calling upon a sense of urgency in key elements that will
allow PUPR to sustain its growth and competitive position. These strategic discussions are
summarized in the Urgent Issues Plan section and needs to be developed within the 2010
budgeted frame.
o For the long term discussions, PUPR is calling upon the structure of the more formal Planning
Goals and Planning Objectives. The Plan is presented here with identifiable owners and in some
instances, committees have been appointed directly from the President’s Office in order to convey
sufficient empowerment into the assigned responsibilities and time-frame.
3
III. Summary Analysis of the SWOT Strategic Map
A SWOT analysis provides a systemic perspective to organize the change for strategic purposes and
competitiveness enhancement. Identification of SWOTs is essential because subsequent steps in the process of
planning for achievement the planning goals and objectives may be derived from the SWOTs.
The SWOT analysis was developed in two phases. A first input round was developed by a series of sessions
organized with key administrators, faculty and department heads throughout the 2009 year. A second round was
developed with the Presidential Advisory Board at the end of 2009.
The main issues to impact the strategic development of the institution are displayed either as internal (Strengths
and Weaknesses) or external factors (Opportunities and Threats). The SWOT analysis is an important foundation
toward the development of the Planning Goals and Objectives depicted in the corresponding section VI. Figure 1
depicts the internal macro-description of the strengths and weaknesses area. Key inputs provided were also
student surveys and focus groups designed last year. Figure 2 provides the external perspective of opportunities
and threats.
The developed SWOT represents a brilliant landscaping of the current conditions facing the Higher Education
sector in Puerto Rico and particularly, giving PUPR a chance to rethink its strategy and student-learning
assessment model to serve multiple locations more effectively.
In terms of institutional planning, the SWOT analysis assisted in identifying comprehensive elements of
discussion:
- Infrastructure and Technology Advancement to support the teaching-learning assessment process.
- Service Quality to the Student community and its constituents.
- Accreditation impact on the PUPR strategy alignment.
- A need to increase both internal and external communication systems.
4
Figure 1. SWOT Analysis (Internal - Strengths and Weaknesses)
PUPR Present & Future Strenghts
Increased Funding Capabilities from Fed Grants at the Institutional Level
Infrastructure Investments to Provide for E -
Learning & Communication
High Level of Technology
Integration in the Classrooms
Flexible Scheduling of Offerings
Extensive Accreditation
Leadership Efforts
Weaknesses
Processes & Services Provided
to Students
Faculty Development
Program Perception
Rate in Institutional Retention Levels
Communication Strategy & Policies
Marketing Plan & External
Communication
5
Figure 2. SWOT Analysis (External – Opportunities & Threats)
PUPR Present &
Future
Opportunities Threats
Negative Growth of Local Economy
Demographic Changes in the PR
Poor Planning in Public K - 12 System
Increased Competition from
Technical Colleges & Distance
Learning Offerings
Distance Learning Strategy Deployment
Emerging Growth Of Local Technology
Industries
Availability of new & inexpensive classroom
technologies
Pre-University Developmental
Program
2-Years Technical Degree Programs
Development
Doctoral Degree Program Development
Expansion of Programs Offering
6
IV. Methodology for the PUPR’s ISP Development
PUPR’s Institutional Strategic Plan for 2010-2015 will enable PUPR:
1. To prepare a framework for the PUPR’s systematic growth and progress.
2. To better understand PUPR’s priorities and integrate efforts across the different schools.
3. To have an allocation of resources criteria in a manner that will allow the PUPR to meet its goals and
objectives.
4. To prepare for contingencies that could prevent PUPR from attaining its goals and objectives.
The Institutional Strategic Plan development process for 2010-2015 followed a comprehensive method in order to
ensure that all components of the Strategic Planning areas were appropriately covered, discussed and updated.
Figure I show the comprehensive review process followed. Initially, mission and vision at the institutional level
were discussed and reviewed. The mission and vision reshape the institutional view of PUPR’s present and future.
The mission and vision also positions PUPR’s key challenges in order to enable PUPR in the appropriate path to
uphold its well-reclaimed position as a vital higher education institution in the globalized realization of well-
educated professionals within Puerto Rico and the continental United States. After the mission and vision were
deeply discussed and rethought, the Planning Goals were then identified as derivations of the Mission and Vision.
Afterward, the Planning Objectives for all Planning Goals were developed and appropriate owners for these
Objectives were identified. The major consideration for the Planning Objectives is that all Objectives must be
measurable, assessable and achievable within a reasonable time frame as for the long term horizon. Additionally,
specific Planning Objectives were identified as interactive tasks that will require to be managed with a holistic
project perspective, where additional metrics must be developed to measure the accomplishment of the
corresponding objective.
