G. University Governance

The following document, commonly known as the Governance Document, has an interest that is both historic and historical. It is historic in its explicit commitment--by faculty, the President, and the Board of Regents--to a collegial form of governance at Southeast Missouri State University. On the other hand, some of its specific recommendations, such as the organization of the University into colleges, have already undergone change and thus become past history. Some matters of policy and procedure that were only briefly outlined have since been spelled out in a much more elaborate and detailed fashion, as indicated by the contents of this handbook. Others have been introduced that could not have been anticipated in 1976 and could not be included in a general statement of this kind. Such changes are inevitable and proper in an institution like ours; they have all taken place with full consultation among the University's various constituencies and in the spirit of collegiality that this document affirms.

The fundamental consideration for adopting a particular form of University governance is the maintenance of an effective and productive institution. It is the conviction of the Faculty Senate that the most effective and productive governance of this University can best be achieved by adopting the principles of the collegial theory of governance.

The rationale for selecting collegiality over other systems of governance is based on the recognition that the faculty of a University is an association of professionals. Although the University professor perceives the need to integrate diverse functions in the overall organization of the institution, his/her professional expertise in his/her areas of knowledge entitles him/her to considerable autonomy and liberty in the performance of professional activities. Commitment to one's profession is cosmopolitan in nature and productive of an independent sense of responsibility for providing high standards of service and maintaining self-discipline in one's professional development.

The collegial theory of governance results in a University organizational structure responsive to the special needs of the professional staff for autonomy and responsible self-government. Other alternatives, such as autocratic or custodial systems of governance, while effective in some types of institutions, do not suit an institution of higher learning. By placing high priority on passive cooperation and dependency on administrative officers, such alternatives are wasteful of the talents of professional educators.

The collegial theory encourages mutual contributions from the various sectors of the University community. Students, faculty, and administrators become involved in the functions and policy-making processes of the University. The system as a whole is truly productive to the extent that each group and each individual contribute to and share the responsibility for decisions that are made.

Professional autonomy, mutual contributions, and shared authority and responsibility are the cornerstones of collegiality. At each level of governance, autonomy and responsibility are merged so that decisions that can be made at a lower level are made there without unnecessary interference from above. Only those matters which cannot be dealt with effectively at the departmental level become concerns at the college level; only those matters which cannot be dealt with effectively at the college level become University-wide concerns.

Policy

The department is the fundamental grouping of faculty members within a University. The fundamental responsibility for maintaining the programs and operations of a department rests with its faculty as a whole. The chairperson of a department acts on behalf of his/her colleagues in the administration of departmental activities.

The faculty of a department must be vitally involved in the process whereby decisions are made concerning their disciplines and themselves as professionals. Although the chairperson independently carries out administrative duties assigned to the office, it is extremely important that he/she represents the considered judgment of the department faculty when making decisions concerning such matters as curriculum development, department budgets, and faculty development including but not limited to faculty recruitment, hiring, promotions, tenure, and dismissals.

In large departments, faculty participation in the decision-making process is best facilitated through a comprehensive committee system. Smaller departments must make appropriate adjustments. However faculty participation is affected, it is the departmental faculty which establishes academic and operational policies within the general guidelines of the University and has the responsibility for implementing those policies under the guidance and leadership of the department chairperson.

The chairperson is both a member of the department and a liaison between the department and the rest of the University. He/she provides leadership in the common pursuit of departmental goals. As a departmental liaison, he/she represents the best interests of the department and acts as a liaison to the college council and to the University administration. The chairperson is responsible for the administration of departmental academic and operational policies established by the department within University guidelines and provides leadership supporting growth and development of the department.

Approved by Faculty Senate Bill 14-A-11, Reviewed by President April 24, 2014, Approved by Board of Regents June 26, 2014

Procedures
The Functions and Responsibilities of the Department and Department Chairperson*

The functions of the department and department chairperson are grouped under three function categories: instructional program, personnel affairs, and departmental administration. The list given here under each category is intended to be descriptive rather than exhaustive, and is presented as a guide to the collegial process under which the department and chairperson operate.


