Section II: University Organization and Governance

Introduction to Section II
Administrative Organization
Academic Organization
Administrative Lists A and B (current listing of academic administrative posts)

Introduction to Section II

Section II describes the general administrative framework of the University, the system of faculty governance, and the relationship between them.

At this University, as at most, a collegial tradition operates within an administrative framework. The collegial tradition allows for the free exchange of ideas and views; the administrative framework is intended to facilitate the efficient handling of the complexities of a modern university. Such a system requires constant and clear communication among all members of the University community and an understanding that each has an important role in serving and furthering the University's goals.

Two key documents set forth the administrative organization of The University of North Carolina of which this University is a part. The UNC Policy Manual establishes the legal authority of the President and the Board of Governors. (Certain portions of The Code of the Board of Governors are cited in this Handbook.) A second document, entitled The Code of the Board of Trustees of The University of North Carolina at Greensboro (referred to as The University Code), deals with the authority of the Chancellor and the Board of Trustees.

Chapter Two, Section 203 of The University Code describes the powers and duties of the Board of Trustees. Subject to provisions of The University Code and delegations from the Board of Governors, the Board of Trustees acts to ensure the institution's compliance with the educational, research, and public service roles assigned by the Board of Governors. The Board of Trustees also authorizes the Chancellor to award degrees to students who have met University and program requirements, approves certain personnel actions, approves the awarding of an honorary degree or memorial distinction, advises on budgetary matters, maintains a master plan for the physical development of the University, acts on matters of land acquisition, and exercises authority for the regulation of traffic and parking and registration of motor vehicles operated on the campus. These functions exemplify the role of the Board of Trustees.

Chapter Three, Section 301 of The University Code sets forth the general authority of the Chancellor as the administrative and executive head of this institution. Section 301 D provides that, subject to the policies established by the Board of Governors, the Board of Trustees of the University, and the President, the Chancellor is charged with promoting the educational excellence and general development and welfare of the University as well as with defining the scope of authority of faculties, councils, committees, and officers of this institution. The Chancellor is a member of all faculties and has the right to preside over any legislative bodies of the faculties of the University. The Chancellor also exercises final authority in the regulation of student affairs and student disciplinary matters.

Normally, issues will be discussed at the department level. When additional information or action is needed, the department head or chair will usually suggest that the dean be contacted. The dean, in turn, may recommend discussion with the Provost. Each member of the University, however, has the right to direct access to any other member; matters may be discussed with anyone, including the Chancellor or any other administrative officer. Both the University's Undergraduate Bulletin and The Graduate School Bulletin carry the names of persons in administrative positions at the University as well as faculty members in each academic unit, staff members in key support areas, officers of the University General Administration, and members of the Board of Governors and UNCG's Board of Trustees.

The faculty interacts with the administrative structure and participates in the policy-making process that operates at all levels, including the 16-member University system. The Faculty Assembly of The University of North Carolina, chartered in 1972, is made up of faculty representatives from each of the constituent institutions. The Charter of the Faculty Assembly outlines three objectives and functions: to gather and exchange information on behalf of the faculties of the constituent institutions of the University; to advise, through appropriate channels, the Board of Governors, the General Assembly, and other governmental agencies and officers on matters of University-wide importance; and to advise and communicate with the President of the University regarding matters of importance to the faculty as well as the whole University.

Administrative Organization

Chancellor

The Chancellor of each constituent institution is elected by the Board of Governors upon nomination by the President. The Chancellor serves at the pleasure of the Board of Governors as does the President.

According to Section 502 of The Code of the Board of Governors of The University of North Carolina, the Chancellor is the administrative and executive head of the institution and is responsible to the President for its administration and for the enforcement of the decisions, actions, policies, and regulations of the Board of Governors that apply. The Chancellor is responsible to the Board of Trustees for enforcing its policies, rules, and regulations (subject to the overriding authority of the Board of Governors and that of the President as its agent).

The Chancellor is the leader of and the official spokesperson for the institution. The Chancellor serves as the medium of official communication between the Board of Trustees and all others and between the University and the President and Board of Governors. The Chancellor promotes the educational excellence and general development and welfare of the institution, makes recommendations for the development of the educational programs of the institution, and serves as general advisor to the President (and through the President to the Board of Governors) with respect to all programs and activities of the institution.

The Chancellor defines the scope of authority of faculties, councils, committees, and officers of the institution. All projects, programs, and institutional reports to be undertaken on behalf of the institution are subject to the Chancellor's authorization and approval.

The Chancellor is a member of all faculty and other academic bodies of the institution and has the right to preside over the deliberations of any legislative bodies of the faculties of the institution. The Chancellor is responsible for establishing a faculty senate, a majority of whose members are elected by and from the members of the faculty.

Subject to any policies or regulations of both the Board of Governors and the Board of Trustees, it is the duty of the Chancellor to exercise full authority in the regulation of student affairs and in matters of student discipline in the institution.

Executive Staff

The Chancellor, Provost, Vice Chancellors, Executive Assistant to the Chancellor, University Counsel, and Director of Athletics compose the membership of the Chancellor's Executive Staff. This group meets weekly and serves the Chancellor in an advisory capacity.

