Working Group A
From Institutional Effectiveness and Accreditation
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|= SACSCOC Standards assigned to Working Group A =||= SACSCOC Standards assigned to Working Group A =|
|-||2.1 Degree-granting Authority||+||= 2.1 Degree-granting Authority =|
|-||The institution has degree-granting authority from the appropriate government agency or agencies.||+||The institution has degree-granting authority from the appropriate government agency or agencies.|
|2.4 Institutional Mission||2.4 Institutional Mission|
Revision as of 17:33, 4 April 2013
Charge to Working Group A =
SACSCOC Standards assigned to Working Group A
2.1 Degree-granting Authority
The institution has degree-granting authority from the appropriate government agency or agencies.
2.4 Institutional Mission
The institution has a clearly defined, comprehensive, and published mission statement that is specific to the institution and appropriate for higher education. The mission addresses teaching and learning and, where applicable, research and public service.
3.1 Institutional Mission
The mission statement is current and comprehensive, accurately guides the institution’s operations, is periodically reviewed and updated, is approved by the governing board, and is communicated to the institution’s constituencies.
2.2 Governing Board
The institution has a governing board of at least five members that is the legal body with specific authority over the institution. The board is an active policy-making body for the institution and is ultimately responsible for ensuring that the financial resources of the institution are adequate to provide a sound educational program. The board is not controlled by a minority of board members or by organizations or interests separate from it. Both the presiding officer of the board and a majority of other voting members of the board are free of any contractual, employment, or personal or familial financial interest in the institution.
2.3 Chief Executive Officer The institution has a chief executive officer whose primary responsibility is to the institution and who is not the presiding officer of the board. 3.2 Governance and Administration 3.2.1 CEO evaluation / selection The governing board of the institution is responsible for the selection and the periodic evaluation of the chief executive officer. 3.2.2 Governing board control The legal authority and operating control of the institution are clearly defined for the following areas within the institution’s governance structure: 184.108.40.206 institution’s mission; 220.127.116.11 fiscal stability of the institution; and 18.104.22.168 institutional policy. 3.2.3 Board conflict of interest The governing board has a policy addressing conflict of interest for its members. 3.2.4 External influence The governing board is free from undue influence from political religious, or other external bodies and protects the institution from such influence. 3.2.5 Board dismissal The governing board has a policy whereby members can be dismissed only for appropriate reasons and by a fair process. (Board dismissal) 3.2.6 Board/administration distinction There is a clear and appropriate distinction, in writing and practice, between the policy-making functions of the governing board and the responsibility of the administration and faculty to administer and implement policy. (Board/administration distinction) 3.2.7 Organizational structure The institution has a clearly defined and published organizational structure that delineates responsibility for the administration of policies. (Organizational structure) 3.2.8 Qualified administrative/academic officers The institution has qualified administrative and academic officers with the experience and competence to lead the institution. (Qualified administrative/academic officers) 3.2.9 Personnel appointment The institution publishes policies regarding appointment, employment, and evaluation of all personnel. 3.2.10 Administrative staff evaluations The institution periodically evaluates the effectiveness of its administrators. (Administrative staff evaluations) 3.2.11 Control of intercollegiate athletics The institution’s chief executive officer has ultimate responsibility for, and exercises appropriate administrative and fiscal control over, the institution’s intercollegiate athletics program. 3.2.12 Fund-raising activities The institution demonstrates that its chief executive officer controls the institution’s fund-raising activities. (Fund-raising activities) 3.2.13 Institution-related entities For any entity organized separately from the institution and formed primarily for the purpose of supporting the institution or its programs,
(1) the legal authority and operating control of the institution is clearly defined with respect to that entity; (2) the relationship of that entity to the institution and the extent of any liability arising out of that relationship is clearly described in a formal, written manner; and (3) the institution demonstrates that (a) the chief executive officer controls any fund-raising activities of that entity or (b) the fund-raising activities of that entity are defined in a formal, written manner which assures that those activities further the mission of the institution.
3.2.14 Intellectual property rights The institution’s policies are clear concerning ownership of materials, compensation, copyright issues, and the use of revenue derived from the creation and production of all intellectual property. These policies apply to students, faculty, and staff. 2.6 Continuous Operation The institution is in operation and has students enrolled in degree programs. 22.214.171.124 Effectiveness of Administrative Support Services (e.g., Advancement, Strategic Planning, Alumni Services) The institution identifies expected outcomes, assesses the extent to which it achieves these outcomes, and provides evidence of improvement based on analysis of the results in administrative support services.