A. Instructional Program
  1. The department develops and maintains its curriculum and instructional program(s). The department encourages responsible innovation in curriculum development and has the responsibility for approving proposed changes in its curriculum. Major curriculum changes, however, such as those which would have an effect on a degree program or on the offerings of another department, must be submitted by the department to its college council for review and further recommendation, if necessary, to the University Academic Council. The department chairperson, after a majority vote of the department, is obliged to submit those approved changes in its programs and curriculum to the Dean, and the Dean will forward the changes to the College Council. If program/curriculum changes would impact other departments, the department chairperson needs to contact the chairpersons of the affected departments. Please refer to Chapter 5, Section B of the Faculty Handbook for the course and curricular approval process.
  2. The department is responsible for developing and utilizing procedures for reviewing existing programs and curricula and for evaluating and approving new proposals.
  3. The department is responsible for departmental instructional and grading standards.
  4. The department selects library and other materials related to its curriculum and establishes procedures for appropriate and effective uses of instructional media and out-of-class learning activities.
  5. The department, within the guidelines of the Graduate College, is responsible for its graduate program(s).
  6. The department chairperson is responsible for ensuring that courses, degree requirements, and majors are within the guidelines of the University and consistent with University policies and goals. He/she is the chief spokesperson for curriculum proposals when they are reviewed beyond the department level.
  7. The department chairperson, in consultation with the faculty, assigns teaching loads and other instructional responsibilities and prepares the academic schedule.
B. Personnel Affairs
  1. The department determines the need for additional faculty members and makes the initial recommendation to the Dean. The department chairperson, in consultation with the dean of the college and the provost, determines the feasibility of filling vacancies and adding positions to the department and coordinates the search process.
  2. The department has the primary responsibility for locating and selecting faculty candidates. The chairperson, with input from the search committee, submits hiring recommendations to the dean.
  3. The department has primary responsibility for the evaluation, tenure, promotion, and termination of its members using processes that align with University policies and procedures.
  4. The department has responsibility for mentoring its members, especially new and non-tenured faculty.
C. Departmental Administration
  1. The department, within University guidelines, is responsible for developing the general policies of the department.
  2. The chairperson is responsible for planning, organizing, and coordinating the functions of the department and for administering the approved budget within guidelines established by the faculty of the department and the college and the University administration.
  3. The chairperson assigns and evaluates support and clerical personnel and student help in the department. He/she has primary responsibility for work schedules, appointments, professional development, and recommendations for terminations and promotions.
  4. The chairperson, in consultation with the faculty and the dean of the college, is responsible for preparing and administering the department budget.
  5. The department is responsible for short- and long-term planning concerning the facilities it needs and for effective utilization of those facilities.

Approved by Faculty Senate Bill 14-A-12, Reviewed by President April 24, 2014, 15 Day Review April 25 - May 9, 2014

The college is an organization of departments within the University. The departments comprising a college represent academic disciplines with common methodologies but diverse subject matters. The purpose of organizing departments into colleges is to facilitate the administration of programs and the coordination of operations while preserving the uniqueness and integrity of each academic area.

The college dean occupies an important leadership role as the chief academic administrator of a college. He/she must possess the ability to identify closely with the various disciplines within the college in order to articulate their concerns to the administration and to relate University-wide aims and purposes to the needs and goals of the departments. He/she fosters the professional development of the college faculty and coordinates the development of departmental programs. He/she represents the college on the University Academic Council.

In curricular and personnel matters, the college dean is advised by a College Council, the College Tenure and Promotion Advisory Committee, and other committees composed of department chairpersons and/or elected departmental representatives. The college dean assumes responsibility for all recommendations to appropriate academic and administrative officials, committees, or councils.

College Council

Matters which cannot be dealt with at the departmental level are referred to the college council by the dean. In particular, the college council reviews program and degree proposals from departments which affect the offerings of other departments or require review by the University Academic Council or the Coordinating Board for Higher Education.

Membership Structure of a College Council

The members of a College Council shall consist of the college dean, chairs from each department and an equal number of faculty representatives from each of the affiliated departments. The faculty representatives shall be elected by their department to serve a three year appointment. Departmental chairs and faculty representatives are the voting numbers. Deans vote only in the case of a tie vote. Additional non-voting members may be added to the college council to serve in an advisory capacity only. These non-voting members are appointed by the college dean.

Bill 12-A-13 approved by Faculty Senate 4/4/12
Update 14-A-31, Approved by Faculty Senate 10/1/14, Reviewed by President 4/14/15, Approved by Board of Regents 5/8/15
Faculty Senate Bill 14-A-32 begins here.

The Responsibilities of the College Dean*

The following list of responsibilities is intended to be descriptive rather than exhaustive.

A. Instructional Programs
  1. The college dean assists and stimulates departments in curriculum development.
  2. He/she ensures that departmental programs, degree requirements, and proposals are consistent with University policies and goals and in harmony with state requirements.
  3. He/she resolves, with the advice and consent of the college council, curriculum matters not resolved at the departmental level.
B. Personnel Affairs
  1. The college dean, with the college council, coordinates faculty allocations with the college.
  2. He/she reviews departmental recommendations for employment to ensure that candidates meet defined departmental needs.
  3. He/she coordinates and reviews promotion, tenure, and dismissal procedures.
  4. He/she ensures that departmental personnel policies and practices are consistent with college and University policies.
  5. He/she encourages and stimulates professional development activities.
C. Administration
  1. The college dean communicates and implements policies and procedures affecting the departments and faculty.
  2. He/she ensures that departmental operations are consistent with University policies and procedures.
  3. He/she chairs the college council through which he/she mediates disputes not resolved at the departmental level.
  4. He/she represents the college within the administrative structure, principally by serving on the University Academic Council and other University-wide councils and committees.
  5. He/she coordinates the budget requests of departments, prepares the college budget, coordinates through the college council the allocations of funds to departments, and reviews departmental expenditures.
  6. He/she works with the departments and the administration to acquire and maintain facilities necessary to meet the instructional, professional, and research needs of the faculty and students of the college.
    *The list of responsibilities is intended to be descriptive rather than exhaustive.