Provost and Vice Chancellors

The University is organized into five major functional areas, one administered by a provost and vice chancellor and four administered by vice chancellors, each of whom is responsible to the Chancellor. Following a national search, the Board of Trustees, upon the recommendation of the Chancellor, appoints and fixes the compensation of the Provost and Vice Chancellors, as provided for under The Board of Governors' Policy, "Granting of Management Flexibility to Appoint and Fix Compensation" (600.3.4). The administrators of the five functional areas are the Provost for the Academic Affairs Division, the Vice Chancellor for Business Affairs, the Vice Chancellor for Information Technology and Planning, the Vice Chancellor for Student Affairs, and the Vice Chancellor for University Advancement.

Provost and Vice Chancellor for Academic Affairs

The Provost and Vice Chancellor for Academic Affairs, the principal academic officer under the Chancellor, provides academic and administrative leadership in all matters of curriculum and program development, the advancement of teaching, and the support of research and other scholarly and creative work in the academic community. The Provost is responsible for the formulation of the annual and biennial budget requests, the allocation of resources for academic programs and services, and planning among the academic divisions of the University. Through the deans, the Provost has direct authority over the College of Arts and Sciences, each of the six professional schools, The Graduate School, and the Division of Continual Learning. The directors of Jackson Library and the Weatherspoon Art Museum are also responsible to the Provost.

The Provost is also responsible for all academic support units and those services for students that relate to their academic programs, curriculum requirements, and special opportunities. Academic and student support units are supervised by the Associate Provosts, under the direction of the Provost.

Subject to the policies and procedures of the University, the Provost is responsible for the review and approval of all academic programs and policies and has authority in all matters pertaining to the appointment, promotion, and compensation of faculty and professional personnel in the academic divisions of the University. In matters of academic and personnel policy, the Provost receives advice from the deans and the appropriate agencies of University governance. The Provost recommends faculty and academic administrative appointments to the Chancellor and advises the Chancellor on promotion and tenure of faculty. Further, the Office of the Provost handles personnel policy development and administration for all faculty and other employees exempt from the State Personnel Act (EPA nonfaculty).

Involvement with the faculty occurs through consultation, enhancement of faculty participation in University affairs, coordination of the faculty governance system, and support for faculty development. Faculty members use the many services available through the Office of the Provost and have access to the Provost for advice and counsel as needed.

The Provost provides support for faculty governance through a special office for this purpose and works closely with the officers of the Faculty Senate. The Provost signs institutional documents and takes other actions as may be needed in the Chancellor's absence.

Vice Chancellor for Business Affairs

The Vice Chancellor for Business Affairs is responsible for the management of fiscal activities of the University, all real and personal property, campus security, the maintenance and operation of all physical facilities (including physical planning and construction), business services, auxiliaries, and administration of human resource services.

Individuals reporting to the Vice Chancellor for Business Affairs include the Associate Vice Chancellor for Business and Student Services, the Associate Vice Chancellor for Finance, the Associate Vice Chancellor for Facilities, the Associate Vice Chancellor for Human Resource Services, the Director of Public Safety and Police, and the Internal Auditor. The Associate Vice Chancellor for Business and Student Services reports jointly to Business Affairs and to the Vice Chancellor for Student Affairs as it relates to residence life.

Vice Chancellor for Information Technology and Planning

The Vice Chancellor for Information Technology and Planning provides leadership and policy development for all areas of information technology. These include all administrative computing, instructional and research computing and technology, technology-based distance learning, data bases and information systems, office automation, systems programming, data/video/voice networks, and telephone services.

The Vice Chancellor for Information Technology and Planning also provides leadership for all institutional planning. This includes leadership (on behalf of the Chancellor) of the University Planning Council and Council committees, coordination of other institutional planning efforts, and responsibility for all institutional planning documents submitted to UNC General Administration and other external bodies.

The Vice Chancellor for Information Technology and Planning has management responsibility for institutional research, authority for space utilization, and responsibility for coordination of records management.

Reporting directly to the Vice Chancellor for Information Technology and Planning are the Associate Vice Chancellor for Information Technology, the Associate Vice Chancellor for Institutional Planning and Research, and the Director of Telecommunications.

Vice Chancellor for Student Affairs

The Vice Chancellor for Student Affairs is responsible for the general welfare of the students, the quality of student life, and the availability of meaningful experiences through co-curricular activities. Areas of responsibility include: adult student services, campus recreation, career services, disabled student services, housing and residence life, multicultural affairs, orientation services, research and evaluation, student discipline/academic integrity violations, student health and counseling, and student union/student activities.

The Associate Vice Chancellor and the Assistant Vice Chancellor directly assist the Vice Chancellor in meeting these responsibilities. The Associate Vice Chancellor for Business and Student Services reports jointly to Student Affairs and to the Vice Chancellor for Business Affairs as it relates to residence life.

Vice Chancellor for University Advancement

As the external affairs officer of the University, the Vice Chancellor for University Advancement is responsible for coordinating and promoting activities that advance public understanding of the University and for obtaining private financial support for the University. Generally, University Advancement serves as a clearing point for all efforts to raise funds for the University. This Office is responsible for creating, developing, and implementing efficient and effective solicitation programs to maximize the gift potential of individual donors as well as lend support to the University's stated mission. Fund raising is carried out on a coordinated basis by the Advancement Office. This process includes solicitations from alumni, community members, business entities, and foundations. Both outright gifts as well as gifts in the form of charitable trusts, annuities, life insurance, and bequests are sought.

