SACSCOC January 26-28, 2021 Site Visit Guide · 2021. 1. 20. · SACSCOC Site Visit Guide //...

SACSCOC Site Visit Guide

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2 Timeline 3 Tentative Schedule 4 Purpose 6 Standards & Documentation 7 12 SACSCOC Standards 12 Members of the Committee 15 Guidelines for Group Sessions 16 Words Matter! 17 Planning for Virtual Meetings 18 Contact Information

SACSCOC Site Visit Guide // January 26-28, 2021 2 BACK TO PAGE 1

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Spring 2019Amendment to Section 19 of HB 7071 specifying SP and S-M be

branch campuses

07/01/19President

Steven Currall begins his

tenure

12/03/19USF BOT Approves Resolution of alignment

of Substantive Change Prospectus with BOT Approved Guiding Principles

06/11/20SACSCOC BOT

approves Prospectus

03/15/20SACSCOC receives

Substantive Change

Prospectus

07/01/20One USF:

A new university

begins

01/26/21-01/28/21SACSCOC

Substantive Change Site

Visit

12/14/20SACSCOC

receives Site Visit Documentation

TBD DateSACSCOC BOT

Meeting 6/21 or 12/21

03/11/18Florida Higher

Education Act signed

by Gov. Scott

04/23/18USF BOT CAP Committee

approves “Guiding Principles for Consolidation”

04/25/18-02/15/19Consolidation Planning Study &

Implementation Task Force

06/11/18 – 12/14/18Consolidation

Implementation Committee

01/04/19– 02/12/19Teams & Clusters

2/15/19 – 12/03/19Developed Substantive

Change Prospectus, Curriculum Changes, Other

implementation work

Consolidation Implementation

06/29/20 – 12/11/20Site Visit

Documentation

08/01/20 - 01/26/21Site Visit Logistics

2 0 1 8 2 0 1 9 2 0 2 0 2 0 2 1

Consolidation Planning


TUESDAY, JANUARY 26, 2021

• SACSCOC Substantive Change Committee Organizational Meeting• SACSCOC Committee meets President’s Executive Leadership and obtains overview of USF’s

organizational structure• Interviews with multi-campus administrators, faculty senate, student government, and Board of

Trustees representative to verify compliance with standards of accreditation• Interviews with faculty, staff, students, and administrators on the Tampa campus to verify compliance

with standards of accreditation • Interviews with faculty, staff, students, and administrators on the Sarasota-Manatee campus to verify

compliance with standards of accreditation • SACSCOC Committee Executive Session

WEDNESDAY, JANUARY 27, 2021

• Interviews with faculty, staff, students, and administrators on the St. Petersburg campus to verify compliance with standards of accreditation

• Other interviews as identified by the SACSCOC Committee• SACSCOC Committee Mid-day Executive Session• SACSCOC Committee Chair’s brief with President Currall and SACSCOC Vice President• SACSCOC Committee Evening Executive Session

THURSDAY, JANUARY 28, 2021

• SACSCOC Committee Chair Pre-brief with President Currall and SACSCOC Vice President• Exit conference with oral summary of preliminary findings to President’s Executive Leadership

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The Southern Association of Colleges and Schools Commission on Colleges

(SACSCOC) will conduct a virtual site visit on all three USF campuses on

January 26-28, 2021, to assess USF’s compliance with SACSCOC’s Principles

of Accreditation.

ACCREDITATIONThe Southern Association of Colleges and Schools Commission on Colleges is an institutional accreditor authorized by the U.S. Education Department to accredit degree-granting higher education institutions that award associate, baccalaureate, master’s, or doctoral degrees.

WHERE DO I FIND THE ACCREDITING STANDARDS OF THE SACSCOC?The Principles of Accreditation contain the core requirements, comprehensive standards, and federal requirements on which an institution is reviewed. The current version is the 2018 Edition of the Principles of Accreditation: Foundation for Quality Enhancement.