Approved by Faculty Senate 10/1/14, Reviewed by President 4/14/15, Posted for 15 Day Review 4/15/15

Faculty Senate Bill 16-A-1 begins here.

Faculty Senate

The Faculty Senate was organized in 1966 and recognized by the Board of Regents as the official representative body of the faculty. Approval by the Board of Regents on March 25, 1976, of Senate Bill 76-A-01, "Recommendations on Academic Reorganization," and particularly Part I, "University Governance," reaffirmed the role of the Faculty Senate as the established representative body through which the faculty could make "formal recommendations for new academic policy and changes in existing policy." The Board of Regents' action in 1976 formally provided assurance of faculty input into academic policy developed by means of the Faculty Senate.

President Stacy and the Board of Regents, in a letter to the Faculty Senate dated January 29, 1982, reaffirmed their commitment to receive the expression of faculty opinion through the Faculty Senate. Senate members were asked to utilize their professional competence and best judgment to review, develop, and make recommendations to the President and the Board of Regents on all matters of concern to the University community.

Faculty Senate Organization

Senate membership consists of departmental unit representatives elected for three-year terms with one third of the membership elected each year. Officers of the Senate are elected annually from the Senate membership. The purposes, duties, functions and responsibilities of Faculty Senate are found in the Faculty Senate Constitution.

The Role of the Faculty Senate in Academic Affairs

Under a collegial form of governance, all segments of the University community are involved in reviewing and making recommendations for changes in existing policies and procedures. The University vests in its faculty, acting through its representative body, the Faculty Senate, the authority to make formal recommendations for new University academic policy and procedure as well as changes in existing policy and procedures. The Faculty Senate reviews proposals and develops recommendations for changes in academic policy and procedure through its committee system. The function of Faculty Senate committees is to recommend policy and procedures in academic affairs and in all other matters involving the faculty.

Academic policy is understood to consist of those statements on academic matters that are formally adopted and promulgated by the University. Thus, a "change in academic policy" is understood to refer to an alteration or addition which would necessitate changes in academic procedures throughout the University. Academic procedure is understood to be the implementation of the corresponding policy. Policies for which the Faculty Senate deems procedures are required should not be implemented until the procedures are fully developed.

Outline of Committee Structure

A Faculty Senate Committee is a committee which is charged by the Faculty Senate and which must report to the Faculty Senate through its Chair. Information regarding Faculty Senate Committees may be found in Section 7 of the Faculty Senate By-Laws.

A University Standing Committee is a committee which is charged by the President of the University and which must report to the President of the University and/or an individual designated by the President of the University.

Approved by Faculty Senate January 27, 2016, Reviewed by President August 9, 2016, Approved by Board of Regents September 9, 2016.

The size and composition of councils vary according to purpose and representation. Normally, faculty members, each from a different college and Kent Library, and four persons from other University affiliations or assignments (i.e., administration, students, alumni, and other staff) form the representative basis of each committee. All committee chairpersons file at least one report annually to the responsible administrator.

The Alumni Association's Homecoming Steering Committee, the Committee on Research Involving Human Subjects, the University Promotion Committee, and the Teacher Education Committee are defined in specifically approved policies.

Administrative Council

Charge:
To advise the President and share information about the operations and activities of the various administrative divisions of the University.

Membership:
The President, Provost, Vice President for Enrollment Management and Student Success, Vice President for Finance and Administration, Vice President for University Advancement and Executive Director of the University Foundation, deans, President of Student Government, Chairperson of the Faculty Senate, Moderator of the Chairpersons' Forum, Chairperson of the Professional Staff Council, Chairperson of the CTS Staff Council, Assistants to the President, Associates to the President, Vice Provost, Assistant Provost, Assistant Vice Presidents, Controller/Assistant Treasurer, Director of Athletics, Director of Campus Life, Director of Enrollment Management, Director of Human Resources, Director of Institutional Research, Director of University Relations, and CEO of the Missouri Research Corporation.
Reports to: President

University Athletic Committee

Charge:
To recommend policies governing University programs in athletics; to review guidelines established by external organizations as well as state and federal agencies insofar as they affect University Programs in athletics.

Membership:
Four faculty members, rotated between the five colleges and Kent Library, to be nominated by the Faculty Senate Membership Committee, will serve 2-year appointments. Two student members are nominated by the President of Student Government and appointed by the President. One representative each from the Professional Staff Council and the CTS Staff Council to be nominated by the Councils and appointed by the President. Student and employee council members serve one-year terms. The President may appoint other members.
Reports to: President

University Equity Issues Committee

Charge:
To assist in the implementation, monitoring, and review of equity policies and procedures.

Membership:
Faculty members, one from each college and Kent Library, to be nominated by the Faculty Senate Membership Committee, will serve 3-year appointments. One student member is nominated by the President of Student Government and appointed by the President for a one-year term. Representatives from the Professional Staff Council and CTS Staff Council are nominated by the Councils and appointed by the President for one-year terms. Other members are appointed by the President and are non-rotating members.
Reports to: President

Academic Advising Council

Charge:
To facilitate coordination of advising services University-wide. The Council will make recommendations regarding areas including, but not limited to, advisor/advisee responsibilities, advisor training, advising documentation, advisee loads, a reward/recognition system for faculty and staff advisors, use of technology to improve services to students, and ensuring a uniform level of advising services for all students.