Reporting directly to the Vice Chancellor for University Advancement are the Associate Vice Chancellor for Development, the Assistant Vice Chancellor for Development (Planned Giving and Annual Programs), and the Assistant Vice Chancellor for University Relations. The directors of Advancement Services, Alumni Affairs, and the Spartan Club also report to the Vice Chancellor.

Academic Organization

The academic programs of The University of North Carolina at Greensboro are organized into a College of Arts and Sciences and six professional schools: the Bryan School of Business and Economics, the School of Education, the School of Health and Human Performance, the School of Human Environmental Sciences, the School of Music, and the School of Nursing. The dean is the chief administrator and leader of each of these academic units.

This section describes the organization of the Division of Academic Affairs as a whole. In addition to summaries of the responsibilities of administrative officers in the Office of the Provost and descriptions of the Deans Council, Deans, Department Heads and Chairs, and The Graduate School, this section also describes the academic support units: Undergraduate Admissions, the Division of Continual Learning, Financial Aid, International Programs, the Registrar, Special Support Services, Student Academic Services, Summer Session, Teacher Education, and the University Teaching and Learning Center. This section also describes special academic programs at the University. For more information on the academic units and programs of study, you may refer to the Undergraduate Bulletin and The Graduate School Bulletin.

Office of the Provost and Vice Chancellor for Academic Affairs

The Provost has five Associate Provosts, including one Vice Provost, who are appointed by the Provost with the approval of the Chancellor.

Vice Provost

The Vice Provost provides leadership in eight major functional areas: fiscal affairs; personnel (faculty and exempt staff); policy development, maintenance, support, and interpretation; information technology and data support; state residency determination for tuition purposes; faculty development; classroom/learning environment support; and physical space allocation and inventory.

Associate Provost for Enrollment Services

The Associate Provost for Enrollment Services provides leadership in matters of student recruitment and marketing, admissions policies, financial aid policies, central academic advising, retention efforts, student academic support services, policies on academic progress, graduation, commencement, and the student information system (Banner). This Associate Provost is also responsible for enrollment management, long-range planning, and community college relations.

Associate Provost for International Programs

The Associate Provost for International Programs supervises the development and management of the University's several international initiatives: institutional linkages with overseas partners, faculty and student exchange, international student recruitment and retention, and internationalization of the curriculum. The Associate Provost also oversees disbursements from the UNCG International Programs Endowment and serves as director of the University's International Programs Center.

Associate Provost for Research and Public/Private Sector Partnerships

The Associate Provost for Research and Public/Private Sector Partnerships is the University's chief research officer and performs the duties associated with the University's mission related to research, scholarship, and creative activity. The Associate Provost for Research and Public/Private Sector Partnerships advocates for the University's research programs, coordinates the University's state and federal relations efforts, coordinates the University's technology transfer initiatives, administers internal grant competitions, and publishes materials related to current research and creative activity. The Associate Provost overseas the Office of Research. Several offices report to the Office of Research: Office of Sponsored Programs, Office of Technology Transfer, and the Office of Research Compliance. In addition, the Center Youth, Family, and Community Partnerships and the Institute for Health, Science and Society also report to the Office of Research. The Office of Research works closely with the Office of Contracts and Grants in the Office of Business Affairs to deal with budgetary issues for sponsored projects and with the Office of Safety to address compliance with applicable standards, codes, regulations, and laws as they relate to research on campus.

Associate Provost for Undergraduate Studies and Special Academic Initiatives

The Associate Provost for Undergraduate Studies provides for the enhancement of the undergraduate experience through the development, facilitation, and advocacy of undergraduate programs, including the General Education Program. The Associate Provost provides leadership and coordination for a variety of special academic initiatives designed to benefit the broader University community. The Associate Provost also coordinates academic program reporting to UNC Office of the President and serves as the campus liaison with the Southern Association of Colleges and Schools.

Deans Council

The Deans Council is the principal means for advising the Provost and a medium for information sharing and problem solving. Though it is not a decision-making body, the Deans Council provides a vehicle for the deans to work together and to participate in University-wide policy development and planning with the Provost. The Deans Council, chaired by the Provost, is composed of the deans of the College and six professional schools, the Dean of The Graduate School, the Dean of the Division of Continual Learning, the University Librarian, and the Associate Provosts. This group meets weekly during the academic year.

Deans

Administrative Responsibilities

The College and each of the six professional schools are led by a dean who is the principal administrator of the faculty of the respective academic unit. Each dean is responsible for planning, program development, budget allocations, management of resources, student services, accreditation, recommendation for appointments as well as promotion and tenure, faculty and staff development, resource enhancement, and the advancement of the unit's mission and goals within the framework of the University. The dean represents the unit to external constituencies and fosters appropriate relationships with other units within the University.

Search and Appointment

The search for a dean is national in scope, but internal candidates are welcome. A search committee appointed by the Provost drafts criteria, recruits and screens candidates, and presents a slate of finalists to the Provost. Appointment of a dean is made by the Chancellor upon the recommendation of the Provost. An individual appointed to a deanship must already hold the rank of professor or must be appointed as full professor with tenure in the appropriate department of the College or school. Deans are considered senior academic and administrative officers. A dean's appointment is not to be interpreted as a term appointment since deans serve at the pleasure of the Chancellor.

