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Southeast Missouri State University

E. Administrative Organization of the University

At the time of academic reorganization in 1976, the Board of Regents approved the Governance Document (Part A of Faculty Senate Bill 76-A-01), which called for a collegial system of governance based on the principles of shared authority and responsibility whereby all members of the University community--administration, faculty, staff, and students--have an opportunity to participate directly in the decision-making process.

By endorsing the collegial system of governance, the Board of Regents recognized that the day-to-day internal administration of the University can best be achieved by delegating formal authority to the President who delegates appropriate authority to the various administrative officers.

The executive officers of the University are the President, Provost, Vice President for Enrollment Management and Student Success, Vice President for Finance and Administration, and Vice President for University Advancement. As officers, each has the responsibility to represent the University and provide leadership in the specified areas of responsibility.

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Role and Responsibilities

The President of the University is responsible to the Board of Regents for the entire management of the University. The President of the University executes the power and authority of the Board of Regents in leadership, planning, and development of the institution. The President of the University delegates to various divisions primary responsibility for academic services, student services, financial services, and administrative services. The President of the University expects the faculty through the Provost to share the responsibility of determining admission requirements, curriculum, teaching appointments, graduation requirements, textbooks, and other appropriate academic policies.

The President of the University is charged with obtaining and managing necessary financial resources, obtaining personnel capable of maintaining and enhancing academic standards and competencies, maintaining programs of support to the regional services areas, and serving the needs of students in the University's service area.

In addition to these general responsibilities, the President of the University assumes, but is not limited to, specific functions and responsibilities related to University programs, personnel affairs, and administration.

Academic Administration
  1. Provides leadership in developing instructional goals and objectives.
  2. Promotes long-range planning consistent with institutional goals.
  3. Sees that the mission of the University is fulfilled.
  4. Supports the principles of academic freedom.
Student Services
  1. Ensures adequate student housing facilities.
  2. Provides student life services and activities.
  3. Provides advising/counseling, health, and placement services.
Budgetary and Fiscal Management
  1. Provides sound fiscal management.
  2. Attracts funds to the University.
Administrative Services
  1. Preserves/protects the campus structures and personnel.
  2. Provides material and facilities for instruction and administration.
  3. Supports campus communication via printing and mail services.
The Review of the President

The review of the President is an extension of the collegial process which encourages participation in the governance of the University by persons at every level, from faculty and staff to the administrators of each division. The assessment of the President's performance is made possible through informal mechanisms and periodic reviews. Each of these is designed to provide input for assessing the performance of the President of the University and for suggesting areas that might be strengthened.

Periodic Review of the President of the University. The President of the Board of Regents will initiate the President of the University review process outlined below every four years after the President of the University assumes office. Immediately following the adoption of this process, the first review of the President of the University shall occur within a year following the review of the Provost and be repeated on a four-year basis.

Extraordinary Review of the President of the University. An extraordinary review of the President of the University may be initiated at any time by the Board of Regents. Normally, the Faculty Senate serves as the channel of communication between the faculty and the Board of Regents through the President. Should the Faculty Senate conclude that an extraordinary review is warranted, a request for same shall be made directly to the Board of Regents.

The Review Process
  1. At the initiation of the review, the President of the Board of Regents shall send to all eligible individuals a letter which outlines the process to be used and that encourages their participation. Eligible individuals include all current faculty and staff (as normally listed in the faculty and staff directory), as well as a random sample of students, both past and present.
  2. Concurrent with the solicitation of input from parties listed in step 1, the President of the Board of Regents may collect information from additional campus groups or from sources outside the University (e.g., presidents of other regional institutions of higher education, business and community leaders, and state and government leaders) via the review instrument or through other appropriate means.
  3. The President of the Board of Regents shall request that all responses be returned within two weeks.
  4. Within two months after the time specified for the return of the evaluations, the Office of Institutional Research will tabulate the data. Within one month after receiving the tabulated data, the President of the Board of Regents will draft a preliminary report.
  5. Following submission of the preliminary report to the President of the University, the President of the Board of Regents will meet with the President of the University to discuss the report. At this meeting, the President of the Board of Regents will provide the President of the University with an opportunity to respond to all parts of the report.
  6. The President of the Board of Regents will submit to the Board of Regents a summary document including the information described in steps 4 and 5. The President of the University will receive a copy of the summary document and have an opportunity to send a written response to the Board of Regents.
  7. After due deliberation, the Board of Regents will share the outcomes of the review with the Faculty Senate. As warranted, the outcomes of the review will be shared with other members of the University community.
The Selection Process

