Academic Affairs Committee
At the direction and delegation of the Board Chair, the Academic Affairs Committee will consider items and make recommendations to the Board of Trustees, including those traditionally within the purview of the University’s Academic Affairs Division.
The Academic Affairs Committee will advance the goals and core values reflected in the Strategic Plan, and, in conjunction with the Board of Trustees, evaluate the progress made on the Strategic Plan’s directions, actions and outcomes. Operationally, this charge includes consulting with the Provost on all aspects of the academic enterprise, including faculty recruitment and retention; academic accreditation, curriculum, and assessment; academic degrees and grading; admissions and enrollment management; financial aid strategy and, together with the Vice Chancellor for Advancement, financial aid resources. The Committee makes a formal recommendation to the full Board for approval of tenure recommendations.
The Committee oversees the success with which the Academic Affairs Division incorporates UNC Asheville’s core values of diversity and inclusion, innovation, and sustainability into the curriculum, into faculty recruitment and retention, and into admissions and financial aid strategy.
The Provost provides regular updates on the state of shared governance between faculty and administration, including reports from Faculty Senate and updates on faculty initiatives, on campus and in the community.
Administration & Finance Committee
At the direction and delegation of the Board Chair, the Administration & Finance (A&F) Committee will consider items and make recommendations to the Board of Trustees, including those traditionally within the purview of the University’s A&F Division.
The A&F Committee will advance the goals and core values reflected in the Strategic Plan, and, in conjunction with the Board of Trustees, evaluate the progress made on the Strategic Plan’s directions, actions and outcomes. The A&F Committee shall encourage continuous improvement of the University’s operational efficiencies, evolving and resilient organizational structures, inclusive and engaged decision-making, and highly effective communication and collaboration to achieve success relative to the Strategic Plan.
The Administration and Finance (A&F) Committee shall oversee UNC Asheville’s financial viability achieved through multi-pronged, innovative and visionary approaches consistent with the authority exercised by the Board of Trustees, the UNC Board of Governors and the General Assembly.
In collaboration with the Board of Trustees, the A&F Committee shall advise the Chancellor regarding budget development and administration, and oversee (1) the setting, billing, and collection of tuition and fees, (2) the design and construction of campus facilities, (3) acquisition and disposition of real property, (4) the preparation of a campus master plan, (5) operational functions traditionally delegated to the University’s A&F Division (e.g. accounting and financial reporting, human resources, purchasing, information technology and facilities operations), and, subject to applicable state law and UNC Board of Governor’s policy, (6) the fiscal stewardship of all funds under the University’s custody and control.
At the direction and delegation of the Board Chair, the Athletics Committee will consider items and make recommendations to the Board of Trustees, including those traditionally within the purview of the University’s intercollegiate athletics program, subject to applicable NCAA and Big South Conference rules and regulations. Items specifically delegated by the Board of Trustees for consideration include reviewing, and providing recommendations on, multi-year contracts for full-time head coaches and the Director of Athletics, as well as recommending the amounts to be charged for athletics fees based on the activity or service to be funded by the recommended fee. However, ultimate institutional control of, and responsibility for, Athletics Department operations, fiscal integrity and personnel administration rests with the Chancellor.
The Athletics Committee will advance the goals and core values reflected in the Strategic Plan, and, in conjunction with the Board of Trustees, evaluate the progress made on the Strategic Plan’s directions, actions and outcomes.
Consistent with the functions of the Athletics Department, the Athletics Committee may also provide oversight of the following programs or activities: Participating in NCAA compliance audit, reviewing student-athlete academic success, and assisting the Chancellor and the Athletic Director in reviewing UNC - General Administration, Big South Conference, and NCAA-mandated programs [e.g., Athletics Annual Report, NCAA Financial Dashboard, NCAA Institutional Performance Program, Big South Conference Strategic Plan, Mandatory Drug-testing Program, Academic Enhancement Program, Bulldog Athletics Association, Mission Statement, Goals, and Strategies].