Review

An ongoing appointment being assumed, a review of deans occurs annually. Every other year faculty members in the respective units are asked to complete a survey that addresses variables related to the dean's effectiveness in light of the mission and development of the school or College. They are also invited to write comments about the dean's effectiveness. The dean also submits a self-evaluation annually. The Provost reviews all evaluation data, and at the end of the review process, the Provost meets with the dean to discuss evaluation results. Each dean is encouraged to share the evaluation results with his or her faculty at a Faculty Assembly meeting. The Provost shares the results of the reviews with the Chancellor.

Department Heads and Chairs

Under the leadership of a dean, the College and each professional school is organized under an instrument of governance adopted by its respective faculties and approved by the Chancellor after consultation with the Faculty Senate. The fundamental administrative and educational units are the departments within the College and the schools. The School of Music and the School of Nursing each serve as a single unit because they have not been further divided into multiple academic departments.

Responsibilities

The title of the head of a department at the University is either "head" or "chair." The role and formal duties are the same, regardless of title used. The department head is the senior administrator of the department and of the faculty within the department. This person is responsible for planning, program development, budget allocations and management of resources, student services, curricula, accreditation, recommendation for appointments as well as promotion and tenure recommendations (in consultation with the faculty as defined in the "Regulations on Academic Freedom, Tenure and Due Process"), faculty and staff orientation and development, resource enhancement, and the advancement of the department's mission and goals within the University and the College or school. The department head represents the department on and off campus and fosters interdepartmental relationships as well as interactions with appropriate external constituencies.

As administrators of departmental budgets, department heads submit to the dean for approval a spending plan for the year. While the dean may add funds to a department's budget or reduce that budget during the year, the intent to do so is made known to the department head in advance by the dean with an explanation of the decision. All of the funds for operating departments are normally assigned to departments at the beginning of the fiscal year and will be subject to the administrative control of department heads.

Department heads may maintain personnel data pertinent to each employee assigned to the department. A personnel file on each EPA employee is also maintained in the Office of the Provost. Department heads review the performance of department personnel and recommend to the dean annual salary increments. The dean informs department heads promptly once salary increment action has been taken by the Chancellor and Board of Trustees, upon the recommendation of the Provost.

Appointment as a department head represents the addition of an important service responsibility, although it makes no change in the character of the formal faculty appointment.

Search and Appointment Procedures

The search for and selection of a department head may be internal or national in scope. With an internal search, the dean normally selects a tenured full professor from among the existing senior faculty of the respective school or the College of Arts and Sciences. With a national search, a search committee is appointed by the Provost, with the advice of the dean concerned, and is charged with the conduct of the search.

The dean in each school or the College determines the manner in which recommendation for appointment of a department head is presented. All full-time faculty members of the department are normally assembled and consulted by the dean in advance of forwarding a recommendation. No agreement or procedure within any school or the College can remove or diminish a dean's authority to recommend appointments or continuation of appointments.

Upon recommendation of the Provost and the dean, department heads are appointed by the Chancellor. A normal term for a department head is four years, though the appointment exists at the pleasure of the Chancellor.

Review of Department Heads/Chairs

Department heads normally serve no more than two consecutive terms and are subject to review at the end of a term. Deans are responsible to the Provost for conducting a review according to an established schedule and procedure. After the review, the dean recommends whether to reappoint the individual as department head. Before making a recommendation, the dean assembles and consults the faculty members of the department. The dean's recommendation is forwarded to the Provost who, in turn, recommends to the Chancellor the reappointment or nonreappointment of the department head.

Orientation and Development for Department Heads

Departmental leadership involves participation of the senior faculty, with the department heads making key decisions in consultation with their colleagues. Strong departments plan ahead for their leadership, developing a number of persons suitable for department leadership. Hiring decisions take such planning into account, particularly when there are few faculty members who might serve potentially as department heads. Newer and junior faculty members are encouraged to think about such leadership for the future and to prepare for it as a part of their contribution to the strength of their department and its governance. It is the responsibility of the dean as well as veteran department heads to assist in the development of potential department heads, to orient new appointees, and to support their growth in this role during their terms of service.

For more information on academic departments, refer to the "Administrative Guidelines for Creation of Academic Departments and Appointment of Department Heads."

The Graduate School

The primary mission of The Graduate School is to promote and encourage quality graduate education at the master's and doctoral levels. The Graduate School Office provides advising and other services to graduate students and programs, and it coordinates developments in graduate education across the University.

The policies, regulations, and requirements of The Graduate School are published annually in The Graduate School Bulletin, which includes descriptions of all graduate courses and programs.

Dean of the Graduate School

The Dean of the Graduate School provides leadership in the advancement of graduate education at the University. In conjunction with the academic schools, the College, and the Graduate Studies Committee, the Dean administers policy relating to the admission, progression, and graduation of all graduate students. The Dean of The Graduate School works to ensure program quality and oversees graduation policies and procedures. In addition, the Dean is responsible for awarding fellowships, graduate teaching and research assistantships, and tuition remission awards. The Dean, authorized by the Graduate Studies Committee, appoints members of the graduate faculty. For more information, refer to the policy on"Appointment to the Graduate Faculty."

