Prepared by Faculty Affairs Committee and SVPAA/Dean of the Faculty

2 

 

PREFACE The 2011-2012 Faculty Handbook reflects Urbana University policy as of the date of approval, and it supersedes all previous publications and revisions of Urbana University faculty handbooks. The purpose of the Faculty Handbook is to provide all members of the faculty with knowledge of the policies, regulations, practices, and expectations of Urbana University. While the Faculty Handbook is not intended to be a comprehensive statement of University policy, it provides many answers to questions of immediate concern to faculty. Adherence to the policies and procedures outlined in this document is incumbent upon both faculty and administration of Urbana University. Procedure for Revising the Faculty Handbook

Revision of the Urbana University Faculty Handbook will be a continuous process. Each academic year, a current edition of the handbook will be available to all faculty. Changes to the Urbana University Faculty Handbook may be proposed by the Administrative Council, Council of Deans, the Faculty Assembly, Faculty Affairs Committee, or any individual faculty member. If a change involves the adoption of a new or revision of existing policies, it shall be recommended by the Administrative Council and forwarded to the Faculty Assembly for approval. Upon approval by the Faculty Assembly, it shall be referred to the VPAA to be presented to the President for consideration. Upon the President's recommendation, the proposed change will be presented to the Board of Trustees for consideration. If the Board approves the proposed change, the VPAA will contact the Faculty Affairs Committee within one month of the Board of Trustees’ meeting to implement said changes. Any questions concerning information given in the Urbana University Faculty Handbook should be addressed to the VPAA. The VPAA is responsible for editorial revisions in consultation with Faculty Affairs Committee, changes reflecting University or academic reorganization, and clarification of existing policies and procedures. Any duly approved electronic edition of the Faculty Handbook supersedes the print copy published by the Office of the VPAA. Having access to an online Faculty Handbook ensures that the University Faculty is kept current with the basic governing documents of the University; all general and faculty-specific policies and procedures related to conditions of employment, contractual obligations, tenure review, appeal processes, and compensation and benefits; and ancillary information on University support areas, and University committees, councils, boards, organizations and associations that have links to the faculty and the campus as a whole. The main sections of the Faculty Handbook will be updated every year by the Faculty Affairs Committee, and links will be checked periodically so faculty will have immediate access to revised Web sites and/or documents.

3 

 

Acknowledgements

Parts of this handbook are guided by or adapted from numerous academic institutions and organizations. Collaboration has been an essential dynamic in the production of this new edition of the Faculty Handbook. The VPAA, Faculty Affairs Committee, and members of the Board of Trustees have worked closely to ensure all stakeholders have been consulted. All vice presidents, academic support personnel, and those directly responsible for faculty policies and benefits have also been consulted on the accuracy of material in the Faculty Handbook. Continuing in this spirit of cooperation, the VPAA welcomes recommendations from faculty on improving the Faculty Handbook. Please send all suggestions by e-mail to facultyhandbook@urbana.edu or by campus mail: Office of the Vice President for Academic Affairs 579 College Way Urbana, OH 43078

4 

 

MESSAGE FROM THE PRESIDENT Perhaps no other document is more important with respect to the life, performance, and commitment of our University in serving our students, fulfilling our mission, and describing the relationships among Board, faculty, and administration than the Faculty Handbook. This June 2011 version derives from an intense and collaborative effort undertaken by Board, faculty, and administrative representatives, operating in good faith, with shared vision, and mutual dedication to Urbana University. The team demonstrated that we are in this together, recognizing that the whole is in fact greater than the sum of the individual parts. The Faculty Handbook is a living document. I compliment the team for enabling and insisting upon annual review. We are a learning institution and will improve the document in response to circumstances and necessity. Our objective is to seek and secure a better university; this revised Faculty Handbook will assist in our shared journey.

Dr. Stephen B. Jones President, Urbana University

5 

 

TABLE OF CONTENTS

Urbana University Academic Calendar ....................................................................................................10

SECTION I INTRODUCTION TO THE UNIVERSITY ................................................................. 12

History of the College...................................................................................................................................12

Mission of Urbana University ......................................................................................................................12

Core Values ....................................................................................................................................................13

University Vision .............................................................................................................................................13

Institutional Goals ..........................................................................................................................................13

Accreditation and Institutional Membership .............................................................................................14

SECTION II GOVERNANCE AND ADMINISTRATION ............................................................ 15

Legal Name and Organization ..................................................................................................................15

General Statement........................................................................................................................................15

Board of Trustees...........................................................................................................................................15

Board of Trustee Membership.....................................................................................................................16

President of the University ...........................................................................................................................16

Vice-Presidents of the University ................................................................................................................17

Senior Vice-President of Academic Affairs and Dean of the Faculty.................................................17

Vice-President for Institutional Advancement and Communications.....................................................18

Executive Director of Enrollment and Student Services and Dean of Students .................................18

Vice-President for Administrative Services...............................................................................................19

SECTION III ACADEMIC AFFAIRS ......................................................................................... 20

Council of Deans ............................................................................................................................................20

Assistant Vice President for Academic Affairs and Dean of Graduate School ................................20

College Deans................................................................................................................................................21

Department Chairs ........................................................................................................................................22

Registrar ..........................................................................................................................................................23

Director of Library Services.........................................................................................................................25

Director of Institutional Research ................................................................................................................25

Director of the William G. Edwards Honors Program...................................................................26

Director of Disability Services.......................................................................................................27

Academic Program Coordinator for Online Programs (Part-time)......................................................27

Full-time Status ...............................................................................................................................................28

Class Cancellation and Faculty Reassignment .........................................................................................28

6 

 

Part-time Status..............................................................................................................................................29

SECTION IV HIRING OF FACULTY and NEW FACULTY ......................................................... 30

Searches ..........................................................................................................................................................30

Appointments ..................................................................................................................................................31

Contracts..........................................................................................................................................................31

Term Contracts ........................................................................................................................................31

Tenure Track Contracts..........................................................................................................................31

Contract Format......................................................................................................................................32

Special Teaching Assignments .............................................................................................................32

Orientation of New Faculty .........................................................................................................................33

Mentor Requirements.............................................................................................................................34

Program Goals for Mentor ..................................................................................................................34

Program Goals for New Faculty Member ........................................................................................36

Changing Mentors ..................................................................................................................................36

Assessment ...............................................................................................................................................36

Role of Chairs and Deans.....................................................................................................................36

SECTION V EXPECTATIONS OF FACULTY............................................................................. 37

Involvement in University Community .........................................................................................................37

Evaluation of Student Achievement ............................................................................................................37

Grading Procedures......................................................................................................................................38

Student Grade Appeals...............................................................................................................................39

Family Education Rights and Privacy Act (FERPA) ...................................................................................39

Curriculum Evaluation ....................................................................................................................................40

Faculty Advising of Students........................................................................................................................40

Teaching at the London Correctional Institute (LoCI) ..............................................................................40

Faculty Use of Student Support Services ..................................................................................................41

SECTION VI FACULTY POLICIES RELATED TO INSTRUCTION ............................................... 42

Office Hours ...................................................................................................................................................42

Course Content and Management .............................................................................................................42

Conduct of Classes ........................................................................................................................................42

Conduct of Online/Distance Learning Classes…………………………………….…………….43

Curriculum Process .........................................................................................................................................44

Ordering Books and Reading Material ....................................................................................................44

Handling Class Rosters..................................................................................................................................44

Syllabi..............................................................................................................................................................45

7 

 

Student Academic Misconduct .....................................................................................................................46

Faculty Workloads ........................................................................................................................................46

Faculty Class Overloads...............................................................................................................................47

Procedure ................................................................................................................................................47

Reduction in Teaching Loads........................................................................................................................47

Technology Use ..............................................................................................................................................47

Disability Policy..............................................................................................................................................47

Copyright Policy ............................................................................................................................................48

SECTION VII ACADEMIC FREEDOM AND PROFESSIONAL ETHICS ....................................... 49

Academic Freedom........................................................................................................................................49

Fraternization Policy .....................................................................................................................................50

Harassment Policy..........................................................................................................................................50

Examples of Sexual Harassment.........................................................................................................51

Reporting Incidents of Sexual Harassment........................................................................................52

Sexual Harassment Complaint Procedures .......................................................................................52

Discipline ..................................................................................................................................................53

Appeals....................................................................................................................................................53

Retaliation, Confidentiality, and False Allegations .........................................................................53

Professional Ethics..........................................................................................................................................54

Research Review Policy and Procedures...................................................................................................55

Procedures ......................................................................................................................................................55

Vote of No Confidence in the President or Academic Administration ................................................56

SECTION VIII CURRICULUM .................................................................................................. 58

Curriculum Development and Revision Procedure ...................................................................................58

University Procedures....................................................................................................................................58

Curriculum Committee Procedures ..............................................................................................................59

New Program Proposal................................................................................................................................60

New Course Proposal ...................................................................................................................................62

Proposal for a Revision/Deletion of a Course.........................................................................................63

Approval Process ...................................................................................................................................63

Proposal for Revision/Deletion of a Program .........................................................................................64

Approval Process ...................................................................................................................................64

SECTION IX COMMITTEES..................................................................................................... 66

Faculty Committees........................................................................................................................................66

University Committees...................................................................................................................................66

8 

 

Ad-hoc Committees........................................................................................................................................67

Other Committee Service .............................................................................................................................67

Standing Committees of the Faculty ..........................................................................................................67

Academic Outcomes and Assessment .................................................................................................67

Admissions and Academic Standards Committee ............................................................................68

Affirmative Action Committee..............................................................................................................69

Athletic Committee .................................................................................................................................69

Awards Committee.................................................................................................................................70

Budget Review Committee ...................................................................................................................70

Convocation Committee ........................................................................................................................71

Curriculum ................................................................................................................................................71

Faculty Affairs Committee ....................................................................................................................72

Faculty Development Committee.........................................................................................................73

Honors Committee ..................................................................................................................................74

Institutional Effectiveness Committee ..................................................................................................75

Institutional Assessment Plan Overview..................................................................................76

Instructional Technology Committee (Faculty) ...................................................................................76

Judicial Committee.................................................................................................................................77

Library Committee .................................................................................................................................77

Research Review Board ........................................................................................................................78

Retention Committee..............................................................................................................................79

Tenure and Promotion Committee.......................................................................................................79

SECTION X FACULTY EVALUATION/TENURE & PROMOTION ............................................. 81

Faculty Evaluation..........................................................................................................................................81

Annual Reports ...............................................................................................................................................81

Fourth Year Review .......................................................................................................................................81

Second Year Review for Faculty with Prior Credit .................................................................................82

Criteria for Evaluating Faculty for Promotion/Tenure ...........................................................................82

Faculty Responsibilities..........................................................................................................................82

Teaching Effectiveness...........................................................................................................................82

Service to the University Community ..................................................................................................83

Professional Competence and Scholarship Activities ......................................................................83

Service to the Community .....................................................................................................................84

Faculty Tenure ................................................................................................................................................84

Tenure Definition ....................................................................................................................................84

9 

 

Tenure Requirements and Procedure .................................................................................................84

Procedures for Review ..........................................................................................................................86

Faculty Promotion Policy ..............................................................................................................................87

Procedures for Promotion .....................................................................................................................87

Procedures for Review ..........................................................................................................................89

SECTION XI FACULTY POLICIES RELATED TO COMPENSATION .......................................... 90

Pay Periods and Procedures .......................................................................................................................90

Holidays...........................................................................................................................................................90

Salary ..............................................................................................................................................................90

SECTION XII FACULTY POLICIES RELATED TO BENEFITS...................................................... 91

Retirement Plans.............................................................................................................................................91

Educational Program for Dependents of Faculty ....................................................................................91

Tuition Remission.............................................................................................................................................91

Family Medical Leave Act (FMLA)..............................................................................................................92

Bereavement Leave.......................................................................................................................................93

Sabbatical Leave Policy ..............................................................................................................93

Application Procedures….....................................................................................................................94

Sabbatical Application for Completing a Degree .........................................................................94

SECTION XIII COMMUNITY POLICIES ................................................................................... 96

Problem Resolution, Grievance and Appeal: Administrative Channels ..............................................96

Faculty Affairs Committee ....................................................................................................................96

Appeal of the President’s Decision.............................................................................................................97

Indemnification of Trustees, Officers and Employees.............................................................................98

Third Party Actions .................................................................................................................................98

Corporate and Derivative Actions......................................................................................................98

Indemnification after Successful Defense ..........................................................................................98

Other Determination of Indemnification ............................................................................................99

Advance Expense...................................................................................................................................99

Nonexclusiveness ....................................................................................................................................99

10 

 

URBANA UNIVERSITY ACADEMIC CALENDAR 2011-2012 Calendar of Events and Due Dates

Summer May Term May 9-June 3, 2011Final Day to Change May Term May 10, 2011Last Day to Withdraw-May Term May 27, 2011

Summer Traditional & Online Final Registration Day June 3, 2011First Day of Classes June 6, 2011Final Day to Change Full Term June 8, 2011Independence Day Holiday July 4, 2011Last Day to Withdraw-Full Term July 15, 2011Registration for Fall Term July 18-22, 2011Final Day of Classes July 29, 2011

Summer ACE & MSN First Term May 9-June 24, 2011Final Day to Change First Term May 11, 2011Last Day to Withdraw First Term June 13, 2011Second Term June 27-August 5, 2011Final Day to Change Second Term June 29, 2011Last Day to Withdraw Second Term July 25, 2011Full Term May 9-August 5, 2011Final Day to Change Full Term May 13, 2011Last Day to Withdraw Full Term July 22, 2011

Summer MBA & MCJA Full Term May 9-August 5, 2011Final Day to Change Full Term May 13, 2011Last Day to Withdraw Full Term July 22, 2011

Summer MEd First Term June 13-July 8, 2011Final Day to Change First Term June 14, 2011Last Day to Withdraw First Term July 5, 2011Second Term July 11-August 5, 2011Final Day to Change Second Term July 12, 2011Last Day to Withdraw Second Term August 1, 2011

11 

 

Full Term June 13-August 5, 2011Final Day to Change Full Term June 15, 2011Last Day to Withdraw Full Term July 25, 2011

Fall Term Final Registration August 19, 2011First Day of Classes August 22,2011Last Day to Change Classes August 26, 2011Labor Day Holiday September 5, 2011Midterm Examinations October 10-14, 2011End of First Term Classes October 14, 2011Begin Second Term Classes October 17, 2011Registration Packets Available October 18, 2011Registration for Spring Term October 31-November 4, 2011Last Day for Course Withdrawal November 7, 2011Independent Reading Day November 23, 2011Thanksgiving Vacation November 24-25, 2011Final Day of Classes December 2, 2011Final Examinations December 5-9, 2011Christmas Vacation December 12, 2011-January 8, 2012 Commencement December 10, 2011

Spring Term Final Registration Day January 6, 2012First Day of Classes January 9, 2012Final Day to Change Classes January 13, 2012Martin Luther King Holiday January 16, 2012Presidents' Day Holiday February 20, 2012Midterm Examinations February 27-March 2, 2012End of First Term Classes March 2, 2012Spring Break March 5-9, 2012Begin Second Term Classes March 12, 2012Registration Packets Available March 13, 2012Registration for Fall Term March 26-30, 2012Last Day for Course Withdrawal April 2, 2012Good Friday April 6, 2012Final Day of Classes April 27, 2012Final Examinations April 30-May 4, 2012Commencement May 5, 2012

12 

 

SECTION I INTRODUCTION TO THE UNIVERSITY

History of the University

Urbana University was founded by the Reverend James Parke Stuart, Col. John E. James, Milo Williams and other members of the Swedenborgian Church with a charter granted by the State of Ohio in 1850. Classes began in the fall of 1850 in a rented room in the building on the southwest corner of the town square of Urbana, Ohio. These classes were held under the name Urbana Seminary and were offered only to elementary and secondary students. The first building Bailey Hall was completed in 1853. College-level classes began in the fall of 1854. The school did not hold classes during the Civil War closing in 1861 and reopening in 1866. In 1907, the college curriculum was shortened to two years. The primary school was closed in 1911 leaving a secondary school and a junior college. In 1928, the secondary school was closed. A four-year college was reestablished in 1968. In 1975, Urbana was granted full membership in the North Central Association of Colleges and Secondary Schools. The institution operated as Urbana College until 1985 when the use of the charted name “Urbana University” was reestablished. Urbana University was a coeducational institution from its beginning. Although the institution was never owned by the Swedenborgian Church, continuous support has been received from the Church since the school’s founding. Urbana University is an independent, liberal arts institution founded in 1850 by followers of the 18th century Swedish philosopher and scientist Emanuel Swedenborg (1688-1772). John Chapman, better known as “Johnny Appleseed,” had dreamed for a number of years of establishing an institution of higher learning in Ohio, and the founding of Urbana University made that dream a reality. To this day, the University maintains an informal relationship with the Swedenborgian General Convention of the Church of the New Jerusalem in the United States of America. From the founders, the University inherited its mission, philosophy of learning, and liberal arts traditions. Urbana University was the second university in Ohio to admit women. Mission of Urbana University

Urbana University shall offer a liberal arts education in a small college environment emphasizing student learning through individual attention, excellence in instruction, career-oriented programs, and critical reflection on moral and ethical values.

