SACS

SACSCOC PRINCIPLES OF REACCREDITATION ASSIGNMENTS
Comprehensive Standards, Based on Principles of Accreditation (2010 edition)

Item Team Lead Team Members Requirement Title Requirement Definition
3.0     Institutional Mission, Governance & Effectiveness  
3.1.1 Roger Sugarman, Director of Institutional Research
Phil Greasley
Institutional Mission The mission statement is current and comprehensive, accurately guides the institution's operations, is periodically reviewed and updated, is approved by the governing board, and is communicated to the institution's constituencies.
3.2     Governance and Administration  
3.2.1 Marcy Deaton,
Associate General Counsel
Kristin Cox
Terri Crocker (Lead)
Sonya Parks Thalethia Routt
CEO evaluation/selection The governing board of the institution is responsible for the selection and the periodic evaluation of the chief executive officer.
3.2.2 Marcy Deaton,
Associate General Counsel
Kristin Cox
Sonya Parks Thalethia Routt Terri Crocker (Lead)
Marcy Deaton
Governing board control The legal authority and operating control of the institution are clearly defined for the following areas within the institution's governance structure: Institution's mission, fiscal stability of the institution, institutional policy, including policies concerning related & affiliated corporate entities & all auxiliary services, and related foundations (athletic, research, etc.) and other corporate entities whose primary purpose is to support the institution and/or its programs.
3.2.3 Marcy Deaton,
Associate General Counsel
Terri Crocker (Lead)
Sonya Parks
Board conflict of interest The board has a policy addressing conflict of interest for its members.
3.2.4 Marcy Deaton,
Associate General Counsel
Terri Crocker (Lead)
Sonya Parks
External influence The governing board is free from undue influence from political, religious, or other external bodies, and protects the institution from such influence.
3.2.5 Marcy Deaton,
Associate General Counsel

Kristin Cox
Terri Crocker (Lead)
Sonya Parks

Board dismissal The governing board has a policy whereby members can be dismissed only for appropriate reasons and by a fair process.
3.2.6 Marcy Deaton,
Associate General Counsel

Terri Crocker Sonya Parks
Marcy Deaton (Lead)

