SACSCOC Administration and Organization Subcommittee Readiness Audit

STANDARD / OLD STANDARD(S) / TOPIC / REQUIRED DOCUMENTATION
5.1
The institution has a chief executive officer whose primary responsibility is to the institution.
/ 2.3 / Chief executive officer /
  • Position description for the CEO
  • Brief biography of the CEO
  • Board and/or institution’s bylaws outlining the duties of the CEO
  • Administrative or institutional policy manual (relevant sections only)
  • Organizational chart showing relationship between the CEO and board chair

5.2.a
The chief executive officer has ultimate responsibility for, and exercises appropriate control over the institution’s educational, administrative, and fiscal programs and services. / 3.2.11 / CEO control /
  • Organizational charts showing reporting structures at the institution
  • Minutes from administrative leadership meetings showing the CEO’s role
  • Internal memos showing the CEO’s role
  • If authority is delegated, internal policies that clarify the authority for administrative and academic decisions

5.2.b
The chief executive officer has ultimate responsibility for, and exercises appropriate control over the institution’s intercollegiate athletics program. / 3.2.11 / Control of intercollegiate athletics /
  • Job description clarifying the reporting structure for those directing intercollegiate athletics, athletics budgets, athletics fund raising, and athletics compliance
  • Organizational charts establishing reporting relationships
  • Memos, minutes, and/or written correspondence establishing the role of the CEO in exercising control over intercollegiate athletics
  • Relevant Standards of the most recent compliance reports addressing athletics oversight, such as reports from internal audits, or external bodies such as the NCAA

5.2.c
The chief executive officer has ultimate responsibility for, and exercises appropriate control over the institution’s fund-raising activities. / 3.2.12 / Control of fund-raising activities /
  • Job descriptions clarifying the reporting structure for those directing fund-raising activities
  • Organizational charts establishing reporting relationships
  • Memos, minutes, and/or written correspondence establishing the role of the CEO in exercising control over fund-raising
  • Policy and procedure statements or manuals on fund-raising

5.3
For any entity organized separately from the institution and formed primarily for the purpose of supporting the institution or its programs, (1) the 27 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. / 3.2.13 / Institution-related entities /
  • Contracts, MOUs, or other formal (and signed) agreements that define the relationship between each related entity and the institution
  • Charters and bylaws indicating legal authority and operating control within the institution’s governance structure for related entities
  • Mission statements for each related entity
  • Contracts or other formal agreements with third parties
  • Policies and regulations related to intercollegiate athletics and the chief executive officer’s oversight and relationship to outside entities
  • Memos, minutes, and/or written correspondence that shows that either the CEO controls the fundraising activities of the related entity, or documents that show that the fundraising activities of the related entity are defined in a formal, written manner assuring that the activities further the mission of the institution

5.4
The institution employs and regularly evaluates administrative and academic officers with appropriate experience and qualifications to lead the institution. / 3.2.8 and 3.2.10 / Qualified administrative-academic officers, Administrative staff evaluations /
  • Organizational chart to clarify the leadership roles and the names of the persons to be reviewed
  • Position descriptions and details as to appropriate qualifications for each person to be reviewed
  • Administrative policies for the evaluation of administrators
  • Time frames for evaluations
  • Examples of completed assessment forms
  • Current resumes, as appropriate.