13 

 

Core Values

Participants at the June 30, 2010, Strategic Planning Retreat identified core values, which explicitly state the principles Urbana University stands for as an organization and wishes to model to its students, faculty, alumni, staff, and community. Formal core values are Respect for the Individual; Integrity; Service; and Lifelong Learning. University Vision

Urbana University prepares students for a lifetime of leadership and service to their communities through quality classroom instruction, real world experience, community partnerships, and technology. Urbana is a Teaching/Learning University that

• Serves all students without regard to race, color, religion, ethnic or national origin, age, disability, gender, sexual orientation, or military/veteran status

• Maintains a residential community for students enrolled at the Urbana campus • Provides educational opportunities at selected off campus locations for traditional and

non-traditional students • Offers education in a variety of disciplines to encourage intellectual growth, enhance

career choices, and prepare students for selected employment opportunities • Prepares outstanding students for graduate programs

Institutional Goals

• Maintain, emphasize, and celebrate Urbana University’s small college environment • Emphasize individual attention to improve student learning, retention, and graduation

rates • Expect, reward, and encourage high quality classroom instruction and student learning • Focus the academic programs on career oriented programs with a liberal arts foundation • Provide each student with the opportunity to critically reflect on his/her personal moral

and ethical values • Help students develop leadership potential within their majors and in extracurricular

activities • Provide each student with the opportunity for real world experience in their chosen career

field • Seek community partnerships in all appropriate aspects of the University • Provide students, faculty, and staff with appropriate, up-to-date technology

14 

 

Accreditation and Institutional Membership

Urbana University is accredited by The Higher Learning Commission and a member of the North Central Association, 30 North LaSalle Street, Suite 2400, Chicago, Illinois 60602-2504 (Telephone: 800-621-7440). The University is authorized by the Ohio Board of Regents to offer degree programs in the State of Ohio. The University’s Teacher Education Programs are approved by the State of Ohio Department of Education. The College of Business Administration is accredited by the International Assembly for Collegiate Business Education, P.O. Box 25217, Overland Park, KS 66225 (Telephone: 913-631-3009). The University’s Athletic Training Education Program is accredited by the Commission on Accreditation of Athletic Training Education (CAATE), 2201 Double Creek Drive, Suite 5006 , Round Rock, TX 78664 (Telephone: 512-733-9700). Other affiliations include the:

• American Association for Higher Education • American Association of Colleges for Teacher Education • American Association of Collegiate Registrars and Admissions Officers • American Association of Colleges of Nursing • American Council on Education • Association of American Colleges • Association of Independent Colleges and Universities of Ohio • Association for Institutional Research • Collegiate Commission on Nursing Education • Council for the Advancement and Support of Education • International Assembly for Collegiate Business Education • National Association of Independent Colleges • National Association of College Admission Counselors • National Collegiate Honors Council • Ohio College Association • Ohio Association of Colleges for Teacher Education • Ohio Association of Private Colleges for Teacher Education • Ohio Penal Education Consortium • National Association of College and University Business Officers • Ohio Foundation of Independent Colleges • Champaign County Chamber of Commerce

Urbana University also maintains membership in the Southwestern Ohio Council for Higher Education (SOCHE), which includes 20 member institutions of higher learning and corporate members. Regularly enrolled full-time students of Urbana University may register for credit courses at any other member institution on a space-available basis at no extra charge. All SOCHE institutions are within easy driving distance. Membership in this consortium has permitted Urbana University to maintain a small-college atmosphere for its students while offering them many of the specialized benefits of larger universities.

15 

 

SECTION II GOVERNANCE AND ADMINISTRATION

Legal Name and Organization

Urbana University is the legal name of the institution. Detailed organizational charts and job descriptions for all administrative officers, both academic and non-academic, are available in the Office of Human Resources. General Statement

The Board of Trustees is the governing body of the University. The President confirmed and appointed by the Board of Trustees, serves as the chief executive officer of the institution. The Board holds the President responsible for the effective organization and functioning of the University. The President, in turn, holds subordinate staff members responsible for their assigned duties. The President may contractually assign additional duties and responsibilities or change the duties and responsibilities of an officer, faculty member, or other employee upon proper notification. The organizational chart is located in the Office of Human Resources and reflects the lines of responsibility. All recommendations to the Board of Trustees are transmitted through the President of the University, per the organizational chart. The bylaws, standing committees, and responsibilities of the Board of Trustees are on file in the Office of the President. The duties and responsibilities of the President of the University and members of the Senior Staff are on file in the Office of Human Resources. Board of Trustees

The Board of Trustees of Urbana University has been established by the Members of the corporation under the provisions of the Articles of Incorporation of Urbana University, as amended, the Bylaws of the Corporation, and the Ohio Statutes for Non-Profit Corporations to exercise supreme authority control over all matters pertaining to the governance of the University except where such authority has been specifically reserved to the Members of the Corporation. The Bylaws, when adopted by the Board of Trustees, shall determine the operational procedures for the Board within the limits prescribed by said Articles of Incorporation, as amended, and the following Code of Regulations of the Corporation:

16 

 

Board of Trustee Membership

The number of members of the Board of Trustees shall not exceed thirty-five (35). They shall be elected and vacancies filled by the vote of the Board of Trustees, subject to the following guidelines:

• Not more than seven (7) Church Trustees shall be known and recognized as belonging to the Swedenborgian Church by their membership in the General Convention of Swedenborgian Churches in the U.S.A. Inc, or in a body affiliated with said Convention, or be recognized as subscribing and attached to the principles thereof

• Not more than seven (7) Alumni Trustees shall be Alumni of Urbana University and members of the Alumni Association

• Not more than twenty-one (21) at large Trustees preferably are residents of Ohio • The President of Urbana University shall be an ex-officio member of the Board of

Trustees without a vote. • Not more than two (2) student liaisons, liaisons will be full-time students, and selected

and nominated by the Student Government. Each liaison’s term will be for two years with staggered initial starting dates. These students do not attend the Board’s Executive Sessions. The Committee on Trustees reviews the nominees and recommends student nominees for final approval of the full Board.

The Term of office for ALL trustees is five years, or less as necessary to complete the term of a vacancy. Members are eligible for re-election. Election of members takes place at the Annual Meeting of the Board with term of office beginning at the conclusion of that meeting. Vacancies may be filled at any regular meeting of the Board or at any special meeting thereof provided that the notice of such meeting identifies the election of a Trustee as one of the purposes of such a meeting. President of the University

The President of Urbana University shall be responsible to the Board of Trustees for the administration of all programs and activities in the life of the University, as defined by the policy approved by the Board of Trustees through formal resolution and as embodied in the annual budget. The President shall, ex-officio, without vote, be a member of the Board of Trustees. The President, acting with the Secretary or another Officer of the Board of Trustees, shall execute gift annuity agreements, life-incoming contracts or trusts, and all deferred gift transactions requiring specific authorization by the Board of Trustees, per the Institutional Advancement Gift Acceptance Policies. The President, acting pursuant to the policy of the Sub-Committee on Investments as approved by the Board of Trustees, shall have authority to execute instruments related to the purchase and sale of securities and other investments of the University and should direct the Vice-President for Administrative Services to act in such matters.

17 

 

The President shall be responsible for submission of a preliminary budget to the Finance Committee at the mid-winter Board meeting for approval and submission to the Board of Trustees not later than its Annual Meeting preceding, or within a month of the beginning of, the fiscal year to which the budget applies. The President shall be responsible for all operating accounts within the annual budget, or by any later specific appropriation approved by the Board of Trustees. The President shall, with the advice of the Board of Trustees, appoint the Chief Academic Officer, the Chief Business Operations Officer, the Chief Development Officer, and the Chief Enrollment Officer. The President shall appoint all administrators and members of the faculty and staff; such appointments shall be presented to the Board of Trustees for confirmation and will receive the approval of the Board when such action would be consistent with its stated educational policies. The President shall be the custodian of the corporation seal, which shall be secured in the Office of the President. Vice-Presidents of the University

The Vice-Presidents shall serve for such terms and have such authority and responsibilities as the President shall determine with the Board of Trustees. In case of a long-term absence of the President, the Board shall appoint the Senior Vice President to perform the President’s duties on an acting or interim basis at the pleasure of the Board of Trustees. Senior Vice-President of Academic Affairs and Dean of the Faculty

The Senior Vice-President for Academic Affairs and Dean of the Faculty is Chief Academic Officer of the University and is accountable to the President for the administration of the academic affairs of the University as defined by the academic policies of the University or by formal resolution of the Board of Trustees. In cooperation with the faculty and under direction of the President, it shall be the responsibility of the Senior Vice-President for Academic Affairs and Dean of Faculty to carry out the educational programs of the University as defined by the educational policies of the University through formal resolution of the Board of Trustees. By direction of the President, the Senior Vice-President for Academic Affairs and Dean of Faculty shall make reports and recommendations to the Board of Trustees regarding educational programs of the University. The Senior Vice-President for Academic Affairs and Dean of Faculty shall consult with faculty on developing an annual budget for the academic program. The Senior Vice-President for Academic Affairs and Dean of Faculty shall serve as administrative liaison to the Educational Affairs Committee of the Board of Trustees. As Dean of Faculty, She serves as an advocate for faculty matters and ensures principles of shared governance.

18 

 

Vice-President for Institutional Advancement and Communications

The Vice-President for Institutional Advancement and Communications is the Chief Development Officer of the University and is accountable to the President for the administration of the financial development and alumni affairs of the University as defined by the financial development policies and Gift Acceptance Policies of the University or by formal resolution of the Board of Trustees. By direction of the President, the Vice-President for Institutional Advancement and Communications shall make reports and recommendation to the Board of Trustees regarding financial development and alumni affairs of the University. The Vice-President of Institutional Advancement and Communications shall serve as liaison to the Institutional Advancement Committee of the Board of Trustees. The Vice-President of Institutional Advancement and Communications shall also serve as administrative liaison to the Church Relations Committee of the Board of Trustees. Executive Director of Enrollment and Student Services and Dean of Students

The Executive Director of Enrollment and Student Services and Dean of Students is the Chief Enrollment Officer of the University and is accountable to the President for the administration of the admissions, student affairs, and marketing affairs of the University as defined by University policies or by formal resolution of the Board of Trustees. Under the direction of the President, it shall be the responsibility of the Executive Director of Enrollment and Student Services and Dean of Students to carry out the recruiting and retention programs of the University as defined by the policies of the University or by formal resolution of the Board of Trustees. By direction of the President, the Executive Director of Enrollment and Student Services and Dean of Students shall make reports and recommendations to the Board of Trustees regarding the recruiting and retention programs of the University. The Executive Director of Enrollment and Student Services and Dean of Students shall serve as the administrative liaison to the Enrollment and Student Services Committee of the Board of Trustees. The Executive Director of Enrollment and Student Services and Dean of Students is responsible for implementing policies and procedures specific to non-classroom aspects of student life including, but not limited to, student services, student activities, student life, campus safety, counseling and career services, and residence life.

19 

 

Vice-President for Administrative Services

The Vice-President for Administrative Services is the Chief Business Officer of the University and is accountable to the President for the administration of the business affairs for the university, to include finance, technology, and physical plant. The Vice-President for Administrative Services also is assigned administrative responsibilities as defined by fiscal policies of the University and embodied in the annual budget. Under the direction of the President, it shall be the responsibility of the Vice-President for Administrative Services to implement policies and procedures pertaining to the fiscal operations of the University. The Vice-President for Administrative Services is responsible for the preparation of a budget for review by the President. Such a budget is prepared with an assurance that (1) the views of the Senior Vice-President of Academic Affairs and, through him/her, the faculty are reflected, (2) an appropriate financial reserve is included, and (3) that reserve is expended only when specifically authorized by a formal resolution of the Board of Trustees. It is the responsibility of the Vice-President for Administrative Services to assure that the commitments and expenditures made are within the budget approved for that year by the Board of Trustees. Any authority, except the Board of Trustees by formal resolution, should make no overall increase in the budget after consideration and recommendation of the Financial Affairs Committee of the Board of Trustees. The Vice-President for Administrative Services manages the tuition revenues and other funds of the University, including the University Foundation and the Johnny Appleseed Foundation. An auditing firm engaged by the University shall audit all operating and Foundation funds of the University annually. The President annually reports the audit to the Board of Trustees. By direction of the President, the Vice-President for Administrative Services shall make reports and recommendations to the Board of Trustees regarding business and fiscal operations of the University. The Vice-President for Administrative Services shall serve as the primary liaison to the Financial Affairs Committee of the Board of Trustees. She will also serve as a liaison to the Board Financial Affairs Committee and the Faculty Budget Review Committee. It shall be the responsibility of the Vice-President for Administrative Services to report to the President on the administration of policies of the University relative to Human Resources, and to implement such policies and procedures pertaining thereto and provide reports and recommendations to the Board of Trustees for any final resolution related thereto.

20 

 

SECTION III ACADEMIC AFFAIRS

Council of Deans

The purpose of the Council of Deans is to provide general supervision over academic affairs of the University such as curricula, instruction, advising, retention, and academic policies and standards. The council meets weekly. The deans of each college comprise the Council of Deans, which is chaired by the VPAA. Assistant Vice President for Academic Affairs and Dean of Graduate School

The Dean of Graduate School reports to the VPAA and is responsible for administrative responsibilities related to instruction and curriculum and the administration and coordination of graduate studies. In addition, she works closely with issues of accreditation, academic policies, and program review and assessment. Duties include:

• Overseeing graduate curriculum development and review • Working with Chairs/Deans to develop class schedules • Participating in the hiring process for all faculty • Chairing the Council of Deans and presiding at faculty meetings in the absence of the

VPAA • Meeting regularly with the VPAA to discuss the direction and vision of academic affairs • Teaching classes as assigned or approved by the VPAA • Maintaining office hours in accordance with University policy • Facilitating and fostering research by graduate faculty • Providing leadership to enable the University to achieve the highest possible standards in

graduate studies • Serving as an advocate and spokesperson for graduate studies • Administering and supervising the graduate programs • Serving on and chairing the Graduate Council and implementing actions of the Graduate

Council • Cooperating with the Registrar in maintaining a system of academic records for graduate

students • Cooperating with various departments and offices for the recruitment of graduate

students • Assisting graduate students in matters relating to their general welfare • Assisting departments and school in the development of graduate programs • Recommending policies, procedures, and requirements to the Graduate Council • Administering and implementing New Faculty Orientation and the New Faculty Mentor

Program • Performing other duties as assigned by the VPAA

21 

 

College Deans

The Deans are the chief academic and administrative officers of their colleges and report to the VPAA. The Deans are responsible for providing leadership in developing an academic vision and plan for the colleges and their programs and ensuring continuing attention to that vision and plan. Duties include:

• Maintaining effective leadership of their College in carrying out the mission of the University

• Participating in academic planning for the University by serving on the Academic Council

• Developing and revising the College curriculum • Developing and implementing an assessment plan for each program • Preparing and managing the budget of the College • Recruiting, retaining, and professionally developing faculty and staff • Supervising and evaluating program coordinators and college faculty and staff • Recommending personnel actions including, tenure, promotion, and continuance • Chairing committees and advisory boards • Fulfilling the duties and responsibilities of the Chair of a department when the Chair is

absent • Supervising instructional and service activities and student support services of the

College • Assuring that the administrative and academic objectives, strategies, and policies of the

University and College are met • Working closely with program coordinators, faculty, staff, and University administrators

to develop plans and evaluate activities that will contribute to immediate and long-term development and improvement of the College

• Ensuring compliance with University, state, and national expectations and standards, including state standards for approved programs and standards for accreditation

• Working with Chairs and program coordinators on matters pertaining to program assessment

• Allocating the use of space and other resources • Developing partnerships with local agencies, businesses, and school districts • Representing the College in its dealings with other units on campus and external

organizations • Communicating systematically and helpfully about College affairs with faculty, students,

campus colleagues, alumni, colleagues in schools and related agencies, local school districts, state and national agencies, and others off campus

• Meeting regularly with Chairs within the college to discuss, inform, and resolve mutual problems and issues surrounding faculty matters, academic programs, and academic support services

• Preparing and submitting the written annual evaluations of the Chairs of the College to the VPAA

• Assigning administrative tasks, when appropriate, to Chairs

22 

 

• Providing leadership in teaching within the College by maintaining standards of scholarship and instruction, stimulating the adoption of innovative approaches to teaching and learning, and implementing special projects related to instruction

• Establishing, in consultation with the Chairs, class schedules and teaching assignments for faculty, ensuring that faculty workloads are appropriate and equitable

• Advising the VPAA on all resource needs relating to the work in the College • Serving as a role model for interdisciplinary involvement and the participation of faculty

and students in activities and special events sponsored by the University and the community

• Maintaining office hours in accordance with University policy • Teaching classes as assigned or approved by the VPAA • Performing other duties as assigned by the VPAA

Department Chairs

The Chairs are the chief administrators of the departments and the primary representatives of the academic discipline to which she belongs. This places the Chairs in the position of fulfilling administrative responsibilities assigned by the Dean and the VPAA, maintaining standards of the discipline, and meeting the professional expectations of the departmental faculty. Among the specific administrative duties for which the Chairs are responsible and accountable are:

• Organizing, coordinating, developing, and promoting the programs of their respective departments

• Holding at least one college meeting each month and submitting minutes of each meeting to the Dean, VPAA, and college departmental faculty

• Recommending to the VPAA through the Dean any proposed changes and additions to their respective departments, both with regard to faculty and programs of instruction.

