SECTION VI: ADMINISTRATIVE PROCESSES

 

6.1 ORGANIZATION AND ADMINISTRATION

 

The organizational structure and the administrative processes are well defined, published, and made available to the College community through the following and other pertinent publications:

 

- The Policy Manual (continuously updated manual of the policies of the Board)

- Faculty Handbook (Revised May 1990)

- Classified Personnel Handbook-Business Operations

- Disciplinary Rules and Regulations: Classified Personnel (July, 1988) - Faculty and Staff Directory, 1989-90

- Budget Manual, (December, 1976)

- General Operating Procedures for Cashiering Personnel, (Revised February 1990)

 

Also, see exhibits connected with this study for detailed and current flow charts of many aspects of the administration of the college.

 

The President is the Chief Executive Officer of the College and is directly responsible to the Chancellor and the Board of Regents of the University System within appropriate broad policies and procedures. The responsibilities of the President and the nine administrators directly responsible to the President are clearly defined and promulgated to the faculty and staff via the Faculty Handbook. The nine administrators possess credentials, experience, and/or demonstrated competence appropriate to their area of responsibility; and all are evaluated annually. Credentials and vitae are on file with the Vice President for Academic Affairs for the following: the Vice President for Academic Affairs, the Vice-President for Business and Finance, the Vice-President for Student Affairs, the Dean of the Coastal Georgia Center for Continuing Education, the Director of Development and College Relations, the Director of Planning and Institutional Research, the Assistant to the President, the Director of Athletics, and the Director of Title III Programs.

 

Prior to the current administration taking office, a recent survey of faculty and staff revealed 84 percent and 75 percent, respectively, indicated a clear understanding of organizational structure and administrative processes; 68 percent and 57 percent indicated satisfaction with communication among faculty, staff, and administrators; and 56 percent of surveyed students indicated satisfaction with communications from administrators. Based on survey results, 78 percent of the faculty were satisfied with the collective performance of administrators; their level of satisfaction ranged from 67 percent with the Vice-President of Business and Finance to 90 percent with department heads/area coordinators. The faculty survey

95

 

also indicated that 78 percent of the staff were satisfied with the collective performance of administrators. The level of satisfaction ranged from 60 percent with the Vice President for Student Affairs, to 100 percent with department heads/area coordinators.

 

6.1.1. Descriptive Titles and Terms

 

The College is a senior college in the university system classification scheme. The name of the College, the titles of administrative heads, the designations of administrative and academic divisions, the terms used to describe academic offerings and programs, and the names of the degrees awarded are accurate, descriptive, appropriate, and conform to University System policy and the practices of similar institutions.

 

6.1.2. Governing Board

 

The College is governed by the Board of Regents of the University System of Georgia. The charter of the Board of Regents consists of the original charter of the Trustees of the University of Georgia as approved in the Act of the General Assembly on January 27, 1785, and modified by a subsequent Act of the General Assembly in 1931. The 15 member Board of Regents consists of one member from each congressional district in the state and five additional members from the state at large, appointed by the Governor and confirmed by the Senate. Members are appointed on a staggered basis, and the term of office of each member is seven years. The Board of Regents has the exclusive authority to create new public colleges in the state subject to approval by the General Assembly. The government, control, and management of the University System and of all of its institutions are vested in The Board of Regents. The responsibilities of the board include establishing broad institutional policy, securing financial resources to support institutional goals, and selecting the presidents of the colleges. The board elects its own officers and conducts its business during monthly meetings.

 

The Policy Manual of the Board of Regents is a comprehensive publication that covers all aspects of the Board's operations and makes clear the distinction between the policy-making functions of the Board and the implementation and administrative functions of the administration and the faculty. Annual financial reporting requirements keep the Board informed about the financial condition and stability of the colleges in the system. The Board's constitutional charter, comprehensive Policy Manual and centralized management and control protect it and the colleges' administrations from undue pressure from external bodies.

96

 

6.1.3. Advisory Committees

 

The College has seven lay advisory committees; their roles and responsibilities are clearly defined in by-laws or in statements of purpose and responsibility. The School of Business Advisory Board and the Social Work Advisory Council meet monthly. Advisory committees for Civil Engineering Technology, Computer Engineering Technology, Electronics Engineering Technology, and Mechanical Engineering Technology meet annually.