The Graduate Studies Committee

The Graduate Studies Committee (GSC) provides valuable advice to the Dean of The Graduate School on matters relating to Graduate School administration. The GSC represents the graduate faculty of the University. Providing a broad University perspective on graduate education, it makes recommendations to the Dean in policy formulation related to the admission, progression, and graduation of students.

The GSC, through the Student Affairs Subcommittee, serves as a board of appeals for instances of student appeals of Graduate School policy. Curriculum items are submitted to the Curriculum Subcommittee for their review and approval as well as to the full Committee for information. However, the full Committee reserves the right to reverse the Subcommittee's decision by majority vote. Items related to graduate study policies and procedures will be forwarded to the Policies and Procedures Subcommittee for study and recommendation to the full Committee.

For more information, refer to the "Charge, Policies, and Practices of the Graduate Studies Committee."

Division of Continual Learning

The Division of Continual Learning extends educational programs, resources, and services of the University beyond the bounds of the regular academic community and traditional academic structures. Its responsibilities include coordination and management of distance learning initiatives, residential and non-residential conferences and workshops, extension credit courses, non-credit workshops, short courses and institutes, and credit and non-credit programs for youth. It offers to the faculty many opportunities to participate in creative and innovative programs with flexible formats and delivery modes designed for populations on campus and beyond.

Since its inception, the Division of Continual Learning has provided leadership in the University's design and delivery of courses using various forms of delivery to increase public access to its programs. These include courses taught by UNCG faculty who travel to off-campus sites, two-way interactive video courses, web-based and satellite courses, correspondence courses taught through the UNC Independent Study by Extension program, and computer conferencing. Web-based delivery modes may use the UNCG Network as well as the North Carolina Information Highway (North Carolina Research and Education Network - NCREN). The University Teaching and Learning Center (UTLC) and the Office of Computing and Information Services assist by removing barriers to distance learning and by promoting the use of technology for instruction.

The Division of Continual Learning staff is experienced in outreach and public service program design and delivery for special populations. It can assist the faculty with needs analysis, budget development, format design, marketing, and program management. Program support services handled by the Division include instructor and guest speaker contracts, fiscal management, facilities arrangements, audiovisual equipment arrangements, parking, food services, housing, and program evaluation. Registration is administered through the office for all academic courses offered outside the regular schedule.

Many Continual Learning activities and services are supported by program receipts, grants, or other independent sources rather than state appropriated funds. In these cases, fees must be charged to meet both program and administrative expenses.

Compensation for faculty or graduate students who teach through the Division is determined on an individual basis at the time of program budget development. Teaching appointments and other assignments are recommended to the Dean of Continual Learning by the dean of the sponsoring academic division. For more information on compensation, refer to the policy on "External Professional Activities for Pay" (Chapter III-F of The Administrative Manual of The University of North Carolina) and the "Policy on Compensation Beyond Contract."

Financial Aid

The Office of Financial Aid serves enrolled and prospective students and their families by providing information about and assistance in planning for and meeting the cost of the academic programs at the University. The Office assists in the location and recruitment of students for enrollment in the University and provides post-enrollment support for the institution-wide student retention plan. By managing various federal, state, and institutional financial aid programs through which students and/or their families receive aid, the Office seeks to provide all qualifying students with the assistance most suitable to their individual needs, given the limitations of resources and eligibility requirements of the various programs. The Office has responsibility for management and coordination of over $44 million annually in grant, scholarship, fellowship, loan, and work funds, which are awarded to approximately half of the University's students.

Satisfactory academic progress is required for eligibility for financial aid. Faculty are asked to remind students who are on financial aid to consider the impact of dropping courses on their future financial aid eligibility.

The Office also supports the Merit Awards Program, which enables the University to recruit and retain academically talented students. Awards range from $1,000 to $12,000 annually.

The Office is assigned responsibility for athletic scholarship administration as specified in the legislation of the NCAA and the Southern Conference. This work interfaces with the Satisfactory Progress Policy. Need-based and merit financial aid awards to athletes not receiving athletic grants must be monitored in addition to the athletic grants. The Office must arrange for hearing all appeals from athletes whose awards are withdrawn, canceled, or reduced.

International Programs

The International Programs Center was established in 1991 to manage and expand the University's several international efforts. Specifically, the Center manages faculty and student exchange programs with partner universities in other countries, assists in the development of the International Studies and Business and International Education programs, and conducts several programs of community and school outreach in the field of international education. To achieve its objectives, the Center conducts workshops to publicize international opportunities; manages the University's international linkage program; provides logistical support to visiting scholars and international students; assists faculty members, departments, and schools in seeking external funding for international projects; and provides travel grants and other awards from its International Programs Endowment.

Registrar

The Registrar's Office serves and supports a variety of individuals within the University setting including students, faculty, other University staff, and the general public. In order to provide this service and support in the most efficient manner possible, the Office is divided into nine operational areas: Administrative Services, Curriculum Advising and Program Planning (Degree Audit), Information Services, Processing Support Services, Publication Services, Records Services, Registration Services, Transfer Articulation Services, and Veterans Affairs.

The Registrar and the staff in Administrative Services are responsible for the overall management of the Office, representing the Office on University committees, coordinating graduation activities, and administering the Office's budget.

The Degree Audit (CAPP) Coordinator is responsible for the development, implementation, and maintenance of the automated degree audit program; the coordination of the graduation clearance process; and the development of degree audit and advising reports.