• Stimulating ways and means for the improvement of instruction within the college • Submitting at the conclusion of each academic year an annual report on the work of their

respective departments, to include the degree to which college objectives and purposes have been achieved

• Teaching classes as assigned or approved by the Dean and/or VPAA • Approving all textbook orders • Notifying the Dean when absence from class is necessary for any member of the college • Encouraging the development and improvement of the college curriculum, and seeing

that the proper curriculum forms are submitted on schedule • Recommending the purchase of books and other media for the library as related to their

respective college • Evaluating all faculty members who teach in the college in accordance with established

policy • Exercising leadership in recruiting and retaining capable faculty • Making recommendations relative to tenure, promotion, reappointment, salary

adjustment, and leaves of absence • Promoting faculty professional development and enrichment, and encouraging faculty in

their service to the University and the community

23 

 

• Maintaining faculty morale by preventing and resolving conflicts, and by arranging for the effective and equitable distribution of faculty responsibilities

• Promoting interdepartmental and interdisciplinary cooperation in the development and maintenance of academic programs

• Coordinating the academic advisement process and monitoring the process to see that it is responsive to changing student goals and aspirations

• Encouraging student clubs and organizations that foster achievement and professional development

• Developing and assuring compliance with procedures for resolving student complaints about faculty, courses and/or programs

• Being available to faculty, staff, and students • Demonstrating a commitment to excellence in teaching • Being sensitive to the needs of faculty and students from diverse backgrounds • Ensuring the preparation of catalog information and schedules of class offerings in

accordance with deadlines • Maintaining office hours in accordance with University policy

Registrar

The Registrar holds faculty rank with full voting privileges and has the responsibility of maintaining accurate and complete permanent academic records of all Urbana University students. The Registrar completes all functions relating to the development of the permanent record of each University student including registration, grade recording and reporting, evaluation of transfer credit, designation of enrollment status, and the certification for graduation. The Registrar assists in maintaining data on University enrollments. Provides oversight for registration activities:

• Builds the academic calendar • Builds schedules with information from College Deans • Works with Power Campus Administrator to prepare registration groups and Calendar for

on-line registration • Registers all on campus and off campus students • Prepares class lists for the faculty by the first scheduled class period • Assigns rooms and hours for all academic programs and keeps a record of available

classroom space • Evaluates transfer credit and certifies credit for life experience applications • Records waivers and substitutions of courses to the permanent record • Prepares and distributes information to academic advisors including midterm and final

grade reports • Assists in development of articulation agreements • Completes National Student Loan Clearinghouse reporting • Completes necessary data updates in Power Campus • Builds all necessary directed studies and registers students in courses • Compliance with FERPA regulations

24 

 

Provides oversight for grade recording and reporting activities:

• Sends final class lists to instructors for the purpose of recording final grades • Prepares mid-term reports for Student Support Services and Athletic Department • Completes all end of term grade processing including eligibility for student athletes • Prepares the final examination schedule and distributes to all students and faculty • Receives grades from the faculty and posts them to the permanent record • Distributes necessary student and advisor grade reports • Prepares the Dean's List, Warning List, Probationary List and Suspension List • Issues transcripts of records to authorized persons provided there are no outstanding

accounts as cleared by the Business Office • Monitors Incomplete/Change of Grades

Provides oversight for graduation activities:

• Prepares list of graduate applicants, processes each graduation application and orders diplomas

• Prepares list of graduates for certification by the faculty and Board of Trustees • Supervises graduation certification • Assists with the graduation ceremonies including the preparation of diplomas • Prepares information relative to graduation honors, the valedictorian and salutatorian

Provides oversight for enrollment information activities:

• Assists with response to questionnaires and other requests for academic and enrollment information for both internal and external agencies

• Keeps accurate and complete permanent academic records for all University students including maintenance of current computer database

• Assures the confidentiality and integrity of all student records • Completes computer reports as requested by faculty and administration • Completes athletic eligibility for all sports teams in accordance with NCAA rules and

regulations • Complies with and has knowledge of and commitment to the rules and philosophies of

NCAA Division II • Takes part in programs and processes as prescribed by the NCAA and Urbana University

Other duties and activities:

• Serves as a member of Admissions and Academic Standards, Convocation Committee, Athletic Committee, Merlin Steering Committee, Graduate Council, and Curriculum Committee

• Supervises the staff of the Registrar's Office • Maintains a current job description and unit objectives • Maintains current unit policies and procedures manual • Maintains current inventory, develops and monitors annual budget • Performs other duties as assigned by the Vice President of Academic Affairs/Dean of

Faculty

25 

 

Director of Library Services

As chief administrator of the library, the Director of Library Services will provide sound leadership; administer, coordinate and implement all activities for the library; and formulate, implement, and evaluate goals and objectives for the library that are consistent with the mission of the university. The Librarian holds faculty rank with full voting privileges. The Director of Library Services

• Oversees of all library operations and services • Serves as advocate and spokesperson for the library and its educational mission • Forges effective links with the library’s internal and external constituencies (University

community, SOCHE, OPAL, OhioLINK, OLC, OCLC, etc.) • Prepares and administers the library budget • Supervises two (2) FTE and two (2) part-time library staff • Acquires library materials • Prepares statewide and national statistical reports • Assists with reference research • Assumes duties on various university-wide committees as well as consortia committees • Maintains current knowledge of traditional resources as well as a working knowledge of

emerging technologies and library oriented hardware and software • Assists with bibliographic instruction • Advises and sets priorities for collection reservation/conservation • Directs plans to update or replace library facilities • Fosters an environment that challenges, develops, and rewards library personnel • Leads efforts to develop external funding sources in support of library collections and

services • Has a clear understanding of the evolving issues and trends in higher education and

scholarly communications and how they affect both library services and the university community

Director of Institutional Research

The Director of Institutional Research is the administrative officer responsible for creating, maintaining, and providing fundamental institutional research and planning information in support of institutional decision making. Primary areas of attention include the Urbana University Strategic Plan, academic affairs program planning, accreditation, enrollment management, program review, and assessment of academic achievement. The Director of Institutional Research reports to the Senior Vice President for Academic Affairs. The Director of Institutional Research

• Works with the VPAA to identify institutional benchmark data to be collected and maintained over time. Develops procedures and processes for collecting and maintaining benchmark data, and provides reports as needed.

26 

 

• Chairs and directs the work of the Outcomes Assessment Committee. Develops processes to assess student academic achievement, coordinates campus assessment activities, and prepares periodic reports for the VPAA, the Curriculum Committee and the Faculty Assembly.

• Prepares, maintains and publishes a Statistical Profile (Fact Book) containing pertinent institutional research reports, and compliance reports

• Chairs and directs the work of the Institutional Effectiveness Committee. Builds the AQIP program into a true Continuous Improvement Model for the University. Integrates the AQIP Action Plans into the University’s overall strategic plan. Serves as AQIP liaison to HLC.

• Coordinates the completion of institutional reports to HLC and the U.S. Department of Education

• Serves as a member of various standing and ad hoc committees and task forces as directed by the VPAA

• Aids colleges in specialized accreditation processes • Teaches two (2) classes per academic semester determined by the VPAA as part of

his/her administrative contract • Performs other duties and responsibilities as assigned by the VPAA

Director of the William G. Edwards Honors Program

The Director of the William G. Edwards Honors Program is appointed by and is accountable to the VPAA. The Director of the William G. Edwards Honors Program

• Prepares the William G. Edwards Honors Program budget in coordination with the VPAA

• Recruits students each academic year • Works with the VPAA to appoint an Honors Program Committee, which works with the

Director in administering the William G. Edwards Honors Program. This includes the development of proposals for curriculum, admissions, and academic standards submitted for approval to the Curriculum Committee and Faculty Assembly as appropriate

• Works with the Honors Program Committee to develop and administer procedures for admission into the William G. Edwards Honors Program and academic standards for the program

• Oversees the program’s cross-cultural experience and the development of community service projects and cultural activities

• Ensures that William G. Edwards Honors Program personnel work cooperatively with the Office of Admissions and Enrollment and with Student Services in carrying out their duties

27 

 

Director of the Disability Services

The Director of Disability Services is appointed by and accountable to the VPAA. The duties and responsibilities of this position include but are not limited to

• Coordinating and managing the process for support services to students with disabilities campus-wide

• Construct and publish a disability services handbook • Conducting intake interviews • Communicating to students the accommodation process and resources on campus • Referring students for other appropriate services • Collecting, verifying, and maintaining disability documentation and other relevant

information • Working closely with the campus community to further the program goals • Developing and recommending policies and procedures specific to disability services • Providing technical assistance to faculty, staff, and administrators • Educating faculty, staff, and administrators regarding legal requirements and other

disability issues • Maintaining cooperative working relationships on campus • Developing and submitting grant proposals to supplement funds and services offered • Plans program goals and activities • Evaluates program effectiveness • Networks with disability agencies and other community organizations providing services

to students Academic Program Coordinator for Online Programs (Part-time)

Under the direction of the VPAA, the Program Coordinator serves as the academic contact between Urbana University and the University approved online vendor and is responsible for overseeing all administrative and academic aspects of Urbana University’s online learning initiative. The Coordinator

• Serves as a member of the Online Programs Steering Committee • Develops and administers the policies and procedures for online learning at Urbana

University • Coordinates the marketing of online learning; works with the Admissions Office to

recruit and enroll students to online programs at Urbana University • Works with the appropriate university and online vendor staff to develop a budget for

marketing and maintaining the online program • Is a champion for online learning at Urbana University; communicates regularly with the

campus community and promotes best practices to faculty and staff • Provides timely feedback to the online vendor and the University senior administration

regarding the status of online learning at Urbana University (enrollment data, retention data, course utilization, etc.)

• Assists the College Deans in creating the online course schedule and recruiting qualified faculty to teach online courses

28 

 

• Works with the faculty and College Deans to create content standards for online courses and develop a rubric for the instruction of online courses

• Works with the VPAA and the College Deans to develop expectations for faculty teaching online courses

• Assists the College Deans in evaluating the online teaching of faculty members in accordance with the Faculty Handbook

• Serves as an ex officio member of the Curriculum Committee • Assists the College Deans in securing necessary OBR/HLC approvals for online

programs • Performs other duties as assigned

Full-time Status

Unless specified differently in the contract, a full-time faculty member is one who has contracted for full-time academic responsibilities during the academic year beginning with Faculty Advance before the fall semester and completed with the submission of spring semester grades and attendance at graduation per the terms specified in the current contract. Each full-time faculty member is responsible for teaching 12 credit hours/15 contact hours per semester unless an individual’s contract specifies otherwise. Overload teaching may occur only if agreed to by the faculty member, approved by the Department Chair and College Dean, with concurrence of the VPAA. A faculty member choosing to teach in excess of a normal class load shall be compensated at uniform, standardized rates as maintained by the VPAA. Uniform, standardized rates for overload compensation will be published in the Urbana University Faculty Handbook. Some faculty may serve under a twelve-month contract (three-semester load), which will strictly follow the Academic Calendar. Full-time faculty members are to assume responsibilities specific to student academic advising and to serve on faculty committees during the length of the contract or as mutually agreed upon by the faculty member and a Committee Chair or Dean. Deans, Department Chairs, the Registrar, and Director of Library Services will hold full-time status regardless of teaching loads. Each full-time faculty member is allowed one vote on all issues brought before the Faculty Assembly. Class Cancellation and Faculty Reassignment

The VPAA may cancel any course with insufficient enrollment. Cancellations are likely to occur in 100- and 200-level courses with an enrollment of less than 10; and, for 300- and 400-level courses with an enrollment less than five. Adult Continuing Education courses will follow the same policy; however, these courses may not be cancelled more than two weeks prior to the initial class. If a full-time faculty member does not meet the contracted teaching load, the VPAA, after consulting with the College Dean, Department Chair, and faculty member, may assign mutually agreed upon non-classroom responsibilities to the faculty member for the University.

29 

 

Part-time Status

A part-time faculty member is one who is contracted to teach less than a full load and/or one who is not expected to assume full-time academic responsibilities such as student academic advising and serving on faculty committees. A part-time faculty member may attend but not vote at Faculty Assembly meetings. Part-time faculty members may attend Department and/or College meetings, and Deans may extend voting privileges. This status shall be noted on the faculty contract.

30 

 

SECTION IV

HIRING OF FACULTY AND NEW FACULTY ORIENTATION Searches

Concerted efforts will be made to solicit applications from a diverse applicant pool that provides the richest opportunity to find candidates with the best credentials and experience available to the University. The faculty search will comply with EEOC standards. The Dean of the respective College will coordinate the search for open faculty positions after receiving approval from the VPAA. The respective College Dean will establish a search committee that will include faculty members from the appropriate college department and at least two other faculty of the college. The search committee may also include faculty members from other Colleges as may be deemed appropriate by the Department Head and College Dean. The appropriate Department Head, College Dean, and the VPAA will develop the position description, public notices for the position and a strategy for publicizing and recruiting for the position. The public notice will briefly describe Urbana University, the position, the materials sought for an application, and the deadline for application. The Human Resources office will notify applicants of receipt of their application materials, and forward all completed application to the search committee chair. The search committee will evaluate each application and select those applicants for separate interview with the search committee, the VPAA, and the President. During the on-campus interview, applicants may be required to teach a class and/or make a presentation of research or past experience. The search committee will forward its recommendations to the College Dean in writing. The College Dean will forward this recommendation along with his/her own recommendation to the VPAA, who will forward this material with his/her recommendations to the President. The VPAA, or the College Dean in consultation with the VPAA, will make the contract offer to the candidate, contingent upon a background check. Granting of advanced rank and/or tenure upon hire should be a rare practice, reserved for candidates with exceptional experience and qualifications. Upon acceptance, and a satisfactory background check, the contract will be sent to the President and the Board of Trustees for approval. If a candidate rejects the contract offer, the search committee and the College Dean will consult on the next step in repeating the above process until the position is filled. Once a candidate has been hired, all other candidates will be notified in writing that the position is filled.

31 

 

Appointments

The regular and preferred way to fill faculty appointments is to conduct a search as described above. When circumstances do not permit the conduct of a search, faculty may be hired by appointment. In these instances, the College Dean and VPAA may offer a term contract to a candidate. (Acceptance of the offer and completion of a satisfactory background check will send the contract to the President and the Board of Trustees for approval.) Contracts Term Contracts

Temporary Appointments are to be used for maintaining institutional stability, such as in filling temporary vacancies, filling short-term needs, or when circumstances do not permit conducting a full search. A faculty search committee shall review the applicant’s credentials before a tenure track contract is awarded. Full-time term contracts will provide benefits commensurate with full-time faculty at Urbana University. As fixed-time contracts, they terminate at the end of the designated period with no right or expectation of reemployment and are not subject to continuation. A term contract does not provide the promise of tenure. The faculty employment contract specifically incorporates the contractual sections of the Faculty Handbook by reference; specifically, maintaining appropriate office hours, participating in shared governance, continuing scholarly activities and providing service to the University community. Full-time faculty with term contracts will have the designation of “Visiting” in their title, as in “Visiting Instructor,” “Visiting Assistant Professor,” or “Visiting Professor.” A term contract may be converted to a tenure track upon recommendation of the VPAA and the President. In this case, a maximum of three years of credit toward tenure may be awarded. Tenure Track Contracts

A tenure track contract is a probationary appointment and is the contract normally issued to new full-time appointments. The faculty employment contract specifically incorporates the contractual sections of the Faculty Handbook by reference; specifically, maintaining appropriate office hours, participating in shared governance, continuing scholarly activities and providing service to the University community. Faculty on a tenure track contract must have completed a terminal degree in her/his discipline or a related discipline by the time of mandatory tenure review unless preapproved by the VPAA in consultation with the Departmental Chair and College Dean. Without pre-approval, not completing the terminal degree by that time constitutes the faculty member’s notice of resignation at the end of that academic year. Tenure track contracts must be renewed annually, dependent on satisfactory performance evaluations and the continuing needs of the institution, and shall not be construed as a continuing offer of employment beyond the annual contract.

32 

 

Appointments with tenure track contracts will undergo the tenure review procedures as described in Section X Faculty Evaluation/Tenure and Promotion. Continuous appointments are given to ranked faculty members who have attained tenure status. Tenured faculty members will be offered a new employment contract annually, subject to the terms and conditions specified in the then current Faculty Handbook, and/or other terms and conditions specified in the contract. The right of the tenured faculty member to such continued annual offers of employment will not be terminated without adequate cause. The faculty employment contract specifically incorporates the contractual sections of the Faculty Handbook by reference. Contract Format

Faculty contracts are issued by the Board of Trustees to inform the faculty members of the term, salary, position, tenure status and review schedule, teaching load, and other general issues of employment. The time granted toward tenure due to full-time teaching at another institution of higher learning will also be recorded on the tenure-track contract. The faculty employment contract specifically incorporates the contractual sections of the Faculty Handbook by reference. Faculty contracts will normally be drawn to cover the standard nine-month academic year, consisting of the Fall and Spring semesters. Beginning and ending dates of this period will be specified on the contract consistent with the official university calendar. Contracts for the coming academic year are issued in the Spring and should be signed and returned to the VPAA within two weeks from the issue date of the contract. Special Teaching Assignments It is the University’s policy to rely on full-time faculty to teach summer session classes, evening and weekend classes both on and off-campus. When no full-time faculty is available, part-time faculty will cover these classes. When such assignments are not included in the regular teaching obligations of full-time faculty, they carry extra compensation on the same basis as for a part-time instructor with a class of eight or more income-producing students as follows:

A. for individuals with a Master’s degree, compensation is $366.67 per credit/contact hour;

B. for individuals with a Doctoral degree, compensation is $433.33 per credit hour. C. for Master’s classes, compensation is $1000.00 per credit hour.

