Current University Officers
Current University Officers
Policy
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Document Number: HR--100 Revision #: 2.0
Document Owner: Human Resource Office
Date Last Updated: 10/01/2025
Primary Author: Director of Human Resources Status: Approved
Date Originally Created: 11/03/2011
Revised: 07/11/2013, 10/01/2025
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General Description
Description: The President of the University appoints senior Executive Administrative Team as necessary. Executive Administrative Officers have the responsibility to oversee and manage the operations of the University. Current organizational charts are available to the Faculty and Staff of Cumberland University through the offices of Human Resources and President, University intranet, University web site, University catalog and University Policy and Procedure handbook.
Scope: All faculty, staff, students, and administrators
Responsibility: Director of Human Resources
President
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Requirements
Relevant Knowledge: In order to comply with this policy you should know:
Current University policy
Standard company policies
Standards of good practice
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Policy Provisions
1. The President
The President is the Chief Executive Officer of Cumberland University and principal administrative official responsible for all operations of the University. The President makes the final decision on all hires and policy.
2. Provost and Vice President for Academic Affairs
The Provost and Vice President for Academic Affairs is the principal administrator responsible for the administration and direction of the Undergraduate and Graduate Academic Programs and reports to the President.
Responsibilities include, but are not limited to:
1. Responsible for the overall administration and quality of the University Academic programs, Undergraduate and Graduate, while ensuring the highest degree of integrity and internal control.
2. Responsible for visionary leadership in promoting academic excellence in the faculty and academic programs/areas of the University.
3. Responsible for close coordination with and staff support to the Academic Affairs Committee of the Board of Trust.
3. Associate Provost
The Associate Provost reports to the Provost and Vice President for Academic Affairs, and the President.
Responsibilities include, but are not limited to:
1. Assistance to the Provost and Vice President for Academic Affairs, chief advisor on matters relating to academic affairs, strategic management of educational programs, instructional effectiveness and academic assessment.
2. Assistance with academic program development, comprehensive program assessment, programmatic accreditation processes, the faculty career development process and the inter-professional faculty development initiative.
3. Promotes efforts to enhance teaching and learning, academic and professional excellence, improvement of the overall quality of the academic experience
4. Assistance with curricular matters and maintaining integrity with regard to the University's Academic Policies.
5. Liaison to the University Curriculum Committee.
6. Assistance with academic leadership for the University by fostering collaboration among disciplines and working with faculty and academic administrators, university wide.
4. Academic Deans
Deans participate in the advising of students, instruction, and building program support. Deans lead the assessment process in their School and serve as a mentor to faculty. They will schedule regularly meetings with Program Directors and the faculty of the School. The Dean will review all faculty workloads and class schedules to ensure policies are followed. In addition, each Dean will be familiar with the work, achievements, and needs of all of the School faculty members.
Responsibilities include, but are not limited to:
1. Supervision of the instructional program
2. Faculty recruitment and development
3. Curriculum development
4. Scheduling of classes and space
5. Budgeting
6. Reports
4.1 Faculty Recruitment and Development
School Deans should serve in an advisory capacity, or as a member of each search committee within their School, assuring that guidelines for faculty search (including taking the lead to ensure that advertisements for open positions are published in a temporally effective manner) are followed in recommending new faculty to the Provost and Vice President for Academic Affairs. He/she must ensure that all faculty and courses are evaluated annually and that policy is followed regarding promotion and merit award. With regard to this, the Dean should conduct evaluation conferences as outlined in the faculty evaluation policy. He/she should encourage faculty participation in professional organizations and attendance at special conferences designed to enhance their areas of emphasis and /or teaching skills.
4.2 Curriculum Development
The School Dean should be progressive and attentive to curriculum development within his/her school. Assessment of current programs and trends in the market for both students and jobs should be thoroughly investigated to ensure that courses and curriculum offered meet the needs of the market and that are economically feasible. School Deans should present all proposed changes of courses, curriculum and programs of study to his/her faculty for review. Upon majority approval, it is the responsibility of the Dean to submit this proposal to the University Curriculam Committee (UCC). Changes should not be submitted for inclusion in the catalog by any Dean without appropriate approval from the Curriculam Committee, Dean’s Council, and the Provost and Vice President for Academic Affairs. Adherence to stated policy should be followed. It is the role of the Dean to ensure that all programs of study are regularly evaluated, revised, enhanced, expanded, improved, and/or discontinued to produce the best possible programs of study for Cumberland University students.
