Chapter 20: Organization

20.010 General Organization

kuscheld — Mon, 24 May 2010 22:19:00 +0000

20.010 General Organization kuscheld Mon, 05/24/2010 - 22:19

20.010 General Organization

Bd. Min. 6-25-67, p. 33,423; Revised Bd. Min. 7-26-18.

The corporate body known as The Curators of the ��ҹӰԺ is organized as a university system. The ��ҹӰԺ System was formed in 1963 and consists of system administration and four universities: the ��ҹӰԺ-Columbia, the ��ҹӰԺ-Kansas City, the Missouri University of Science and Technology, the ��ҹӰԺ-St. Louis, and all of their component parts, including MU Health, MU Extension and UM Engagement (hereinafter referred to as “University” or “UM System”). The ��ҹӰԺ Board of Curators (“Board”) reaffirms the value and importance of the University’s general organization as a university system and the basic concept that the University will be one university system. This one university system concept requires a centrally directed and unified administration and operation and the Board reaffirms the authority already granted to the President to direct the manner of implementation of this concept. The Board expects full cooperation of all faculty and staff to carry out this general policy. The Board directs that in the consideration and drafting of proposed rules and regulations that such concept be followed.

20.020 President of the University

kuscheld — Wed, 26 May 2010 17:48:00 +0000

20.020 President of the University kuscheld Wed, 05/26/2010 - 17:48

Bd. Min. 6-5-56, p. 9309; Bd. Min. 4-7-67, p. 33,193; Revised 9-24-10.

General Delegation of Power by the Board
1. General Power -- The President is hereby delegated the general power to act for and on behalf of the Board of Curators and The Curators of the ��ҹӰԺ subject only to the Bylaws, Board Rules and Regulations or specific instructions of the Board. The President shall be the chief executive and academic officer of the University and all faculty and other University employees shall be under his/her control and supervision, and he/she shall be in charge of all academic, public, business, financial and related affairs of the University under the policies and general supervision of the Board.
2. Authority to Amend Business Procedures -- The President of the University shall be and is authorized to make and establish changes in the business procedures in the future, not inconsistent with the general policies established by the Board.
Authority to Delegate
1. Severability and Delegation of Authority
  1. The authority granted under the Board Rules and Regulations shall be severable and cumulative, and the revocation or amendment of any specific delegation shall not affect the authority otherwise granted unless so provided by the action of the Board.
  2. The President may delegate, in whole or in part, his/her authority granted under the Bylaws or Board Rules and Regulations to such other officers and employees of The Curators of the ��ҹӰԺ as he/she may designate either by general or specific delegation, with the right to revoke such delegation at any time.

20.021 President’s Temporary Authority for COVID-19 Response

wrisingerc — Mon, 16 Mar 2020 21:57:26 +0000

20.021 President’s Temporary Authority for COVID-19 Response wrisingerc Mon, 03/16/2020 - 21:57

Bd. Min. 03-16-20

Notwithstanding any limitations or restrictions placed on the President in Section 20.020 or elsewhere in these Collected Rules and Regulations, the President shall have authority to place into immediate effect any temporary lawful policies, procedures, or other measures which in his judgment are necessary or appropriate to meet the public health emergency associated with the novel coronavirus and COVID-19 disease, including but not limited to safeguarding persons and property and maintaining University activities as appropriate.
Temporary lawful policies, procedures, or other measures adopted by the President under this authorization shall be effective notwithstanding any contrary provisions of these Collected Rules and Regulations and shall remain in effect until such time identified by the President or the Board of Curators, or until such time as the Board of Curators withdraws the authority granted in this rule or otherwise directs.
The President shall keep the Board of Curators advised as to policies, procedures, or other measures adopted under this rule.

20.025 General Officers of the University

kuscheld — Wed, 29 Aug 2018 14:47:00 +0000

20.025 General Officers of the University kuscheld Wed, 08/29/2018 - 14:47

Executive Order No. 43, issued 8-22-2018.

The General Officers of the University are: the President, Chancellors, Vice President for Finance, Vice President for Information Technology, Vice President for Research, Senior Associate Vice President for Academic Affairs, Associate Vice President for Human Resources and the General Counsel.