33 

 

Directed and Independent courses may be necessary to meet the needs of the student. When approved by the Department Chair and College Dean, the instructor will be compensated in accordance with the following scale:

A. Master’s degree: $33.33 per credit hour; B. Doctoral degree: $37.50 per credit hour.

Compensation for teaching a non-credit course will be negotiated between the instructor, the College Dean, and the VPAA. Orientation of New Faculty

Orientation for new faculty to the University is coordinated by the VPAA, the College Deans, and Departmental Chairs and is overseen by the Assistant Vice- President for Academic Affairs and Dean of Graduate School. Faculty play a special role in orienting and mentoring new faculty. In cooperation with the department faculty and the new faculty member, the Department Chair should identify a mentor for the new faculty member. The Chair should also familiarize the new faculty member with any of the departmental bylaws, policies, and traditions. The Chair should address the new faculty member’s questions regarding the expectations and evaluation. The Chair should use the letter sent to the faculty member upon hire as one element of the basis for the faculty member’s first evaluation. New faculty will be assigned to the Urbana University New Faculty Mentor Program. The Faculty Mentor Program is intended to provide a yearlong series of activities designed to help all new faculty members fulfill their potential as teachers, advisors, and active members of the university community. Activities may include one-on-one mentoring, and new faculty orientation. By providing a consistent and well-structured series of activities, the university hopes to ease the transition of new faculty members into their roles and to encourage their professional growth. The program’s success will depend on the new faculty members, their mentors, Chairs, Deans, Academic Council, and the VPAA all taking an active role in the program. One faculty member, with guidance from the VPAA plans and coordinates the Faculty Mentor Program. The VPAA works successfully with the Deans and Chairs to assimilate new faculty members into their academic disciplines and the university community. She directs the program and invites faculty members to serve as mentors. Each designated mentor is assigned to the new faculty member for one academic year and will receive an additional $250 for professional development.

34 

 

Mentor Requirements

Candidates for mentoring should have at least two years of experience and should be • Knowledgeable of Urbana University’s academic and administrative policies and

procedures • Knowledgeable of the tenure process • Knowledgeable of faculty evaluation processes and timelines • Positive about the University (does not preclude realistic, non-judgmental conversations

about relevant issues) • Communicative, friendly, and a good listener • Warm and empathic in dealings with the new faculty member • Available for consultation and periodic social activity with the new faculty member • Professional at all times with the new faculty member • A member of the College of the new faculty member

Program Goals for Mentor

Mentoring requires dedication and time. Mentors are charged with assisting new faculty members in their attempts to achieve academic excellence while acclimating to Urbana University. The following are the mentor’s goals:

Goal 1: The mentor will orient new faculty member to university policies and procedures. Goal 2: The mentor will serve as an advisor regarding strategies for instruction, as well as

course and syllabus development. Goal 3: The mentor will provide guidance in understanding the faculty evaluation and

promotion and tenure processes. Goal 4: The mentor will orient the new faculty member to his/her role as a faculty advisor. Goal 5: The mentor will orient the new faculty member to Merlin, Blackboard, Urbana’s

WebMail, Orientation Database, research Database, etc. Goal 6: The mentor will introduce the new faculty member to colleagues. Goal 7: The mentor will provide the new faculty member with constructive criticism, encouragement, and compliments on achievements. Goal 8: The mentor will help the new faculty member to set priorities regarding teaching,

advising, and service to the university and community.

35 

 

Mentor/New Faculty Member Timeline

• The mentor will contact the new faculty member in advance of his/her arrival at the university.

• The mentor will meet with the new faculty member weekly during the first six weeks of the fall semester.

• The mentor will meet with the new faculty member twice a month for the remainder of the fall semester.

• The mentor will meet with the new faculty member on a monthly basis during the spring semester.

• The mentor will attend at least two university events with the new faculty member during each semester.

Mentor activities will include, but are not limited to:

• Reviewing syllabi prior to submission to Department Chair • Assisting new faculty member in developing student-learning outcomes • Discussing successful strategies for teaching/learning • Observing teaching and providing constructive feedback • Sharing a self-evaluation report • Discussing duties of full-time faculty • Discussing the roles of chairs, deans, and other university administrators • Discussing how to foster a collegial relationship • Encouraging attendance at Faculty Assembly meetings • Assisting the instructor with organizing teaching responsibilities and balancing

university-wide activities and responsibilities • Maintaining contact with the new faculty member by visiting, calling, sending e-mail, or

extending a lunch invitation • Assisting the new faculty member in identifying campus systems and points of contact

specific to resources, concerns and/or processes • Sharing information specific to academic support services • Encouraging attendance at university events, such as sports, drama productions, academic

programs, and music concerts • Discussing student issues such as advising, motivating, and/or addressing academic

dishonesty • Assisting new faculty members as they “troubleshoot” difficult situations • Sharing experience regarding time management, stress reduction, and the balancing of

workload responsibilities • Discussing classroom-related issues and policies such as adding and dropping students,

grade reporting, incompletes, student misconduct, attendance, etc There is no evaluation of the new faculty member on the part of the mentor, only supportive guidance and constructive feedback. The mentor should treat all interactions and discussions in confidence.

36 

 

Program Goals for New Faculty Member

For the program to be successful, the new faculty member must devote time to the mentoring relationship by interacting with the mentor often. A good relationship with a mentor will contribute significantly to a new faculty member’s career development and satisfaction.

Goal 1: The new faculty member will keep his/her mentor informed of any problems, difficulties, or concerns as they arise.

Goal 2: The new faculty member will seek guidance regarding university expectations

regarding teaching, advising, and service. Goal 3: The new faculty member will make use of the opportunities provided by the mentor.

Changing Mentors

In cases of changing commitments, incompatibility, or where the relationship is not mutually fulfilling, either the new faculty member or mentor should seek confidential advice from the Mentoring Program Coordinator or his/her Chair. It is important to realize that changes can and should be made without prejudice or fault. The new faculty member, in any case, should be encouraged to seek out additional mentors as the need arises. Assessment

The mentor and new faculty member will submit a joint report at the conclusion of the spring semester to the VPAA. The report will provide an assessment of the activities and goals of the program. The VPAA and Academic Council will utilize the report for continued program improvement. Role of Chairs and Deans

The faculty mentor serves as an informal advisor. Consequently, it remains the Chair and Dean’s responsibility to advise new faculty on matters pertaining to university policies and procedures, including the evaluation, promotion, and tenure processes.

37 

 

SECTION V EXPECTATIONS OF FACULTY

Involvement in University Community

Members of the faculty are expected to be in attendance at events that are considered to be essential to the life of the University during the academic/fiscal year. Participation in the Faculty Advance, Commencement, scheduled convocations, the Awards Ceremony, and Town Hall meetings is required. The VPAA or designee may make exceptions when appropriate requests are filed. The University sponsors numerous lectures, concerts, plays, exhibits, and sporting events during the year. While the attendance at these activities is voluntary, they constitute an integral part of the life of the University. Faculty and students are encouraged to attend these special events. Faculty members are urged to suggest programs that will contribute to their own courses or to the life of the University. Faculty members participation in and support of required and optional events are essential toward the College Deans’ endorsement in decisions involving continuation, tenure, promotion, and other actions. Faculty and administrative staff members normally wear academic regalia for award ceremonies and Commencement. The University Bookstore rents and sells caps, gowns, and hoods. Attendance is mandatory at college meetings, faculty assemblies, and meetings called by College Deans or Department Chairs. A full time faculty member can vote only in one college even though the faculty member may be involved in teaching interdisciplinary courses. A quorum shall be defined as two-thirds of the full-time voting faculty members of the university or particular college. Each College Dean will provide College faculty members tasks related to recruitment and retention of students. These tasks may include, but are not limited to attending Urbana University Advising and Registration Days; participating in marketing and advertising strategy sessions; and, engaging prospective students in telephone and email recruiting. This applies only when the faculty member is contractually obligated to the Urbana University. Evaluation of Student Achievement

The evaluation of student achievement is an important instructional responsibility. The faculty member is responsible for evaluating student achievement. Students must be notified of deviations from the syllabus. All students, and especially first year students, should receive evaluation and feedback on their class performance early and often in the semester.

38 

 

The University does not prescribe the type of evaluation to be used, but suggests that instructors become acquainted with the advantages and disadvantages of each type, as well as with methods of construction of tests and scoring which promote reliability. Every effort should be made to ensure that each evaluation is a valid measure of the course objectives. Evaluation methods and procedures must be clearly explained in the syllabus. This is essential for student performance and also in handling a challenge to a grade. In addition, the faculty member must make every reasonable effort to assure that students understand what is expected in the course. Midterm grades of “D” or “F” are processed by the Registrar and may be submitted electronically to the students, their academic advisors, VPAA, and the Vice President of Enrollment and Student Services and Dean of Students. One two-hour final examination period is scheduled for every course at the end of the fall and spring semesters. Times and locations are published in the fall and spring semester class schedules. It is imperative that instructors follow the prescribed schedule. Class periods prior to the final examination week are not to be used for final examinations. Students may request changes if they have more than two examinations in one day. These written requests must be made to the instructor and then to the VPAA by the student. Once grades are submitted by the instructor, they are final and cannot be changed unless a formal appeal can be presented. Grades cannot be changed by arranging to do additional work. No grade may be changed after the end of the subsequent semester. Grading Procedures

Grading procedures are described in the course syllabus by the instructor. Grade reporting procedures are outlined in the University Catalog. Class lists will be sent to each instructor near the end of the term. Instructors are to assign each student a grade, identify any absences and return these lists to the Registrar's Office within the timeline designated by the Registrar’s Office. Official grade reports are made available to students and to academic advisors via Power Campus by the Registrar upon the close of each semester. Transcripts of students who have accounts outstanding are withheld in order to encourage students to make arrangements for payment with the Office of Financial Aid and Student Accounts. The basis for determining final grades should be based on the criteria outlined in the syllabus. Once recorded, grades are used for the purpose of determining such matters as academic honors, recommendations for graduate school, and academic sanctions.

39 

 

Student Grade Appeals

If a student is dissatisfied with a grade received while taking a class or wishes to challenge a charge of academic dishonesty, a written petition must be submitted and a compelling rationale must be given within one month of receipt of the grade to the instructor of record. The student has a right to a hearing, a right to request a written statement of charges, and an adequate opportunity to respond to any charges. To appeal a grade received in a course, students may take the following measures:

• Contact the instructor responsible for the grade to explain the concern verbally and attempt a resolution

• If still dissatisfied, appeal in writing to the Department Chair (or College Dean in cases where the Department Chair is the instructor) within one month of receipt of the grade

• If still dissatisfied, the written appeal will be forwarded to the College Dean. Continued appeals will be forwarded to the VPAA who will convene a committee (an ad hoc faculty committee with one representative per college) to review the case and render a decision. The decision of this ad hoc committee is final.

• All necessary appeal forms are available electronically or by contacting the Office of the VPAA.

A student may appeal a charge of academic dishonesty by taking the following measures:

• Contact the instructor responsible for the charge to explain the concern verbally and attempt a resolution

• If still dissatisfied, the student must request a written statement of the charges from the instructor to be copied to the Department Chair

• If no resolution has been reached, the student must request a hearing with the Department Chair and Faculty member

• If still dissatisfied, the student must file a written appeal to the College Dean. In the case of continued appeals, The VPAA will convene a committee (an ad hoc faculty committee with one representative per college) to review the case and render a decision. The decision of this ad hoc committee is final.

• In the event the instructor is the College Dean, the student must file the appeal with the VPAA. All necessary appeal forms are available electronically or by contacting the Office of the VPAA.

Family Education Rights and Privacy Act (FERPA)

Faculty members are expected to comply with the privacy rights of Urbana University students. The Family Educational Rights and Privacy Act of 1974 is a federal statute that protects a student’s educational record. This Act was designed to protect the privacy of personally identifiable information in student educational records, to establish the rights of students to inspect and review their educational records, and to provide for corrections to those records through hearings. Students have the right to file complaints with the U.S. Department of

40 

 

Education, Family Policy Compliance Office concerning alleged failures by the institution to comply with the Act. Individual institutions may define directory information, those items that may be released or published regarding individual students. Urbana University defines directory information as: name, student identification number, addresses, current class schedule, degrees and honors received, dates of degrees, dates of enrollment, current enrollment status, most recent educational institution attended, verification of signature, e-mail, and name and address of parents(s) or guardian(s). Also included in such a compilation is information about participation in officially recognized activities and sports, records achieved, and the weight and height of members of athletic teams. Copies of the complete policy statement may be found in the Registrar’s Office, and questions concerning the policy may be directed to that office. Curriculum Evaluation

The Faculty members of Urbana University are charged with maintaining the academic program of the university. Faculty members shall periodically evaluate each course, the offerings of the majors, and programs for which they hold primary academic responsibility. The faculty member may make minor revisions, such as, changes in assignments, pedagogy, or grading. However, revisions of a course, major, program, or changes in the purpose and nature of the offering, must be approved during a department, college meeting, and by the Curriculum Committee and per the state, regional, and national accrediting bodies. Some changes may require approval of the Faculty Assembly. For a complete explanation of the process, see the Curriculum Committee Procedure. Faculty Advising of Students

Because student success, persistence and ultimately graduation are often influenced by the student-faculty advising relationship, it is of vital importance that students understand their primary role of seeking assistance from faculty advisors. The student ultimately bears the responsibility for completing graduation requirements. Academic advising is a continuing process during which the student and faculty member may discuss options in a student's education program, particularly in the areas of specific class offerings and potential career choices. The Department Chairs and College Deans work collaboratively for maintaining an equitable distribution of advisees. Teaching at the London Correctional Institute (LoCI)

The university offers a variety of courses at the London Correctional Institute (LoCI). All instructors assigned to teach at LoCI must complete a background check, a two-hour orientation, and be issued a photo ID badge. They will be expected to comply with all security rules and entry procedures. This includes a search during entry and being subject to search at any time while on the prison grounds. There are also guidelines for dress and what can be brought into the prison. These issues will all be explained in the new instructor’s orientation and are also described in the program’s guidebook, which can be obtained from the site director. The site director is also responsible for providing those services that are available to assist the instructor, such as managing library services, audio-visual equipment, and computer labs.

41 

 

Faculty Use of Student Support Services

Faculty must cooperate with those services designed to support student success. These services include, but may not be limited to, Career Services, Disability Services, Health Services, personal counseling, the Student Success Center, the Writing Lab, and the student athlete Early Warning System.

42 

 

SECTION VI FACULTY POLICIES RELATED TO INSTRUCTION

Office Hours

Each faculty member is assigned an office. Faculty members are expected to maintain five clock hours of office hours per week, post the schedule on or near the office door, and send a copy to the VPAA and the College Dean and Department Chair. Online office hours are included in the five clock hours. Students should be able to make appointments if their schedules prevent their coming at regular office hours. Course Content and Management

Faculty members are expected to conduct their classes with the rigor appropriate to the level of instruction at which they are offered. Course design and content should reflect the course description in the current Urbana University Catalog. The course instructor is responsible for planning and presenting the course material; developing student learning outcomes; selecting texts (within department/school guidelines) and other required materials; preparing, administering, and grading papers and examinations; and assigning grades. Conduct of Classes

A faculty member should not be tardy or absent without good reason from class meetings specified in the University calendar, including the first day of a term and the day before a holiday. When there is a justifiable cause to be absent, the faculty member should notify the Chair and either the faculty member or the Chair should arrange for a substitute to meet the class. If the chair is not immediately available, the instructor must post a cancellation through self-service. In the case of emergency when this cannot be done, the faculty member is obligated to make provision for the time lost. Normally each class (including the first one) should meet the full period. When a faculty member has a planned absence, she must seek permission of his/her College Chair in writing and make provisions for the class in their absence. Academic problems are referred to the Department Chair or College Dean. All other student disciplinary issues are the jurisdiction of the Dean of Students and Executive Director of Enrollment. The handling of student tardiness is left to the discretion of the instructor. Each faculty member should observe the usual rules of courtesy before leaving the classroom. Faculty members should erase whiteboards, arrange and return chairs and other furniture in the usual order, and return all electronic devices to their original state. Unless another class immediately follows, faculty member should close windows and extinguish lights. Any needed classroom repairs should be reported in writing to the Maintenance Department through the departmental chair. Faculty members are responsible for the conduct of their assigned classes. They shall verify the Registrar’s class roster, assume responsibility for the grading of course assignments and

43 

 

determining the course grades, maintain accurate records of attendance and grades, and file grades and attendance records with the Registrar as specified each semester to facilitate timely grade notification to students and to verify graduation. Students are expected to report and explain any absences to their instructors. Students are responsible for information that occurred in class during an absence. Explanations must be substantiated (doctor’s note, job supervisor’s letter, etc.). Students expecting to be absent should notify and be excused by their instructors in advance whenever possible. If a student has three consecutive unexcused absences or erratic attendance, the instructor must notify the Registrar, or Office of the Executive Director of Enrollment and Student Services and Dean of Students. The VPAA may administratively withdraw a student from classes for continued non-attendance. Disruptive behavior will not be tolerated. Faculty members should not physically intervene but should call Campus Safety and ask belligerent parties to leave the classroom. Disruptive behavior may result in the student being withdrawn from the course. Faculty members are also expected to treat students fairly and respectfully. Classroom instruction should be rigorous and demanding while respecting the student. Students shall be respected and treated fairly without regard for race, color, religion, ethnic or national origin, age, disability, gender, sexual orientation, or military/veteran status. The faculty member must hold class in the assigned room and during the assigned time period. If there is a need to change the classroom or time period, the registrar must be consulted in advance. Temporary changes in the time or location of a class, as for a field trip, require advance notification to the College Dean. The respective College Dean must approve any class meeting cancellation. Conduct of Online/Distance Learning Classes

General guidelines for internet-based communications include the following:

• Students must identify themselves and the course in all of email communications with the instructor

• Subject lines must be changed when introducing a new topic • Students should not type in all upper case letters (since using all upper case letters is the

equivalent of shouting in text-based online discussions) • Students are to use the spell check feature • For discussion comments, students should remain on topic when introducing relevant real

world applications to illustrate positions/arguments • Assignments include essay or short answer postings on group discussions boards, utilize

the copy and paste command when possible (instead of attaching a document) • Students must copy and paste the question topic being addressed when initiating a reply • When in doubt (whether a discussion comment may be too controversial or cause a

“flame argument”), please consider that it is always better to discuss course material in a dispassionate and collegial manner.