Membership:
A professional staff advisor from each of the colleges the School of University Studies, the athletics advising center, and the off-campus advising centers to serve as non-rotating members. One representative each from the Registrar's Office and the Admissions Office to represent Enrollment Management nominated by the Vice President for Enrollment Management and Student Success, one representative from Minority Student Programs nominated by the Dean of Students to represent Student Development, one representative from International Programs, and one faculty member who advises to be nominated by the Faculty Senate Membership committee, all to serve three-year appointments. One undergraduate student nominated by the President of Student Government to serve a one-year appointment.
Reports to: Provost

Council Of Deans

Charge:
To serve as a primary communications channel and academic administrative advisory body for the Provost in the discussion of administrative procedures and policies, budget and resource allocations, and ongoing administrative questions.

Membership:
The Provost, deans of each college, Vice Provost and Dean of the School of Graduate Studies, Assistant Provost for Extended Learning and Dean of the School of University Studies, Dean of Academic Information Services and Director of Kent Library, and the Dean of Stu- dents. The Council is chaired by the Provost.
Reports to: Provost

Funding For Results Team

Charge:
To oversee the Funding for Results (FFR) program established by the University in 1996. Team members are responsible for reviewing all FFR proposals submitted by faculty and professional/administrative staff, recommending funds to those receiving the highest rankings, reviewing the interim and final reports of funded projects, overseeing the funding and reports from the Student Professional Development program, and for the ongoing review and development of the FFR program as it evolves.

Membership:
The team shall consist of a minimum of 24 members with preference given to members with a working knowledge of the University Planning and Budget Review Committees. There will be at least one graduate student (one-year appointment); two undergraduate students (one-year appointments); one dean; one department chairperson; one representative from each of the colleges, the School of Graduate Studies and Kent Library; one representative from the Professional Staff Council; and one representative from the CTS Staff Council. Regular appointments will be for a three-year term on a staggered basis. The Provost may appoint an additional five (5) at-large members. The Vice President for Enrollment Management and Student Success, Director of Assessment, Dean of the School of University Studies, and the Dean of Students will serve as non-rotating ex-officio members. Team members may serve a second term but no more than two consecutive terms. Chair is to be appointed by Provost.
* Denotes second term
Reports to: Provost

Information Technology Committee

Charge:
To do long-range planning relating to computer, cable, and telephone systems throughout the institution and to make recommendations regarding the future development and integration of these systems University-wide.

Membership:
A faculty representative from each college, School of University Studies, and Kent Library will be nominated by the deans. Other members include one representative each from Business and Finance, Administration and Enrollment Management and University Advancement/ Foundation to be nominated by the respective Vice Presidents; one representative from Student Development nominated by the Dean of Students; one representative from the Center for Scholarship in Teaching and Learning nominated by the Dean of the School of University Studies; one representative each from the Professional Staff Council and the CTS Staff Council to be nominated by the respective councils; and two student representatives to be nominated by the President of Student Government. Faculty and staff serve three-year terms. Students serve one-year terms. Non-rotating members include the Vice Provost and Dean of the School of Graduate Studies, the Assistant Vice President of Information Technology, Director of Operations & Systems Support, Dean of Academic Information Services and Director of Kent Library, Assistant Provost for Extended Learning, the Manager of Web Design and Support, Dean of the School of University Studies, Director of Networking & Telecommunications, Chairperson of the Department of Computer Science, Associate Director of Facilities Management, and Director of Institutional Research. All nominees are appointed by the Provost and Vice President of Administration and Enrollment Management.
Reports to: Provost and Vice President of Administration and Enrollment Management

International Council

Charge:
The purpose of this committee is to advise in the development of international initiatives as identified in the International Strategic Plan and to assist the Office of International Programs with long-range planning to internationalize the University experience. This committee receives reports and recommendations needing further action from the other committees. Using the reports and recommendations, it participates in strategic planning for International Programs, reviews and advises on the forwarding of recommendations to others in the University community, and receives and disseminates to the appropriate committees suggestions and ideas from others. (The committee reviews its charge each year and recommends appropriate changes to the Provost.)

Membership:
A faculty representative nominated by each of the five colleges; a representative nominated by Student Development; Office of Admissions; TESOL/ESOL; two undergraduate students: one international student and one student with study abroad experience nominated by the President of Student Government; and one international graduate student nominated by the Graduate Student Government. College, Student Development, and committee representatives serve three-year terms. Student representatives serve one-year terms. Non-rotating members include the Dean of the College of Business, the Registrar, the Director of International Pro- grams, and the Assistant Director of International Programs. The Provost appoints all nominees.
Reports to: Provost

Native American Culture Committee

Charge:
To promote and support Native American heritage and cultural education throughout the University and service region. Make recommendations to the Provost for ongoing efforts to foster Native American culture.