COMPLIANCE CERTIFICATIONIn order to be accredited by SACSCOC, an institution is required to conduct a comprehensive compliance audit prior to the filing of the Compliance Certification. The comprehensive compliance audit includes an assessment of all programs and courses offered by the institution on-campus and off-campus, and those offered through distance learning. The Compliance Certification, signed by the institution’s chief executive officer and accreditation liaison, attests to the institution’s honest assessment of compliance with the accreditation requirements of the Commission on Colleges (including all Standards in the Principles of Accreditation) as applied to all aspects of the institution.

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https://sacscoc.org/app/uploads/2019/08/2018PrinciplesOfAcreditation.pdfhttps://sacscoc.org/app/uploads/2019/08/2018PrinciplesOfAcreditation.pdf


ON-SITE VIRTUAL VISIT A group of university peers, the Substantive Change Committee, reviews institutional compliance with the standards contained in the Principles of Accreditation. These peers will specifically review our responses to the standards that we had to respond to in our self-study. These reviewers will also assess our compliance with these standards that have to be reviewed on-site (virtual). The visiting team is made up of eight peers from other SACSCOC accredited institutions, plus the SACSCOC Vice President, who has primary responsibility for USF.

EXIT CONFERENCE The Exit Conference is designed as a very brief dialogue between the Substantive Change Committee and the institution’s leadership. As the name, Exit Conference, implies, the committee conveys its findings orally; it does not provide a paper or electronic copy of its draft report at this time. The Exit Conference does not last very long, anywhere from 15-30 minutes.

REVIEW BY SACSCOC BOARD OF TRUSTEES A Committee on Compliance and Reports (C&R), one of the standing committees of the SACSCOC Board of Trustees, will receive and review the Report of the Substantive Change Committee and USF’s response to the committee’s report. The Executive Council and the full SACSCOC Board of Trustees will receive the C&R Committee report and make a decision regarding whether to award Accreditation. The SACSCOC Board of Trustees makes decisions regarding accreditation status twice each year – in June and in December.

SACSCOC SUBSTANTIVE CHANGE COMMITTEEMembers of the Virtual On-Site Review Committee are presidents, administrators and faculty from other institutions within our region. As colleagues, they understand the complexity of the SACSCOC Principles of Accreditation and want to see us through a successful visit and affirmation of our accreditation status. The reviewers have prepared thoroughly for their virtual visit investing a significant amount of time and energy in the review. Please be sure to respect their work and prepare yourself.

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12 SACSCOC STANDARDS in the SACSCOC Principles of Accreditation that required a response by USF in the Documentation for the Substantive Change Committee was submitted on December 11, 2020.

The SACSCOC Resource Manual for Principles of Accreditation provides detailed information about each of the SACSCOC Principles, including the rationale for each Principle, examples of the types of questions SACSCOC might ask about each Principle, and the types of documentation that SACSCOC expects USF to provide to document compliance with each Principle. Appendix A indicates each Principle for which USF must have a published policy or regulation that is consistently implemented and enforced. USF must be prepared during the site visit to provide examples documenting how USF’s policies and regulations are consistently implemented and enforced.

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https://sacscoc.org/app/uploads/2019/08/2018PrinciplesOfAcreditation.pdfhttps://usfweb.taa.usf.edu/prospectus/SACSCOC/index.htmlhttps://usfweb.taa.usf.edu/prospectus/SACSCOC/index.htmlhttps://www.usf.edu/sacscoc-consolidation/documents/sacscoc-resource-manual-for-the-principles-of-accreditation.pdf


2.1 Institutional mission The institution has a clearly defined, comprehensive, and published mission specific to the institution and appropriate for higher education. The mission addresses teaching and learning and, where applicable, research and public service.

3.1a Degree-granting authority An institution seeking to gain or maintain accredited status has degree-granting authority from the appropriate government agency or agencies.