 

44 

 

Curriculum Process

Faculty members of Urbana University are charged with maintaining the academic program of the University and thus play a central role in meeting the University’s mission and goals. This means that the University depends upon its faculty for service rendered outside of the classroom in the administration of the University, especially in its academic program. Faculty members are expected to participate in operational activities of the University. Ordering Books and Reading Material

The bookstore provides faculty textbook adoption forms. The procedures for the adoption of textbooks applies as follows:

• All textbooks are to be reviewed thoroughly by those persons who are to teach them before the textbooks are presented for approval and adoption.

• Textbook adoption will be the prerogative of the appropriate department Chair or College Dean, upon recommendation of the faculty member teaching the course.

• A common textbook will be used for multiple course sections. • Textbook adoption deadlines, which are set by the bookstore, must be adhered to by the

faculty. Generally, adoptions for fall are due in mid-April, for spring in mid-October, and for summer in mid-March.

• If a textbook is indicated as being “required” on the adoption form, it must be used in class.

• When the bookstore receives the textbook information from the faculty and looks at previous enrollment history, it is then the responsibility of the bookstore to place the order. The final decision as to the number of texts ordered in any given course will be the responsibility of the bookstore.

• It is the responsibility of the bookstore to make certain that a sufficient quantity of books is ordered and to communicate in a timely manner with the faculty member in the case of new editions being offered or books that have gone out of print.

Any exception to the policy as set forth above must be approved by the appropriate Chair/Dean and the VPAA. All exceptions must be thoroughly justified. Faculty members must order complimentary desk copies and other resources directly from the publisher. Handling Class Rosters

Class rosters are initially printed by the Registrar and mailed to each department prior to the first day of class. The class rosters are printed and mailed on two additional occasions during the term: The last day to drop without record and one week prior to the conclusion of the semester. Faculty also may login to Power Campus (Merlin) with their username and password and click class roster to get an up-to-date listing of their students. Faculty must email the Registrar's Office and the Counselor/Student Development Specialist identifying all students who have failed to attend the first two classes of any semester. Students enrolled in the ACE program absent on the first class must be reported to the Registrar’s Office, the Counselor/Student Development

45 

 

Specialist and the ACE site director the day after the initial class, in compliance with the established drop/add policy. Class rosters are available on Power Campus. The rosters should be checked against class attendance. If an instructor notices discrepancies between class rosters and students in attendance, such errors should be reported to the Registrar's Office in order that corrections can be made. Faculty members should check revised class rosters periodically. If a faculty member has a student listed who has dropped a class, the faculty member should inform the Registrar's Office. Syllabi

Urbana University requires that a syllabus be distributed to each student at the beginning of the semester. The syllabus serves as the official document of the course and prescribes the specific objectives and goals of the course. Therefore, it is important that the syllabus present clear course objectives and expectations for students. A well-planned syllabus will avert many, often time-consuming questions and problems as the course progresses. While the order of the information in the syllabus is discretionary (unless department/school specifies otherwise), all course syllabi should contain the following elements:

• Course name, number, and credits • Name of professor • Term for which course is being taught • Office location, phone number, e-mail address • Office hours • Required texts and other course materials • Course description • Student learning outcomes • Laboratory experiences (if applicable) • Grading system and evaluation procedures • Planned number and timing of examinations, assignments, readings, etc. • Outline of topics covered during the semester • Classroom policies • Policy for making up missed course work (including examinations) • Disability policy • Class attendance policy • Academic integrity policy • Classroom misconduct policy • Academic grievance policy (a reference to catalog page number will suffice) • Statement regarding student responsibility for reading Urbana University email account

Example: Students are responsible for reading Urbana University emails on a daily basis.

• Statement regarding student responsibility for visiting Moodle component of course Example: Students are responsible for visiting the Moodle course site for course changes, grades, etc., on a daily basis.

46 

 

Beyond these common points, every faculty member is free to develop his/her syllabi in accordance with his/her preference and need. Course syllabi should be reviewed and explained to students at the first class meeting each semester. Posting syllabi on Moodle is an appropriate method of distribution. They should be submitted to the Chair in electronic form. The Chair will evaluate syllabi using the Course Syllabus Evaluation form. Student Academic Misconduct

Faculty members must respond to evidence of student academic misconduct. Academic misconduct, as defined in the catalog, includes using materials not allowed on quizzes, tests, or exams; letting someone else write his/her papers, homework exercises, or other work; letting someone else use his/her papers, homework exercises, or other work to copy; copying another’s test (cheating); or failing to acknowledge the source of one’s ideas or wording in papers (plagiarism). Work that has allegedly been plagiarized, or work that is alleged of being used, or produced, involving cheating should be photocopied and the instructor should confront the student(s) involved with the concern, or charge, in order to hear the student’s reply. The college Chair should be notified in writing of any alleged academic misconduct and photocopies should be supplied to the College Dean and forwarded to the VPAA to support the allegations. A student appeal of the charge may engage the Student Appeals process. Faculty members must specify in course syllabi that any student who engages in any of the above forms of academic misconduct may receive a grade of “F” for the specific material or for the course. Students who engage in any form of academic misconduct may not withdraw from the course. Cases of misconduct are to be reported in writing to the appropriate College Dean and to the VPAA. A student engaging in multiple incidents of plagiarism or other forms of academic misconduct may be expelled from the University. Faculty Workloads

Faculty members are usually appointed to no more than two standing committees per year. Certain standing committees are elected by the Faculty Assembly. Should a faculty member be appointed to two standing committees and subsequently be elected to a third, She may petition the VPAA for relief from one of the appointed committees. Faculty members serve as advisors to a group of students. Departments/Chairs/College Deans are responsible for dividing advisees in the department/college among departmental/College faculty on an equitable basis.

47 

 

Faculty Class Overloads

If the needs of the College make it necessary for a faculty member to exceed the normal teaching load, the Chair/Dean may request that the faculty member accept an overload. Procedure

If, in working on the class schedule, the Chair/Dean determines that additional sections or courses will be needed, the Chair/Dean may go to a faculty member and request that She teach an overload. If the faculty member declines this offer, the Chair/Dean must find an adjunct to teach the class. Faculty members may do overloads only if requested by the Chair/Dean, but it is the faculty member's prerogative to decline the addition of an overload. If the faculty member agrees to teach the overload, an overload request should be sent to the VPAA for final approval. There should be no assumption of compensation until the overload has been approved. Faculty members will be paid for classes that meet the minimum enrollment requirement. Upon the recommendation of the Department Chair and College Dean, the VPAA may approve an overload. Reduction in Teaching Loads

Faculty may be granted a reduction in teaching hours in order to carry out administrative or other University-related tasks for a designated period of time. Except for a reduction in teaching load, all of the conditions of their appointment would remain the same. A faculty member with released time is expected to participate in advising and committee and departmental/schoolwork as usual. The reduction must be recommended by the VPAA and approved in writing by the President. Technology Use

Faculty members must make themselves proficient at using university technological services. Faculty members are expected to learn and use university communications systems, including the telephones, email, and network technology computer programs. Faculty must become trained in the use of the university’s computer system and programs (Merlin) and make use of technology as it becomes available. Faculty members are to utilize university technology to further academic efforts only. Refer to the Urbana University Staff Handbook for additional information. Disability Policy

It is university policy to provide reasonable accommodations for qualified students with disabilities according to Section 504 of the Rehabilitation Act of 1973. The Section 504 regulation prohibits all programs or activities receiving federal financial assistance from excluding or discriminating against disabled individuals who are otherwise qualified to participate in those programs or activities. In implementing the requirements of Section 504 of the Rehabilitation Act of 1973, Urbana University adopts the following procedures:

48 

 

• Faculty must place a statement in course syllabi indicating the provision of accommodations to a qualified student with a validated disability or other special classroom need. It is suggested that faculty also announce the foregoing information at the first class meeting.

• Faculty should invite students to discuss, in a confidential environment, course requirements and the students’ need for accommodations. The accommodation process should be one of collaboration between the student and instructor with support provided from the Office of Disability Services as needed.

• Faculty should be aware of the requirements and process for students seeking disability-related reasonable accommodations or other services, as set for in the Student Handbook.

• Not all students may choose to disclose their disability or wish to use accommodations. However, if faculty determines that a student may have a disability or special classroom need but lacks substantiating documentation, the faculty member may refer the student to the Office of Disability Services for assistance. While the University cannot conduct or fund testing required to document a disability/need for academic adjustment, students can be assisted in locating individuals or agencies that can conduct these evaluations.

Copyright Policy

Faculty members are expected to comply with copyright laws. Copyright protects any creative work including articles, books, photographs, movies, art, music, digital files, etc. from the moment it is created until the end of the life of the creator plus 70 years. Current copyright law provides for “fair use” for educational institutions. Before using a work which has copyright protection, consider;

• The purpose and character of the use, including whether such use is of a commercial nature or is for non-profit educational purposes

• The nature of the copyrighted work • The amount and substantiality of the portion used in relation to the copyrighted work as a

whole and • The effect of the use upon the potential market for or value of the copyrighted work.

It is often useful to use a Fair Use worksheet to evaluate one’s use of copyright protected. A sample worksheet can be found at: http://www.northcarolina.edu/legal/sm/copyrightownership/Primer_Fair_Use_Worksheet_042209.pdf The only sure way to know that one has permission to use someone else’s work is to ask permission from the creator of the work or the current owner of the copyright. Assume everything has copyright protection unless otherwise noted.

49 

 

SECTION VII ACADEMIC FREEDOM AND PROFESSIONAL ETHICS

Academic Freedom

The Board of Trustees of Urbana University affirms the following statements regarding academic freedom adopted by the American Association of University Professors (AAUP). Policy Documents and Reports 9th edition (Washington, D.C.: American Association of University Professors, 2001), 3-4. Institutions of higher education are conducted for the common good and not to further the interest of either the individual teacher or the institution as a whole. The common good depends upon the free search for truth and its free exposition. Academic freedom is essential to these purposes and applies to both teaching and research. Freedom in research is fundamental to the advancement of truth. Academic freedom in its teaching aspect is fundamental for the protection of the rights of the teacher in teaching and of the student to freedom in learning. It carries with it duties correlative with rights.

• Teachers are entitled to full freedom in research and in the publication of the results, subject to the adequate performance of their other academic duties; but research for financial return should be based upon an understanding with the authorities of the institution.

• Teachers are entitled to freedom in the classroom in discussing their subject, but they should be careful not to introduce into their teaching controversial matter, which has no relation to their subject. (The intent of this statement is not to discourage what is “Controversial.” Controversy is at the heart of the free academic inquiry, which the entire statement is designed to foster. The passage serves to underscore the need for teachers to avoid persistently intruding material that has no relation to their subject (From 1970 Interpretive Comments, AAUP).

• College and university teachers are citizens, members of a learned profession, and officers of an educational institution. When they speak or write as citizens, they should be free from institutional censorship or discipline, but their special position in the community imposes special obligations. As scholars and educational officers, they should remember that the public may judge their profession and their institution by their utterances. Hence, they should at all times be accurate, should exercise appropriate restraint, should show respect for the opinions of others, and should make every effort to indicate that they are not speaking for the institution.

• Free speech, as guaranteed under the United States Constitution, may be exercised outside the classroom and remarks made in the course of ordinary academic discussion shall not be used as evidence or documentation in termination, non-renewal, or non-reappointment procedures. Free speech is not intended to protect personal attacks or the repeating of hearsay remarks that are intended to discredit the work or reputation of another university community member.

50 

 

Fraternization Policy

A faculty member must be able to objectively evaluate his/her students’ academic performance. This relationship and duty cannot be jeopardized by a sexual or romantic relationship between a faculty member and his/her student. Therefore, Urbana University prohibits any sexual relationship between a faculty member and a student. Relationships in which a differential of power exists between parties increase the risk of exploitation, favoritism, bias, and conflicts of interest. This policy is intended to help protect the academic and institutional integrity of Urbana University by reducing the potential for these problems or the perceptions of them that might otherwise occur. Faculty members are prohibited from engaging in sexual relationships with those with whom they have a supervisory, advisory, or evaluative role. For the purposes of this policy, a sexual relationship is defined as a relationship in which any kind of sexual physical contact occurs. All persons fulfilling the dual role of full-time student and employee will be treated exclusively as a full-time student for the purpose of this policy. This policy sets a minimum standard for employees, and further guidance is in the Urbana University Employee Handbook. Because the fundamental asymmetry of the relationship may make subsequent allegations of sexual harassment difficult to disprove, faculty members must report the relationship to their respective College Chair and Dean. The student and faculty member are encouraged to seek counseling regarding the potential for exploitations and harassment. The fraternization policy applies to relationships between faculty and students regardless of gender; however, it does not apply to relationships between employees and their spouses or domestic partners. Harassment Policy

As an institution of higher education, Urbana University seeks to provide an academic and co-curricular environment based on mutual respect, individual dignity, and equality. Consistent with these principles, the University regards the intimidation, harassment, or abuse of any member of the campus community on the basis of race, color, religion, ethnic or national origin, age, disability, gender, sexual orientation, military/veteran status as an inappropriate use of power that violates its fundamental values. The University prohibits any acts of intimidation, harassment, or abuse on the basis of race, color, religion, ethnic or national origin, age, disability, gender, sexual orientation, military/veteran status. Such acts also may constitute a violation of federal and state law. Sexual harassment is defined as an unwelcome sexual advance, request for sexual favors, or other verbal or physical conduct of a sexual nature under any of the following circumstances:

• Submission to such conduct is made either explicitly or implicitly a term or condition of an individual’s employment, participation in any program or activity, or status in any program or activity, or status in an academic class.

51 

 

• Submission or rejection of such conduct by an individual is used as the basis of an employment or academic decision affecting him or her.

• Such conduct has the effect of unreasonably interfering with an individual’s work performance or educational experience, or creates an intimidating, hostile, or offensive environment for working, learning, or living on campus, and has no legitimate relationship to the subject matter of a course.

Sexual harassment undermines the employment or academic relationship by creating an intimidating, hostile or offensive environment between any individuals associated with the University. For example, it may arise between an employee and a supervisor, between coworkers, between faculty members, or between a faculty member, staff or a student and a customer, vendor, or contractor. Harassment engaged in by anyone, whether at a University-sponsored activity or work-related commitment (on or off campus) is a prohibited violation of Urbana University policy. Examples of Sexual Harassment

Sexual harassment involves unwanted sexual attention that may be verbal, visual, or physical in nature. Prohibited conduct includes, but is not limited to: a) direct or implied threats that submission to, or rejection of, sexual advances will be a condition of employment, work status, promotion, grades, or letters of recommendations; b) a pattern of conduct that causes discomfort or embarrassment including:

• Inappropriate comments of a sexual nature • Sexually explicit questions, jokes, or anecdotes • Touching, patting, hugging, brushing against a person’s body, or repeated or unwanted

staring • Inappropriate remarks about sexual activity, experience, or orientation • Display of inappropriate sexually explicit materials in a location where others can see

them • Unsolicited emails or text messages of a sexual nature

An offender may be unaware that his/her conduct is objectionable or harassing to others. In those cases, individuals who believe they have been subjected to harassment from any other person should make it clear to the offender that a behavior is offensive to them. When deemed necessary, they should bring the matter to the attention of the appropriate person as set forth below. In fulfilling their obligation to maintain a positive and productive work environment, supervisors are also expected to report any harassment of which they become aware to the Director of Human Resources, who serves as the University’s Sexual Harassment Investigation Officer. She is responsible for ensuring that all complaints alleging sexual harassment are investigated and that appropriate records of all reports are kept.