One of the most important responsibilities of the Board of Regents is the selection and appointment of the University President. Realizing the need for the input from the various constituencies both in and outside the University, the Regents set an important precedent in 1975 by authorizing the formation of a Presidential Search Committee consisting of faculty, administrators, students, staff, and alumni to establish procedures, screen applicants, interview finalists, and recommend candidates to the Board. The same process, with slight modification, was utilized again in 1977, 1990 and 1996.
Approved by the Faculty Senate, May 1986 Approved by the Board of Regents, June 1986 Updated August 15, 1997

Role and Responsibilities

The Provost is the chief academic officer of the University. As the President's first delegate, the Provost has primary responsibility for the overall administration of the academic programs of the University. The Provost is charged with promoting academic excellence in the faculty and academic programs of the University, as well as continuing to strive for efficiency in instructional operations. The Provost provides leadership in the academic division and serves as a primary interface between the academic and other divisions of the University. Major responsibilities of the Provost include developing and coordinating University planning; coordinating faculty recruitment, development, and employment activities; providing leadership in program review and development; enhancing the academic/cultural environment; coordinating academic public services and academic records; and stimulating research, scholarly activity, and creative endeavor. The Provost also provides overall leadership and coordination for the academic departments, schools and colleges and the library.

The Provost provides leadership in academic administration. More specific responsibilities include coordinating and reviewing academic programs, encouraging academic innovations, reviewing program evaluations, coordinating faculty employment and promotion policies, promoting scholarly and research activities, providing frameworks for academic planning, administering over one hundred academic budget areas, and supporting the needs of academic affairs within the total context of the University.

The Provost is assisted in these tasks by academic associates to the Provost. They are responsible for assisting the Provost in the general review of academic procedures, leadership in the refinement of administrative approaches in academic affairs, coordinating the academic planning process, and providing leadership in curriculum and faculty development activities.

In conjunction with the activities of the deans and the Faculty Senate, the Provost recommends academic policies to the President of the University for consideration by the Board of Regents and is responsible for the implementation of these policies. The deans of the various colleges, Dean of the Graduate School, and the Dean of Academic Information Services and Director of Kent Library report directly to the Provost. The Office of the Provost serves as the primary liaison for deans and department chairpersons in coordinating activities with other administrative units. The Provost shares responsibility with the President of the University and other Vice Presidents for building the University budget.

In addition to these general responsibilities, the Provost assumes, but is not limited to, specific functions and responsibilities related to instructional programs, personnel affairs, and administration.

  • Cooperates with the Graduate Council and the Dean of the Graduate School in the development of guidelines for graduate programs.
  • Serves as an ex officio member of the Faculty Senate Academic Affairs Committee.
  • Serves as administrative liaison to the Faculty Senate.
  • Coordinates the implementation of University policies regarding faculty recruitment, employment, promotions, tenure, evaluation and dismissal.
  • Chairs the University Academic Council.
  • Chairs the University Planning Committee.
  • Coordinates the functions of all academically-oriented University committees.
  • Works with the Vice President for Finance and Administration to coordinate the preparation of the academic portion of the University budget and the allocation of funds to the colleges.
  • Coordinates short- and long-range plans for the acquisition and utilization of needed academic facilities.
  • Provides leadership and support in the areas of student development, career services, judicial affairs, and health/counseling activities.
The Review of the Provost

The review of Provost is an extension of the collegial process that encourages participation in the governance of the University by faculty, chairpersons, and deans. The assessment of the Provost's performance is made possible through informal mechanisms and periodic reviews. Each of these is designed to provide input for assessing the performance of the Provost and for suggesting areas that might be strengthened.