Membership:
Two faculty members, rotated among the five colleges and Kent Library, nominated by the College/School dean and appointed by the Provost, will serve two-year terms. One representative each from the Professional Staff Council and the CTS Employee Council, to be nominated by the Councils and appointed by the Provost, will serve two-year terms. One undergraduate student member, nominated by the Student Government and appointed by the Provost, will serve a one-year term. Non-rotating members consist of the Provost (Ad Hoc), Dean of Students, Director of the University Museum, and a representative from the Equity Issues Committee nominated by the Assistant to the President for Equity and Diversity Issues. Director of the University Museum will serve as chair.
Reports to: Provost

Research Involving Human Subjects Committee

Charge:
To maintain familiarity with federal guidelines concerning the use of human subjects in research; to review and recommend appropriate changes in institutional policies and procedures concerning the use of human subjects in research; to review and make recommendations concerning proposed use of human subjects in research at the institution. Recommendations are to be made to the Provost.

Membership:
Faculty members to be appointed by the Provost, as described in the Operational Policy for Research Involving Human Subjects.
Reports to: Provost

University Academic Council

Charge:
To review the administration of academic programs, suggest planning and budgeting actions, and advise the Provost of proposed changes in academic programs.

Membership:
Non-rotating members are the Provost, the Vice Provost and Dean of the School of Graduate Studies, college deans, the Assistant Provost for Extended Learning and the Dean of the School of University Studies, the Dean of Academic Information Services and Director of Kent Library, the Dean of Students, and the Registrar. One faculty member is elected from each college/school/library and serves a three-year term. The Chairperson of the Faculty Senate Academic Affairs Committee serves a one-year term. The chair and members are appointed by the Provost.
Reports to: Provost

University Assessment Review Committee

Charge:
To oversee, coordinate, and review implementation and administration of the University's assessment plan.

Membership:
A faculty representative from each college/school will be nominated by the respective college/school for three-year terms. The Deans of the School of Graduate Studies, the School of University Studies, and Students will each nominate a representative from their respective areas for three-year terms. Two student representatives will be nominated by the President of Student Government for one-year terms. Non-rotating members are the Dean of the School of Graduate Studies, the Director of First Year Experience, the Director of Testing Services, the Director of Assessment, the Director of Writing Assessment, and the Director of Institutional Research. All members and the co-chairs of the committee will be appointed by the Provost.
Reports to: Provost

University Planning Committee

Charge:
To establish guidelines for planning multiple years and single FY budgets. Study the institutional planning assumptions, goals and objectives, plans, institutional priorities, funding levels and make recommendations to the President on institutional priorities.

Membership:
Faculty members, one from each college, and Kent Library, to be nominated by the Faculty Senate Membership Committee, will serve 3-year appointments. The three members of the Faculty Senate Executive Committee, a representative of the Council of Deans, the Vice Moderator of the Chairpersons' Forum, one administrator each from Business and Finance and Enrollment Management and Student Success to be nominated by their respective Vice Presidents, one administrator from Academic Affairs to be nominated by the Provost, two students to be nominated by the President of Student Government, and one representative each from the Professional Staff Council and the CTS Staff Council to be nominated by their respective Councils will serve one-year appointments. Non-rotating members consist of the Provost, Vice President for Finance and Administration, Vice President for Enrollment Management and Student Success, Vice President for University Advancement, Assistant to the President for Equity and Diversity Issues, and Director of Institutional Research. The Provost serves as chair and can appoint facilitators.
Reports to: Provost

University Promotion And Sabbatical Leave Committee

Charge:
To make recommendations, in accordance with procedures approved by the Board of Regents, to the Provost on advancement in academic rank for faculty and on the awarding of sabbatical leaves to tenured faculty for the purpose of professional advancement; to review and approve departmental promotion criteria; to serve as an appellate body in tenure decisions.

Membership:
The group is composed of the Dean of the School of Graduate Studies (non- rotating) and a faculty member from each of the colleges, and Kent Library. Though selected from each of the colleges, members are not representatives of their respective colleges but rather of the University faculty as a whole. Faculty members serve terms of five years, with one faculty member rotating off every year. Appointments to the committee are to be made in alternate years by the Faculty Senate and the President of the University.
Reports to: Provost

University Student Affairs Committee

Charge:
To review and recommend institutional policies and procedures concerning matters which affect the general welfare of students, such as policies regarding financial aid, student rights and responsibilities, student organizations, admissions, and academic standing; to hear appeals of administrative and committee actions in reference to such policies and procedures.

Membership:
Faculty members, one from each college, and Kent Library, will be nominated by the Faculty Senate Membership Committee. Five staff members will be nominated from Business and Finance (one member from Student Financial Services), Enrollment Management and Student Success (two members each from Admissions and Residence Life), and Academic Affairs (two members). Faculty and staff appointments will be for three-year terms. Two student members are nominated by the President of Student Government for one-year terms. All nominees and co-chairs will be appointed jointly by the Provost and the Vice President for Enrollment Management and Student Success.
Reports to: Provost and Vice President for Enrollment Management and Student Success

Campus Planning And Beautification Committee

Charge:
To review planning guidelines and plans to enhance the campus environment; to receive proposals to improve the physical environment; and to recommend that specific projects be funded; to review proposals for murals and similar "image" issues.