52 

 

Reporting Incidents of Sexual Harassment

Individuals who feel that they have been sexually harassed are strongly encouraged to contact the Sexual Harassment Investigation Officer. If the complaint is against the person holding the title of (Sexual) Harassment Investigation Officer, the individual should contact the Vice President for Administrative Services. Supervisors are required to relay any reports they receive to the Investigation Officer. If a complainant decides to file a formal grievance, the procedures outlined below will be followed. If a complainant elects not to file a formal grievance, the Sexual Harassment Investigation Officer may determine what action, if any, is warranted under the circumstance. Appropriate actions may include, but are not limited to, informal meetings with the accused harasser to discuss the allegations, meetings with the accused harasser’s supervisor, further investigation and/or appropriate discipline, up to and including dismissal, where warranted. The Urbana University Sexual Harassment Policy applies to all faculty, staff, students, or guests of the University. The Human Resources Office is responsible for the administration of this policy and its attendant procedures. All members of the campus community, including those in administrative, faculty, staff, or student roles are responsible for its implementation. Any complaint of sexual harassment that comes to the attention of a supervisor or University administrator must be dealt with whether or not a written complaint is filed. Investigation with due consideration to privacy concerns, followed by any appropriate disciplinary measures, must be performed and documented in consultation with the Director of Human Resources. Discipline may range from private reprimand to a recommendation for dismissal. Sexual Harassment Complaint Procedures

Individuals who feel that they have been sexually harassed are encouraged to discuss the incident(s) with the Dean of Students, VPAA, or the Sexual Harassment Investigation Officer. This discussion should assist in determining the validity and extent of the problem. If there is a basis for a charge, the complainant prepares a written complaint of the incident, providing a detailed statement of the events of harassment, including dates, places, the identity of the alleged harasser, and the names of any witnesses. She submits the complaint to the Sexual Harassment Investigation Officer, the Director of Human Resources. Any member of the campus community may assist the complainant in preparing the complaint. The complaint should be submitted as soon as practical after the incident that gave rise to the complaint. Following submission of the complaint, the Sexual Harassment Investigation Officer notifies the complainant and contacts the accused individual requesting a written response to the complaint. The response must be returned to the Officer within ten (10) working days. A copy of the complainant’s report must be presented to the accused. If the Officer determines that the allegations of the complaint would, if found to be true, constitute a violation of this Policy, he will undertake an investigation regarding the complaint. In addition to reviewing both the complaint and the response, and speaking with both the

53 

 

complainant and the accused, the Officer will investigate the claim by interviewing others who may have knowledge, reviewing documents, or taking other steps which, in the Officer’s discretion, are most conducive to determining fairly the facts and assessing responsibility. A finding of a violation of the policy will be based upon the standard that it is more likely than not (comparable to a preponderance of the evidence) that the policy was violated. The complainant may contest the Officer’s decision that the complaint does not constitute sexual harassment by submitting a written appeal to the President within five (5) working days of the issuance of the Officer’s judgment. The President may uphold the Officer’s decision or request further investigation. The President will document his findings and provide a written notification to the Executive Committee of the Board of Trustees. If the Officer decides that the complaint does constitute sexual harassment, a course of discipline is implemented. The Officer shall inform all parties of his/her decision. Discipline

If it is determined that sexual harassment has occurred, discipline will be issued to insure that it stops immediately. Based on the severity of the offense, appropriate discipline may include, without limitation, a verbal reprimand, written reprimand, suspension without pay, or termination of employment from the University. With prior notice to the harasser, a record of the discipline will become a permanent part of his/her personnel records. The complainant will be informed that discipline has been issued to the offender. Appeals

Either party may appeal the decision or any imposed discipline to the President within five (5) working days after receiving notification of the decision or disciplinary action. The President makes the final decision within ten (10) working days. In the event the President is a direct party to the proceedings, the Executive Committee of the Board of Trustees shall hold fact-finding hearings and issue the final decision. The decision of the President, or in appropriate instances, the Executive Committee of the Board of Trustees, is final, and no further review may take place. Retaliation, Confidentiality, and False Allegations

Urbana University, the State of Ohio, and the federal government prohibit any act of reprisal against any individual covered by this policy who reports sexual harassment to appropriate authorities. Retaliation is a violation of this policy, and any claim of retaliation will follow this policy’s complaint procedures. The University will make every reasonable effort to conduct all proceedings so as to protect the confidentiality of all parties where possible and in compliance with its duties and maintain their personal safety, dignity, and self-respect. Every reasonable effort will be made to safeguard any victim from further harassment or injury. It is a violation of this policy for any member of the campus community to knowingly make false accusations of sexual harassment. However, the mere fact that one fails to prove a claim of sexual harassment does not in itself constitute a deliberately false accusation. Discipline may be imposed for knowingly making a false accusation of sexual harassment.

54 

 

Professional Ethics

The Board of Trustees of Urbana University affirms the following statement regarding professional ethics adopted by the American Association of University Professors (AAUP). The Board also accepts the AAUP statement that “in the academic profession the individual institution of higher learning provides the assurance [of its members’ integrity] and so should normally handle questions concerning propriety of conduct within its own framework.” Policy Documents and Reports 9th ed. (Washington, D.C.: American Association of University Professors, 2001), 133-134.

• Professors, guided by a deep conviction of the worth and dignity of the advancement of knowledge, recognize the special responsibilities placed upon them. Their primary responsibility to the subject is to seek and to state the truth as they see it. To this end professors devote their energies to developing and improving their scholarly competence. They accept the obligation to exercise critical self-discipline and judgment in using, extending, and transmitting knowledge. They practice intellectual honesty. Although professors may follow subsidiary interests, these interests must never seriously hamper or compromise their freedom of inquiry.

• As teachers, professors encourage the free pursuit of learning in students. They hold before them the best scholarly and ethical standards of their discipline. Professors demonstrate respect for students as individuals and adhere to their proper roles as intellectual guides and counselors. Professors make every reasonable effort to foster honest academic conduct and to ensure that their evaluations of students reflect each student’s true merit. They respect the confidential nature of the relationship between professor and student. They avoid any exploitation, harassment, or discriminatory treatment of students. They acknowledge significant academic or scholarly assistance from them. They protect their academic freedom.

• As colleagues, professors have obligations that derive from common membership in the community of scholars. Professors do not discriminate against or harass colleagues. They respect and defend the free inquiry of associates. In the exchange of criticism and ideas, professors show due respect for the opinions of others. Professors acknowledge academic depth and strive to be objective in their professional judgment of colleagues. Professors accept their share of faculty responsibilities for the governance of their institution.

• As members of an academic institution, professors seek above all to be effective teachers and scholars. Although professors observe the stated regulations of the institution, provided the regulations do not contravene academic freedom, they maintain their right to criticize and seek revision. Professors should give due regard to their paramount responsibilities within their institution, in determining the amount and character of work done outside it. When considering the interruption or termination of their service, professors recognize the effect of their decision upon the program of the institution and give due notice of their intentions.

• As members of their community, professors have the rights and obligations of other citizens. Professors measure the urgency of these obligations in the light of their responsibilities to their subject, to their students, to their profession, and to their institution. When they speak or act as private persons, they avoid creating the impression of speaking or acting for their college or university. As citizens engaged in a profession

55 

 

that depends upon freedom for its health and integrity, professors have a particular obligation to promote conditions of free inquiry and to further public understanding of academic freedom.

Research Review Policy and Procedures

The Research Review Board is a university committee that ensures the respectful and ethical treatment of human participants and live vertebrate animals in research conducted by Urbana students, faculty, or staff. All research involving such subjects must be submitted for review and approval prior to data collection. The Board functions to: a) review and approve research proposals consistent with federal guidelines, social science research standards, and university policies, and b) periodically review Urbana University policies and practices on the use of human participants and live vertebrate animals in research. The general principles which guide the Committee are based on The Belmont Report, a 1979 federal government document that charges each researcher with the responsibility to demonstrate the following while conducting research: Respect for Persons, Beneficence (Maximizing benefits and minimizing risks), and Justice. Further, the Committee conforms to guidelines and standards set forth by the Department of Health and Human Services (45 Code of Federal Regulations-effective June 18, 1991), the American Psychological Association’s Code of Ethics, or the ethical guidelines of other disciplines relevant to the researchers’ practice. Copies of these documents for review can be found in the office of the Vice President for Academic Affairs. Following The Belmont Report, the board distinguishes between normal professional practice and research activity. “Normal professional practice” refers to activities that are standard accepted practices of the profession. It includes interventions or services for the client that have a reasonable expectation of success. “Research” designates an activity designed to test hypotheses, permit conclusions to be drawn, and thereby to develop or contribute to generalized knowledge. Research and practice may be carried on together, but the general rule is that if there is any element of research in an activity, that activity should undergo review for the protection of the human or animal subjects. Normal professional practice shall include research proposals by education majors under faculty supervision that meet the state of Ohio statutes for conducting research on normal educational practices in “established or commonly accepted educational settings.” However, the supervising faculty member shall take responsibility for making a referral to the Research Review Board whenever there is any question of the project exceeding these conditions. Procedures

• All research by faculty, staff, and students, conducted on human participants or live vertebrate animals, beyond normal professional practice as defined in The Belmont Report, must submit a complete description of the research to the Research Review Board.

• Description of the research project must include:

56 

 

o A statement of rationale explaining the benefit of the research or its contribution to the current body of knowledge

o A statement of the type of study or research design o A description of the subject selection procedures o A descriptions of steps taken to prevent harm, either psychological or physical o A discussion of data analysis methods o A discussion of the debriefing process, if needed o A discussion of how sensitive data will be protected (subjects’ identifying data,

results, etc.) • The Research Review Board will review the submission and seek clarification as needed. • The Research Review Board will either approve the project, request modification and

resubmission, or reject the project. • Notification will be sent to the applicant. • In the case of noncompliance with the submission of research to the Board or with the

Board’s decision, the Board will first communicate its concern to the person conducting the project. If the Board is still not satisfied, it will request a meeting with the person and his\her supervisor(s). Should the Board’s concerns remain unsatisfied, the Board will communicate its concerns to the President of the University.

Vote of No Confidence in the President or Academic Administration

The vote of no confidence can be exercised when all communication processes have been exhausted by the faculty. The following steps will be followed to proceed with this action:

• The process begins with written faculty grievances sent to the Faculty Chair, who appoints a committee or an individual to consolidate them into a summary list. They are then passed to the Faculty Assembly for deliberation.

• If the Assembly is in favor of pursuing the matter, they send a letter with the summarized grievances to the identified party calling for redresses. In cases where the vote of no confidence impacts an academic administrator and no response or/and unsatisfactory response is received, the matter is forwarded to the President. If the President is the affected party and in the case where there is no response within seven business days or an unsatisfactory one, the matter returns to the Faculty Assembly for deliberation and a confidential vote (secret ballot).

• The Chair of Faculty Affairs may call for a closed session and would assume secretarial responsibilities of the Faculty Assembly meeting.

• The outcome of that vote is conveyed to the President in writing, and if again She fails to respond or responds unsatisfactorily, the matter will be referred to the Chair of the Board of Trustees who has seven business days to respond.

• They in turn deliberate on the matter and return their verdict of support or rejection to the President and faculty, in either case indicating what must be done to redress the grievances.

• Should the President ignore the process at this point, or respond unsatisfactorily, then the Faculty Chair weighs options and again convenes the Faculty Assembly.

57 

 

• When the Board of Trustees is in agreement with the Faculty, the President or Academic Administrator may be asked to resign; when the Board of Trustees is in disagreement with the Faculty, the matter is settled in favor of the President or Academic Administrator remaining in office for the time being.

• If the grievances continue, the Faculty may decide whether to make the matter public in some way, for example by going to the academic or local press, or taking the matter to the AAUP for resolution. The faculty does this only when the President has been apprised of such pending action. If the AAUP recommends resignation, then the Board of Trustees is asked to honor the decision.

• If the grievances are addressed adequately by the President or the Academic Administrator, the Faculty may decide to drop the matter entirely.

58 

 

SECTION VIII CURRICULUM

The University recognizes curriculum development and design as the exclusive domain of the faculty. To implement this recognition, the University has developed policies and procedures to facilitate curriculum change. The curriculum at Urbana University is designed to reflect the values of liberal arts and career education. The liberal arts component of the curriculum is provided by courses in the humanities, the natural sciences, and the social sciences. In addition, many courses and programs (for example, in business and education) are directed toward acquiring the knowledge, skills, and attitudes appropriate to effectively pursue selected careers. Degree programs are designed to provide the basic preparation for a career. The entire curriculum reflects an emphasis on personal development, an emphasis directly related to the University’s historic commitment to liberal education. This approach to learning seeks to broaden the perspective of an individual toward his/her career while also providing an intellectual foundation for personal development through life. Specific academic degree requirements are determined by the College in which the major program resides. As a four-year liberal arts institution, Urbana University offers programs of study leading to certificates, A.A., B.A., and B.S. degrees. All degree programs require completion of a substantial core of general education, as well as major specific courses. In addition, the University offers the following Master’s degrees: Education (M.Ed.), Nursing (MSN), Criminal Justice Administration (CJA), and Business Administration (MBA). Curriculum Development and Revision Procedure

It is an objective of Urbana University that its curricular offerings remain up to date, attractive to students, appropriate, and based on excellence. To accomplish this objective, it is essential that the curriculum be under continual review and that all faculty and administrative members of the University community be involved in the process of curriculum development and revision. To promote and facilitate the University’s Strategic Plan, which is to strengthen and develop the academic portfolio, the following procedure is outlined. University Procedures

• Each of the academic departments/colleges of the University bears the responsibility of ensuring its curriculum and majors are current and relevant.

• Any faculty member may suggest changes in existing curricula, the addition of curricula, or the deletion of curricula. This process should typically begin at the department/college level, although administrative officers of the University are also encouraged to participate in this endeavor.

• Requests for curriculum development and/or revision should ordinarily come as recommendations from appropriate academic departments/colleges or the Council of Deans/Academic Affairs to the Curriculum Committee. The Council of Deans/Academic Affairs should submit all curriculum development and/or revisions to the appropriate Department for review.

59 

 

• Faculty, upon approval of the Department Chair and College Dean will be responsible for the proposal submission to the Curriculum Committee. Upon approval, the Curriculum Committee will forward its recommendation(s) to the Council of Deans. The Council of Deans will review the recommendation(s). Upon approval from this body, the VPAA will receive the recommendations(s) and will submit all proposals to the Faculty Assembly at least five (5) working days prior to the next scheduled Faculty Assembly.

• The Curriculum Committee may recommend to approve, disapprove, or send back proposals to the appropriate department/college for further consideration.

• In the event that a proposed change in general education requirements is approved by the Curriculum Committee, it is submitted for consideration to the Faculty Assembly. The Faculty Assembly may approve or disapprove any proposed change, or may request further study before taking any formal action. If approved by the Faculty Assembly, it is submitted for consideration to the President through the VPAA. The President may approve, disapprove, or send back for further consideration any proposal.

• It will be the prerogative of the VPPA to decide if a curricular change requires action on the part of the Educational Affairs Committee of the Board of Trustees, the Executive Committee of the Board of Trustees, or the full Board of Trustees. In general, the President will submit to the Board of Trustees, or its appropriate committee, any curricular change involving the addition of new programs, majors, or a substantive financial commitment.

Upon approval of a curricular change, the change shall be forwarded to the VPAA for implementation. Curriculum Committee Procedures

• When a proposal is discipline-specific or otherwise in the purview of a department, the recommendation must come through a majority vote of the department or college.

• Faculty, upon approval of the Department Chair and College Dean will be responsible for the proposal submission to the Curriculum Committee. Upon approval, the Curriculum Committee will forward their recommendation(s) to the Council of Deans. The Council of Deans will review the recommendation(s). Upon approval from this body, the VPAA will receive the recommendations(s) and will submit all proposals to the Faculty Assembly at least five (5) days prior to the next scheduled Faculty Assembly.

• After the department/college and Council of Deans vote in favor of a proposal, the proposal shall be presented to the Curriculum Committee by the faculty representative of the college proposing the recommendation. Proposals must be submitted in the format prescribed by the Curriculum Committee. Forms for submitting proposals are on file in the Vice President for Academic Affairs Office.

• The Dean will provide the VPAA with a copy of any proposal for curriculum change submitted by a department or college.

• The Curriculum Committee will discuss, deliberate, and vote in the presence of the departmental or college representative, if available.

• The Curriculum Committee will give a report (minutes) of the actions of the committee to the President of the University, the VPAA, and the Faculty Assembly.

60 

 

New Program Proposal

Urbana University program approval procedures were developed to provide a rational and effective method of program development, consideration, and approval. University procedures provide mechanisms for ensuring that consistent and coordinated decisions are made concerning program development and resource allocation. The underlying principle that informs the entire program approval process is that academic decisions are made among all relevant parties at the departmental, college, and administrative levels. All new proposals should recognize the connection to the University’s Strategic Plan where “The faculty are recognized for excellence in teaching and leadership, exposing students to state-of-the-art knowledge. A number of alternative delivery methods extend classroom instruction, including online, blended, hybrid, and accelerated learning options.” The New Program Proposal requires the University to commit to progressive and innovative academic initiatives. The final responsibility for program approval within the University rests with the Board of Trustees and may require Ohio Board and/or Higher Learning Commission approval. An initiator of a new program proposal may be one or more faculty members and/or administrators. All proposals should be directed to the appropriate department chair and/or College Dean. The process begins with a prospectus to include:

• Feasibility Study: 3-5 page overview o Description of the nature of the program and its objectives o Relevance of new program o Rationale, including preliminary enrollment data o Fit with the strategic plan of the institution (include institutional data) o Description of the intellectual, artistic, cultural, social, and/or economic need for

the program o Budget projections, including new faculty positions o Evidence that the departmental faculty, Chair, and Dean support the new program

The feasibility study is submitted to the Council of Deans. The Council of Deans reviews the prospectus for mission consistency and feasibility. The Council makes a recommendation to the Vice President of Academic Affairs about proceeding with a full proposal. All proposed programs should be consistent with the strategic plan of the university.