Figure 3. The Institutional Strategic Plan roadmap process for 2010-2015
Mission and
Vision
Structure
Planning
Goals
Planning
Objectives
The mission statement provides a clear sense of
direction around which action-oriented goal
statements and measurable planning objectives can
be developed.
The vision statement provides a future
and inspirational view of that future,
while providing a sense of decision-
making criteria
Goal statements are derived from the institutional
mission, and help to define policy and “how” the
mission statement translates into specific, action-
oriented tasks aimed at moving the institution toward a
fuller realization of its mission.
Goal statements are derived from the institutional
mission, and help to define policy and “how” the
mission statement translates into specific, action-
oriented tasks aimed at moving the institution toward a
fuller realization of its mission.
An assignment of an owner at this level will
guarantee that follow-up execution and process-
oriented actions are developed, measured and
appropriately budgeted assignment and
constraints are considered.
7
For the 2010-2015 Institutional Strategic Plan development process, a team of institutional and faculty members
were appointed from the President’s office. Table I shows each of the members as well as their administrative
positions at the time of the appointment.
Table 1. Appointed Committee Members for Institutional Strategic Plan
Member Administrative Position
Ernesto Vázquez Martínez Administrative Affairs and Finance Vice-President
Mirta Colón Library Director
Marisabel Rodríguez Landscaping Architecture Director
Dra. Catalina Vicéns Dean of Arts and Sciences
Prof. Blanca Tallaj Associate Professor of Electrical Engineering
Dr. Héctor Cruzado Coordinator of Graduate Studies in Civil Engineering
Carlos A. Pérez Enrollment Management and Student Services Vice-
President
Eryd Aquino Associate Director Information Technology
Prof. Luis Olivares Industrial Engineering Department Head /
Committee Coordinator
Additionally, supporting the ISP committee above, an Executive Committee Advisory Board was re-established in
order to provide perspective, guidance and decision-making criteria in critical institutional issues. This Executive
Committee is lead by the actual PUPR’s President and meets in a monthly basis to discuss relevant components of
the long term and short term issues for strategic planning. This committee is currently integrated by all vice-
presidents and deans from all PUPR’ schools. Figure 4 shows the actual overlap of functions and discussions from
each committee described in terms of the impact and inputs for the Institutional Strategic Plan.
Figure 4. Overlapping Support Duties from Institutional Committees
Mission and
Vision
Structure
Planning
Goals
Planning
Objectives
Executive Committee
Advisory Board’s
Domain
Institutional Strategic
Plan Committee
8
V. Review of PUPR’s Institutional Strategic Plan for 2004-2009 Cycle
The PUPR’s Institutional Strategic Plan past cycle can be summarized in the following “strategic focus areas”:
To achieve sustainable growth in financial resources.
To increase the technology advantage though integration of existing platforms and Data bases.
To develop a Facilities Updated Master Plan focusing on access to facilities, students flow and campuses
security.
Develop master plan for marketing at the institutional level
In appendix 2, there is a presentation developed for each one of the strategic focus areas, including historical data,
trend analyses, policies and tasks within each area with corresponding challenges and successes.
Additionally, there are several specific achievements from the cycle that are notable aspects of the institution
advancement and institutional mission execution:
New Programs Creation:
o Master in Landscaping Architecture
o Master in Computer Science
Significant increase in the use of Blackboard to deploy an E-Learning Strategy campuses-wide and to
increase capacities among different campuses.
Sustain of the Doctoral Development program for 10 faculty members
Acquisition of an Enterprise Resource System (ERS) with an investment of 3.5 MM
In 2007, PUPR became the institution with the largest number of engineering programs accredited in
Puerto Rico
9
VI. Roadmap Development Approach for PUPR’s Institutional Strategic Plan (ISP) for 2010-2015
Figure 5 depicts the roadmap that was used to develop the actual ISP for 2010-2015. It is demonstrated that the
SWOT’s were used as a systemic input toward both exercises in terms of short-terms strategic themes and for the
long-term development of Planning Goals and Planning Objectives. Additionally, the institutional assessment was
created within this work scope.
PUPR’s Mission &
Vision
SWOT Analysis
Short-Term
Execution
Themes
Planning
Goals
Planning
Objectives
Activities/Task Deployment
Institutional Strategy
Assessment
Figure 5. Roadmap Development for the ISP
10
VII. Deployment of the Institutional Strategic Plan
There are two important discussions in terms of Strategic Planning at PUPR. The first is related to actual
components from the past strategic cycle, where commitments to move PUPR’s strategic position forward were
made and in some areas, significant investment decisions were put into place. This is the short term discussion
that is presented in section A below. For the long term discussion, the Strategic Committee team developed a
Planning Goal-Objectives structure. Assignments, either in committees or administrative roles with specific time
frames were also identified.
