1.7 Office of the President

The President, the chief executive officer of the University, is empowered to perform all actions to make effective the policies of the Board of Supervisors for the University of Louisiana System. The President is charged with the overall responsibility for the organization and administration of the University in accordance with the authority vested in the President by the Board of Supervisors.

1.7.1 Scope of the Office

The President appoints and employs University personnel in accordance with applicable state law and Board of Supervisors’ policy. In practice, the President relies upon various administrative officers and faculty bodies to recommend policies and procedures, but retains the authority to administer the University in accordance with provisions of applicable state law and policies of the Board of Supervisors for the University of Louisiana System.

The Board grants authority to the presidents of the colleges and universities within the University of Louisiana System, or their designees, the right to hire or dismiss any classified employee in compliance with state law and appropriate Civil Service Commission regulations. All such action should be reported on System personnel forms.

1.7.2 Board Rules Governing Presidents

The Board of Supervisors for the University of Louisiana System Board Bylaws and Rules provides specific considerations for the office of President in regards to: Contractual Arrangements, Compensation, Presidential Housing and Related Services, Presidential Expenses, and Policies Concerning Presidential Vacancies.

1.7.3 Administrative Hierarchy

In the absence of the President, the chain of command specified in the current Organizational Chart reported to the Board of Supervisors is functional.

1.7.4 Offices Reporting Directly to the President

The following offices, groups, and personnel report directly to the President:

1.7.4.1  Executive Vice President for Finance and Administration/Chief Financial Officer

1.7.4.2 Provost and Vice President for Academic Affairs

1.7.4.3 Vice President for Student Affairs

1.7.4.4  Vice President for Collegiate Athletics/Athletic Director

The Vice President for Collegiate Athletics/Athletic Director has direct responsibility for the University’s NCAA Division I Intercollegiate Athletics Program, including 17 varsity sports and more than 300 student-athletes. The position supervises a staff of approximately 75 and represents the University within the Southland Conference and nationally. The Vice President for Collegiate Athletics/Athletic Director reports to the President and serves as a member of the President’s Cabinet.

1.7.4.5  Internal Auditor

The Internal Auditor conducts audits for a variety of programs.  These audits ensure the legitimate use of funds and determine compliance with applicable rules, regulations, and laws.

1.7.4.6 Associate Athletic Director for Compliance and Administration

The Associate Athletic Director for Compliance educates, monitors and provides oversight in all institutional, Southland Conference and NCAA athletics rules and regulations. These rules include, but are not limited to, eligibility, recruiting and membership. The position also assists in athletics event operations.

1.7.4.7 SACSCOC Liaison

SACSCOC Liaison is responsible for the following: 

• Ensuring that compliance with accreditation requirements is incorporated into the planning and evaluation process of the institution; 
• Notifying SACSCOC in advance of substantive changes and program developments in accord with the substantive change policies of the Commission; 
• Familiarizing faculty, staff, and students with SACSCOC’s accrediting policies and procedures; Serving as the primary contact person for SACSCOC staff; 
• Coordinating the preparation of the annual profiles and any other reports requested by SACSCOC; 
• Serving as a resource person during the decennial review process and helping prepare for and coordinating reaffirmation and other accrediting visits;  
• Ensuring that electronic institutional data collected by SACSCOC is accurate and timely,
  including information regarding the institution’s off-campus instructional sites, educational
  programs, and student achievement data and ensuring that institutional information in the SACSCOC database is current and periodically updated; and 
• Maintaining a file of all accreditation materials.

1.7.4.8 EEO Coordinator

The EEO Coordinator serves to provide guidance for human resource functions, including all phases of labor relations, regulatory and EEO compliance. Reporting to the President, this role helps ensure that the compliance aligns with the mission, vision, values, and strategic direction of the University.

1.7.4.9  Faculty Athletic Representative

The Faculty Athletic Representative (FAR) is the representative of the President in faculty-athletic matters. It is the responsibility of the FAR to keep the President informed of all matters of significance pertaining to the athletic program and the student-athlete population. This position provides a direct liaison between the intercollegiate athletics program and the university community. Additional responsibilities of FAR include communicating with coaches, working in conjunction with athletes and professors to ensure success, and if necessary, meet with athletes and professors to improve communication and resolve potential issues.

1.7.4.10 Ombudsman

The faculty ombudsperson assists faculty in handling university-related conflicts or complaints. The office is a strictly confidential, impartial, and informal problem-solving resource. Additionally, the office operates independently of any other entity at the university and reports administratively to the president. The ombuds assists faculty in identifying and evaluating options and solutions to problems.  The office supplements, but does not replace, existing formal grievance mechanisms at the university. Contact with the ombuds does not constitute notice to the university. 

1.7.4.11 Faculty Fellows

The Faculty Administrative Fellow works directly with the President and other members of the University Administration on projects assigned through the President’s Office.

1.7.4.12  Executive Director, Coastal Center at Nicholls State University

The Executive Director of The Coastal Center is responsible for executing the vision, mission, goals and objectives of The Coastal Center. The executive director is responsible for identifying and leveraging existing resources and building a broad coalition (collaboration with industry and partner organizations), identifying and developing a budget and strategic development plan to raise funds (financial sustainability) will all streams of revenue, developing and implementing areas of research and programmatic support that fulfill goals and objectives consistent with the Coastal Protection and Restoration Authority’s (CPRA) Master Plan and MOU with Nicholls State University, and supervises operations and staff.

1.7.4.13  Executive Director, Universities of Louisiana Maritime Academy

The Executive Director serves as ULMA’s primary leader, internal manager, strategist, and external champion. Reporting directly to the President of Nicholls State University, the Executive Director is responsible for managing the processes to secure ULMA’s federal designation. The goal of the Universities of Louisiana Maritime Academy (ULMA) is to provide high-quality education that meet the maritime industry’s critical workforce needs by expanding students’ access to opportunities along Louisiana’s waterways, across the nation, and globally.