20.030 Executive Philosophy

kuscheld — Wed, 26 May 2010 17:50:00 +0000

20.030 Executive Philosophy kuscheld Wed, 05/26/2010 - 17:50

Executive Order No. 1, 2-15-68; Revised 4-5-73; Revised 3-3-76; Amended by Executive Order No. 13, 11-8-73; Revised 4-5-76; Revised 9-23-79; Revised 6-25-86; Revised 2-4-92; Revised 5-28-96; Revised 4-7-97; Revised 10-1-98; Revised 8-5-99; Revised 10-1-04; Revised 6-10-09; Revised Bd. Min. 7-26-18; Revised 1-30-20.

The UM System exists to deliver excellence in teaching, research, engagement and economic development for the people of Missouri, the nation and the world.

The UM System is organized as a system to achieve more collectively than its component parts could achieve individually and this principle will guide decision makers in managing the affairs of the UM System, whether they be academic affairs or business affairs. The Constitution of Missouri vests the Board of Curators (“Board”) with governing authority for the UM System. The Board is the governing authority for the UM System, including its system administration, and each of its universities and component parts. The Board delegates decision-making authority to the President of the UM System, but governing responsibility always resides with the Board, which has the authority to change any decision at any time.

The President is delegated general power to act for and on behalf of the Board and the UM System subject only to the Bylaws, Board Rules and Regulations or specific instructions of the Board. The President is the chief executive and academic officer of the UM System and all faculty and staff shall be under their direction and authority, and they shall be in charge of all academic, public, business, financial and related affairs of the UM System under the policies and general supervision of the Board.

The Chancellors of the UM System are appointed by and report to the President. The Chancellors are delegated authority from the President to act as the chief executive and academic officer of the campuses and charged with providing comprehensive administrative leadership and management on each of the four university campuses.

The primary duty of the Chancellors is to attain excellence in: academic and teaching programs to educate students of all ages; research; outreach to the citizens of Missouri through extension and other services; and the advancement of economic growth of Missouri and its citizens; all within the resources available to each university as approved by the Board. Consistent with Collected Rule and Regulation 30.010, the Chancellors will also grow their university advancement programs through private fundraising and other activities that increase community support for the universities and the UM System. In addition to their university responsibilities, the Chancellors serve as General Officers to advise the President on all matters affecting the UM System. With the approval of the President, the Chancellors may delegate some of their responsibilities to other university officials, including the Provosts.

The Provosts of each UM System university are appointed by and report to their university’s Chancellor. Each university Provost is delegated authority from their Chancellor to act as the chief academic officer of their university and are responsible for overseeing its academic mission.

It is the fundamental responsibility of the Board, President, Chancellors and officers to seek and manage resources to achieve the vision and mission of the UM System. This fundamental responsibility compels all General Officers to look beyond individual universities and interests to enable the UM System to meet the needs of Missouri.

The basic principle that will be followed in leading and managing the UM System is that authority and accountability will be linked. Managerial authority to make decisions will be coupled with managers being held accountable for results. Outcomes achieved will be measured against goals.

20.031 University Finance

kuscheld — Wed, 02 Jan 2019 17:39:00 +0000

20.031 University Finance kuscheld Wed, 01/02/2019 - 17:39

Executive Order No. 44, 11-15-18.

General
The ��ҹӰԺ Finance function serves in a leadership role to deliver fiscally responsible results and drive value as a strategic business partner for the organization, working to align our resources consistent with the mission and priorities of the University. Unless otherwise indicated, this policy applies to the ��ҹӰԺ System, its administration, four universities and all of their component parts (hereinafter referred to as “University” or “UM System”).
��ҹӰԺ Finance Team
1. UM Finance Team
  The ��ҹӰԺ Finance Team (“UM Finance Team”) is comprised of the Finance offices for the UM System.
2. Collaboration
  Recognizing both the necessity and administrative efficiencies gained, the UM Finance Team shall work in collaboration to meet the needs of UM System.
3. Accountability and Alignment
  To ensure the accountability and alignment of the UM Finance Team, each Chancellor or the Chief Executive Officer for MU Health, as the case may be, and the UM System Vice President for Finance/Chief Financial Officer are jointly responsible for approving the following as it relates to the Chief Financial Officer (or their equivalent) for the applicable university or MU Health:
  1. Recruitment and hiring decisions
  2. Disciplinary and termination decisions
  3. Annual performance evaluations and compensation decisions.
  For situations in which concurrence is not reached, the collective decision will be made with the President.
  The President will also consult with and seek input from Chancellors and the Chief Executive Officer for MU Health on the following matters as related to the UM System Vice President for Finance/Chief Financial Officer:
  1. Recruitment and hiring decisions
  2. Disciplinary and termination decisions
  3. Annual performance evaluations and compensation decisions.
Strategies
The Vice President for Finance/Chief Financial Officer, in collaboration with the other General Officers and the university and MU Health Chief Financial Officers (or their equivalents), will jointly develop the Finance strategies for the UM System. Each university and MU Health has the flexibility to develop their specific Finance strategies after consultation with and the concurrence of the UM Administrative Management Council (“AMC”) and so long as the strategies are not in conflict with or interfere with the UM System Finance strategies. AMC is comprised of the Vice President for Finance/Chief Financial Officer for the UM System and the Chief Financial Officers for the universities and MU Health, (or their equivalents).
Implementation
The General Officers of the University and the UM Finance Team are responsible for the implementation of the Finance strategies for the UM System.