 

6.1.4. Official Policies

 

The Faculty Handbook is the principal policy and procedures document that contains the duties and responsibilities of administrative officers, patterns of institutional organization and governance of faculty, promotion and tenure, due process, and other faculty and staff policy and procedures. Additional policy and procedures for non-faculty personnel are contained in the Classified Personnel Handbook-Business Operations and the Disciplinary Rules and Rexulations: Classified Personnel Manual. The Faculty and Staff Directory also contains the organizational chart and provides patterns of interactions.

 

6.1.5. Separately Accredited Units

 

The College has no separately accredited units.

 

6.1.6. Administrative Organization

 

The administrative organization is previously described in sections 6.1 and 6.1.4 of this report. The organization reflects the College's philosophy and is appropriate for its mission. The Faculty Handbook clearly defines the lines of responsibility, authority, and accountability. As reported in Section 6.1, 74 percent of College family respondents felt that the structure is appropriate.

 

6.2. INSTITUTIONAL ADVANCEMENT

 

The Development and College Relations Office has the major responsibility for institutional advancement. Its major functions include fund-raising, community support, alumni affairs, corporate and public relations, and publicity. Its activities are documented in two annual reports. In performing its functions, the Development and College Relations Office promotes awareness of the College and an understanding of its mission, contributions, and essential importance to the Coastal Empire and the larger community as well.

97

 

Institutional advancement programs have the support of the Board of Regents, administration, faculty, student body, alumni, and other publics. The Director of Development and Community Relations is appointed by the President with the approval of the Board of Regents. All of the College's publics, especially those mentioned above, actively work with and through the Office of Development to promote and support the College, raise funds, and participate in alumni affairs. The Development Office's Annual Report, 1988-89, indicates a 23 percent increase in receipts from all year round fund-raising activities compared with the previous year.

 

As part of the Institutional Effectiveness Program, the Office of Development and College Relations adopted three objectives and identified expected results and assessments procedures for each of those. The objectives are (1) to increase involvement of the alumni in student recruitment and fund-raising for the College; (2) to seek financial support for the College from alumni, friends, businesses, foundations, and government agencies; and (3) to develop and implement fund-raising activities that will coincide with and reinforce the celebration of the College Centennial, support identified needs of the College and increase the overall amount of funds raised each year, and enhance the visibility and image of the College.

 

The Director of Development and College Relations supervises the Director of Alumni Affairs, the Public Relations Specialist, and the Director of Sports Information. Those persons are required to possess at least a bachelor's degree in an area related to their position. In addition, the Director of Development and Community Relations is required to possess two to three years of experience in marketing and fund-raising. All directors are so qualified: the Director of Development and College Relations, the Director of Alumni Affairs, the Public Relations Specialist, and the Director of Sports Information. Since the resignation of the Director of Development and College Relations at the beginning of the 1989-90 year, that position has been filled on an acting basis by the previous director who had retired

 

6.2.1. Alumni Affairs

 

The Director of Alumni Affairs coordinates alumni activities for the 5,109 alumni currently on file (November, 1989) and active in a national network of alumni clubs. The relationship between the College and its alumni is one that encourages continued participation in its growth and development and assistance in the evaluation of its effectiveness. The National Alumni Association president participated in the latest presidential search process. The Director of Alumni Affairs maintains close contact with former students through mailings, the National Alumni Association's annual meetings, and personal contacts. Periodic surveys of recent graduates are made to gather data on careers and other demographics to serve as a data base for evaluating mission effectiveness. In the survey of the faculty and staff, 47 percent of respondents indicated that they used alumni survey results in the execution of their management function and 54 percent of the respondents indicated they used the alumni data base in executing the management function.

 

6.2.2 Publications

 

Based on a publications review, the College's publications exhibit integrity and responsibility, with regard to institutional advertising, student recruitment, and representation of accreditation. Their content and design accurately reflect the philosophy and practices of the College. College policy requires that any advertising be done by the Office of Development and Community Relations and that all news releases be done through the public relations area of that office.