• Proposal Development: 3-5 page document Expanded Rationale

o Fit with other majors and programs at Urbana University o Projected enrollment data – inquiries to admissions office, enrollment in other

private institutions in same program, national trend, etc. o Value-added to Urbana University students, community, and region

Curriculum o Admissions requirements o Major requirements o Description of concentrations or specializations within the major

61 

 

o New Course Proposal form (with sample syllabi of each proposed course) and Library Impact Statement for all new courses

o Course rotations and staffing (fulltime and adjunct)

Program Assessment o Program outcomes: the knowledge, skills, and competencies that students are

expected to exhibit upon successful completion of this academic program o Methods of assessments: measures, tools, and strategies that will be used to assess

students’ achievement of the program’s learning outcomes

Program Administration o Communication Phase

Description of how the program will be administered Description of who will direct the program and reporting arrangements Budget Funds needed to launch and sustain the program

o Staff/Faculty Development Phase Library resources, including new periodicals requests, reference materials,

media (complete Library Impact Statement) Facilities, equipment, and technology Faculty position needs for first five years, including adjuncts

Approval Process for Proposal

o The program proposer submits proposal to the Department Chair for approval. o If approved by the Chair, She submits to the departmental faculty for review and

approval. o If approved by departmental faculty, the Chair forwards it to the Dean for

approval. o If approved by the Dean, She submits the proposal to the respective College for

approval. Upon approval of the College, the Dean will submit the proposal to the Council of Deans for review and approval.

o Faculty, upon approval of the Department Chair and College Dean will be responsible for the proposal submission to the Curriculum Committee. Upon approval, the Curriculum Committee will forward their recommendation(s) to the Council of Deans. The Council of Deans will review the recommendation(s). Upon approval from this body, the VPAA will receive the recommendation(s) and will submit all proposals to the Faculty Assembly at least five (5) days prior to the next scheduled Faculty Assembly meeting.

The Curriculum Committee will evaluate the academic quality of the proposed new program. The committee can make a recommendation to the VPPA for approval of the program, make a recommendation for approval with a list of specific concerns that should be addressed, or refer the program back to the proposer for appropriate modification. The committee will base its review on the following criteria:

62 

 

• Is the program academically and fiscally sound? • Are the requirements suitable and appropriate? • Is the program consistent with the University mission? • Does the proposal meet the University’s academic standards? • Are the level of the courses appropriate? • Do the courses incorporate sound principles of pedagogy and student performance

evaluation? • Has unnecessary duplication or overlap with existing courses been avoided? • Are program outcomes outlined and appropriate? • Is the program assessment plan developed and appropriate? • Are there any concerns over the adequacy of resources, such as faculty, library, space,

equipment, etc.? • Is program governance appropriate? • Does the program fulfill a significant need for the institution?

If the committee recommends approval, the proposal is submitted to the Vice President for Academic Affairs for approval, who in turns submits it to the President for approval. Final action resides with the Board of Trustees. If not approved by one of the bodies or individuals, the proposal is returned with commentary to the initiator who may revise and resubmit. New Course Proposal

The responsibility for developing a new course normally resides in the department responsible for the body of knowledge represented in the course. The development of the course follows the new course proposal format. The faculty of the proposing department will take the following steps:

• Determine if there is overlap or duplication with existing offerings. Contact departments and each College Dean to ascertain if similar or related offerings exist, to resolve possible conflicts, or to obtain agreement that no significant overlap exists.

• Relate all new course proposals to the Urbana University educational goals and objectives. All new major courses should relate to the Departmental, College, and Urbana University goals and objectives.

• Assess the budgetary and resource ramifications of the course. Include library resources in the assessment by completing the Library Impact Statement.

• Complete the New Course Proposal form, which is on file in the Vice President for Academic Affairs’ Office.

• Submit the proposal to the Chair, who will review it with the departmental faculty. If approved by the department, the proposal will be submitted to the College Dean. The College Dean will be responsible for the proposal submission to the Curriculum Committee. Upon approval, the Curriculum Committee will forward their recommendation(s) to the Council of Deans. The Council of Deans will review the recommendation(s). Upon approval from this body, the VPAA will receive the recommendations(s) and will submit all proposals to the Faculty Assembly at least five (5) days prior to the next scheduled Faculty Assembly meeting.

63 

 

The Curriculum Committee will ascertain if the proposed course:

• Is completely and clearly defined as required in the New Course Proposal form. • Clearly communicates the objectives at the appropriate level of student competency (i.e.,

graduate or undergraduate learning outcomes). • Is, because of its content, the responsibility of the proposing department. • Avoids duplicating with other offerings within the University. • Has adequate support in terms of resources, including adjunct needs. • Is numbered for offering at the appropriate level. • Fulfills a significant need.

If approval is recommended, the committee chair will submit to the Council of Deans his/her approval. If the proposed new course is a general education course, it must be submitted to the Faculty Assembly for approval. Proposal for a Revision/Deletion of a Course

It is not unusual for a course to evolve into something quite different from the course originally approved. When this occurs, the individual faculty member and/or the department must have the revised course approved by the appropriate bodies and individuals. In some cases the appropriate bodies may include Ohio Board of Regents or other accreditation agency. A course revision must be submitted to the appropriate department chair or College Dean when:

• The number of credits for the course has changed • The course number has changed • The course description has changed significantly • A change in the mix of lecture/lab/practice/field hours occurs • The prerequisite has changed • The change affects program requirements • The change affects other programs • The change is a course deletion • The course is a general education requirement

If a department is in doubt about whether a course change must follow the approval process, it should seek the advice of the College Dean. Approval Process

The Chair will take the following steps:

• Complete the Proposal for Revision/Deletion of a Course form, which is on file in the Vice President for Academic Affairs Office.

• Submit the proposal to the departmental faculty for review and approval.

64 

 

Upon approval of the College, the proposing department will submit the proposal to the University Curriculum Committee. The Curriculum Committee will ascertain if the proposed revision:

• Is completely and clearly defined as required in the Proposal for Revision/Deletion of a Course form.

• Clearly communicates the rationale for the change. • Is, because of its content, the responsibility of the proposing department.

The Curriculum Committee will forward its recommendation(s) to the Council of Deans. The Council of Deans will review the recommendation(s). Upon approval from this body, the VPAA will receive the recommendations(s) and will submit all proposals to the Faculty Assembly at least five (5) days prior to the next scheduled Faculty Assembly meeting. If the proposal involves a general education course, it must be submitted to the Faculty Assembly for approval. Proposal for Revision/Deletion of a Program

The responsibility for revising/deleting program requirements normally resides in the department. Approval Process

The Chair will take the following steps:

• Complete the Proposal for Revision/Deletion of a Program form, which is on file in the Vice President for Academic Affairs Office.

• Submit the proposal to the departmental faculty for review and approval. If approved by the department, the proposal will be submitted to the Dean. If approved by the Dean, She submits to the respective College for approval. If approved by the department, the proposal will be submitted to the College Dean. The College Dean will be responsible for the proposal submission to the Curriculum Committee. The Curriculum Committee will ascertain if the proposed revision:

• Is completely and clearly defined as required in the Proposal for Revision/Deletion of a Program form.

• Clearly explains how the proposed changes differ from those currently in effect. • Clearly communicates the rationale for the change.

Upon approval of proposed action, the Curriculum Committee will forward their recommendation(s) to the Council of Deans. The Council of Deans will review the recommendation(s). Upon approval from this body, the VPAA will receive the

65 

 

recommendations(s) and will submit all proposals to the Faculty Assembly at least five (5) days prior to the next scheduled Faculty Assembly meeting. Urbana University’s Curriculum Committee will be comprised of an elected representative from each College, as well as the following:

• Two additional elected faculty members (no more than two may be elected from one College)

• Director of Admissions (Non-voting) • Director of Institutional Research (Non-voting) • Librarian (Non-voting) • Registrar (Non-voting)

66 

 

SECTION IX COMMITTEES

Faculty Committees

The Faculty Assembly carries out its responsibilities within the administration and governance of the university through its standing and ad hoc committees and through participation in the other committees of the university. All full-time faculty members are expected to participate in the university’s committee structure. Each faculty member should ordinarily be serving on at least one committee, elected or appointed. University Committees

The Faculty Assembly may establish standing committees to act on its behalf in fulfilling its responsibilities regarding its role in the administration and governance of the university. Standing committees of the faculty are created by the Faculty Assembly, and report to the Faculty Assembly. All university policies and procedures that govern faculty standing committees must be approved by the Faculty Assembly. A faculty standing committee may be created or revised by the following process. Either the VPAA, the Chair of the Faculty, or any current faculty committee (standing or ad hoc) may propose the formation of a standing committee to the Faculty Assembly. The proposal must describe the composition of the committee, the method of selecting committee members, and the functions of the committee. A revision of a faculty standing committee may originate in a proposal from the committee itself. The Faculty Affairs Committee must review the proposal and make its recommendations known to the Faculty Assembly. The Faculty Assembly’s approval will pass the proposal to either the Chair of the Faculty or the VPAA who will recommend it to the President for action by the Board of Trustees and inclusion in the Faculty Handbook as a standing Committee of the Faculty. Elections to standing committees are conducted by the Faculty Affairs Committee and traditionally occur at the Faculty Advance. Vacancies will be filled by election as determined by the chair of the faculty in consultation with the VPAA. The election will be conducted by the Faculty Affairs Committee. College representation on some committees will be determined by election of voting members of the respective college. The creation, dissolution, or change in the description of a standing committee shall require a vote of the Faculty Assembly. All faculty standing committees will select one faculty person as chair and another as secretary unless otherwise specified. The committee secretary is responsible for keeping minutes of all meetings and filing approved minutes with the Secretary of the Faculty. Physical care of faculty minutes will be the responsibility of the VPAA. Minutes of standing committees will be circulated to all faculty members electronically with exceptions for those committee sessions which are mandated to be conducted in closed session. All minutes, including those for closed sessions, will be filed with the secretary of the Faculty Assembly. Access to closed session minutes will be at the discretion of the committee and/or the Faculty Assembly.

67 

 

Ad-hoc Committees

The VPAA and the Chair of the Faculty may establish ad-hoc committees as needed for short-term needs or to explore new directives. The composition, method of selection, and function of the ad hoc committee must be approved by vote of the Faculty Assembly. Ad-hoc committees shall keep minutes and report to the Faculty Assembly just as do the standing committees. An Ad-hoc committee may not operate more than three years without either a second vote of the Faculty Assembly or an elevation to the status of a standing committee according to procedures detailed above. A faculty Ad-hoc committee may be created or revised by the following process. Either the VPAA or the Chair of the Faculty will propose the formation of an ad-hoc committee to the Faculty Assembly. The proposal must describe the composition of the committee, the method of selecting committee members, and the functions of the committee. The Faculty Affairs Committee will review the proposal and make its recommendations known to the Faculty Assembly. The Faculty Assembly’s approval will authorize the ad-hoc committee. The Faculty Affairs Committee will keep track of when ad hoc committees have completed their three years term of service. Other Committee Service

Faculty may also serve on other committees of the university, on college committees, or on departmental committees. Faculty members elected to faculty or university committees who fail to appear at two consecutive meetings of the committee without approval of the chair of the committee, or who fail to attend at least one-half of the annual meetings of the committee, may be removed by the committee and replaced for the remainder of the term by appointment of the committee, with the approval of the Faculty Assembly. Standing Committees of the Faculty

Full-time faculty members are expected to serve in the university’s committee structure. Each faculty member should ordinarily serve on at least one elected or appointed administrative, faculty, instructional, college, or departmental committee each year. Standing committees currently are: Academic Outcomes and Assessment

Composition:

• Senior Vice President for Academic Affairs • College Deans • One additional faculty member representative of each College • Executive Director of Enrollment and Student Services/Dean of Students • Director of Athletics

68 

 

Method of Selection: The College Assessment Coordinators are selected by their College Deans. Functions:

• Review the current assessment program plans including the following: educational outcomes, means of assessment and criteria for success, and assessment instruments or tests. Make recommendations for acceptance to the VPAA or to a specific College Dean or Assessment Coordinator.

• Assist Colleges in devising assessment strategies for the general education and major programs

• Review the results of assessment and make recommendations to the VPAA for program change to facilitate student learning

• Serve as the communication link to disseminate the results of assessment activities to university constituents and subcommittees, monitor program assessment processes, oversee the annual College report generation, and propose new communication strategies on a College level

• Perform other tasks related to outcomes assessment as requested Admissions and Academic Standards Committee

Composition:

• Full-time Faculty Members (3) • VPAA (1) • Executive Director of Enrollment and Student Services/Dean of Students (1) • Director of Admissions (1), [ex-officio, non-voting] • Registrar (1)

Method of Selection: The Faculty Assembly elects faculty members for two-year terms. One year two (2) members are elected for a two-year term and the following year one faculty member is elected for a two-year term. Faculty committee members may not serve more than two successive terms. The committee will select from its faculty members a secretary. The VPAA and Executive Director of Enrollment and Student Services/Dean of Students serve as co-chairs. Functions:

• To review admissions policies and procedures • To recommend changes in the admissions policies to the Faculty Assembly. The Faculty

Assembly’s approval will pass those recommendations to the VPAA who will recommend them to the President for action by the Board of Trustees.

• To act upon student applications that do not meet the criteria for unconditional acceptance

• To review academic standards, policies and procedures • To recommend changes in the academic standards, policies, and procedures to the

Faculty Assembly. The Faculty Assembly’s approval will pass those recommendations to

69 

 

the VPAA who will recommend them to the President for action by the Board of Trustees.

• To invoke sanctions on students whose grades indicate poor academic performance as outlined in the catalog

• The Admissions and Academic Standards Committee may meet in closed session, keeping those minutes confidential. Closed session will occur when acting on the sanctioning of individual students or on the applications of individual students. Closed session minutes may only be viewed at the discretion of the committee and/or the Faculty Assembly.

Affirmative Action Committee

Composition:

• Full-time Faculty Members (3) • Administrators (2) • Staff (2)

Method of Selection: The President shall appoint administrators and staff to the committee while the two full-time faculty members shall be elected for two-year, staggered terms, by the faculty assembly. Faculty committee members shall be eligible for re-election for an additional two-year term. Functions:

• To recommend to the President specific policies and practices for compliance with federal laws and regulations regarding non-discrimination and affirmative action

• To investigate policy violations and compliance with state and local laws • To develop formal procedures and programs that adhere to federal law regarding

affirmative action designed to ensure opportunity in admission, recruitment, hiring, retention, promotion, remuneration, etc., so that all persons, minorities and qualified veterans, may receive equal consideration

• To analyze present policies and programs involving the items in the third bullet and to identify and eliminate deficiencies

• To establish contacts that will provide leads to the effective recruiting of minorities and women throughout the University employment structure

Athletic Committee

Composition:

• Full-time Faculty Members (3) • Director of Athletics (1) • Dean of Students (1) • VPAA [ex –officio & Chair] (1) • Faculty Athletic Representative [ex-officio]

70 

 

• Executive Director of Enrollment and Student Services and Dean of Students [ex-officio] (1)

• Registrar [ex-officio] (1) • Staff (1)

Method of Selection: The faculty assembly shall elect three faculty members who will serve two-year staggered terms and be eligible for re-election for an additional two-year term. Thereafter, a new representative shall be elected; however, after a two-year absence from the Committee faculty members shall be eligible for re-election. Functions: To advise the President on intercollegiate athletic programs as they relate to the mission, policy, and procedures of the University Awards Committee

Composition:

• Full-time Faculty Members (4) Method of Selection: Four faculty members are elected to serve for staggered two-year terms. Terms are renewable for one additional term. The committee will elect a chair and a secretary. The chair must have served at least one year on the committee. Functions:

• To publicize the Gold Medal Award requirements, processes, and due dates to all full-time faculty and solicit nominations from the full-time faculty, the name of any student deemed worthy. To choose from this group of nominees the one student who should receive this award.

• To recommend to the VPAA the Gold Medal Award nominee • To publicize to the Board of Regents Graduate/Professional Fellowship. • To select and rank students and then recommend candidate(s) to the Ohio State Board of

Regents for their final selection. • To assist with the preparations for the annual Awards Assembly in the Spring • To review the university’s awards program and make recommendations to the Faculty

Assembly • To keep a record of its actions, particularly of the award grants.

Budget Review Committee

Composition:

• Faculty (5) Method of Selection: One faculty member will be selected from each college by the Dean. The Faculty Assembly will elect two members of this committee to serve as representatives to the Urbana University Board of Trustee’s Educational Affairs Committee.

71 

 

Function:

• To serve as a liaison between the faculty, Finance Office and Administration regarding financial issues specific to the University

• To consult with the Vice-President for Administrative Services regarding the planning, oversight and implementation of the annual budget

• To present the views and recommendations of the faculty regarding budgetary issues Convocation Committee

Composition:

• Faculty [Chair] (1) • VPAA (1) • Executive Director of Enrollment and Student Services and Dean of Students (1) • Director of University Relations (1) • Registrar (1) • Choir Director (1) • Maintenance Director (1) • Alumni/Church Relations Coordinator (1) • Director of Athletics (1)

Method of Selection: The Faculty Assembly elects the faculty representative. The committee will select a secretary among its members. Functions:

• To arrange the university’s convocation and commencement exercises, creating a program and budget, and making appropriate physical arrangements

• To instruct the faculty concerning caps and gowns or other regalia • To send a letter of invitation to parents of students graduating at the commencements • To make arrangements with Food Services for any meals or refreshments agreed on by

the Committee • The Grand Marshal of the ceremonies shall be the Chair of the Faculty.