For the short term discussions, PUPR is calling upon a sense of urgency in key elements that will allow PUPR to
sustain its growth and competitive position, given that critical investments are required or were also decided.
For the long term discussions, PUPR is calling upon the structure of the more formal Planning Goals and Planning
Objectives below.
A. Planning Structure for Short Term Execution
These themes were the active agenda scope of the Executive Committee Advisory Board for the President in
2009. These themes are also being actively discussed in 2010. This Committee is in charge of overseeing these
areas mainly because of budgeted commitments already made or because there is a high opportunity for strategic
positioning through the boundaries of the scope of the theme. Each one of the theme has also an owner, either
represented by an actual committee or by an administrative role at the VP level of the institution.
Figure 6. Short Term Map (Urgent Themes)
PUPR Short Term
Execution Themes
New Student
Recruitment
Construction
Projects
New Programs
Financial Aid
Processes
Faculty
DevelopmentJenzabar
Retention
Student Customer
Service
Physical FacilitiesE-Learning
11
B. Planning Goals for Long Term Execution
Strategic Goals at the institutional level were developed through several brainstorming sessions with the ISP
Committee with the input of the urgent themes presented above and with a revision of Goals from 2004-2009
strategic planning cycle. These Goals are phrased as “general design guidelines” in terms of which different
objectives (with their corresponding initiatives and tasks) will then be defined. From these goals, different
objectives were identified and listed through several brainstorming and prioritizing sessions. The ISP committee
also sought inputs from faculty and student bodies as well. For the different measurable and assessable objectives,
improved detailed tasks for the next five years are being developed. These tasks will require assigning
responsibilities, roles, teams, among other elements.
There is a significant amount of work and strategic discussions to derive the goals depicted in table 2. One
pertinent discussion for defining Planning Goals is the Retention and Recruitment of New Students. Retention has
been a long standing challenge at PUPR, in part of the special nature of the student body (e.g., 65% Pell eligible,
65% first generation college students, among other elements) and in part because of the challenging nature of the
high technical curriculums. The retention efforts at PUPR received a great amount of attention and budgeted
assignment through a larger initiative being funded by the U.S. Department of Education under a College Cost
Reduction and Access Act (CCRAA) grant of 2.5 MM. Our actual retention (based on the Cohort from 2001 to
2007) is approximately 18%. On the other side, recruitment of new students is fundamental for an institution that
is driven almost exclusively with tuition funds. These are the main drivers of Goals 1 and 2 below.
At the present time, PUPR is the largest private and Hispanic Serving Engineering School in Puerto Rico and the
only one in the district of San Juan. This characteristic represents a unique opportunity to disseminate and support
society efforts in light of socio-economical drastic challenges ahead. This is the motivation of goal 3 below.
PUPR offers Bachelor of Science degrees in 9 engineering majors, a program in Business Administration with
several degrees and a Bachelor in Architecture. There are also several well-recognized offerings at the graduate
levels.
PUPR is fully authorized by the Council of Higher Education of Puerto Rico (CHE), the state licensing agency,
and accredited by the Middle States Commission on Higher Education (MSCHE) of the U.S.A. The five oldest
engineering programs - Civil, Industrial, Electrical, Mechanical and Environmental - are accredited by the
Accreditation Board for Engineering and Technology (ABET). In October of 2007, the ABET’s visiting team
evaluated five programs for re-accreditation - Civil, Industrial, Electrical, Mechanical, and Environmental. The
three other programs submitted to the process - Chemical Engineering, Computer Engineering and Land
Surveying and Mapping - were evaluated for the first accreditation. All eight programs were accredited. This fact
makes PUPR the higher education institution with the most accredited programs in Puerto Rico under the ABET
criteria.
In 2001 and 2003, the University opened new campuses in the cities of Miami and Orlando, Florida, respectively.
With all these components, PUPR have maintained a competitive positioning and it is well-recognized as a major
contributor in the Higher Education proposal of Puerto Rico. Goals 4 through 6 represent the main evidence of the
concerns of this growth and maturity. On one side, processes must be updated to better customer service to a
larger student body and on the other side, faculty development remain a key element to remain competitive.
Table 2 below displays all goals 1 through 6.