 

6.3 FINANCIAL RESOURCES

 

6.3.1 Financial Resources

 

The College possesses sufficient financial resources to support all of its programs. A review of financial reports and external audits over the past five years shows that the College is financially sound and has operated balanced budgets according to state guidelines except for the area of Student Activities Program/Athletic; from 1984 to 1987 this area accumulated a deficit of $236,325. The athletic deficit stood at $191,250.61 on July 1, 1989. During the academic year 1989­90, this area operated with a surplus; and the deficit was reduced to $175,000 on July 1, 1990. Strict controls have been established for athletic program spending; and the College is operating under a plan which, if followed, will eliminate the deficit by 1994.

 

6.3.2. Organization of the Administration of Financial Resources

 

The Vice President for Business and Finance is the chief financial officer of the College and reports directly to the President. The business office performs all the functions listed in the Criteria. The six divisions operating under the direction of the Vice President for Business and Finance are personnel services, financial services, business services, auxiliary enterprises, physical plant, and campus security. The Board of Regents receives regular audit reports on financial resources of the College.

 

The Vice President for Business and Finance has served as chief business officer of the College for eighteen years,

99

 

6.3.3. Budget Planning

 

The College operates under a detailed annual budget. The budgeting of operating funds is divided into three cycles: preliminary budget, final budget request, and operating budget. The Preliminary Budget consists of estimating income and expenditures for the next fiscal year based upon estimated student enrollment/quarter credit hours and upon estimated needs. Plans for new programs or expansion of existing programs are included in the preliminary phase. The estimates and requests are classified as existing or new programs. This budget provides the basis of the request submitted by the president to the Board of Regents for state support for the next fiscal year.

 

The Final Budget Request consists of computing the actual proposed budget on a detailed basis for the next fiscal year. The proposed budget must be of the same amount as appropriated for the College by the Board of Regents.

 

The Operating Budget is the actual College budget as amended for the fiscal year. The budgeting process contributes to effective and efficient results by involving all units in the process early, and it provides reasonable assurance that all needs are being met. The Fiscal Year Budget Manual provides a complete guide to the entire process.

 

6.3.4. Budget Control

 

Budget control requires that no budget category be over-expended, either absolutely or proportionately. By proportionately it is meant generally that, if a budget category is spent by more than 33 1/3 percent by December 31, that budget category must be increased or the rate of expenditure must be reduced. Otherwise, an over-expenditure will occur by June 30. All budget changes must be made by amendment. The amendment process follows the approval procedure for the original budget, and no expenditure may be made until the amendment receives final approval from the Board of Regents.

 

At the beginning of the fiscal year, each Department Head is provided with a copy of the summary of the Departmental Budget with which to operate for the rest of the year. Departmental budgets are broken down into personal and non-personal categories. The non-personal Services Budget consists of funds allocated for travel, supplies, postage, copying, maintenance contracts, telecommunications, and other operating expenses and equipment. The Personal Services Budget includes salaries and benefits for employees.

 

Implementation and Operation of Budget for Supplies and Equipment.

 

A department requests supplies or services for operating purposes by completing the Purchase Requisition Form and sending it to the Procurement Office. The Procurement Office verifies the requisition and forwards it to the Business

100

 

Office's Accounting Department for verification of funds. After certification by the Accounting Department or Budget Officer that funds are available, the Vice President for Business and Finance approves the requisition for forwarding to the Procurement Office. The Procurement Officer issues a Field Purchase Order or State Requisition for State Purchase Orders, depending on the nature of the requisition. After the vendor provides the required services or goods to the Institution, payment is made and charged to the Department's Operating Supplies Budget. The same procedure is followed for procuring equipment which is charged to the Department's Equipment Budget. Details for the purchase procedure are given in the Business Operations Manual. Equipment purchases also involve committing funds for maintenance, an on-going expenditure.

Implementation and Operation of Budget for Travel

 

Personnel requesting travel funds complete the Travel Authorization Form and obtain approval from the Department Head and the Dean in case the employee is a faculty member. The form is then sent to the Vice President for Business and Finance for approval and verification of the availability of funds from the Departmental Budget and forward the travel Authorization form to the President's Office for final approval. The employee is authorized to travel only after the final approval is made. After travel is completed, a Travel Expense Statement for reimbursement of expenses is submitted and charged to the Departmental Travel Budget. The Travel Regulations Booklet contains the details of this process.

 

6.3-5. Relation of the Institution to External Budget Control

 

There are no external controls on the unrestricted portion of the College's budget. In accepting grants from private donors and foundations and government agencies, the College expends the funds in keeping with the terms of the awards. The educational function of the College is not controlled through external manipulation of funds.