Audit and Risk Management Committee
Purpose and Authority
The purpose of the Audit and Risk Management Committee is to assist the Board of Trustees in fulfilling its oversight responsibilities related to:
• Integrity of the University’s financial statements and other financial reporting
• Adequacy and effectiveness of the University’s internal control systems and risk management
• Independence and performance of external and internal audit functions
• Adequacy of the University’s process to monitor regulatory compliance
• Advancing the goals and core values reflected in the University Strategic Plan, and, in conjunction with the Board of Trustees, evaluate the progress made on the Strategic Plan’s directions, actions and outcomes.
The Committee’s duties do not replace or duplicate established management responsibilities and delegations. Instead, the Committee serves in an advisory capacity to guide the direction of management’s actions and sets broad policy for ensuring accurate financial reporting, sound risk management, and ethical behavior.
The Audit and Risk Management Committee is a standing committee of the Board of Trustees. Committee members include the Chair of the Audit and Risk Management Committee, Chair of the Board of Trustees, and two additional trustees. Committee members must be independent of University or associated entity management and free of any relationship that would impair such independence. Members may not receive consulting, advisory, or other fees from the University or an associated entity.
Committee members should be financially literate and if practicable, at least one member should be a financial expert. A financial expert is someone who has an understanding of generally accepted accounting principles and financial statements; experience in preparing, auditing, analyzing or evaluating financial information; experience with internal control and procedures for financial reporting; or an understanding of the Audit Committee function.
The Audit and Risk Management Committee shall meet no fewer than four times per year. The Committee may invite senior officers, external and internal auditors, representatives of the Office of the State Auditor, legal counsel, and others to attend meetings and to provide pertinent information as requested. The Committee may request to meet privately with the independent external and internal auditor. Meeting agendas and related materials will be prepared and provided in advance to members. Minutes of the meeting will be prepared.
The following shall be the principal duties and responsibilities of the Committee:
• Review the audit engagement letter and other significant audit related communications from the Office of the State Auditor and other external auditors as applicable.
• Be available to meet with the State Auditor, the State Auditor staff, and other external auditors for consultation purposes or to discuss judgments about the quality, not just the acceptability, of the University’s accounting principles and underlying estimates in its financial statements or other matters required to be communicated to the Committee under generally accepted auditing standards.
• Review the results of the annual financial audit with the Office of the State Auditor.
• Review all audit reports and management letters for University-associated entities.
Internal Controls and Risk Management
• Consider the adequacy and effectiveness of the internal control systems and self-assessments of operating risks at the University through the reports of activities of the internal and external auditors, and University risk management functions as required, including any recommendations and planned actions.
• Oversee the University’s mechanism for receiving, resolving, and retaining records of complaints regarding accounting, internal control, and auditing matters. Receive briefings regarding significant complaints or misuse of State property.
External and Internal Audit Functions
• Review and approve the internal audit charter and the annual internal audit plan including significant changes to the plan. Review internal audit activity reporting, organizational structure, and performance relative to the annual plan.
• Confirm internal audit efforts to coordinate with external auditors and regulators to provide optimal audit coverage, reduce duplication of work, and use audit resources effectively.
• Review internal audit reports and summaries of external and internal audit activities. Receive reports on significant findings and recommendations, along with management’s response.
• Review and resolve any significant disagreement between management and the Office of the State Auditor, the Office of Internal Audit, or other external auditors in connection with the preparation of the financial statements or with other audits.
• Provide a direct channel of communication to the full Board of Trustees for the Director of Internal Audit and the Office of the State Auditor.
• Monitor the effectiveness of the internal audit function, including adherence to the Institute of internal Auditors’ mandatory guidance including the International Standards for the Professional Practice of Internal Auditing.
• Consult with the Chancellor regarding the selection and removal of the Director of Internal Audit. The Director of Internal Audit reports administratively to the Chancellor and functionally to the Board of Trustees through the Audit Committee.
The Committee may modify or supplement these duties and responsibilities as needed, and may be assigned additional responsibilities or recommendations to consider in the discretion of the Board Chair. The Committee, with the assistance of the General Counsel and the Director of Internal Audit, shall periodically review and assess the adequacy of the Audit Committee Charter.