The Information Services staff is responsible for answering all telephone and in-person inquires as well as assisting students with problem resolution, enrollment certification, and walk-in transcript requests.

The Processing Support Services staff serves as the liaison between the Office and the University Management and Information Systems Department (MIS) and is responsible for maintaining communication with MIS and other areas regarding activities related to the development and maintenance of the University's campus-wide student information system (Banner). The Processing Support Services staff is also responsible for the generation of ad hoc student and course reports and coordination of the mechanical aspects of registration by providing full-time staffing for the Registration Center in order to provide full service to students who have registration concerns and needs.

The Publication Services staff is responsible for publication of the Undergraduate Bulletin, the Schedule of Courses, the Faculty/Staff/Student Telephone Directory, the UNCG Curriculum Planning Guide for North Carolina Community College Transfer Students, the Two-Plus UNCG brochures, the University Registrar's Office website, and the creation of a variety of brochures and pamphlets.

The staff in Records Services is responsible for maintaining student academic records, processing transcripts, providing training to campus-wide users of the academic record, and securing the integrity of the total academic system. In addition, this section is responsible for microfilming, indexing, maintaining, and disposing of source documents according to approved guidelines.

The Registration Services staff is responsible for the coordination of all enrollment/registration activities with academic departments and administrative offices, maintenance of enrollment data during registration, communication of this data to the academic departments for planning purposes, and coordination with the academic departments during the publication of the Schedule of Courses. Registration Services is also responsible for coordinating registration enhancements such as walk-in, voice response, or web registration to improve the level of service provided to students.

The Transfer Articulation Services staff is responsible for evaluating transfer credit for all prospective and continuing students. The Veterans Affairs Coordinator is responsible for certifying enrollment of veterans and dependents of veterans to the Veterans Administration.

Special Support Services

Special Support Services is an educational support program sponsored by the U. S. Department of Education and The University of North Carolina at Greensboro. The program is designed to improve academic performance of first-generation college students, some of whom may have a physical or learning disability. Program services include tutoring in a variety of freshman-through-senior level courses; instruction in writing, study skills, reading, computer literacy, and word processing; and academic, career, and personal counseling. Students enrolled in the program also have the opportunity to participate in sponsored cultural and educational activities. Members of the faculty are requested to encourage students needing assistance to apply to the Special Support Services Program, located in Ragsdale Residence Hall, Lower Level. Enrollment is open to eligible undergraduate students with continuing access to services until graduation. Students are encouraged to apply early in the semester to receive the most benefit from participation in the program.

Student Academic Services

The Director of Student Academic Services provides institutional coordination in undergraduate matters of academic policies and procedures. The office monitors progress toward meeting degree requirements for all undergraduates students, coordinates the faculty advising system, and supports the activities of the College and school advising centers. The office is actively involved with the recruitment and orientation of new students through academic advising publications and programs. The responsibility for determining academic status and certifying for graduation also rests with this office.

In addition, the office has primary responsibility for undergraduate student retention activities. This responsibility is implemented through the development and administration of programs and services for not only the "at-risk" students but also for the academically strong and gifted students.

Summer Session

The University's Summer Session program is housed in the Division of Continual Learning, which provides administrative support for the two five-week sessions conducted each summer. The Director of Summer Session seeks to encourage a broad and diversified schedule of courses that integrates well with the programs offered during the regular academic year. To this end, the Director works with the academic units and other campus offices in planning, promoting, and coordinating the summer programs and managing the Summer Session instruction budget. Summer courses offered are based on academic needs and are contingent on satisfactory enrollment.

Summer teaching is optional. Summer salary is in addition to the regular academic year salary. Appointments to teach in the Summer Session are made by the Dean of the Division of Continual Learning, on behalf of the Provost, and are based upon recommendations from the deans and department heads. For additional information, refer to the "Summer Session Compensation Policy."

In addition to funds allocated to the academic units, limited additional funds are available for support of special needs. Course proposals are requested by the Director of Summer Session in October, and funding decisions are made in late November.

Teacher Education

The University of North Carolina at Greensboro has thirty-one approved teacher education licensure programs and seven approved school service personnel programs. These professional education licensure programs are housed in the College of Arts and Sciences and five professional schools (Business and Economics, Education, Health and Human Performance, Human Environmental Sciences, and Music). The Teachers Academy, funded by the School of Education, serves as the administrative umbrella and governance structure for all professional education programs at UNCG. The Teachers Academy is responsible for (1) processing applications to teacher education and student teaching, (2) assigning field placements associated with student teaching, practica, and internships, and (3) processing all applications for licensure. In addition, a major responsibility of the Teachers Academy is the development, implementation, and monitoring of the University-School Teacher Education Partnership (USTEP) as well as other teacher education initiatives mandated and funded by the state. Questions concerning admission to a teacher education program, admission to student teaching, application for North Carolina licensure, and information about the Praxis Examination and related activities should be directed to this office.

The Council of Program Coordinators (CPC), chaired by the Associate Dean for Teacher Education and School Relationships/Director of the Teachers Academy, coordinates and ensures the quality of existing licensure programs. The Executive Committee of the CPC reviews policies and program developments (i.e., new/revised courses, new/revised programs, new/revised policies and procedures) initiated from the college and/or schools. The CPC approves these developments based on recommendations from the Executive Committee. The CPC may itself initiate new policies or programs. CPC membership includes all coordinators of professional licensure programs and members of the USTEP staff. Membership on the Executive Committee includes the Associate Dean/Director (chair), the Assistant Director of the Teachers Academy (ex officio), six program coordinators, the Coordinator of the School of Education's Student Advising and Recruitment Center, and teachers from the public schools.