Board/administration distinction There is a clear and appropriate distinction, in writing and practice, between the policy-making functions of the governing board and the responsibility of the administration and faculty to administer and implement policy.
3.2.7 Marcy Deaton,
Associate General Counsel
Terri Crocker Sonya Parks
Marcy Deaton (Lead)
Organizational structure The institution has a clearly defined and published organizational structure that delineates responsibility for the administration of policies.
3.2.8 Marcy Deaton,
Associate General Counsel
Kristin Cox
Sonya Parks Thalethia Routt Terri Crocker (Lead)
Marcy Deaton
Qualified administrative/
academic officers
The institution has qualified administrative and academic officers with the experience, competence, and capacity to lead the institution.
3.2.9 Heidi Anderson,
Associate Provost for Faculty Affairs
Heidi Anderson
Faculty/staff appointment The institution defines and publishes policies regarding appointment and employment of faculty and staff.
3.2.10 Roger Sugarman, Director of Institutional Research
Tara Rose
Administrative staff
evaluations
The institution evaluates the effectiveness of its administrators on a periodic basis.
3.2.11 Angie Martin, Vice President of Financial Operations and Treasurer Donna Chelf
Ronda Beck Roxanne McLetchie Bill Swinford (Lead)
Control of intercollegiate
athletics
The institution's chief executive officer has ultimate responsibility for, and exercises appropriate administrative and fiscal control over, the institution's intercollegiate athletics program.
3.2.12 Angie Martin, Vice President of Financial Operations and Treasurer Karen Combs Donna Chelf
Lisa Wilson
Bill Swinford (Lead)
Fund-raising activities The institution's chief executive officer controls the institution's fund-raising activities exclusive of institution-related foundations that are independent and separately incorporated.
3.2.13 Angie Martin, Vice President of Financial Operations and Treasurer Karen Combs Donna Chelf
Chris Donahoe
Bill Swinford (Lead)
Institution-related foundations Any institution-related foundation not controlled by the institution has a contractual or other formal agreement that
(1) accurately describes the relationship between the institution and the foundation, and (2) describes any liability associated with that relationship. In all cases, the institution ensures that the relationship is consistent with its mission.
3.2.14 Marcy Deaton,
Associate General Counsel
Sonya Parks
Terri Crocker Marcy Deaton (Lead)
Intellectual property rights The institution's policies are clear concerning ownership of materials, compensation, copyright issues, and the use of revenue derived from the creation and production of all intellectual property.  These polices apply to students, faculty, and staff.
3.3     Institutional Effectiveness  
3.3.1 Roger Sugarman, Director of Institutional Research
Tara Rose
Institutional Effectiveness The institution identifies expected outcomes, assesses the extent to which it achieves these outcomes, and provides evidence of improvement based on analysis of the results in each of the following areas: educational programs, to include student learning outcomes, administrative support services, educational support services, research within its educational mission, if appropriate, community/public service within its educational mission, if appropriate.
3.3.2 Deanna Sellnow,
QEP Co-Chair
Diane Snow,
QEP Co-chair
QEP Teams Required Quality Enhancement Plan (QEP) Characteristics The institution has developed a Quality Enhancement Plan that (1) demonstrates institutional capability for the initiation, and completion of the QEP; (2) includes broad-based involvement of institutional constituencies in the development and proposed implementation of the QEP; and (3) identifies goals and a plan to assess their achievement. (Note:  This requirement is not addressed by the institution in its Compliance Certification.)
3.4     Educational Programs Educational Programs: All Educational Programs (includes all on-campus, off-campus, and distance learning programs and course work) (See Commission policy "Distance and Correspondence Education.")
3.4.1 Jeannine Blackwell,
Dean of the Graduate School
Heidi Anderson
Jeannine Blackwell (Lead)
Mike Mullen
Hollie Swanson
Academic program
approval
The institution demonstrates that each educational program for which academic credit is awarded is approved by the faculty and the administration.
3.4.2 Roger Sugarman, Director of Institutional Research
Phil Greasley
Continuing education/service programs The institution's continuing education, outreach, and service programs are consistent with the institution's mission.
3.4.3 Don Witt,
Vice Provost for Enrollment Management
Michelle Nordin (Lead)
Brian Jackson