Student Affairs Committee
At the direction and delegation of the Board Chair, the Student Affairs Committee will consider items and make recommendations to the Board of Trustees, including those traditionally within the purview of the University’s Student Affairs Division. Specific items currently delegated to the Student Affairs Committee include:
1.) Recommending to the Board of Trustees the type, level, and extent of student services to be developed and maintained for the purpose of advancing student success (currently delegated to the campus).
2.) Recommending to the Board of Trustees appropriate policies related to campus safety, traffic, parking, and associated fees.
3.) On behalf of the full Board, hear appeals of certain student conduct appeals when the sanction is suspension or expulsion, and when the student seeks appeal beyond University administration.
The Student Affairs Committee will advance the goals and core values reflected in the Strategic Plan, and, in conjunction with the Board of Trustees, evaluate the progress made on the Strategic Plan’s directions, actions and outcomes.
Consistent with the functions of the University’s Student Affairs Division, the Student Affairs Committee shall also advise the Chancellor and the Board of Trustees on the Division’s operations and other Student Affairs-related topics, including campus safety and security issues, and capacity planning for residential space.
University Advancement Committee
At the direction and delegation of the Board Chair, the Advancement Committee will consider items and make recommendations to the Board of Trustees, including those traditionally within the purview of the University’s Advancement Division.
The Advancement Committee will advance the goals and core values reflected in the Strategic Plan, and, in conjunction with the Board of Trustees, evaluate the progress made on the Strategic Plan’s directions, actions and outcomes.
The Advancement Committee shall also play a visionary role in overseeing and facilitating ongoing philanthropic support for UNC Asheville through multi-channeled best practices and innovative approaches to fundraising. Governed by authority vested in the University’s Board of Trustees and the UNC Board of Governors, the University Advancement Committee works in harmony with the UNC Asheville Foundation Board of Directors and the Endowment Fund Board of Trustees. The Advancement Committee shall encourage continuous improvement and expansion of the University Advancement Division’s organizational capacity, so that the University’s revenue streams are diverse and divisional plans and approaches evolve to adapt to the ever-changing philanthropic landscape.
In collaboration with the Board of Trustees and consistent with the operational functions of the University Advancement Division, the Advancement Committee shall be responsible for providing advice to the Chancellor regarding gift acceptance, fundraising goals and objectives, donor cultivation, and associated policies, in order to sustain the University’s pursuit of its mission and strategic plan. In addition, the Committee will work with the Chancellor and Vice Chancellor for University Advancement on all comprehensive or capital campaigns, and participate in preserving, maintaining, and managing all properties, funds, and other things of value, which constitute all or any part of the University’s endowment or trust funds. From time to time, the University’s lead for communications, marketing and branding will update the Advancement Committee on work and efforts in these areas.
Other duties delegated to the Board of Trustees by the Board of Governors, as outlined below, may be considered by the full Board or be assigned to ad hoc committees for study and recommendation, as the situation warrants. These include:
1. Appoint, promote and approve the compensation for all academic and administrative personnel who are exempt from the State Human Resources Act, with the exception of the Chancellor (currently delegated to the campus).
2. Approve names of all individuals identified to receive an honorary degree or distinction from the institution.
3. Prepare and maintain a campus master plan for the physical development of the institution.
4. Adopt personnel policies not otherwise prescribed by state law, University Code or Board of Governors, for personnel in all categories of university employment (currently delegated to the campus). (Policies regarding academic tenure and promotion must be reviewed by the senior vice president for academic affairs and the UNC general counsel and approved by the UNC president).
5. Evaluate the performance of the Chancellor in the spring of a Chancellor’s fourth year, and every four years afterwards, as outlined in Board of Governors’ Policy 200.1.
6. Oversee selection of the Chancellor: Establish search committee, share responsibility with UNC president for search committee budget and staffing, make preliminary report to the president before interviews, and recommend at least two names for consideration by the president.