Board of Trustees Manual
Appendix G — Standing Committees
Duties of Standing Committees
The duties of each standing committee are set forth below.
Agriculture and Natural Resources Committee
The Agriculture and Natural Resources Committee shal consider and recommend policies governing the Division of Agriculture and Natural Resources and of the Public Service Activities of the University.
The principal liaison to the Committee shall be the Vice President for Public Service Activities and Agriculture.
The duties of the Agriculture and Natural Resources Committee include:
- Review for the Board the overall plans, goals and objectives of the Division of Agriculture and Natural Resources and the fulfillment of the objectives of the Public Service Activities (PSA) of the University
- Study the administrative structure of the Division of Agriculture and Natural Resources
- Evaluate, as directed by the Board, all off-campus lands in coordination with other appropriate committees
- Evaluate, as directed by the Board, proposed gifts of off-campus land to the University and disposition of University lands in coordination with other appropriate committees
- Act for the Board in establishing necessary liaison, as well as advice or counsel, to the Division of Agriculture and Natural Resources in funding for PSA
- Ensure for the Board that a full range of planning in the Agriculture and Natural Resources area is in constant updating for both annual and long-term plans.
The Mission of the Board of Trustees Compensation Committee is to ensure Clemson University’s compensation policy is market-level competitive, supports achievement of top 20 status, maintains R1 Carnegie classification, and continued excellence in the University’s athletic programs. Such policy must apply to all faculty, staff, administrators and coaches. The Board has delegated administrative authority to Clemson University’s President, Chief Human Resources Officer, and Executive Leadership Team to implement the policy. Further, the Board expects Clemson University's compensation policy and implementation procedures to be consistent, driven by budgetary constraints and good fiscal stewardship, tied directly to employee performance that is linked to objective standards, and targeted at competitive market levels for similar jobs in local, state, regional or national markets as appropriate.
The Compensation Committee is responsible for ensuring compliance and consistent application of the compensation policy and reviewing and approving exceptions when appropriate. Examples of responsibilities include:
- The Compensation Committee reviews and approves the Compensation Charter, Compensation Policy and Compensation Guidelines annually. This will be an agenda item at February Compensation Committee meetings.
- The Compensation Committee reviews annual reports of relevant salary survey data and Clemson’s salary structure relevant to the market position and provides input and direction as necessary to achieve the university’s strategic goals.
- The Compensation Committee provides review and approval of all deviations from the compensation guidelines.
- The Compensation Committee provides review and approval of all salary actions for the president and academic administration and any other direct report to the president as shown in appendix A.
- The Compensation Committee approves and is notified, in advance, of all compensation and contractual actions for the athletic staff associated with Appendix B, which includes all Football and Men’s Basketball coaches, the Head Baseball coach and any Athletics staff salary with exposure above $500,000.
- The Compensation Committee reviews the Board’s evaluation of the President and makes recommendations for the President's compensation.
- The university administration is authorized to establish a salary of $200,000 or greater when the salary is no greater than the 75th percentile of the appropriate market range. For hiring salaries greater than $200,000 and the 75th percentile of the appropriate market range, documented written approval by the appropriate Vice President, the Chief Human Resource Officer, the President and the Compensation Committee is required. These approvals may not be delegated.
- The administration (CHRO) will provide a quarterly report of all hiring salaries and salary changes for individuals whose salary or total taxable compensation package is equal to or exceeds $200,000 The quarterly report will include justification, including relevant market and performance data supporting the given hire or salary action.
- Pursuant to Chapter VUI of the Trustee Manual, the Compensation Committee will consider and take appropriate action regarding potential conflicts of interest identified for individual trustees.
The composition of the Compensation Committee shall be the chair of the Board of Trustees, the past chair of the Board of Trustees, and one member appointed by the chair. If the past chair is an emeritus trustee, the chair will appoint two members. The composition of the committee is intended to be small so that it may remain flexible and respond promptly to needs of the administration. The administrative liaison shall be the Chief Human Resources Officer.
Educational Policy Committee
The Educational Policy Committee shall consider and recommend policies governing the educational activities of the University.
The principal liaison to the Committee shall be the Executive Vice President for Academic Affairs and Provost.
The duties of the Educational Policy Committee include:
- Ensure that the Trustees oversee the planning of the academic affairs of the University.
- Study the administrative structure of the academic area.
- Review for the Board of Trustees suggested revisions of the Faculty Manual.
- Act for the Board in reviewing accreditation procedures for the purpose of professional and regional accreditation.
- Study each year the effectiveness of academic budgeting.