1.7.4.14 Director, Chef John Folse Culinary Institute

The Director of the CJFCI reports to the President of the University for administrative and fundraising duties, and to the Department Head for teaching/programmatic duties. The Director of the CJFCI serves to engage with donors to support the programmatic goals of the Institute focusing on fundraising to provide for facility enhancements, operational expenses, and recruiting. The Director will develop and implement strategies, initiatives, and events to generate interest in, and awareness of, the CJFCI. Other responsibilities include market research, programmatic development, and writing and editing for print and web publication, advertising, and social media. Additionally, the Director will ensure building and operations integrity, and support the teaching needs within the program.

1.7.4.15 Assistant Vice President for Institutional Effectiveness, Access, and Success

The Assistant Vice President for Institutional Effectiveness, Access, and Success oversees accreditation issues as related to the university.  The Assistant VP serves as SACSCOC Liaison, therefore, reporting to the President and/or the Provost and Vice President for Academic Affairs on academic issues relative to planning and assessment. The Assistant VP directly supervises various university directors, namely the Director of Academic Services, Executive Director of Enrollment Services, Director of Assessment and Institutional Research, Director of International Student Services, and the Director of Student Success and Retention (QEP).

1.7.5 Groups Reporting Directly to the President

1.7.5.1  President’s Cabinet

The President’s Cabinet, under the direction of the President, is the group that translates into policy and action recommendations of the faculty through Faculty Senate, administrative officers and university committees. Many local policies under which the University operates are formulated by the Cabinet as are institutional responses to policies and procedures initiated at the state level. The Cabinet is responsible for the development of the annual University budget but with broader university constituent group participation.

The Cabinet consists of the President (chair), the Executive Vice President for Finance and Administration, the Provost and Vice President for Academic Affairs, the Vice President for Student Affairs,, the Vice President for Collegiate Athletics/Athletics Director, the Assistant Vice President for Academic Affairs, the Assistant Vice President for Institutional Effectiveness, Access, and Success, the Assistant Vice President for Business Affairs and Ethics, the Director of Human Resources/EEO Coordinator, the President of the Faculty Senate, the Associate Athletic Director for Compliance and Administration, and the Director of Communications and Legislative Affairs.

1.7.5.2  President’s Cabinet Appeals Committee

At the President’s Cabinet Meeting of August 2, 2005, it was approved to replace the prior existing University Council Disciplinary Appeals Committee by establishing the President’s Cabinet Appeals Committee. This Committee will be responsible for reviewing matters appealed to the President and for making recommendations to the President regarding such matters.

The Committee will consist of the President of the Faculty Senate or his/her designee, the SGA President or his/her designee and one representative from the President’s Cabinet. Representation of the President’s Cabinet will be based on the following:

• If the matter involves an academic appeal the Vice President for Student Affairs would be the President’s Cabinet representative.
• If the matter involves a student appeal other than academic the Provost and Vice President for Academic Affairs would be the President’s Cabinet representative.
• If the matter involves a financial matter the Executive Vice President for Finance and Administration would also be included on the Committee in addition to the above President’s Cabinet representative.

1.7.5.3  University Council

The University Council serves to facilitate communication and understanding among the faculty, staff, students, and administration, thereby assisting the University president in coordinating and integrating its programs, policies, and initiatives. The University Council comprises the President’s Executive Team, the President’s Cabinet, divisional leaders from Administrative Affairs, Academic Affairs, Student Affairs, and Athletics, as well as representatives from faculty, staff, and student senates and councils.

1.7.5.4  Athletics Council (See Section 1.16.3.1)

1.7.5.5  The Budget Review Committee (See Section 1.16.3.2)

1.7.5.6  Faculty Compensation and Morale Committee 

Purpose: To address issues and recommend policies related to improving faculty morale and compensation.

Reports to: President

Membership (16):

• Committee Chair (at large faculty member) appointed by the President
• One faculty member from each college and the library appointed by the President (6)
• Academic Deans, and Director of the Chef John Folse Culinary Institute (6)
• Provost and Vice President for Academic Affairs 
• Faculty Senate President and Vice President (2)

Duties/ Procedures:

• Convened by the chair at least once a semester and otherwise as needed.
• Address issues related to faculty compensation and morale.
• Submit policy recommendations to the President.

1.7.5.7  Staff Interest and Development Task Force

Purpose: To address issues and provide recommendations related to improving and enhancing the professional experience and professional quality of life of all staff. 

Reports to: President

Membership:

• President of Unclassified Staff Advisory Council
• President of Classified Staff Advisory Council
• One unclassified staff representative from each of the following:
  • Academic Affairs
  • Student Affairs
  • Finance and Administration
  • Collegiate Athletics
  • President’s Office (to include any areas that report directly to the President outside of the above-listed divisions)
• One classified staff representative from each of the following
  • Academic Affairs
  • Student Affairs
  • President’s Office (to include any areas that report directly to the President outside of the above-listed divisions)
• Two classified staff representatives from Finance and Administration
• Vice President for Student Affairs
• Director of Human Resources
• Ex officio members
  • Budget Officer
  • Director of Communications

 Duties/ Procedures:

• Chair will be a member of the Committee and appointed by the University President
• Convene by the Chair at least once per semester, with frequency being determined by the Committee as needed.
• Address issues and practices related to staff
• Submit policy and other recommendations to enhance staff professional experience

1.7.5.8  R1/R2 Committee (See Section 1.16.3.16)

1.7.5.9 The Space Utilization Committee (See Section 1.16.3.15)

1.7.5.10 Grievance Committee (See Section 1.16.2.5)

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