4.1 Governing board characteristics The institution has a governing board of at least five members that (a) is the legal body with specific authority over the institution; (b) exercises fiduciary oversight of the institution; (c) ensures that both the presiding officer of the board and a majority of other voting members of the board are free of any contractual, employment, personal, or familial financial interest in the institution; (d) is not controlled by a minority of board members or by organizations or institutions separate from it; and (e) is not presided over by the chief executive officer of the institution.

4.2b Board/administrative distinction The governing board ensures a clear and appropriate distinction between the policy-making function of the board and the responsibility of the administration and faculty to administer and implement policy.

4.2c CEO evaluation/selection The governing board selects and regularly evaluates the institution’s chief executive officer.

4.2d Board conflict of interest The governing board defines and addresses potential conflict of interest for its members.

4.2e Board member dismissal The governing board has appropriate and fair processes for the dismissal of a board member.

4.2f Undue external influence The governing board protects the institution from undue influence by external persons or bodies.

4.2g Board self-evaluation The governing board defines and regularly evaluates its responsibilities and expectations.

4.3 Multi-level governance If an institution’s governing board does not retain sole legal authority and operating control in a multiple-level governance system, then the institution clearly defines that authority and control for the following areas within its governance structure: (a) institution’s mission, (b) fiscal stability of the institution, and (c) institutional policy.

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Core Requirements highlighted in green.


5.1 Chief executive officer The institution has a chief executive officer whose primary responsibility is to the institution.

5.4 Qualified administrative/academic officers The institution employs and regularly evaluates administrative and academic officers with appropriate experience and qualifications to lead the institution.

5.5 Personnel appointment and evaluation The institution publishes and implements policies regarding the appointment, employment, and regular evaluation of non-faculty personnel.

6.1 Adequate full-time faculty The institution employs an adequate number of full-time faculty members to support the mission and goals of the institution.

6.2c Educational program coordination For each of its educational programs, the institution assigns appropriate responsibility for program coordination.

7.1 Institutional planning and effectiveness The institution engages in ongoing, comprehensive, and integrated research-based planning and evaluation processes that (a) focus on institutional quality and effectiveness and (b) incorporate a systematic review of institutional goals and outcomes consistent with its mission.

9.1 Educational program content Educational programs (a) embody a coherent course of study, (b) are compatible with the stated mission and goals of the institution, and (c) are based on fields of study appropriate to higher education.

9.7 Educational program requirements The institution publishes requirements for its undergraduate, graduate, and post-baccalaureate professional programs, as applicable. The requirements conform to commonly accepted standards and practices for degree programs.

10.1 Academic policies The institution publishes, implements, and disseminates academic policies that adhere to principles of good educational practice and that accurately represent the programs and services of the institution.

10.4 Academic governance The institution (a) publishes and implements policies on the authority of faculty in academic and governance matters, (b) demonstrates that educational programs for which academic credit is awarded are approved consistent with institutional policy, and (c) places primary responsibility for the content, quality, and effectiveness of the curriculum with its faculty.

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10.5 Admissions policies and practices The institution publishes admissions policies consistent with its mission. Recruitment materials and presentations accurately represent the practices, policies, and accreditation status of the institution. The institution also ensures that independent contractors or agents used for recruiting purposes and for admission activities are governed by the same principles and policies as institutional employees.

10.8 Evaluating and awarding academic credit The institution publishes policies for evaluating, awarding, and accepting credit not originating from the institution. The institution ensures (a) the academic quality of any credit or coursework recorded on its transcript, (b) an approval process with oversight by persons academically qualified to make the necessary judgments, and (c) the credit awarded is comparable to a designated credit experience and is consistent with the institution's mission.

11.1 Library and learning/information resources The institution provides adequate and appropriate library and learning/information resources, services, and support for its mission.

12.1 Student support services The institution provides appropriate academic and student support programs, services, and activities consistent with its mission.

12.4 Student complaints The institution (a) publishes appropriate and clear procedures for addressing written student complaints, (b) demonstrates that it follows the procedures when resolving them, and (c) maintains a record of student complaints that can be accessed upon request by SACSCOC.

12.5 Student records The institution protects the security, confidentiality, and integrity of its student records and maintains security measures to protect and back up data.