Admissions policies The institution publishes admissions policies that are consistent with its mission.
3.4.4 Don Witt,
Vice Provost for Enrollment Management
Michelle Nordin (Lead)
Brian Jackson
Mike Shanks
Acceptance of academic credit The institution has a defined and published policy for evaluating, awarding, and accepting credit for transfer, experiential learning, advanced placement, and professional certificates that is consistent with its mission and ensures that course work and learning outcomes are at the collegiate level and comparable to the institution's own degree programs. The institution assumes responsibility for the academic quality of any course work or credit recorded on the institution's transcript. (See Commission policy "The Transfer or Transcripting of Academic Credit.")
3.4.5 Jeannine Blackwell,
Dean of the Graduate School
Heidi Anderson
Jeannine Blackwell (Lead)
Mike Mullen
Hollie Swanson
Academic policies The institution publishes academic policies that adhere to principles of good educational practice. These are disseminated to students, faculty, and other interested parties through publications that accurately represent the programs and services of the institution.
3.4.6 Mike Mullen,
Associate Provost for Undergraduate Education
Connie Baird
Randolph Hollingsworth (Lead)
Hollie Swanson
Practices for awarding credit The institution employs sound and acceptable practices for determining the amount and level of credit awarded for courses, regardless of format or mode of delivery.
3.4.7 Mike Mullen,
Associate Provost for Undergraduate Education
Randolph Hollingsworth (Lead)
Phil Greasley
Consortial relationships
/contractual agreements
The institution ensures the quality of educational programs/courses offered through consortia relationships or contractual agreements, ensures ongoing compliance with the comprehensive requirements, and evaluates the consortial relationship and/or agreement against the purpose of the institution.
3.4.8 Don Witt,
Vice Provost for Enrollment Management
Michelle Nordin
Jacquie Hager (Lead)
Noncredit to credit The institution awards academic credit for course work taken on a noncredit basis only when there is documentation that the noncredit course work is equivalent to a designated credit experience.
3.4.9 Mike Mullen,
Associate Provost for Undergraduate Education
Francene Gilmer
Karin Lewis
Mark Taylor (Lead)
Academic support services The institution provides appropriate academic support services.
3.4.10 Heidi Anderson,
Associate Provost for Faculty Affairs
Rita Wilkie
Responsibility for curriculum  The institution places primary responsibility for the content, quality, and effectiveness of the curriculum with its faculty.
3.4.11
Heidi Anderson,
Associate Provost for Faculty Affairs
Rita Wilkie
Academic program coordination For each major in a degree program, the institution assigns responsibility for program coordination, as well as for curriculum development and review, to persons academically qualified in the field. In those degree programs for which the institution does not identify a major, this requirement applies to a curricular area or concentration.
3.4.12
Jeannine Blackwell,
Dean of the Graduate School
Connie Baird (Lead)
Patsy Carruthers
Technology use The institution's use of technology enhances student learning and is appropriate for meeting the objectives of its programs. Students have access to and training in the use of technology.
3.5     Educational Programs: Undergraduate Programs  
3.5.1 Mike Mullen,
Associate Provost for Undergraduate Education
Nichole Knutson (Lead)
Bill Rayens
College-level competencies The institution identifies college-level competencies and the extent to which graduates have attained them.
3.5.2 Mike Mullen,
Associate Provost for Undergraduate Education
Nichole Knutson (Lead)
Mike Shanks
Institutional credits for a degree At least 25 percent of the credit hours required for the degree are earned through instruction offered by the institution awarding the degree. In the case of undergraduate degree programs offered through joint, cooperative, or consortia arrangements, the student earns 25 percent of the credits required for the degree through instruction offered by the participating institutions. (See Commission policy "The Transfer or Transcripting of Academic Credit.")
3.5.3 Mike Mullen,
Associate Provost for Undergraduate Education
Ruth Beattie
Mike Mullen (Lead)
Undergraduate program requirements The institution defines and publishes requirements for its undergraduate programs, including its general education components. These requirements conform to commonly accepted standards and practices for degree programs.
3.5.4 Mike Mullen,
Associate Provost for Undergraduate Education
Randolph Hollingsworth