20.032 University Human Resources

kuscheld — Wed, 02 Jan 2019 17:42:00 +0000

20.032 University Human Resources kuscheld Wed, 01/02/2019 - 17:42

Executive Order No. 45, 11-15-18.

General
The ��ҹӰԺ Human Resources serves as strategic and trusted advisors; supports an inclusive and dynamic culture and workforce; and pursues continuous improvement through knowledge, collaboration and leadership. Unless otherwise indicated, this policy applies to the ��ҹӰԺ System, its administration, and four universities and all of their component parts (hereafter referred to as “University” or “UM System”).
��ҹӰԺ Human Resources Team
1. UM HR Team
  The ��ҹӰԺ Human Resources Team (“UM HR Team”) is comprised of the Human Resources offices for the UM System.
2. Collaboration
  Recognizing both the necessity and administrative efficiencies gained, the UM HR Team shall work in collaboration to meet the needs of the UM System.
3. Accountability and Alignment
  To ensure the accountability and alignment of the UM HR Team, each Chancellor or the Chief Executive Officer for MU Health, as the case may be, and the UM System Associate Vice President for Human Resources/Chief Human Resources Officer are jointly responsible for approving the following as it relates to the Chief Human Resources Officer (or their equivalent) for the applicable university or MU Health:
  1. Recruitment and hiring decisions
  2. Disciplinary and termination decisions
  3. Annual performance evaluations and compensation decisions.
  For situations in which concurrence is not reached, the collective decision will be made with the President.
  The President will also consult with and seek input from Chancellors on the following matters as related to the UM System Associate Vice President of Human Resources/Chief Human Resources Officer:
  1. Recruitment and hiring decisions
  2. Disciplinary and termination decisions
  3. Annual performance evaluations and compensation decisions.
Strategies
The Associate Vice President for Human Resources/Chief Human Resources Officer, in collaboration with the other General Officers and the university and MU Health Care Chief Human Resources Officers (or their equivalents), will develop the Human Resources strategies for the UM System. Each University and MU Health has the flexibility to develop university or MU Health specific Human Resources strategies after consultation with and the concurrence of the UM Human Resources Council (“HRC”) and so long as the strategies are not in conflict with or interfere with the UM System Human Resources strategies. HRC is comprised of the Chief Human Resources Officer or their equivalent for the UM System, the universities and MU Health.
Implementation
The General Officers of the University and the UM HR Team are responsible for the implementation of the Human Resources strategies for the UM System.

20.033 University Information Technology

kuscheld — Wed, 02 Jan 2019 17:44:00 +0000

20.033 University Information Technology kuscheld Wed, 01/02/2019 - 17:44

Executive Order No. 46, 11-15-18.