The Dean of the School of Education is responsible for the leadership and administration of all programs designed for the preparation of teachers and other school personnel. The dean delegates to the Associate Dean for Teacher Education and School Relationships/Director of the Teachers Academy the responsibility for coordinating and directing all programs leading to licensure.

Undergraduate Admissions

The Director of Admissions is charged by the Faculty and the Chancellor to properly execute the admissions program of the University for freshman, transfer, express, and former students. The coordination and management of this complex operation includes expertise and leadership in communication skills (written and verbal), marketing strategies, staff development, systems development, personnel, and budget administration. The Director is also responsible for setting and implementing departmental programmatic and operational goals.

The freshman staff of the Office of Admissions is experienced in freshman student recruitment programming (e.g., campus visitation programs that rely heavily upon faculty support). They offer the faculty opportunities to participate in creative and innovative programs with flexible formats and delivery modes that are designed for targeted populations.

In addition to the admission of undergraduate degree students to the University, this office is responsible for student recruitment through extensive travel, direct mail campaigns, special minority student recruitment efforts, certification of intercollegiate athletes, recruitment publications, campus tours, and special promotional efforts for high school/community college counselors.

The Adult and Transfer Service staff (ATS) is charged by the University to oversee the admission of transfer and special student populations, primarily non-traditional adults who wish to commence or return to college or to seek a second undergraduate degree. Other populations include express, former, and community college students admitted under a variety of articulation agreements between the University and the community colleges. Special admissions procedures in keeping with faculty guidelines are available to these qualifying populations. ATS staff members are experienced in the recruitment and counseling of these students. Recruitment efforts are made through media, direct mail, and special events both on and off-campus, including on-site programs in business and industry. Special activities designed to support the entry or re-entry of adult students are offered through ATS.

Five majors and all other courses required for the completion of these majors are available in the evening: Accounting, Business Administration, Management/Marketing, Nursing for RN's seeking a B.S.N., and Social Work. ATS students may also enroll in any other courses, daytime or evening, for which they are eligible. Supportive activities are available, including study groups and skills workshops.

The Admissions Office is open weekdays 8:00 a.m. to 8:00 p.m. Monday through Thursday and 8:00 a.m. to 5:00 p.m. on Friday. Information sessions and campus tours are available at 10:00 a.m. and 2:00 p.m. Monday through Friday throughout the year and at 10:00 a.m. on Saturday during the academic year.

University Teaching and Learning Center

The primary mission of the University Teaching and Learning Center (UTLC) is to provide support to faculty and the instructional programs of The University of North Carolina at Greensboro. In keeping with this mission, all services of the UTLC are based on meeting the instructional needs of the faculty and students in courses of study offered through academic degree programs at the University. Most services to faculty for instructional support are free. Other programs or projects are supported on a fee basis as long as such support does not interfere with the primary mission of the UTLC.

The UTLC provides instructional development activities, instructional materials, equipment, test and data scanning services, and consultation in instructional development and in the use of instructional technology. These services are provided through three divisions and the Office of the Director.

The Classroom Technical Support division provides assistance for a wide variety of classroom equipment and technology related services. The staff provides assistance in planning instructional facilities with respect to the instructional use of technology, training in the use of equipment, consulting in the selection of equipment, and providing emergency response to classroom equipment problems.

The Creative Services division produces a wide variety of instructional and presentation media including graphic, photographic, audio, and video materials. The UTLC's skilled professional staff offers faculty photographic, graphic design, and digital imaging services as well as a variety of desktop publishing activities.

The Media Services division acquires and circulates instructional equipment and commercially-produced instructional materials. It provides consultation in media and equipment selection and use. This division also provides services related to teleconferencing and OMR scanning.

The Instructional Development Program, offered through the Office of the Director, assists faculty members in enhancing teaching skills, improving courses, and resolving instructional problems. The program offers workshops related to classroom instruction, evaluation, management, and student learning. The UTLC also operates the Faculty Multimedia Laboratory. This lab provides opportunities for faculty to develop instructional materials and web-based resources through workshops and individualized activities.

See University Teaching and Learning Center under University Services (Section VIII) for more detailed descriptions.

Special Academic Programs

Cornelia Strong College

One of three residential colleges at the University, Cornelia Strong College is named for Cornelia Strong, professor of mathematics and astronomy at the University from 1905 to 1948. Modeled after the residential colleges of Harvard and Yale, Strong College is open to both undergraduate and graduate students in the University through a competitive admission process, and it is particularly suited to those who are seeking a richer and more rewarding academic experience than they might have in a traditional residence hall. All residents agree to follow a code of conduct that will ensure an environment in which they can fully enjoy the benefits that Strong College and the University have to offer. Faculty and staff members associated with Strong College are known as Fellows and are encouraged to participate as often as possible in the social and academic life of the College. Strong College is located administratively in the College of Arts and Sciences. Strong College's director, the Senior Fellow, is a University faculty member as are the Senior Tutor, who supervises the general social and academic life of the college, and the Admissions Tutor, who oversees the admissions process. The Residential Director is a graduate student who lives in-house and supervises the housing staff and serves as a liaison with the Office of Housing and Residence Life.