 

6.3.6. Accounting, Reporting and Auditing

 

The accounting system used by the State follows principles as set forth in College and University Business Administration. The procedures followed for the accounting and reporting of all funds are described in Accounting Procedures and Instruction Manual (Board of Regents, University System of Georgia).

 

The College is audited annually by auditors from the State Department of Auditors. During 1988-89, the College successfully underwent three external audits: State, Board of Regents' Procedural, and Board of Regents' Student Financial Aid. Certified audit reports expressing an opinion on the fair presentation of financial statements and compliance statements are on file with the Vice President for Business and Finance. Audits are made in accordance with generally accepted

101

 

auditing standards and include such tests of the accounting records and other auditing procedures that the State auditors consider necessary.

 

A program of internal auditing and control consisting of an assigned internal audit function and established policy and procedures manuals to ensure compliance is in place to implement the formal accounting system and external audits.

 

Budget Progress Report

 

Unit heads are provided Budget Status Reports during the second week of every month. These reports show expenditures, the encumbrances, and the free balance available on the reporting date.

 

Managerial Reports

 

The computerized Budget and Accounting System is capable of generating various reports to assist Unit Heads in Budget management functions including optimum use of allocated resources. In addition to monthly Expenditures (appropriations) Reports, the following reports are available upon request (1) Appropriations History Report consisting of all transactions which have taken place for each account for budget, expenditures, encumbrances, and balance of the account; (2) Report of Expenditures by Cost Center with totals by Major Category summarizing totals for each cost center with sub-totals for personal services, travel, non-personal services and equipment; (3) Management Report - Budgeted/Actual Expenditures analyzing a cost center or centers in such a way as to detail both expenditures and encumbrances by object, and (4) Management Report - Local Organizational Unit assembling selected cost centers into one report providing the same information as (3).

 

6.3.7. Purchasing and Inventory Control

 

A description of the purchasing process has been provided in Section 6.3.4.. Also available is the Colleges' Procurement Manual, (December 1976), which establishes that purchasing and inventory control are centrally controlled by the Business Office. State procedures and internal controls ensure that purchasing officials are not subject to external political or business interest pressures.

 

6.3.8. Refund Policy

 

The College's refund policy and procedures are published in the Catalog and in Student Fees and Deposits pamphlets. For students who withdraw during the first seven days (including the first day of registration) of the quarter, 80 percent of the fees may be refunded; for students who withdraw during the second seven-day period, a refund of 60 percent will be made; for students who withdraw no later than the end of the third seven-day period following registration, a refund of 40 percent may be

102

 

granted; for students who withdraw during the fourth seven-day period following the scheduled registration date, a refund of 20 percent will be granted. No refund will be made to students who withdraw after the end of the fourth seven-day period following registration

 

Room and board charges will be made through the end of the week during which the student withdraws. A student who wishes to withdraw from the dining hall and dormitory must secure a permit from the Vice President for Student Affairs. This permit, when submitted with the ID, will entitle the student to a refund.

 

Refunds are not made to students who do not withdraw officially, nor will refunds be given for reduced loads. The Schedule of Refunds refers to calendar days, beginning with the first day of scheduled registration. Students who are ill at home or are otherwise unable to follow the official procedure for withdrawing may write, or have someone write, to the Vice President for Student Affairs requesting permission to withdraw. No refund of fees for any term are authorized unless the proper procedure is completed before the end of such term. All refunds are processed and mailed to the students within two weeks following the end of the refund period.

 

6.3.9. Cashiering

 

The Business Office is responsible for centralized cashiering and maintains a system for receipt, deposit, and safety of all funds. A blanket State Security Bond of $1 million covers all employees who handle college funds.

 

An Operating Procedures Manual for cashiering personnel (Revised February, 1990) establishes the policy and procedures for this function and ensures accountability.

 

6.3-10. Investment Management

 

The College has a written investment policy and guidelines from the Board of Regents that are available for review in the office of the Vice President for Business and Finance. Management of all investments is under the supervision of the Vice ­Chancellor for Fiscal Affairs, who has delegated certain responsibilities to the Vice­ President for Business and Finance. The College has a small endowment fund which is invested in Certificates of Deposits.