General
The ��ҹӰԺ System Information Technology serves as a strategic partner to the ��ҹӰԺ enterprise by providing leadership to enable the university’s missions through planning, implementation, operation and delivery of foundational and innovative information technology solutions. Unless otherwise indicated, this policy applies to the ��ҹӰԺ System, its administration, four universities and all of their component parts (hereinafter referred to as “University” or “UM System”).
��ҹӰԺ Information Technology
1. IT Team (“UMS-IT”)
  The ��ҹӰԺ System Information Technology Team (UMS-IT) is a single, integrated information technology (“IT”) organization comprised of the IT staff for the UM System.
2. Integration and Collaboration
  Recognizing both the necessity and administrative efficiencies gained, UMS-IT shall work in an integrated and collaborative fashion to meet the needs of UM System.
3. Accountability and Alignment
  To ensure the accountability and alignment of the UMS-IT organization, the Chief Information Officer (CIO) at each of the four universities will report to the applicable university Chancellor (or their designee) and to the UM System Vice President for Information Technology/CIO. For MU Health, the CIO will report to the MU Health CEO and the UM System Vice President for Information Technology/CIO. The Chancellors, and MU Health CEO and the UM System Vice President for Information Technology/CIO will establish the IT Governance Council to ensure consistency and congruency in making IT decisions, allocating resources and prioritizing IT projects. Each Chancellor or the Chief Executive Officer of MU Health, as the case may be, and the UM System Vice President for Information Technology/CIO are jointly responsible for approving the following as it relates to the CIO (or their equivalent) for the applicable university or MU Health.
  1. Recruitment and hiring decisions
  2. Disciplinary and termination decisions
  3. Annual performance evaluations and compensation decisions.
  For situations in which concurrence is not reached, the collective decision will be made with the President.
  The President will also consult with and seek input from Chancellors and MU Health CEO on the following matters as related to the UM System Vice President for Information Technology/Chief Information Officer:
  1. Recruitment and hiring decisions
  2. Disciplinary and termination decisions
  3. Annual performance evaluations and compensation decisions.
Strategies
The Vice President for Information Technology/CIO, in collaboration with the other General Officers and the university and MU Health CIOs (or their equivalents), will develop the Information Technology strategies for the UM System. Each university and MU Health has the flexibility to develop university- specific or MUHC–specific Information Technology strategies after consultation with and the concurrence of the IT Governance Council and so long as the strategies are not in conflict with or interfere with the UM System Information Technology strategies. Among other things, the strategies shall emphasize reducing unnecessary duplication of effort, and standardized approaches for common needs across all of the universities. Furthermore, the Vice President for Information Technology/CIO will create a sustainable IT model across the UM System to meet the objectives of the 5 Missouri Compacts.
Implementation
The General Officers of the University and the UMS-IT are responsible for the implementation of the Information Technology strategies for the UM System.

20.035 Program Assessment and Audit

kuscheld — Wed, 26 May 2010 17:52:00 +0000

20.035 Program Assessment and Audit kuscheld Wed, 05/26/2010 - 17:52

Executive Guideline No. 25, 7-23-87; Revised 5-16-90; Revised 12-19-02; Revised 1-21-04; Revised 12-6-11; Revised 5-15-17.