Periodic Review of the Provost

The President of the University will initiate the Provost review process outlined below every four years after the appointment of the Provost.

The Review Process
  1. At the initiation of the review, the President of the University shall send a letter to all Vice Presidents, the deans of the various colleges, the Dean of the Graduate School, Dean of Academic Information Services and Director of Kent Library, the Registrar, and the active faculty members outlining the process to be used. All eligible individuals are encouraged to participate in the review.
  2. Concurrent with the solicitation of input from parties listed in step 1, the President of the University may collect information from additional campus groups or from sources outside the University (e.g., members of the Coordinating Board for Higher Education, chief academic officers at other regional institutions, business and community leaders) via the review instrument or though other appropriate means.
  3. The President of the University shall request that all responses be returned within two weeks.
  4. Within two months after the time specified for the return of the evaluations, the President of the University will summarize the input and draft a preliminary report to the Provost.
  5. Following the submission of the preliminary report to the Provost, the President of the University will meet with the Provost to discuss the report. At this meeting, the President of the University will provide the Provost with an opportunity to respond to all parts of the report.
  6. After due deliberation, the President of the University will share the outcome of the review with the University Academic Council, the Faculty Senate, and, as warranted, with other members of the University community.
  7. The President of the University will submit to the President of the Board of Regents a summary document including the information described in steps 4, 5, and 6. The Provost will receive a copy of the summary document and have an opportunity to send a written response to the President of the Board of Regents.
The Selection Process

The Provost is selected by an open search process.

Qualifications

The Provost shall substantially meet the following criteria:

  1. An earned doctorate from an accredited university;
  2. Evidence of scholarly and/or research achievements;
  3. Distinguished teaching experience at the college/university level;
  4. Appropriate administrative experience;
  5. Commitment to the principles of collegiality in governance;
  6. Commitment to academic excellence.
Search Committee

When a vacancy occurs, the President calls for the organization of a search committee. The President selects two members, each college (including Kent Library and the School of Polytechnic Studies) selects one faculty member, and the Student Government selects one student member. The committee elects the chairperson from its own membership.
Amended 9-8-99 by Faculty Senate Bill 99-A-09

Election Process

The Faculty Senate conducts the college elections. All full-time faculty members of a college are eligible for election and are entitled to vote.

  1. Disclaimer forms are sent to all full-time faculty members. Persons wishing to remove their names from the ballot may do so.
  2. A primary election is held in which each eligible voter in the college votes for one of the candidates on the primary ballot.
  3. If no candidate receives a majority of the votes cast in the primary election, the names of the two candidates with the highest number of primary votes are placed on the ballot for a run-off election. The candidate receiving the highest number of votes is elected as the college search committee representative.
The Search Process
  1. The Provost Search Committee takes appropriate steps to invite applications from all available candidates. The committee receives, reviews, and evaluates all applications. The committee is provided secretarial and other support assistance as needed.
  2. All finalists are invited to spend two full days on campus so that they and the appropriate segments of the University community have adequate time to assess each other. The search committee sets the interview schedule, which should include extensive meetings with the search committee, a group of department chairpersons, representatives of the Faculty Senate, the deans, the Vice Presidents, and the President of the University. The chairperson of the search committee is responsible for preparing a written summary of each finalist's campus visit, listing specific strengths and weaknesses as they emerge in the interview. This summary should accompany the dossier of any recommended candidate.
  3. After conducting finalists' interviews, the search committee recommends at least three qualified candidates to the President of the University. Recommendations are made without rank ordering. The President may ask the committee for further recommendations.
  4. The President negotiates an appointment with a recommended candidate and recommends the appointee to the Board of Regents for confirmation