Terminal degrees of faculty At least 25 percent of the discipline course hours in each major at the baccalaureate level are taught by faculty members holding the terminal degree-usually the earned doctorate- in the discipline, or the equivalent of the terminal degree.
3.6     Educational Programs: Graduate and Post-Baccalaureate Professional Programs  
3.6.1 Jeannine Blackwell,
Dean of the Graduate School
Mary Davis
Melanie Hardin-Pierce
Brian Jackson (Lead)
Darrell Jennings
Gene Leach
Terry Malone
Bill Pfeifle
Frank Romanelli
Post-baccalaureate program rigor The institution's post-baccalaureate professional degree programs, and its master's and doctoral degree programs, are progressively more advanced in academic content than undergraduate programs.
3.6.2 Jeannine Blackwell,
Dean of the Graduate School
Eric Grulke
Merl Hackbart
Dan Howe
Brian Jackson (Lead)
Betty Lorch
Rob Shapiro
Graduate curriculum The institution structures its graduate curricula:
(1) to include knowledge of the literature of the discipline and
(2) to ensure ongoing student engagement in research and/or appropriate professional practice and training experiences.
3.6.3 Jeannine Blackwell,
Dean of the Graduate School
Mary Davis
Melanie Hardin-Pierce
Brian Jackson (Lead)
Darrell Jennings
Gene Leach
Terry Malone
Bill Pfeifle
Frank Romanelli
Institutional credits for a degree The majority of credits toward a graduate or a post-baccalaureate professional degree is earned through the institution awarding the degree. In the case of graduate and post-baccalaureate professional degree programs offered through joint, cooperative, or consortia arrangements, the student earns a majority of credits from the participating institutions. (See Commission policy "The Transfer or Transcripting of Academic Credit.")
3.6.4 Jeannine Blackwell,
Dean of the Graduate School
Mary Davis
Melanie Hardin-Pierce
Brian Jackson (Lead)
Darrell Jennings
Gene Leach
Terry Malone
Bill Pfeifle
Frank Romanelli
Post-baccalaureate
program requirements
The institution defines and publishes requirements for its graduate and post-baccalaureate professional programs. These requirements conform to commonly accepted standards and practices for degree programs.
3.7     Faculty  
3.7.1 Heidi Anderson,
Associate Provost for Faculty Affairs
Margaret Leach (Lead)
Jim Lindsay
Faculty competence The institution employs competent faculty members qualified to accomplish the mission and goals of the institution. When determining acceptable qualifications of its faculty, an institution gives primary consideration to the highest earned degree in the discipline. The institution also considers competence, effectiveness, and capacity, including, as appropriate, undergraduate and graduate degrees, related work experiences in the field, professional licensure and certifications, honors and awards, continuous documented excellence in teaching, or other demonstrated competencies and achievements that contribute to effective teaching and student learning outcomes. For all cases, the institution is responsible for justifying and documenting the qualifications of its faculty. (See Commission guidelines "Faculty Credentials.")
3.7.2 Heidi Anderson,
Associate Provost for Faculty Affairs
Jim Lindsay
Faculty evaluation The institution regularly evaluates the effectiveness of each faculty member in accord with published criteria, regardless of contractual or tenured status.
3.7.3 Heidi Anderson,
Associate Provost for Faculty Affairs
Heidi Anderson
Faculty development The institution provides ongoing professional development of faculty as teachers, scholars, and practitioners.
3.7.4 Heidi Anderson,
Associate Provost for Faculty Affairs
Kaveh Tagavi
Academic freedom The institution ensures adequate procedures for safeguarding and protecting academic freedom.
3.7.5 Heidi Anderson,
Associate Provost for Faculty Affairs
Kaveh Tagavi
Faculty role in governance The institution publishes policies on the responsibility and authority of faculty in academic and governance matters.
3.8     Library and Other Learning Resources  
3.8.1 Terry Birdwhistell,
Dean of the University of Kentucky Libraries
Sarah Vaughan
Learning/information
Resources
The institution provides facilities and learning/information resources that are appropriate to support its teaching, research, and service mission.
3.8.2 Terry Birdwhistell,
Dean of the University of Kentucky Libraries
Jen Bartlett
Instruction of library use The institution ensures that users have access to regular and timely instruction in the use of the library and other learning/information resources.
3.8.3 Terry Birdwhistell,
Dean of the University of Kentucky Libraries
Kathy Hamperian
Qualified staff The institution provides a sufficient number of qualified staff-with appropriate education or experiences in library and/or other learning/ information resources-to accomplish the mission of the institution.
3.9     Student Affairs and Services  
3.9.1 Robert Mock
VP for Student Affairs