Program Assessment -- Each department, center, and institute will undergo a cyclic process of assessment for the purpose of improving the quality of the educational opportunities provided by the academic unit. The assessment will include any degree programs offered by the department. The department faculty should assess the processes developed through its planning efforts to improve student learning, to enhance the impact of its research and scholarship on the discipline, and to link its service activities with the needs of the campus, discipline, and the community. The assessment should also determine if the planning at the academic unit is aligned with the campus strategic plan.
1. The campus determines the procedures and format of the program assessment.
2. The departmental standards for workload and for the annual performance review of tenured faculty will be reviewed as part of the five-year program review of departments (see CRR 310.080.B and 310.015.B.1.a.).
3. The Office of the Vice President for Academic Affairs will provide cooperation and coordination with the program review process of any applicable state agency or department. The Office of the Vice President for Academic Affairs will post short summary reports on the UM website available to any applicable state agency or department according to a mutually agreeable five-year cycle for each program. The summary report could contain the following summary information:
  1. Name of the program and name of the department responsible for administering the program;
  2. Statement concerning program mission;
  3. Distinguishing characteristics of the program;
  4. Trends in student enrollments and degree completions;
  5. Scholarship activity and public service.
Program Audit -- The management of the degree program inventory will at times require the elimination or consolidation of degree programs and associated academic units in order to optimally direct limited faculty and other resources to meet the dynamic educational needs of students in Missouri. The purpose of a program audit is to determine if a selected degree program or academic unit should be modified, consolidated with another degree program and/or academic unit, suspended, or discontinued. The Chancellor or her or his designee will determine which programs or academic units should undergo a program audit.
1. Procedures to Identify Candidates for a Program Audit
  1. The Office of the Vice President for Academic Affairs will generate a bi-annual report on academic costs and revenues, enrollment trends, degree completion rates, percentage of service courses, and relationship between institutional and external support for research and scholarship. Based on the academic profiles derived from the annual report, the Office of the Vice President for Academic Affairs will generate a list of academic programs or departments that are potential candidates for a program audit.
  2. The list will be submitted to the Chancellor and reviewed in relation to other quality and centrality indicators. The Chancellor may elect to add other degree programs to be reviewed based on other criteria, including the outcome of a program assessment.
  3. The Chancellor will notify the Vice President for Academic Affairs which degree programs and associated academic units were selected to participate in a program audit.
2. Procedures to Conduct a Program Audit
  1. The Chancellor of each campus will determine the specific membership for the program audit committee which will include faculty members and academic administrators.
  2. The charge of the Program Audit committee will be to review the academic profile of the programs and academic units selected for an audit, compile and review other pertinent and related information and make recommendations to the Chancellor and the chief academic officer concerning the program and/or academic unit under review.
  3. The Program Audit committee should examine, but is not limited to, the following criteria during an audit of an academic unit:
    (1) Quality of faculty and students;
    (2) Outcomes of instruction, research, and outreach activities;
    (3) Student demand and state need for the affected programs;
    (4) Centrality to the mission of the campus and the ��ҹӰԺ;
    (5) Comparative advantages or uniqueness of the program;
    (6) The adequacy of resources to support the program and other financial considerations.
  4. The Program Audit committee may recommend to the Chancellor that the program or academic unit be placed on probationary status for a fixed time period with an outcome-based improvement plan, modified, consolidated with another program, placed on inactive status, or discontinued. Cooperative programs with other campuses should be explored as part of the recommendation to the Chancellor.
  5. A program or academic unit placed on inactive status will not admit any new students, but will continue to provide instruction to students who are already enrolled in the program. The program will automatically be discontinued if it is suspended for more than five years.
  6. Based on the review and recommendations of the Program Audit committee, the Chancellor makes the final decision on the actions taken concerning the affected degree program and/or academic unit. The Chancellor will report the actions to the Office of the Vice President for Academic Affairs.

20.036 Procedures for Reviewing Proposals to Establish New Degree Programs

kuscheld — Wed, 26 May 2010 17:55:28 +0000

20.036 Procedures for Reviewing Proposals to Establish New Degree Programs kuscheld Wed, 05/26/2010 - 17:55

Executive Guideline No. 29, 9-29-93.

Proposals to Establish New Bachelor's Programs
1. Proposals should be prepared on the campuses in accord with the CBHE guidelines and format.
2. Following review and approval by appropriate campus units and by the Chancellor, the proposal should be submitted by the Chancellor to the President.
3. The President will refer the proposal to the Office of the Vice President for Academic Affairs for review and advice.
4. The President will either (1) send copies of the proposal to the Chancellors on the other campuses with a request for review and comment within four weeks, (2) return the proposal to the submitting campus for revision, or (3) return the proposal to the campus with a negative decision.
5. Based on the comments received from the Chancellor and others, the President will either approve or disapprove the proposal. If approved, the President will submit the proposal to the Board of Curators.
6. If the proposal is approved by the Board of Curators, the President will submit the proposal to the CBHE.
Proposals to Establish New Master's Degree Programs
1. Normally, the review process for proposals to establish new Master's degree programs will be reviewed in the same manner as proposals to establish new Bachelor's programs. In some cases, the President may decide to appoint an outside review team.
Proposals to Establish New Ph.D., Other Doctoral, and Professional Programs
1. Proposals should be prepared on the campuses in accord with the CBHE guidelines and format.
2. Following review and approval by appropriate campus units and by the Chancellor, the proposal should be submitted by the Chancellor to the President.
3. The President will refer the proposal to the Office of the Vice President for Academic Affairs for review and advice.
4. The President will either (1) send copies of the proposal to the Chancellors on the other campuses with a request for review and comment, (2) return the proposal to the submitting campus for revision, or (3) return the proposal to the campus with a negative decision. If (1), the President will also appoint an outside review team, usually with three to five members, to seek advice about the need for the program, the merits of the proposed program, the ability of the proposing campus to offer the program, and possible opportunities for intercampus cooperation and collaboration. It will normally take three to six months to complete the outside review.
5. Based on the comments received from the outside review team and the campuses, the President will either approve or disapprove the proposal. If approved, the President will submit the proposal to the Board of Curators.
6. If the proposal is approved by the Board of Curators, the President will submit the proposal to the CBHE.