13.1 Financial resources The institution has sound financial resources and a demonstrated, stable financial base to support the mission of the institution and the scope of its programs and services.

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13.2 Financial documents The member institution provides the following financial statements: (a) an institutional audit (or Standard Review Report issued in accordance with Statements on Standards for Accounting and Review Services issued by the AICPA for those institutions audited as part of a system-wide or statewide audit) for the most recent fiscal year prepared by an independent certified public accountant and/or an appropriate governmental auditing agency employing the appropriate audit (or Standard Review Report) guide, (b) a statement of financial position of unrestricted net assets, exclusive of plant assets and plant-related debt, which represents the change in unrestricted net assets attributable to operations for the most recent year, and (c) an annual budget that is preceded by sound planning, is subject to sound fiscal procedures, and is approved by the governing board. Normally this Standard requires an audit, however, the following items will demonstrate compliance with this standard and are required in the case of a merger/consolidation. An audit is not required, unless it is specifically requested. Include a business plan with the following: (a) a description of financial resources to support the change, including a budget for the first year, (b) projected revenues and expenditures and cash flow, (c) the amount of resources going to institutions or organizations for contractual or support services, and (d) the operational, management, and physical resources available for the change. Assess the impact that the change is having on the funding available for existing programs and services.

13.4 Control of finances The institution exercises appropriate control over all its financial resources.

13.6 Federal and state responsibilities The institution (a) is in compliance with its program responsibilities under Title IV of the most recent Higher Education Act as amended and (b) audits financial aid programs as required by federal and state regulations. In reviewing the institution’s compliance with these program responsibilities under Title IV, SACSCOC relies on documentation forwarded to it by the U.S. Department of Education.

13.7 Physical resources The institution ensures adequate physical facilities and resources, both on and off campus, that appropriately serve the needs of the institution’s educational programs, support services, and other mission-related activities.

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14.1 Publication of accreditation status The institution (a) accurately represents its accreditation status and publishes the name, address, and telephone number of SACSCOC in accordance with SACSCOC’s requirements and federal policy and (b) ensures all its branch campuses include the name of that institution and make it clear that their accreditation depends on the continued accreditation of the parent campus.

14.5 Policy compliance The institution complies with SACSCOC’s policy statements that pertain to new or additional institutional obligations that may arise that are not part of the standards in the current Principles of Accreditation. (Note: For applicable policies, institutions should refer to the SACSCOC website: www.sacscoc.org) Separate Accreditation for Units of a Member Institution

Applicable Policy Statement #1: If an institution is part of a system or corporate structure, a description of the system operation (or corporate structure must be submitted. The description should be designed to help members of the peer review committees understand the mission, governance, and operating procedures and the individual institution's role within that system.

Applicable Policy Statement #2: If the Commission on Colleges determines that an extended unit is autonomous to the extent that the control over that unit by the parent or its board is significantly impaired, the Commission may direct that the extended unit seek to become a separately accredited institution. A unit which seeks separate accreditation should bear a different name from that of the parent.

Implementation: If, during its review of the institution, the Commission determines that an extended unit is sufficiently autonomous to the extent that the parent campus has little or no control, the Commission will use this policy to recommend separate accreditation of the extended unit.12

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http://www.sacscoc.org


Dr. Ann L. Kenimer, Chair of the SACSCOC Substantive Change Committee conducting the site visit, serves as Associate Provost for Undergraduate Studies at Texas A&M University. In this role, she works with the academic colleges and other campus units to strengthen programs and services designed to help students successfully complete their undergraduate studies. She is a professor in the Department of Biological and Agricultural Engineering. Since joining the Texas A&M University faculty in 1993 as an assistant professor, she has supported undergraduate learning experiences including experiential learning, academic assessment, honors, and study abroad opportunities. She provided leadership for academic programs in the College of Agriculture and Life Sciences from 2007 to 2011 as the Associate Dean for Academic Operations. From 2011 to 2012, she served as Associate Dean of Faculties.