Membership:
Two to three faculty members, rotated between the five colleges, to be nominated by the Faculty Senate Membership Committee, will serve two-year appointments. Two student members nominated by the President of Student Government will serve one-year appointments. An administrator from each division nominated by Vice Presidents will serve three-year appointments. Facilities Management Project Manager, Facilities Management Manager - Custodial, Grounds, Fleet, Support Services, and Director of University Relations will serve as non-rotating members. All members are appointed by the Vice President for Enrollment Management and Student Success.
Reports to: Vice President for Enrollment Management and Student Success

University Commencement Committee

Charge:
To study existing procedures for commencement activities and to recommend changes in these procedures. Recommendations are to be made to the Registrar.

Membership:
Faculty members are nominated by the Faculty Senate Membership Committee and will serve three-year appointments. Two staff members will be nominated from the School of Graduate Studies and Student Development and will serve three-year appointments. Student members are nominated by the President of Student Government and will serve one-year appointments. Two readers, the Registrar, the Assistant Registrar for Graduation, the Director of Campus Life, and the Director of Honors will serve as non-rotating members. All members are appointed by the Vice President for Enrollment Management and Student Success.
Reports to: Vice President for Enrollment Management and Student Success

Administrative Professional Job Evaluation Committee

Charge:
To evaluate job content (not people in jobs on their performance) in order to help assure that jobs of relatively equal responsibility are considered consistently in pay matters.

Membership:
The committee is comprised of members from the administrative and professional employment categories who have general knowledge of the University's divisions and functions.
Reports to: Vice President for Finance and Administration

Clerical/Service Job Evaluation Committee

Charge:
To evaluate job content (not people in jobs on their performance) in order to help assure that jobs of relatively equal responsibility are considered consistently in pay matters.

Membership:
The committee is comprised of members form the administrative professional and clerical employment categories who have general knowledge of the University's divisions and functions.
Reports to: Vice President for Finance and Administration

Traffic/Textbook Appeals Committee

Charge:
To act as an appeals body for traffic and parking citations issued by University traffic and parking personnel and review appeals submitted by students who failed to return their textbook(s) at the end of the semester and determine whether to sustain or rescind the charges.

Membership:
Two faculty members (two year terms), rotated between the five colleges, and Kent Library; three student members (one year terms) to be nominated by the President of Student Government; one member from each division (three year terms) to be nominated by the respective Vice President/Provost; the Parking Coordinator and the Manager of Textbook Rental will serve as non-rotating members. Appointments are made by the Vice President for Finance and Administration.
Reports to: Vice President for Finance and Administration

University Budget Review Committee FY 2006 (for budget year 2007)

Charge:
To annually conduct budget hearings, receive divisional and institutional budget development requests, and recommend funding for budget proposals, plans, and priorities.

Membership:
Faculty Senate Executive Committee (three individuals); Faculty Senate Compensation Committee (seven individuals); Vice President for Business & Finance; Vice President for Enrollment Management and Student Success; Provost; Director of Budget; one administrator from each division; one representative from the Council of Deans and the Chairpersons Forum; two representatives each from the Professional Staff Council and the CTS Staff Council; and three members of Student Government nominated by the President of Student Government and appointed by the President. The Vice President for Business & Finance is the chairperson for this committee.
Reports to: Vice President for Finance and Administration

College Council

Charge:
Each college has a College/School Council to advise the dean on matters of college-or school-wide interest and importance.

Membership:
The departmental chairpersons and at least one faculty member elected from each department. The council is chaired by the dean.
Reports to: College/School Dean

Graduate Council

Charge:
To review all policy matters affecting the graduate program and all proposals for new courses, new programs, and graduate faculty status. The Council also advises the Dean of Graduate Studies concerning matters affecting the quality and development of the graduate program.

Membership:
Two representatives elected by the graduate faculty of each college and two additional representatives elected in any college for each twenty-five percent of total graduate hours produced. The Dean of Academic Information Services and Director of Kent Library, the Director of International Programs, the Chairperson of the Faculty Senate Academic Affairs Committee, and the Dean of Graduate Studies are non-rotating members. Student representatives are nominated by the members of the Graduate Council and appointed by the Dean of Graduate Studies, who chairs the council.
Reports to: Dean of the School of Graduate Studies

University Studies Council

Charge:
All policy matters affecting the University Studies program and all proposals for new courses or changes in the treatment of the University Studies Objectives in existing courses. The Council also advises the Dean of the School of University Studies concerning matters affecting the quality and development of the program, resource allocations, and review and assessment procedures. The Dean of the School of University Studies chairs the Council.

Membership:
Composed of two representatives elected by each college council and one representative elected by each of the following: the Library faculty, Enrollment Management, and Student Government. Faculty serve three-year terms and the Enrollment Management and student representatives serve one-year terms. Non- rotating members are the Dean of the School of University Studies and the Registrar. The term of office runs the University's fiscal year, July 1 through June 30.
Reports to: Dean of the School of University

Faculty Senate Bill 11-A-4 begins here

Review Committees

While the primary responsibility for course and curricular development and review rests with the department, the collegial process in the University ensures open discussion of and dialogue about instructional related questions. Beyond the department, there are six review committees that may be involved in one or more aspects of the review process.