Approved by the Faculty Senate, May 1986 Approved by the Board of Regents, June 1986 Updated August 15, 1997

The Vice President for Enrollment Management and Student Success is responsible for the general administration of the Division of Enrollment Management and Student Success. The Vice President for Enrollment Management and Student Success reports directly to the President and is a member of the President's executive cabinet. This division encompasses several administrative support and auxiliary operations, enrollment management functions, and student life departments. The Vice President, working closely with the executive staff, is responsible for providing vision, strategic leadership, and overall management of the University's major recruitment and retention efforts. Major functional units which report directly or indirectly to the Vice President for Enrollment Management and Student Success include the Enrollment Management (Admissions, Recreation Services, Registrar, and Residence Life), Campus Life and Event Services, Information Technology, Institutional Research, and Student Development (Academic Support Centers, Student Conduct, University Counseling Services, and Pre-Collegiate Programs) Departments.

  1. Serves as the chief advisor of the Student Success Council.
  2. Provides leadership and support for recruitment and retention of students.
  3. Responsible for student housing, dining services, student recreational activities, and other general student life activities (e.g., Student Government, student organizations, leadership programs).
  4. Coordinates the functions of all enrollment management and student life-oriented University committees.
The Review of the Vice President for Enrollment Management and Student Success

The assessment of the Vice President for Enrollment Management and Student Success's performance is made possible through informal mechanisms and periodic reviews. Each of these is designed to provide input for assessing the performance of the Vice President for Enrollment Management and Student Success and for suggesting areas that might be strengthened. Vice President for Finance and Administration

The Vice President for Finance and Administration is the Chief Financial Officer of the University, reports directly to the President, and is a member of the President's executive cabinet. The Vice President for Finance and Administration is the official treasurer of both the Board of Regents and the Southeast Missouri University Foundation.

The Vice President for Finance and Administration is responsible for the general administration of the Division of Finance. This division encompasses all major financial and business functions of the University, as well as some auxiliary operations. Major functional units which report directly or indirectly to the Vice President for Finance and Administration include the Budget Office, Business Operations, Controller, Human Resources, Public Safety and Transit, Show Me Center, Student Financial Services, Research & Grant Development, and Facilities Management. The Vice President for Finance and Administration also has responsibility for external auditing, funds acquisition, funds management, and property management.

Additionally, the Vice President for Finance and Administration interacts extensively with various State of Missouri offices, primarily in obtaining sup- port for the University's operating and capital budgetary needs. These contacts include the Governor and his staff, state legislators, and the Coordinating Board for Higher Education. The Vice President for Finance and Administration also interacts extensively with various local/regional government, business, and other community interests in the normal course of conducting University business and related affairs.

Administration
  1. Coordinates all financial affairs of and provides financial leadership and advice to the Board of Regents, the University, and the University Foundation.
  2. Provides leadership and vision in support of the University's human resources.
  3. Chairs the University Budget Review Committee.
  4. In conjunction with the Provost's Office, is responsible for maintaining the technological integrity of the University.
  5. Coordinates the functions of all financial and business-oriented University committees.
The Review of the Vice President for Finance and Administration

The Vice President for University Advancement is responsible for all officially sanctioned alumni events and all fund-raising activities. Working closely with the President and the Board of Directors of the Southeast Missouri University Foundation, the Vice President is responsible for providing vision, strategic leadership and overall management of the University's advancement effort and for fostering and maintaining a cooperative relationship between the development and alumni programs. The Vice President is responsible for researching, designing, cultivating, coordinating, and executing all development programs, including major gifts, corporate/foundation gifts, annual telefund campaign, athletic booster club giving, alumni gifts, and planned giving.

The Review of the Vice President for University Advancement

The assessment of the Vice President for University Advancement's performance is made possible through informal mechanisms and periodic reviews as determined by the President. Each of these is designed to provide input for the assessing performance of the Vice President for University Advancement and for suggesting areas that might be strengthened.

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