 

6.3.11. Risk Management and Insurance

 

Insurance and replacement protection are provided by the State.

103

 

6 4 PHYSICAL RESOURCES

 

There is one area of unanimity among students, faculty and staff. A strong sense of pride in the beauty of the campus. During the past two academic years there has been a tremendous improvement in the College's physical resources in an areas: mechanical landscaping and ground maintenance, custodial services, building maintenance, utilities, and preventive and corrective maintenance. In addition contracts have been awarded to improve the operating effectiveness and efficiency of air conditioning and/or heating systems and the electrical distribution system for the South Campus. The 165.5 acres and 38 major buildings that constitute the campus are more than adequate to support and house the College's programs and activities.

 

6.4.1. Space Management

 

According to an analysis of the Annual Summary Regents' Consolidated Reported System, (RCRS), fiscal year 1989, survey results from faculty and staff, and interviews with academic department heads, space allocations are adequate for the effective conduct of all functions.

 

Wright Hall was originally used as a men's dormitory and, subsequently as an office complex after a period of enrollment decline. However, Wright Hall, because of increased enrollment in 1989-90, was converted into a women's dormitory. The building required modifications which were done by the Division of Plant Operations with existing personnel and college budgets. Increased enrollment also necessitated the refurbishing and reopening of the second floor of Walter B. Hill Hall, built in 1901, as a male dormitory providing living space for fifty-eight students.

 

The following additional building projects have been undertaken to meet the space management needs because of increased student enrollment: (1) $3 million addition to the Student Center is in progress; (2) Adams Hall, a former storage building and dining hall, was completely renovated and transformed into the campus archives building during the 1990 Fall Quarter and will also serve as a meeting place for students and faculty. More classroom space was made available for students when B.F. Hubert Hall was abated of asbestos and three laboratories were renovated for current student use.

 

6.4.2. Building, Grounds and Equipment Maintenance

 

Savannah State has a comprehensive maintenance plan which is reviewed on a bimonthly basis and which is also currently expanding on a yearly basis. One way this is done is through seminars, consultation with specialists, and personal training. The Division of Plant Operations currently has effective routine, preventive, and deferred maintenance plans. Deferred plans include dates, costs, and sources of funds. A written schedule of planned maintenance projects and a written record of completed projects are maintained.

104

 

One of the highest levels of satisfaction recorded on the survey by students, faculty and staff was in the area of buildings and grounds cleanliness: 89 percent, and 95 percent, respectively.

 

It was indicated by the survey that most people were satisfied with the heating and air conditioning but during the few days when the system was being changed over from heating to air conditioning, there was some concern from faculty and staff member.

 

Concerted efforts by the administration and maintenance personnel are being made to increase the quantity and quality of cooling in instructional, work, and study areas to ensure an effective operation conducive to all concerned. Expenditures for cooling and heating have increased substantially during the past two years. A new air conditioning contractor has been hired to maintain and improve the effectiveness and efficiency of the systems by developing and promulgating operating policies and procedures. New construction problems with the cooling system in the new School of Business have been documented and reported for corrective action.

 

6.4.3. Safety and Security

 

The College maintains a comprehensive safety plan patterned after the state plan to ensure a healthful, safe, and secure environment. The responsibility for the environmental health and safety program is assigned to the Vice President for Business and Finance, who serves as safety program administrator; to the standing Committee on Campus Safety and Security, responsible for review, evaluation and policy recommendations; and to the Vice President for Student Affairs, responsible for student health. The Vice President for Student Affairs also supervises the Director of College Health Services.

 

The College complies with state health and safety inspection requirements, including: (1) inspection and treatment of drinking water for purity, (2) monitoring the status of fire safety standards, equipment and procedures, (3) monthly Fire Marshall inspections, (4) daily chemical checks of swimming pool water to insure state standards, (5) periodic treatment of buildings and grounds for insects and pests, and (6) maintenance of a security force. Records of all inspection activities are maintained.

 

Hazardous materials and areas are addressed in the safety plan; emergency exit routes are posted in all buildings. Periodic fire drills are conducted, and designated personnel are trained in emergency medical procedures. The emergency evacuation plan was put to a "real test" during Hurricane Hugo (September, 1989); all aspects of the plan worked flawlessly and effectively.