Faculty Advisory Committee for Academic Program Review
Policy

All programs will be reviewed by the Faculty Advisory Committee for Academic Program Review through the Regular (cyclical) Program Review procedure involving a review of each program at least every five years. The overall purpose of program reviews is to assess each unit's program quality and effectiveness; to stimulate program planning and improvement; to continue to fulfill our mission to the students, communities, and people that we serve; and to encourage the unit's development in strategic directions that reflect the University's priorities. The fundamental principle in program review is the use of multiple measures to assess programs.

When necessary due to major financial constraints or other major institutional or state-level forces, the president, after consulting with the provost and the Faculty Senate, may recommend to the Board of Regents that the University must suspend the Regular (cyclical) Program Review process and initiate an Extraordinary Program Review. Under such extraordinary conditions, after considering the president's recommendation, the Board of Regents may direct the University to complete an Extraordinary Review of programs with specific instructions and timelines.

If a program is discontinued, the University will make every reasonable effort to assist affected juniors, seniors, and graduate students in the completion of their program degree.

Approved by Faculty Senate Bill 10-A-16 December 1, 2010, Reviewed by President December 2, 2010, Approved by Board of Regents December 8, 2010

Academic Program Review Procedures

Determination of Programs: There are three methods of program selection and instigation of program review.

  1. Reviews occur via a regular five-year cycle in which each program is given a particular year for review to occur.
  2. A review may be recommended by the Faculty Advisory Committee for Academic Program Review.
    1. The Faculty Advisory Committee recommends that a program be reviewed in a year other than in the program's regular cycle.
    2. The provost reviews the Committee recommendation and supporting materials.
    3. If the provost concurs, he/she announces, by the end of the semester prior to the semester in which the review will occur, both the programs recommended for review and the criteria with which they will be reviewed.
  3. A review may occur based upon the needs of Academic Affairs.

Membership on the Faculty Advisory Committee for Program Review:
The faculty of each department with academic programs will nominate a faculty candidate who will then stand for election within each College. The dean of the College/School will administer the election. The names of the two faculty who garner the most votes from each College/School will be forwarded to the president, who will appoint one of them as committee member. Non-rotating members will include the representative of the Office of the Provost, Chair of the Faculty Senate, Chair-elect of the Faculty Senate, and the Moderator of the Chairperson's Forum. The Committee will be chaired by the representative of the Office of the Provost. Initial appointments' terms will be staggered for continuity.

Election timeframe and term limits: Regular elections for an open position on the Faculty Advisory Committee for Program Review will take place in the first full week of April. Those faculty will serve a three-year term, with a maximum of two consecutive terms.

Procedure for Regular (cyclical) Program Review

  1. As part of a regular program review cycle, using data from the Office of Institutional Research and the Office of the Provost, all academic programs at the University are evaluated against a number of criteria which may include but is not limited to:
    1. number of majors.
    2. number of graduates
    3. student credit hours generated per average faculty full-time equivalent.
    4. cost per major student.
    5. cost per student credit hours generated.
    6. achievement of student learning outcomes.
  2. 11 weeks prior to the beginning of Fall or Spring semester: Upon receipt of a compilation of the data, the provost will advise the chairpersons, and deans that the data is available for review of the accuracy and quality of the data relative to their programs, prior to consideration by the Faculty Advisory Committee for Academic Program Review. The provost will also send an email to full-time faculty, notifying them of the availability and online location of the data, as well as the deadline for their response.
  3. 5 weeks prior to the beginning of Fall or Spring semester: Departments will respond to the data. After any concerns with the data have been addressed, the data is used by the Office of the Provost:
    1. to compare programs' performance to nationally normed data, using national datasets such as the University of Delaware dataset or other appropriate and comparable datasets.
    2. to look at the last three-year trends for most of these parameters.
    3. to rank all academic programs based on how they perform with these criteria.
    4. to conduct statistical analysis, which may include but is not limited to: generating ranks, comparative ranks, sum of ranks, and mean rank for the performance of each program against each criteria dataset.
  4. 3 weeks prior to the beginning of Fall or Spring semester: The provost sends the datasets to the departments. The provost will also send an email to full-time faculty, notifying them of the availability and online location of the datasets, as well as the deadline for their response.
  5. By Week 3 of the semester: Departments review the datasets and complete a written report to address issues including, but not limited to:
    1. size, scope, and productivity of the program,
    2. revenue and other resources generated by the program,
    3. costs and other expenses associated with the program,
    4. contribution to University Studies and courses serving other programs,
    5. external demand,
    6. quality of program inputs,
    7. quality of program outputs,
    8. currency of curriculum,
    9. impact, justification, and overall essentiality to the Southeast mission, and

    Departments planning for the future may consider the economic and programmatic impact of:

    1. enhancing or eliminating majors.
    2. eliminating majors, but keeping the university studies courses in a major.
    3. merging similar majors, such as the various education majors offered in various colleges.
    4. eliminating elective courses.
    5. partnering or collaborating with other institutions to offer programming.
    6. possible course redesign.
    7. use of technology.
  6. By Week 7 of the semester: Each department chair reviews the data, reviews the report from the department, and submits an independent recommendation and the department's report to the dean.
  7. By Week 9 of the semester: The dean reviews the data, reviews the previous two recommendations, and submits an independent recommendation and the previous two recommendations to the Faculty Advisory Committee for Program Review.
  8. By Week 10 of the semester: The University-level Faculty Advisory Committee for Academic Program Review conducts a detailed analysis of the program and all responses generated by the review, and submits a recommendation to the provost, along with all previous recommendations. The Committee will conduct a more thorough analysis, including a more in-depth analysis of methods for increasing programmatic quality and budgetary efficiency, study datasets to identify areas for improved financial and programmatic strength, request additional data or new analysis of existing data if it adds clarity to the task, and consider creative alternative means for offering programming. Among other possible criteria, the Committee may consider the economic and programmatic impact of:
    1. enhancing or eliminating majors.
    2. eliminating majors, but keeping the university studies courses in a major.
    3. merging similar majors, such as the various education majors offered in various colleges.
    4. eliminating elective courses.
    5. partnering or collaborating with other institutions to offer programming.
    6. possible course redesign.
    7. use of technology.
    8. planning for future programs.
    9. the committee's recommendation for the next review.
  9. By Week 12 of the semester: The provost reviews the original datasets and considers recommendations from the department, the department chair, the dean, and the Faculty Advisory Committee for Academic Program Review. If necessary, the provost consults with University legal counsel to seek advice on potential courses of action. If the provost deems it necessary, all previous recommendations will go to Academic Council as an informational item for discussion only. After considering all recommendations, the provost makes a recommendation to the president.
  10. By Week 14 of the semester: As appropriate, the president reviews the data, considers recommendations, secures additional clarification and data, and makes an independent recommendation to the Board of Regents.
  11. The Board of Regents takes action on any recommendation by the president.
  12. If a program will be eliminated, the Faculty Senate, the University community as a whole, and the faculty in the program are informed about the decision. If the elimination of the program has an impact on the number of faculty remaining in the department, the University follows the "Procedure for All Faculty Terminated by Program, College, or School Discontinuance Within Academic Restructuring" outlined in the Faculty Handbook.
  13. If appropriate, the University informs students that a program is being discontinued. The affected students are advised that provisions have been made to continue to offer courses for a limited period of time so that juniors and seniors enrolled in the program will have an opportunity to graduate from that program. Freshmen and sophomores in the program are advised to move into other related programs at Southeast Missouri State University.

Procedure for Extraordinary Program Review

  1. Under the special circumstances of an Extraordinary Review, the president and provost will consult with deans, chairpersons, the Faculty Senate, and the Faculty Advisory Committee for Academic Program Review to establish a special review procedure that is appropriate for the special circumstances that have resulted in the Extraordinary Review and that conforms to the instructions from the Board of Regents.
  2. The Office of the Provost will provide to deans, chairpersons, and the Faculty Advisory Committee for Academic Program Review the data necessary to evaluate each program under the specific conditions of the Extraordinary Review.

Approved by Faculty Senate Bill 11-A-3 March 23, 2011, Reviewed by President May 3, 2011, 15 Day Review March 29 - April 27, 2011

College Council

The College Council serves as a review body for all course and curricular proposals generated by departments or interdisciplinary units in the college. These items should be acted upon in a timely fashion.

The College of Education, acting through its College Council, has primary responsibility for ensuring that teacher education programs provide a consistently organized, unified, and coordinated approach to teacher education as outlined in the following section entitled College Council: College of Education. All items involving professional teacher education are referred from the College of Education Council.

Graduate Council

The Graduate Council reviews for approval proposals concerning graduate courses, graduate degrees, curriculum changes, new graduate programs and degrees, and instructionally related policies and procedures. Specific responsibilities of the council are outlined in the last section of this document. Items involving teacher education are submitted by the College of Education Council to the Graduate Council. All other graduate items move from the college/school directly to the Graduate Council.

University Studies Council

The University Studies Council reviews for approval proposed curricular changes, allocations for funding, review and assessment activities, and other programmatic policies and procedures related to the University Studies program.

Academic Council

The Academic Council serves as a clearinghouse, an appeals body, and a recommending body to the Provost for all curricular changes. Proposals involving undergraduate teacher education flow from the College of Education Council to the Provost; graduate proposals flow from the Graduate Council to the Provost; and University Studies recommendations flow from the University Studies Council to the Provost. All other significant curricular changes are submitted by the appropriate college directly to the Provost.

Honors Council

The Honors Council reviews, for approval, proposals for variable topic seminars and colloquia. It advises the Director of Honors on the appropriateness of proposed honors sections of existing courses and on policies and procedures for the program as a whole. Proposals for all honors courses flow from the college/school to the Honors Council.