4.3 Scheduling of Classes and Space
The Dean should submit to the Provost and Vice President for Academic Affairs and the Registrar proposed class schedules. The Registrar will assure that instructional space and office space assigned are efficient and prudent, and that the needs of the students are being met in the best possible way.
4.4 Budgeting
The Dean makes recommendations through the Provost and Vice President for Academic Affairs for the operating budget of the school. The assessment of the school, faculty, facilities, students and programs of study should be used as measure for determining priorities and needs. The Dean serves as financial officer of his/her respective school.
4.5 Reports
The School Dean should submit an annual report for activities of the School to the Provost and Vice President for Academic Affairs that will be used in reporting to the Board of Trust. It is also his/her responsibility to submit other reports as requested by the administration.
5. Vice President for Facilities and Infrastructure
TheVice President for Facilities and Infrastructue is the chief administration officer and administrative official responsible for the daily operations of the University, which includes campus services (security, housing, information technology, facilities, grounds, housekeeping, bookstore, food services and the post office), Reports to the President.
Responsibilities include, but are not limited to:
1. Responsible for the overall administration and quality of the Administration systems and operations of the University while ensuring the highest degree of integrity and internal control.
2. Responsible for environmental, fire/safety and OSHA regulations.
3. Responsible for close coordination with and staff support to the Building and Grounds of Commerce of the Board of Trust, and providing support to the Board of Trustees as needed.
6. Chief Financial Officer
The Chief Financial Officer is responsible for directing fiscal affairs of the University and reports to the President.
Responsibilities include, but are not limited to:
1. Responsible for the overall administration, quality, and enhancement of the financial systems and operations of the University while ensuring the degree of integrity and internal control.
2. Responsible for the coordination, assessment, and direction of the University Fiscal Programs, and areas, which include Accounts Receivable, Accounts Payable, Purchasing, Budget, and Financial Reporting and Analysis.
3. Responsible for close coordination with and staff support to the Budget and Finance Committee of the Board of Trust.
7. Vice President for Advancement
Develops policies, plans, and systems for raising private sector support for the University.
Responsibilities include, but are not limited to:
1. Responsible for the overall policy administration and quality of the Philanthropic Fund Raising systems and operations of the University while ensuring the highest degree of integrity and internal control.
2. Responsible for the facilitating, assessment, and direction of the Fund Raising areas, which include Major Gift Philanthropy, Grants, Foundation Giving, Capitol Campaign, Alumni Affairs, and the Office of Development.
3. Responsible for the facilitating, assessment, and direction of the Marketing and Communications Office.
4. Responsible for the facilitating, assessment, and direction of donor research and record keeping of gifts to the University.
5. Responsible for identifying, cultivating, soliciting and recognizing donors.
8. Vice President for Enrollment Services
Develops and implements marketing strategies and systems to increase undergraduate and graduate enrollments.
Responsibilties include, but are not limited to:
1. Responsible for the overall administration of the Enrollment Services Office, which include admissions, financial aid, and retention.
2. Responsible for the administration and coordination of software applications that monitor prospective students throughout the application process.
9. Vice President for Athletics
Manages all aspects of the University's athletic program.
Responsilities include, but are not limited to:
1. Recruitment and hiring of athletic coaches.
2. Scheduling athletic events.
3. Closely monitoring athletic budgets.
4. Representing the University within the National Association of Intercollegiate Athletics (NAIA).
5. Scheduling game officials (ie. umpires and referees)
10. Dean of Students
Responsibilities include, but are not limited to:
1. Responsible for the coordination, assessment, and direction of the Student Services programs and areas including the following units: Student Life (all student organizations), Student Activities (including all intramural and extracurricular activities), Counseling, Disability Services, and Residence Life and Greek Affairs.
2. Collaborates across all campus units to develop programming to address student needs.
3. Responsible for reviewing, developing, and enforcing a wide range of University policies and procedures including alcohol and drug prevention and education programing.
4. Responsible for large campus events such as Commencement, Convocation, as well as collaborating on planning Colloquium and Freshmen Orientation planning, etc.
5. Responsible for the Cumberland Mobile App content and usage for engagement and retention purposes.
11. Executive Director, Office of the President
Serves as the admiinstrative assistant to the President and the secretary to the Board of Trust.
Responsibilites include, but are not limited to:
1. Manage the President's schedule and calendar.
2. Coordinate meetings of the Board of Trust and Board of Trust Committees.
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Subject Experts
The following may be consulted for additional information.
Director of Human Resources