12
Table 2. Planning Goals for 2010-2015 Cycle
No PLANNING GOALS
1 Increase the recruitment of talented and underrepresented students
2 Increase the retention, persistence, and graduation rates of students
3 Improve integration with society
4 Develop organizational structures, processes, and infrastructure to support
high quality education
5 Recruit, retain, promote, and compensate faculty members who
significantly contribute to the institutional development
6 Encourage and develop graduate and undergraduate research
13
B. Planning Objectives for Goals (Dates are presented in quarters (Q))
No Goal 1: Increase the recruitment of talented and
underrepresented students Owners Time Frame
Estimated Cost
(Budget)
1.1 Define criteria to identify talented students Retention
Committee Q4/2009 None
1.2 Define criteria to identify underrepresented students
1.3 Carry out promotion trips within the Caribbean basin Graduate School
Dean Q1-4/2011 $2,000
1.4 Implement a Pre-University bridge program Deans Q1-2/2010 $5,000
1.5 Establish training programs and techno-science curricula for
feeder high schools Deans Q1-4/2010 $2,500
1.6 Increase female recruitment within the student population Department
Heads 2010-2015 None
1.7 Develop a scholarship program for high IGS students Deans Q1-4/2011 $15,000
1.8 Develop partnerships with socio-economically disadvantaged
communities Deans Q1-4/2011-2015 None
1.9 Increase the number of participants in the Pre-Engineering and
Geomatic Sciences’ summer program for high school students Deans Q1-4/2010-2015 None
1.10 Establish and promote research and teaching assistantships Deans Q1-4/2010-2015 $30,000
1.11 Establish an advisory board of High-School Principals Deans Q1-4/2010-2015 $1,000
1.12 Expand programs offering Deans Q1-4/2012-2015 $125,000
1.13 Develop and deploy distance learning alternative programs Deans Q1-4/2010-2015 $725,000
14
B. Planning Objectives for Goals (CONT’)
No Goal 2: Increase the retention, persistence, and graduation
rates of students Owners Time Frame
Estimated Cost
(Budget)
2.1 Develop and implement an Institutional Retention model Retention
Committee Q4/2009 $30,000
2.2 Increase the participation of counselors and tutors in the Retention
Model
Retention
Committee Q1-4/2010-2015 $45,000
2.3 Develop an Outreach Program to minimize the amount of
developmental courses to start program Deans Q1-2/2010 $10,000
2.4 Develop and implement a model for student early engagement to
academic programs and extracurricular activities
Dept. Head of
Civil and
Environmental
Engineering
Q1-2/2010 $1,000
2.5 Standardize counselors, tutors, and mentors services (need online
registration)
Blanca Tallaj-
Sandra Ordoñez-
Isabel Lorenzana
Q1-4/2010 $2,500
2.6 Involve relatives in supporting student through achievement
academic
Retention
Committee Q1-4/2010 None
2.7 Improve the Developmental Courses Service and Assessment
Model
Dean of Arts and
Sciences Q1-4/2011 $1,500
2.8 Develop 2-years Technical Degree Programs
Dean of
Engineering and
Geomatic
Sciences
Q1-4/2012-2015 $125,000
15
B. Planning Objectives for Goals (CONT’)
No Goal 3: Improve integration with society Owners Time Frame Estimated Cost
(Budget)
3.1 Develop partnerships with socio-economically disadvantaged
communities Deans Q1-4/2010-2015 $1,500
3.2 Increase community service Capstone projects ensuring that a
multidisciplinary approach is adopted
Othoniel
Rodriguez Q1-4/2010-2015 None
3.3
Create and recruit a public relations role within the engineering
school to promote community service capabilities and
accomplishments
Deans Q4/2009 $1,500
3.4 Establish collaborative projects with government agencies Angel Gonzalez. Q4/2009,
Q1-4/2010 None
3.5 Establish partnerships with private enterprises to finance public
service projects Deans Q1-4/2010 None
3.6 Organize educational community events (such as conferences,
speeches, and workshops)
Marisol
Rodriguez Q1-4/2010-2015 $3,000
3.7 Collaborate with other schools to promote community service
projects
Othoniel
Rodriguez Q1-4/2010-2015 None
3.8 Assess the impact of PUPR on its surrounding communities and
develop an action plan for continuous improvement Deans Q2-3/2010 $1,000
16
B. Planning Objectives for Goals (CONT’)
No Goal 4: Develop organizational structures, processes, and
infrastructure to support high quality education Owners Time Frame
Estimated Cost
(Budget)
4.1
Conduct a benchmark study to identify and implement
technologies to enhance the educational process and to
periodically review emerging trends
Amado Velez-
Gustavo Pacheco-