Strong College does not have a special curriculum (though it does offer seminar-style courses of mutual interest to students and faculty) - its members take the usual complement of courses throughout the University. Instead, Strong College offers its members the opportunity to join and contribute to an informal social and academic community of students and faculty within the context of the greater University. It is a place, in the words of a parent, "where people look after each other." The home of Strong College is Moore-Strong Hall, which provides common areas for members of the College as well as a small library established through the generosity of students, parents, faculty, and friends.

Freshman Seminars

Freshman Seminars provide freshmen with the opportunity to study a topic in depth while satisfying some portion of the General Education Program requirements. The seminars are small discussion classes (maximum enrollment of 22) taught by faculty selected for their commitment to and interest in undergraduate teaching. They have no prerequisites and do not presume any special knowledge about the topics to be covered. The seminars emphasize class discussions, critical reading of original literature (rather than textbooks), and practice in writing and argument. For additional information, see the Undergraduate Bulletin or contact the Office of the Dean, College of Arts and Sciences.

Ione Grogan College

Ione Grogan College is a special living/learning program for entering freshmen that provides faculty mentors, study groups in the residence hall, and planned cultural, social, and service activities. Located in Grogan Residence Hall, Grogan College is designed to enhance students' academic success by improving the quality of their learning experience. Grogan College is divided into 15 Learning Communities (LCs), each focused on a specific theme or professional interest. Each Learning Community includes as many as 22 students who take several courses together in the fall and spring semesters of their freshmen year. One of the courses is taught by the Faculty Fellow for that LC, who also meets with students for extracurricular activities and serves as a mentor to students in the LC. The Director of Grogan College works with all Faculty Fellows and students to provide program-wide activities and opportunities for leadership and service.

Master of Arts in Liberal Studies

The Master of Arts in Liberal Studies (M.A.L.S.) Program encourages innovative graduate studies to move across traditional disciplinary boundaries. The objective is to establish an intellectual community whose members, both students and faculty, are eager to employ the disciplines of the various liberal arts in ways that will enrich their understanding of themselves and of the world surrounding them. Course work, symposia, and seminars are intended to nurture this intellectual community. The M.A.L.S. degree, though not specifically a professional one, can serve to enhance career opportunities as well as provide personal enrichment. Faculty who are interested in participating in the M.A.L.S. program are encouraged to contact the Division of Continual Learning.

Plan II Special Curriculum Option

For students whose special needs are not met by the formal majors and degrees offered, the Plan II option is available. This option allows the student to design a program utilizing areas of study from both the College of Arts and Sciences and the professional schools. After consultation with the faculty advisor, the student submits in writing to the Director of Student Academic Services a statement of intent to pursue Plan II. This must be done prior to registering for the last 45 hours of the student's work. Required steps have been adopted by the Undergraduate Curriculum Committee for approving Plan II programs. See the Undergraduate Bulletin for details.

Residential College

The Residential College is a two-year program within the College of Arts and Sciences designed to provide freshmen and sophomore students with a basic academic course of study in a coeducational residential setting. Members of the program live and have classes in Mary Foust Hall.

The director and the faculty of Residential College come from the University faculty. Normally, faculty members are released on a temporary basis from their department for three hours to teach within the College. Faculty members interested in the program should contact the director. The program is described in the Undergraduate Bulletin.

Special Undergraduate Programs in Liberal Studies

The University offers courses that can be combined into many intellectually coherent programs of interdepartmental study. Several such programs have been designed and are described in the Undergraduate Bulletin. They are offered under the auspices of the College of Arts and Sciences, but many involve faculty members from units across the campus. Faculty who wish to participate in any of the Special Programs in Liberal Studies are encouraged to contact the relevant program chair.

When it can be shown that the existing programs cannot be combined in such a way as to meet a student's academic or professional needs, that student may petition to pursue an interdepartmental major designed specifically to his or her needs. Students interested in pursuing this possibility should first discuss this intention with the faculty advisor and then consult with the Associate Dean of the College for Curriculum and Teaching. If the request seems justifiable, a faculty committee is appointed to work with the student in developing a program in an academically feasible and coherent manner. If approved by the Associate Dean, the student pursues his or her interdepartmental program as a major and is advised by the Office of Student Academic Services.

University Honors Program

A comprehensive Honors Program for students of high promise and with superior records has been in existence since 1962. The program is described in detail in the Undergraduate Bulletin. Interested faculty members are encouraged to participate in Honors work by teaching Honors courses and by directing senior projects. More complete information about the program can be obtained through the Honors Program office.

Writing Across the Curriculum

To emphasize the importance of writing both as an essential skill and as a tool for learning, the College requires students to take four Writing-Intensive courses for graduation. "Intensive" refers more to the integration of writing into the course (i.e., use of writing assignments to familiarize students with the material of the course) rather than to the sheer amount of writing involved (i.e., lengthy research papers). Instructors not only assign and evaluate writing assignments but also provide instruction and coaching as students learn to improve their writing skills through revision of successive drafts of at least some assignments. More details about this program are given in the Undergraduate Bulletin.

Page updated: Friday, August 14, 2009

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