- Review periodically policies relating to teaching and research.
- Make evaluations of academic segments of the University in accordance with the schedule of review of major University units.
- Coordinate relationships with the Commission on Higher Education.
- Give Board leadership to constantly update the mission statement of the role of Clemson University in South Carolina higher education.
- Coordinate the policy development part of an academic plan as the basic planning document of the University, with appropriate supporting plans on finance, organization, administration and physical plants.
- Review for the Board the Administration’s academic planning efforts and see that all plans are coordinated, feasible and within the role and mission of the University.
Executive and Audit Committee
The Executive and Audit Committee is composed of the Chair of the Board and the Chairs of the standing committees. The Chair of the Board is Chair of the Executive and Audit Committee. The Executive and Audit Committee shall meet at the call of the Chair.
The principal liaisons to the Executive and Audit Committee are the President and the Executive Secretary.
The primary purpose of the Executive and Audit Committee is to assist the Board of Trustees of Clemson University in discharging its responsibility relative to monitoring the University’s system of internal control, accounting policies and financial reporting procedures. The Committee serves as the focal point of communication between the Board of Trustees, outside auditors, the Internal Auditor, and state and federal agency auditors
The Committee normally meets at least four times annually.
The duties of the Executive and Audit Committee include:
- Conduct the original review of administrative matters such as organization of the University, appointment systems, personnel administration, fringe benefits, achievement of goals and objectives, administrative policies and similar matters not within the purview of any other committee of the Board.
- Recommend the content and format of the Agency Head Evaluation concerning the President.
- Approve the appointment or removal of the Internal Auditor including department reorganization or audit personnel changes.
- Approve requests for accounting and auditing services prior to their submission to the State Auditor.
- Review annually and approve the Internal Auditor’s charter, the annual internal auditing plan, staffing needs and budget requirements.
- Ensure that the Internal Auditor has sufficient independence to conduct audits without management interference.
- Review all significant findings and recommendations noted by the Internal Auditor or outside auditors.
- Meet periodically with appropriate members of the University Administration, the Internal Auditor and independent auditors to discuss and evaluate the scope and results of audits and the University’s accounting procedures and controls.
- Provide periodic reports to the Board of Trustees that summarize the activities of the Committee.
- Receive and review all outside audits of the University or University-related organizations.
- Review and approve the University’s liability insurance (Tort Liability and Directors and Officers Liability Insurance).
- Periodically review the performance of the Athletic Department and consider and recommend policies governing the University’s Intercollegiate Athletics Programs ensuring that University policies align intercollegiate athletics with the mission, vision and values of higher education.
- Review on an annual basis the NCAA compliance program of the Athletic Department and academic progress reports of student athletes.
- Review annual reports on policies related to Equitable Treatment to include the University’s Affirmative Action Programs and those related to the Americans with Disabilities Act of 1990.
Finance and Facilities Committee
The Finance and Facilities Committee shall consider and recommend policies and procedures governing all aspects of the University’s budgeting, financing, expenditures, financial reporting, construction and maintenance facilities, and acquisition and disposal of capital assets, and Human Resources. The Committee maintains authority to establish policy direction of the investment of University funds.
The principal liaison to the Committee shall be the Vice President for Finance and Operations.
The duties of the Finance and Facilities Committee include:
- Make the primary analysis of the proposed budget of the President and recommend the action to be taken thereon by the Board.
- Consider and recommend policies and procedures governing all aspects of the University’s budgeting and financing.
- Give policy direction to the University’s investment and cash management programs.
- Ensure an effective system of expenditure control is in effect.
- Ensure there are adequate accounting controls and procedures regarding transactions associated with the University’s related organizations.
- Ensure there is adequate financial reporting to the Board, together with proper interpretations of such reports.
- Recommend policies and procedures to govern the University’s permanent improvement process.
- Review and recommend action on all proposals to acquire or dispose of capital assets of the University and determine the impact of such acquisitions or disposals on the financial stability of the University.
- Review for the Board the overall plans, goals and objectives of the University and judge their feasibility in terms of available and potential financial resources.
- Review for the Board the management of the University on-campus lands.
Institutional Advancement Committee
The Institutional Advancement Committee shall consider and recommend policies to govern fundraising activities of the University and shall maintain continuous policy review over the public affairs, public relations and alumni relations activities of the University.
The principal liaison to the Committee shall be the Vice President for Advancement
The duties of the Institutional Advancement Committee include:
- Represent the Board regarding the primary concern with fundraising potential of the University.