The Chair’s role is crucial in ensuring thoughtful, candid, and open discussions among the committee members.

Mr. Rick L. Anderson serves as the Executive VP for Finance and Administration at the University of Texas Rio Grande Valley. He oversees UTRGV’s business and financial operations. Anderson earned Master’s in Business Administration from Oklahoma State University. Before joining UTRGV, Mr. Anderson worked for Washburn University in Topeka, Kansas where he served as vice president for administration and treasurer.

Dr. T. Christopher Jespersen serves as Dean, College of Arts and Letters at the University of North Georgia. Dr. Jespersen focuses on American diplomatic history, especially in East Asia. He has served as a Salzburg Seminar Fellow twice, is an alumni of the East-West Center and the West Point Summer Seminar in Military History, was a recipient of an Organization of American Historians-Japan Association for American Studies Residency in Japan award. He holds a Ph.D. in History from Rutgers University.M

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Dr. Duane K. Larick serves as Senior Vice Provost for Academic Strategies and Resources Management at North Carolina State University. In this role, he is charged with assisting the Chancellor and Provost in advancing institutional level strategic initiatives including strategic planning, academic planning, enrollment planning and resource management. He is also a professor in the Department of Food, Bioprocessing and Nutritional Sciences. Dr. Larick currently serves as NC State’s liaison to the Southern Association of Colleges and Schools Commission on Colleges (SACSCOC), the university’s regional accreditor, and serves as a member of the SACSCOC Board of Trustees. He received his Ph.D. from the University of Missouri, Columbia.

Dr. Kyle Marrero serves as President at Georgia Southern University which has three campuses, Statesboro, Savannah and Hinesville. In his short tenure, Georgia Southern has established a new culture of high performance and evidence-based leadership, data-informed decision-making, communication transparency, and an unwavering focus on a new Strategic Plan and assessment methodology aligned with five main pillars: student success; teaching and research; inclusive excellence, operational efficiency, effectiveness and sustainability; and community engagement. Dr. Marrero served seven years as president of the University of West Georgia. Dr. Marrero holds a Doctor of Musical Arts degree from the University of Michigan.

Ms. Mickey Williford serves as Vice President for Institutional Effectiveness at Augusta University. Skilled in accreditation, strategic planning, event coordination, program evaluation, document management, and editing, she holds a master’s degree in public administration from Augusta University.

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Dr. Elizabeth A. With serves as Vice President for Student Affairs at the University of North Texas. She leads the university’s efforts to provide opportunities for students and the campus community to cultivate academic, personal, and professional success and become fully engaged in campus life. Prior to becoming vice president, Dr. With was Associate Vice President for Student Development. She holds an Ed.D. in higher education administration from University of North Texas.

Mr. John G. Zenelis serves as Dean of Libraries and University Librarian at George Mason University. Prior to working at George Mason, he had a distinguished career at Temple University where he was Deputy University Librarian, Associate Director of Libraries and Acting University Librarian. Mr. Zenelis has broad experience and numerous accomplishments in the area of library automation; utilization of information technologies for access and delivery of information and library services.

Dr. Denise Y. Young serves as a Vice President for SACSCOC and is assigned to the University of South Florida. Dr. Young has worked at SACSCOC since 2017. Prior to joining the SACSCOC team, she served as Vice Provost for Institutional Effectiveness and SACSCOC Accreditation Liaison at North Georgia College and State University, where she facilitated the consolidation of North Georgia College with Gainesville State College to create the University of North Georgia.