Richard Greissman,
Assistant Provost for Program Support

Todd Cheever
Becky Jordan
Richard Greissman (Lead)

Student rights The institution publishes a clear and appropriate statement of student rights and responsibilities and disseminates the statement to the campus community.
3.9.2 Don Witt,
Vice Provost for Enrollment Management
Jacquie Hager (Lead)
Sean Cooper
Brian Jackson
Student records The institution protects the security, confidentiality, and integrity of student records and maintains special security measures to protect and back up data.
3.9.3 Robert Mock
VP for Student Affairs

Richard Greissman,
Assistant Provost for Program Support
Richard Greissman (Lead)
Betsy Mahoney
Jim Wims
Qualified staff The institution employs qualified personnel to ensure the quality and effectiveness of its student affairs programs.
3.10     Resources:  Financial  
3.10.1 Angie Martin, Vice President of Financial Operations and Treasurer

Ronda Beck
Donna Chelf
Chris Donahoe
Bill Swinford (Lead)

Financial stability The institution's recent financial history demonstrates financial stability.
3.10.2 Angie Martin, Vice President of Financial Operations and Treasurer

Donna Chelf
Chris Donahoe
Bill Swinford (Lead)

Submission of financial
statements
The institution provides financial profile information on an annual basis and other measures of financial health as requested by the Commission. All information is presented accurately and appropriately and represents the total operation of the institution.
3.10.3 Angie Martin, Vice President of Financial Operations and Treasurer Ronda Beck
Donna Chelf
Chris Donahoe
Bill Swinford (Lead)
Financial aid audits The institution audits financial aid programs as required by federal and state regulations.
3.10.4 Angie Martin, Vice President of Financial Operations and Treasurer Donna Chelf
Chris Donahoe
Bill Swinford (Lead)
Lisa Wilson
Control of finances The institution exercises appropriate control over all its financial resources.
3.10.5 Angie Martin, Vice President of Financial Operations and Treasurer Donna Chelf
Jennifer Miles
Bill Swinford (Lead)
Lisa Wilson
Control of sponsored research/external funds The institution maintains financial control over externally funded or sponsored research and programs.
3.11     Resources: Physical  
3.11.1 Angie Martin, Vice President of Financial Operations and Treasurer Elizabeth Baker
Donna Chelf
Joe Crouch
Laurie Sorg
Bill Swinford (Lead)
Control of physical resources The institution exercises appropriate control over all its physical resources.
3.11.2 Angie Martin, Vice President of Financial Operations and Treasurer Elizabeth Baker
Donna Chelf
Joe Crouch
Laurie Sorg
Bill Swinford (Lead)
Institutional environment The institution takes reasonable steps to provide a healthy, safe, and secure environment for all members of the campus community.
3.11.3 Angie Martin, Vice President of Financial Operations and Treasurer Elizabeth Baker
Donna Chelf
Joe Crouch
Laurie Sorg
Bill Swinford (Lead)
Physical facilities The institution operates and maintains physical facilities, both on and off campus, that appropriately serve the needs of the institution's educational programs, support services, and other mission-related activities.
3.12     Responsibility for compliance with the Commission's substantive change procedures and policy The Commission on Colleges accredits the entire institution and its programs and services, wherever they are located or however they are delivered. Accreditation, specific to an institution, is based on conditions existing at the time of the most recent evaluation and is not transferable to other institutions or entities.
When an accredited institution significantly modifies or expands its scope, changes the nature of its affiliation or its ownership, or merges with another institution, a substantive change review is required. The Commission is responsible for evaluating all substantive changes to assess the impact of the change on the institution's compliance with defined standards. If an institution fails to follow the Commission's procedures for notification and approval of substantive changes, its total accreditation may be placed in jeopardy. (See Commission policy, (Substantive Change for Accredited Institutions.)  If an institution is unclear as to whether a change is substantive in nature, it should contact Commission staff for consultation.  An applicant or candidate institution may not undergo substantive change prior to action on initial membership.
3.12.1 Roger Sugarman, Director of Institutional Research  Roger Sugarman Substantive change  The institution notifies the Commission of changes in accordance with the substantive change policy and, when required, seeks approval prior to the initiation of changes.
3.13     Responsibility for compliance with other Commission Policies The Commission's philosophy of accreditation precludes denial of membership to a degree-granting institution of higher education on any ground other than an institution's failure to meet the requirements of the Principles of Accreditation in the professional judgment of peer reviewers, or failure to comply with the policies of the Commission. (See Commission Web site for all current Commission policies: www.sacscoc.org.)
3.13.1 Roger Sugarman, Director of Institutional Research Roger Sugarman Policy compliance The institution complies with the policies of the Commission on Colleges.
(Note: This standard is not addressed by the institution in its Compliance Certification.)
3.14     Representation of status with the Commission The institution publishes the name of its primary accreditor and its address and phone number in accordance with federal requirements. In such a publication or Web site, the institution should indicate that the Commission is to be contacted only if there is evidence that appears to support an institution's significant non-compliance with a requirement or standard. The institution is expected to be accurate in reporting to the public its status with the Commission. In order to meet these requirements, the institution lists the name, address, and telephone number in its catalog or Web site using one of the following statements:

(Name of member institution) is accredited by the Commission on Colleges of the Southern Association of Colleges and Schools to award (name specific degree levels, such as associate, baccalaureate, masters, doctorate). Contact the Commission on Colleges at 1866 Southern Lane, Decatur, Georgia 30033-4097 or call 404-679-4500 for questions about the accreditation of (name of member institution).

(Name of candidate institution) is a candidate for accreditation with the Commission on Colleges
of the Southern Association of Colleges and Schools to award (name specific degree levels,
such as associate, baccalaureate, masters, doctorate). Contact the Commission on Colleges at
1866 Southern Lane, Decatur, Georgia 30033-4097 or call 404-679-4501 for questions about the
status of (name of member institution).

No statement may be made about the possible future accreditation status with the Commission on
Colleges of the Southern Association of Colleges and Schools, nor may an institution use the logo
or seal of the Southern Association in any of its publications or documents.
3.14.1 Don Witt,
Vice Provost for Enrollment Management
Leslie Woltenberg Publication of accreditation status A member or candidate institution represents its accredited status accurately and publishes the name, address, and telephone number of the Commission in accordance with Commission requirements and federal policy.