Academic Governance at Purdue University Global
About Governance at Purdue University Global
Purdue University Global (PG) maintains a comprehensive governance structure, as described in our Academic Governance Manual. All employees of PG are bound by this Manual and the pertinent academic regulations appearing in the University Catalog and/or Catalog Addenda, Faculty Handbook, and Employee Handbook, except as otherwise noted. The Manual is amended from time to time by the PG Board of Trustees (Board), whether acting on its own initiative, based on a recommendation from the president or chancellor, or based on a recommendation from the faculty.
The faculty, acting through the Academic Administrative Council, may propose amendments to the Board for its consideration. Any such must first be submitted to or initiated by the office of the chief academic officer (for administrative review), and then must be submitted by the chief academic officer to the AAC for approval. If approved, proposals recommended via this procedure are then sent to the Faculty Senate (Senate) for review and action. If approved by the Senate (a two-thirds majority is required), the proposed amendment is then presented to the Board for review and action.
The Board reviews and confirms the currency of this Manual at least every 3 years, and nothing in our processes restrains the Board from taking such action or making such amendments to this Manual as it determines to be necessary in the discharge of its legal and governance responsibilities.
The academic organization of PG consists of the president, the chancellor, the chief academic officer, deans, assistant and associate deans, department chairs, and faculty.
The president of Purdue University serves ex-officio as the president of PG, who reports to the PG Board in that capacity. The head of the academic organization of PG is its chancellor, who reports to the president. In addition to performing duties customarily associated with the chancellors of regional campuses within the Purdue system, the chancellor performs such duties as the Board or the president may prescribe from time to time. The academic deans report to the chancellor of PG. Nonacademic support operations report to the Board through the chancellor and are conducted under the Board’s ultimate direction and control, with coordinating support provided by an advisory committee established by the Board.
Subject to the authority of the Board, and in consultation with the chancellor and the president, the faculty has authority and responsibility to recommend policies and practices designed to ensure the academic integrity, quality, and excellence of the University. In accordance with our charter, the Board has the ultimate authority to prescribe the curricula, courses of study and degree programs offered by the University. Subject to that authority, the faculty has the responsibility to recommend specific course offerings and other features of the curricula.
Faculty status and duties related to University service are voluntary and by invitation from the chief academic officer. Faculty members whose schools operate under specific statutory and regulatory authority are expected to align their practices and procedures with those external statutes and regulations, even if those practices and procedures differ from those in this Manual.
The chancellor or chief academic officer, in consultation with the president, may initiate other standing and/or ad hoc committees, task forces, and working groups as necessary to assist in the furtherance of University goals and initiatives.
Standing University Governance Committees
Academic Administrative Council
This serves as the internal body for administering academic governance and ensuring the academic integrity, quality, and excellence of the University. Its members reflect and represent the rich and diverse University community, and its functions encompass advising the Board, through the chancellor, on all matters related to institutional academic success, including but not limited to: administering the University’s academic governance system; monitoring and supporting its long-range plan; promoting best practices and alignment across all the University’s academic and administrative functions; maintaining academic policies and procedures to guide the University in carrying out its mission and programs; and maintaining and improving institutional and/or programmatic accreditation.
The Faculty Senate provides a forum for faculty representatives to discuss faculty and academically related issues and to provide recommendations concerning such to the chief academic officer. It also reviews and approves such proposed amendments to the Academic Governance Manual as have originated from the faculty (subject to final review and approval by the Board of Trustees); and provides final review and approval for all faculty waivers.
Accreditation Steering Committee
This body provides ongoing oversight of and advice about the University’s compliance with accreditation standards and its relationships with accrediting bodies and other regulators.
Center for Teaching and Learning Advisory Committee
The Center for Teaching and Learning (CTL) Advisory Committee advises the CTL in its work helping instructors improve their instructional delivery skills, expand their knowledge base, develop as scholars, and add to their practitioner skills.
Institutional Review Board (IRB)
Institutional Review Board is a review body established to protect the rights and welfare of human subjects recruited to participate in research activities conducted on or by PG stakeholders. The IRB reviews and monitors all human subject research in compliance with: the University’s Federal Wide Assurance (FWA 0001056); all local, state, and federal laws; PG policies and procedures; and the highest standards of ethical conduct and practice.
Faculty Curriculum Committee
The Faculty Curriculum Committee provides guidance, advocacy, and oversight of the University curriculum to ensure it is academically sound and serves the University’s mission, purposes, and the educational needs of our students. It reviews all curriculum proposals and approves all credit-bearing curricula and specializations, including proposals for new courses, course revisions, and deleted courses. It also recommends proposals for approval, denial, modification, or tabling to gather more information about the impact of the curriculum proposal on the University.
General Education Literacy (GEL) Committees
The General Education program is overseen by faculty subject-matter experts from across the University sitting on eight independent committees: Arts and Humanities, Communication, Critical Thinking, Ethics, Mathematics, Research and Information, Science, and Social Science. The committees are responsible for writing the GEL course outcomes and rubrics tied to each literacy, reviewing and approving the assignments that map to these GELs, and providing subject-matter support in terms of training, consulting with faculty course developers, creating sample assignments, etc.
Professional Competency Committees
The Professional Competencies (PCs) are overseen by faculty subject-matter experts from across the University sitting on six independent committees: Teamwork, Leadership, Multiculturalism and Diversity, Personal Presentation, Graduate Communications, and Graduate Problem Solving and Critical Thinking. The committees are responsible for writing the PC course outcomes and rubrics tied to each literacy, reviewing and approving the assignments that map to these PCs, and providing subject-matter support in terms of training, consulting with faculty course developers, creating sample assignments, etc.
Program Steering Committee
The Program Steering Committee is charged with evaluating proposals for new and revised degree programs and monitoring ongoing program review. This body reviews proposals for new and revised programs and makes recommendations to the University Board of Trustees; recommends programmatic changes based on ongoing program review; and assesses the scope of programmatic offerings in the University’s portfolio to ensure they are consistent with the institution’s mission, vision, and values.
Assessment Advisory Committee
The Assessment Advisory Committee is responsible for providing stakeholder input into University-wide assessment initiatives and projects and monitoring execution of those goals and projects.
The Library Advisory Committee provides input and guidance on the Library’s policies and strategies.
The Academic Appeals Committee reviews student appeals for plagiarism and grade changes, ensuring that each appeal is evaluated fairly and within the policy guidelines of the University.
Student Advisory Board
The purpose of the Student Advisory Board is to provide a forum for student representatives to discuss academic-related issues and provide recommendations concerning such issues to the chief academic officer. This group will discuss matters pertaining to the academic quality of the University and may make recommendations regarding academic issues, policies, and procedures to the chief academic officer.