The SACSCOC staff member assigned to the institution will be available as a resource for the committee. The primary role of the staff member is to facilitate the work of the committee. They do not participate in the final decisions of committees regarding compliance or recommendations.M

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• Meetings are 20-30 minutes, therefore preparation is critical

• Prepare by reading all materials sent ahead of time and your unit’s annual report/unit review; be familiar with the goals, plans, and processes for your department and/or college/division, including how effectiveness is documented and how your unit’s goals align with USF’s institutional goals, as summarized in the annual Accountability Plan and in Strategic Renewal documents

• Understand our university’s mission and goals

• Provide direct and concise responses to the question asked

• It’s okay not to know the answer, offer to follow up with information

• Focus on the positive attributes of the university, on all campuses

• Anticipate questions

• Keep a friendly, positive demeanor

• Please ensure that you follow USF’s Principles of Community in all dialog with SACSCOC reviewers

• Everyone in the meeting must contribute to the conversation

• Don’t dominate conversation

• Keep your schedule flexible and readily available should interviewers want to have follow up discussions

• Be flexible and understanding if your scheduled meeting is canceled; the committee may have decided their question has been resolved and no longer need to meet

• Thank the peer reviewers for serving on the committeeGu

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https://www.usf.edu/ods/documents/accountreports/2020usfaccountabilityplan.pdfhttps://www.usf.edu/ods/documents/accountreports/2020usfaccountabilityplan.pdfhttps://www.usf.edu/president/strategic-renewal/index.aspxhttps://www.usf.edu/about-usf/mission-vision.aspxmailto:https://www.usf.edu/president/principles-of-community/index.aspx?subject=


Now that USF is consolidated, we need to choose language that clearly differentiates the university as a single institution. Some of the phrases listed below should be used when discussing the university’s operations.

USF is ONE university with campuses located in

• Tampa

• St. Petersburg (branch)*

• Sarasota-Manatee (branch)*

* We no longer refer to USF as a system.

USF has...

• One governing board (i.e. the USF Board of Trustees)

• One Faculty Senate

• One Student Government

• Multi-campus colleges (e.g. the colleges of Arts & Sciences, Education, and the Muma College of Business)

• Single campus colleges (e.g. the colleges of Engineering and Marine Science)

• University-wide officers (e.g. president, provost, deans)

• Campus-specific officers (e.g regional chancellors, campus chairs)

For detailed information, please review the USF Editorial Guide to Style and Usage

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https://www.usf.edu/ucm/documents/communications-marketing/usf-editorial-guide-2020.pdf


• Make sure Microsoft Teams is on your computer/laptop and ensure it is working correctly by testing your microphone and webcam; each participant will receive their own individual logins that are not transferable

• Participate in an orientation session to ensure video and microphone work

• Place your webcam or laptop on a flat surface and adjust it so it is 12” to 18” away and the camera is eye level

• Dress professionally and be certain the light source is in front of you (behind the webcam)

• Be certain you have a stable Internet connection as this is critical for sound and video function (consider participating from an on-campus location)

• Log on to the meeting 10 minutes prior to the start to ensure your camera and microphone are working correctly

• First and last name should appear on screen (working with IT)

• Keep camera on the entire time

• Wear headphones or ear buds to avoid disruptions from background noise; remember large rooms may cause an echo

• For quality sound, consider using a USB microphone or headset

• All participants will be automatically muted upon the start of the meeting.

• Use the “raised hand” feature to speak and wait to be recognized

• Unmute to speak

• If you are disconnected, please try to rejoin or call in using the number and code

• Treat virtual meetings as physical ones; there’s still a “live audience” on the other endPla

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Con

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ion For technical support during orientation or Microsoft Teams sessions:

Eric Pergola

Director, IT Service Management

[email protected] // 813-325-0871

For questions related to SACSCOC accreditation, Principles of Accreditation, USF’s Self-Study, or the site visit:

SACSCOC Site Visit Team

[email protected]

Please use subject: SACSCOC Site Visit

For all media inquires:

Adam Freeman

Director of Media Relations

[email protected] // 813-404-3857

mailto:epergola%40usf.edu?subject=mailto:ods%40usf.edu?subject=SACSCOC%20Site%20Visitmailto:adamfreeman%40usf.edu?subject=

SACSCOC Site Visit GuideJanuary 26-28, 2021

SACSCOC January 26-28, 2021 Site Visit Guide · 2021. 1. 20. · SACSCOC Site Visit Guide //...

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