Pedro Perez- CEDUP
Director
Q2/2010 $1,000
4.2 Educate faculty and supporting staff in the adopted
technologies
Amado Velez-
Gustavo Pacheco-
Pedro Perez
Done $5,000
4.3 Clarify the interaction and technology support between the
San Juan, Miami, and Orlando Campuses
Jose O. Rivera-
Auristela Mueses Q1-4/2010 None
4.4 Conduct an evaluation of the current use of resources to build
a plan for their efficient reallocation as needed Deans Q3-4/2010 None
4.5 Develop a plan to integrate in the curricula information and
search skills using high computer literacy CEDUP Director Q2-4/2010 None
4.6 Conduct an evaluation of the existing academic support
services to identify gaps and implement improvements Carlos Alvarado Q4/2009 $1,500
4.7
Develop and implement an evaluation system to create,
maintain, and improve academic programs; with emphasis on
outcomes assessment at the institutional and program levels
to comply with the requirements of the accreditation agencies
Deans Q1-4/2010 None
17
B. Planning Objectives for Goals (CONT’)
No. Goal 5: Recruit, retain, promote, and compensate faculty members who significantly contribute to the institutional development
Owners Time Frame Estimated Cost
(Budget)
5.1 Develop and implement a new evaluation and promotion
criteria for faculty
Dean-Carlos
Alvarado-Othoniel
Rodriguez
Q4/2009 None
5.2 Establish tenure-track (or rolling limited year contract) Human Resources-
Deans Q1/2011 None
5.3
Match or exceed salary scales as compared to the other
private non-for profit engineering academic institutions in
Puerto Rico for faculty and administrative roles
Human Resources-
Dean Q3-4/2010 TBE
5.4
Develop and establish a Communication Plan detailing the
financial performance metrics system by department and by
academic program
VP Financial
Resources-Deans Q3-4/2009 None
5.5
Develop an academic personnel committee (peers
committee) to establish policies for recognition and faculty
advancement
Deans-Carlos
Alvarado Q2-4/2010 None
5.6 Improve and standardize the faculty recruitment process Deans-Human
Resources Q3-4/2010 None
18
B. Planning Objectives for Goals (CONT’)
No
Goal 6: Encourage and develop graduate and
undergraduate research Owners Time Frame Estimated Cost
(Budget)
6.1 Develop a research center with focus on alternative energy,
energy conservation and sustainability Angel Gonzalez Q2-4/2010 None
6.2 Increase course offerings related to energy and
environment Deans Q1-4/2011-2015 $3,000
6.3 Promote interdisciplinary Capstone Design Projects with
research components Deans Q1-4/2011-2015 None
6.4 Establish TA’s and RA’s programs Graduate Dean Q1-4/2011-2015 $30,000
6.5 Prioritize the recruitment and the development of Faculty
in the areas related to energy and environment
Deans-Department
Heads Q2-4/2010-2015 None
6.6 Promote alliances with other research institutions and
funding agencies Angel Gonzalez Q1-4/2010-2015 $3,000
6.7 Develop a business incubator center fostering alternative
energy, energy conservation and sustainability
Business Dean-Angel
Gonzalez Q1-4/2011 $15,000
6.8 Develop a proposal to become an exemplary academic
institution in best energy conservation practices Carlos Alvarado Q1-4/2009 $50,000
6.9 Develop a Doctoral Degree Program focused on Applied
Engineering Sciences Miriam Pabon Q1-4/2012 $35,000
19
APPENDIX
Appendix 1. Strategic Areas and Categories for the strategic process (Cycle of 2004-2009)
STRATEGIC AREAS CATEGORIES
Academics Teaching and Related Support
Academic Programs
Web-Education
PUPR External Locations and Academic Alliances
Technology
Institutional Outcomes Assessment
Finances Teaching and Related Support
Financial Strength
PUPR External Locations and Academic Alliances
Infrastructure Communication Systems
Technology
Development of Processes Governance
Communication Systems
Institutional Outcomes Assessment
Institutional Services Student Services
Recruitment and Admissions
Community Services
Technology
Institutional Outcomes Assessment
Human Resources Development Academic, Administrative and Support
Partnerships and Alliances Teaching and Related Support
Industrial Partnerships
Outcomes Assessment Institutional Outcomes Assessment
20
Appendix 2
1. Presentation delivered by the VP of Administration and Financial Affairs in Discussion of the Financial Reality and Capabilities at PUPR-
2009.
2. Presentation delivered by the Director of IT to support the discussion of Technology capabilities and Jenzabar (ERP) system
implementation progress.
3. Plan Report on Research Capabilities Development at PUPR.
