Chancellor praises UHCL model

Gary Frierson
UHCLIDIAN Staff

Looking toward the future of public higher education, Dr. Arthur K. Smith, University of Houston president and chancellor of the university system, described UH-Clear Lake as a role model for achieving the state's educational goals.

Smith's dual capacity as president and chancellor is unprecedented in Texas public higher education and was initiated by the university system with his appointment in April 1997. Prior to this consolidation, there was a separate administration dedicated entirely to system functions.

"I spend about 80 percent of my time being president of the UH main campus and 20 percent of my time being chancellor of the UH System," explained Smith. "My responsibility as chancellor is to make sure the four campuses are working together, particularly in the academic area."

Once a month, the chancellor's cabinet and the president of each campus meet to discuss issues that may be elevated to a system level. Smith oversees these meetings and reports to the Board of Regents. In addition, the chancellor's office is largely responsible for proposing budgets to the state government.

"One of the things we were called upon to do before the last legislative session was to prioritize all of the construction bond proposals that were being placed before the state legislature," Smith said. "I made the decision to make the classroom student services building in Clear Lake the number one priority for the UH System."

Smith and five other system chancellors also work collectively to increase the state appropriated line item budget which distributes money to universities based on student credit hours.

"Working with our legislative liaisons," he observed, "we spend a lot of time preparing for and working with members of the Texas state legislature in advancing the agenda for public higher education." Smith explained how these funds are dispersed among the campuses once allocated to the system.

"Each receives a line item general revenue appropriation and that money stays on those campuses." A moderate system administration charge does exist for each campus, revealed Smith, but most of this cost is consumed by UH.

According to the UH System Web site, UH-Clear Lake benefited from a 15 percent increase in formula funding as a result of the 2001 legislative session. The university also received additional money for institutional advancement.

Contingent on the governor's approval, the university system will receive additional funding through the Research Excellence Fund, known within the system as the Tier One Bill. The passage of this legislation is an administrative success that will contribute $12 million to UH and $1.3 million to UH-Clear Lake over the next biennium.

Despite these accomplishments, Smith remains concerned about the future.

"Right now, speculation seems to be that their will be a deficit. It could be a very difficult session in 2003 for public higher education," Smith said. He went on to promise that the university will realize its goals notwithstanding.

Moving ambitiously onward, Smith pointed out UH-Clear Lake's successful relationship with surrounding community colleges and the model it provides for future campuses.

"Being an upper division, master's level campus," he noted, "Clear Lake lives or dies with their ability to attract students from community colleges."

Based on this success, the university system has preliminary plans for two new campuses similar in scope to UH-Clear Lake to accommodate the state's growing need for public higher education.

On a more subjective note, Smith replied candidly when assessing his consolidated administration's success.

"Probably it's self-serving, but I think it has worked exceedingly well. While the system administrations tend to be in ultra-high gear during the legislative session, in between there isn't quite as much for them to do."

He concluded it might not be an effective arrangement for a larger, more complex system, but it seemed to work just fine for the UH System.