- Ensure that a full range of fundraising programs are developed, including gifts from alumni, friends, parents, corporations, foundations, associations and trusts; ensure that these gifts are secured in all forms including annual, capital and planned.
- Coordinate with the Finance and Facilities Committee in the acquisition of new physical facilities financed by private support.
- Ensure that there is a well-developed plan each year for the fundraising goals of the University and see that this plan is used and is effective.
- Aid in the coordination of decentralized fundraising efforts throughout the University.
- Guide and support the efforts of the University to secure outside funds for physical plant additions.
- Serve as the primary link to the Board regarding the major capital campaigns of Clemson University.
- Maintain continual policy review over the image enhancement and public relations activities of the University, including the institution’s publications, its graphic presentations, its electronic communications and its agricultural communications.
- Guide the University’s news- and media-related philosophies and policies.
- Recommend to the Board changes and updates related to Institutional Advancement as needed.
- Review the University’s alumni relations programs which serve, involve and inform the alumni of the affairs of Clemson University.
- Serve as the link to the Board for the Clemson Alumni Association and the Clemson University Foundation.
- Set the calendar for the Board in relation to the University’s public affairs, alumni relations and fundraising efforts each year.
- Assure that there are specific development plans each year to guide these efforts and evaluate results secured.
- Act for the Board of Trustees as liaison between it and all alumni and non-alumni entities engaged in furthering the University’s outside support.
- Evaluate proposed gifts to the University and disposition of University assets.
- Review periodic reports on the programs and services of the Conference Center and Inn.
- Ensure for the Board that a full range of planning in the Institutional Advancement area is constant with regard to annual and long-term plans.
The Research and Economic Development Committee
The Research and Economic Development Committee shall consider and recommend policies to support the research mission of Clemson University. These policies adopted shall foster the growth of research both in quality and quantity.
The principal liaison to the Committee shall be the University’s Vice President for Research and the Vice President for Economic Development.
Members of the Research and Economic Development Committee shall be appointed by the Chair of the Board.
The duties of the Research and Economic Development Committee include:
- Review the amount and sources of external funding and the mechanisms to attract additional external funds.
- Review University policy regarding performance criteria, workload, compensation and incentives, recognition of superior performance and professional development of existing employees.
- Review University policy regarding the recruitment of high-caliber faculty, graduate students and support staff.
- Examine administrative infrastructure supporting research. Periodically review University guidelines on space resources, allocations and needs as related to research and productivity.
- Work with University leaders to select metrics of research productivity that are relevant to the University, the market, the academic community and the citizens of South Carolina.
- Review the institution’s performance against past performance as well as against industry standards.
- Review performance against selected metrics.
- Receive and review all significant findings and recommendations noted in semi-annual ARC and triennial certification reports and all other external research-related audits of the University.
- Monitor institutional observance of federally required research compliance rules related to human subjects, animal welfare, recombinant DNA technology and management of toxic wastes.
- Encourage external recognition of high-quality programs through accreditation.
- Examine long-range planning of graduate education, including growth plans for existing and new program areas especially at the doctoral level, and examine financial support of graduate education and aspects of graduate student life related to fostering a vibrant graduate/postdoctoral community.
Clemson University Board of Trustees Manual Appendix G - 7
- Review University intellectual property policies, including licensing and distribution of royalties.
- Examine intercollege and interdepartmental practices to minimize all types of conflicts of interest related to research while encouraging innovation and commercialization of research outputs.
- Review the University’s efforts to explain the role and value of University research internally, within the state and nationwide.
- Review University policies relating to research activities between the three research universities, so as to promote collaboration and remove barriers to cooperative research.
- Receive reports regarding collaborative activities and accomplishments between the three research universities, to include reports of activities within the South Carolina Research Alliance.
Student Affairs Committee
The Student Affairs Committee shall consider and recommend policies related to student development programs and services for students and related constituent groups.
The principal liaison to the Committee shall be the Vice President for Student Affairs. The duties of the Student Affairs Committee include:
- Ensure that the Board is informed on policies governing the entire range of Student Affairs.
- Review periodically policies affecting students including student health and welfare, student housing, student development, counseling and psychological services, campus cultural and recreational programs, and municipal court system, as well as policies pertaining to public safety which include fire protection, law and safety, and parking and traffic control.
- Review for approval by the Board fees and rates recommended by the Administration for major student services including student health and housing.
- Evaluate and review for approval by the Board major capital improvement projects for Student Affairs facilities.
- Review capital fundraising campaigns for Student Affairs programs and facilities.
- Review for approval by the Board recommendations of the Administration for naming student services buildings.
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