Curriculum Committee

Composition:

• Faculty (7) • Director of Library Services [non-voting] (1) • Director of Institutional Research [non-voting] (1) • Registrar [non-voting] (1) • Director of Admissions [non-voting] (1)

72 

 

Method of Selection: Each College will choose a faculty representative to this committee. Two (2) additional faculty members, no more than two (2) elected from one (1) College will be selected by the Faculty Assembly. The committee will select a chair and a secretary. Functions:

• To evaluate the academic quality of the proposed courses or new programs • To make recommendations for approval of proposed courses or new programs to the

Council of Deans • To make a recommendation for approval with a list of specific concerns that should be

addressed, or to refer the program back to the proposer for appropriate modification • To make recommendations regarding revisions/deletions of courses and/or academic

programs Faculty Affairs Committee

Composition:

• Full-time Tenured Faculty Members (5)

Method of Selection: Faculty members will be selected by Faculty Assembly vote and may serve up to two (2) consecutive two-year terms but are not eligible for re-election for two years, thereafter. Terms will be staggered so that two (2) committee members will be elected every other year while one (1) will be elected in the interim year. No more than two members may be from the same College. Committee members may not be college deans, or members of the Tenure and Promotion Committee. The committee will select a chair and a secretary from among its members. Functions:

• To make recommendations to the Faculty Assembly concerning all policy and procedural matters pertaining to this committee

• To oversee the appeal process in matters of grievance related to issues of tenure, rank and promotion, or to any other issue of dispute between an individual faculty member and the University or its administration

• The Faculty Affairs Committee will oversee the appointment of an ad hoc committee to hear grievances

• To act as an advisory body in safeguarding the welfare of an individual faculty member who has filed a grievance

• To initiate research and written proposals to the VPAA recommending action on matters concerning faculty. Such matters are to include the following:

o Contracts and contractual notification procedures o Salary levels o Insurance programs o Workloads o Moving expenses

73 

 

o Voting privileges o Committee assignments o Retirement and emeritus/emeriti policies o Sabbaticals and leaves of absence o Tenure and ranking policies o Tuition benefits o Travel policies

• The Faculty Affairs Committee will serve the Faculty Assembly by providing direct faculty oversight of the Faculty Handbook in cooperation with the VPAA. Faculty will be informed of any changes in the Faculty Handbook.

• The Faculty Handbook will be reviewed annually by the Faculty Affairs Committee and recommendations will be made to the Faculty Assembly at the first meeting of the year regarding recommended changes to the Handbook.

• To organize and hold elections for the Chair of the Faculty and for faculty committees prior to the Fall semester and as vacancies occur

• To address any other areas of faculty concern and faculty morale not enumerated under duties and responsibilities of other standing committees

• To call special faculty meetings when it is deemed necessary • The committee will meet regularly with the VPAA to review faculty compensation

structures and other matters as needed. The Faculty Affairs Committee will provide faculty representation on the university Employee Benefits Committee.

• The Faculty Affairs Committee will oversee the terms of ad hoc committees and when those committees’ terms of service have ended.

The Faculty Affairs Committee may meet in closed session, keeping those minutes confidential. Closed sessions will occur when the committee deals with such matters as salaries or grievances. Access to closed session minutes will be determined by the committee and/or the Faculty Assembly. Faculty Development Committee

Composition:

• Full-Time Faculty Members (3) Method of Selection: The faculty elects faculty members for staggered two-year terms. Committee members may not serve more than two successive terms but are eligible for re-election after a two-year absence from the committee. The committee will select a chair and a secretary from among its members. Functions:

• To maximize efforts in fulfilling the university's philosophy and goals as they pertain to professional development and growth of faculty members

• To recommend to the VPAA the approval or apportionment of funding requests by faculty members for purposes of faculty development

74 

 

• To encourage faculty members to improve their professional expertise by pursuing course work leading to advanced standing in their professions

• To organize faculty development retreats and/or workshops and to arrange for outside professional aid (if needed) in facilitating such events

• To encourage research and proposals aimed at broadening or improving faculty expertise in areas relevant to his/her teaching disciplines;

• To recommend candidates for sabbatical leave to the VPAA Affairs • For faculty on a six (6) year tenure track, conduct an informal, non-binding interim

review of their progress at the midpoint of their probationary period, and advise the faculty members on their progress. This review information will be included in tenure decisions made by the Tenure and Promotion Committee

• The Faculty Development Committee may meet in closed session, keeping those minutes confidential. Closed sessions will occur when dealing with proposals from individual faculty members regarding faculty development funds. Access to closed session minutes and records will be at the discretion of the committee and/or the Faculty Assembly

Honors Program Committee (Standing)

Composition:

• Senior VPAA • Director, William G. Edwards Honors Program, Chair • Four (4) faculty members appointed with agreement between the VPAA and the Director

of the William G. Edwards Honors Program: • College of Arts and Sciences • College of Business • College of Education • College of Social and Behavioral Sciences • (College of Nursing excluded because when students enter the BSN program, most have

taken the general education courses)

Functions:

• The committee works in cooperation with the director and VPAA to administer the program

• To develop proposals for curriculum, admissions, and academic standards submitted for approval by the Curriculum Committee and Faculty Assembly

• Responsible for the ongoing assessment of the program • Team approach for student evaluation and progress • Involvement with recruiting new students • Involvement and support for cross-cultural experience and service learning • Responsibility to write recommendations for awards, internships, and graduate school • Promote interdisciplinary learning and teaching campus-wide

 

75 

 

Institutional Effectiveness Committee (Standing)

Composition:

• Director of Quality Improvement/AQIP Liaison, Co-chair (1) • Director of Institutional Research Co-chair (1) • Senior Vice President for Academic Affairs and Dean of the Faculty (1) • Faculty representative from each College (5) • Representative from Administrative Council (1) • College Deans (5) • Vice President for Institutional Advancement and Communications (1) • Representative from Adult Continuing Education (ACE) (1) • Representative from Library (1) • Representative from Student Success Center (1) • Representative from the Office of Graduate Studies (1) • Representative from Athletics (1) • Representative from Student Services (1) • Representative from Business Office (1) • Representative from IT Services (1) • Representative from Enrollment Management (1) • Representative from the Physical Plant (1) • Representatives (one upperclassman and one underclassman) from the Student

Government Association (2) Method of Selection: The President, Vice President of Administrative Services, VPAA, and Director of Institutional Effectiveness serve by virtue of their positions. The President, with input from the Vice Presidents, appoints the Staff and Director members who will serve for a minimum of two-years. The two (2) faculty members will be elected by the faculty assembly to serve two-year staggered terms, and to be eligible for re-election for an additional two-year term. Purpose: The Institutional Effectiveness Committee fulfills an advisory, monitoring, coordinating and regulatory role at Urbana University in planning, assessment, and evaluation matters. The committee advises the President, VPAA and the Administrative Council on the implementation and evaluation of the university’s strategic plan, all aspects of institutional assessment and evaluation, and the quality improvement (AQIP) program. Functions:

• Review current university processes and guide Urbana University in continued accreditation with the Higher Learning Commission of the North Central Association of Colleges and Schools using the Academic Quality Improvement Process (AQIP)

• Direct the University as it maintains its accredited status through the continued use of AQIP (including, but not limited to, Strategy Forums, Action Projects, Systems Portfolios and the use of the Systems Appraisal)

• Assist departments through Institutional Effectiveness by improving processes across the Institution with the goal of improving student learning (ex: Systems Portfolios)

76 

 

• Establish, maintain, and report on the University’s Action Projects and seeing them to completion or responding appropriately to those projects that are not completed

• Develop and facilitate in Town Halls and other strategic meetings and in participating in AQIP Strategy Forums

• Collaborate with the Academic Outcomes and Assessment Committee • Perform other tasks related to institutional effectiveness as requested

Institutional Assessment Plan Overview The university plan consists of three distinct units. Groups, individuals or agencies drive each unit. The following provides a brief description of the scope of each unit:

1. Academic Program Unit – used for all colleges, departments, and programs whose main focus relates directly to the academic arm of the university.

2. Non-Academic Program Unit – incorporates all university support programs that are not directly tied to academics.

3. Executive Unit – addresses the Board of Trustees and executive level of Urbana University including the President and all members of the senior staff.

  Instructional Technology Committee (Faculty)

Composition:

• Full-time Faculty Members (5) • Director of Library Services (1) • Information Technology Director (1) • Instructional Technology & Web Services (1)

Method of Selection: Each Dean will appoint a representative from his/her college. Faculty members will serve two-year terms and may not serve more than two (2) successive terms. Terms will be staggered so that two (2) are selected each year. The committee will select a chair and a secretary. Functions:

• To review university technology policies, procedures, and programs especially as they relate to faculty performance and responsibilities and to make recommendations to the University Technology Committee to focus on classroom and instructor technology needs

• To inform the Faculty Assembly of university technology issues and services as they affect Faculty performance and responsibilities

• Two members will represent Faculty interests and concerns to the university technology committee and report to the Faculty Assembly as appropriate.

• To work with the Faculty Development Committee in organizing instruction on technology systems and equipment

77 

 

• To assist the Faculty in staying abreast of technological developments as they might affect Faculty performance and responsibilities

Judicial Council

Composition:

• Full-time Faculty Members (3) • Administrators (3) • Students (3)

Method of Selection: Three faculty members shall be elected to serve two-year, staggered terms, and be eligible for re-election for an additional two-year term. Administrators shall serve staggered two-year terms and be selected by the President. Students shall be elected in September and serve two-year terms, if possible. Committee members may not serve more than two successive terms. Functions:

• To make recommendations to the President, Dean of Students, Student Government and other appropriate offices, groups, or people concerning possible revisions of non-academic policies, procedures, and programs

• To adjudicate student non-academic disciplinary cases

Library Committee

Composition:

• Full-time Faculty Members (4) • Director of Library Services (1)

Method of Selection: The Faculty Assembly elects at-large faculty members for two-year staggered terms. A faculty member will not serve more than two (2) consecutive terms but is eligible for re-election after two (2) subsequent years. The Director of Library Services shall chair the committee and give reports to the Faculty Assembly. The committee will select a secretary. Functions:

• To foster the Library and media center as focal points of learning at Urbana University • To keep faculty informed of the status of the Library • To analyze needs of the Library in terms of the academic program

78 

 

• Faculty requests for library purchases shall be submitted to that faculty member’s College Dean. The Library Committee will establish procedures for library purchases in keeping with university policies and priorities and keep the faculty informed

• To evaluate existing policies and procedures of the Library and the media center and make recommendations to the Director of Library Services

• To make recommendations to the VPAA in the hiring of professional personnel for the library and media center

Research Review Board

The Research Review Board will be appointed by the VPAA to provide ethical reviews of all research conducted by the university community (faculty, staff, and students)... The university only supports research conducted by its community that has successfully passed the review of this board. Current professional ethical practice, as well as guidelines including the University’s Research Review Policy and Procedures, and all relevant statutes will guide the Research Review Board. Composition:

• Full-time Faculty Members (3) • Student Services Representative (1) • Graduate Student (1)

Method of Selection: The VPAA shall appoint the faculty members of the Research Review Board giving consideration to faculty with understanding of the relevant ethical issues and professional guidelines that pertain. The Dean of Students shall appoint a Student Services Representative. The review board members shall appoint a graduate student. Functions:

• To review and recommend university policies and procedures that ensure ethical and legal use of human subjects and live vertebrate animals in any research project conducted by any person(s) of the university

• To review for approval or denial, according to university procedures and policies that ensure ethical and legal use of human subjects in any research project conducted by any person(s) of the university

• To educate the university community concerning the university’s procedures and policies regarding research using human subjects

• Exempt from the approval/denial process are any activities involving normal professional practices and procedures. This shall include research proposals by education majors under faculty supervision that meet the state of Ohio statutes for conducting research on normal educational practices in “established or commonly accepted educational settings.” However, the supervising faculty member shall take responsibility for making a referral to the Research Review Board whenever there is any question of the project exceeding these conditions.

79 

 

• The committee secretary is responsible for keeping minutes of all meetings and filing approved minutes with the Vice President for Academic Affairs. Minutes shall be open to the university community

Retention Committee

Composition:

• Faculty (6) • Administrators (5)

Method of Selection: Faculty members are appointed by the College Deans Functions:

• To evaluate student retention efforts • To identify and address barriers to a student’s academic success • Establish and oversee Concerned Conferences • The committee secretary is responsible for keeping confidential minutes of all meetings

Tenure and Promotion Committee

Composition:

• Full-time Tenured Faculty Members (5) Method of Selection: The Faculty Assembly will elect committee members. Committee members must be tenured and may not be eligible for promotion during their term. Committee members may not be College Deans, Department Chairs, or members of the Faculty Affairs Committee. No more than two members may be from the same College. The term of office will be two (2) years with terms staggered so that either two (2) or three (3) are selected each year. Committee members may not serve more than two (2) successive terms. Vacancies will be filled in a timely manner by faculty election. The committee will choose a chair and secretary. Functions:

• To review policies and procedures for faculty tenure and promotion, and to make recommendations to the VPAA. The VPAA will recommend them to the President for action by the Board of Trustees.

• To keep the faculty informed of policies and procedures for faculty tenure and promotion • To receive a self-evaluation from the faculty member seeking tenure • To conduct classroom visits of tenure track faculty as deemed appropriate, but especially

in the period after the interim review • To review faculty applications for tenure and promotion and make recommendations in

writing to the VPAA as they deem appropriate according to criteria outlined in the Faculty Handbook

80 

 

• To conduct the four year review of tenure track faculty and make recommendations regarding retention

The committee secretary is responsible for keeping minutes of all meetings. The Tenure and Promotion Committee may meet in closed session. Members of this committee may request legal consultation with the University attorney prior to making a recommendation of tenure and/or promotion to the VPAA. Such requests are made to the VPAA.

81 

 

SECTION X

FACULTY EVALUATION/TENURE & PROMOTION Faculty Evaluation

Classroom visitations may occur by the College Dean, Department Chair, and/or the VPAA at their discretion for any faculty member. Members of the Tenure and Promotion Committee may conduct classroom visitations in the process of a review for tenure or promotion. Classroom visitations may be announced or unannounced. A written report of the visit will be made available to the faculty member and placed in his/her personnel file. A post visitation oral interview with the faculty member will be available at the request of the faculty member or person conducting the visit. Reports of classroom visitations will provide a source in evaluating the faculty member for reappointment, tenure, promotion, and termination. Standard forms for reporting classroom visitation and evaluation will be developed with input from the faculty and approved by the Faculty Assembly. The College Dean or appropriate Department Chair will conduct a classroom visit for each newly hired full-time faculty member during the first semester. Faculty members on a tenure track will receive at least one classroom visit annually by the College Dean. Annual Reports

An ongoing evaluation of each faculty member will be conducted by the respective College Dean or Department Chair. This process will involve a written annual report by the faculty member and a written annual evaluation by the respective College Dean or Department Chair. Copies of the evaluation reports will be placed in the faculty member’s personnel file and will provide a source in evaluating the faculty member for reappointment, tenure, promotion, non-reappointment, and/or termination. The faculty member’s self-evaluation may include a portfolio. The faculty member may attach a written statement of explanation, or rebuttal, to any evaluation, document, or material placed in their respective personnel file. College deans and department chairs may maintain working files for each faculty member under direct supervision. Only material contained in the working file that is not also included in the official faculty member’s file maintained in the office of the Vice President for Academic Affairs will be considered regarding the reappointment, tenure, promotion, non-reappointment, and/or termination of that faculty member. Fourth Year Review

During the fourth year of a tenure-track appointment, the faculty member will receive a comprehensive and diagnostic review by the Tenure and Promotion Committee and administrators (Department Chair, Dean, and VPAA). The purpose of the Fourth Year Review is

82 

 

to access the faculty member’s progress toward tenure and promotion. The completed review will be forwarded to the appropriate dean and the VPAA. In consultation with the appropriate department chair and college dean, the VPAA will provide the faculty member with a written response regarding the evaluation. The results of the evaluation may determine faculty member’s satisfactory progress or the development of a plan of action to address needed improvement. Second Year Review for Faculty with Prior Credit During the second year of a tenure-track appointment for faculty with two or more years of prior service, the faculty member will receive a comprehensive and diagnostic review by the Tenure and Promotion Committee and administrators (Department Chair, Dean, and VPAA). The purpose of the Second Year Review is to access the faculty member’s progress toward tenure and promotion. The completed review will be forwarded to the appropriate dean and the VPAA. In consultation with the appropriate department chair and college dean, the VPAA will provide the faculty member with a written response regarding the evaluation. The results of the evaluation may determine faculty member’s satisfactory progress or the development of a plan of action to address needed improvement. Criteria for Evaluating Faculty for Promotion/Tenure

The Tenure and Promotion Committee of the faculty will evaluate faculty members for tenure and for promotion according to the following criteria: Faculty Responsibilities

Faculty is expected to adhere to the provisions as documented in Section V and VI. These sections include policies and procedures for the conduct of classes, the evaluation of students, professional ethics, etc. Teaching Effectiveness

Urbana University recognizes that excellence in teaching is an important attribute of a faculty member. The attributes and qualifications considered and documented in assessing teaching effectiveness include, but are not necessarily limited to, the following:

• Command of one's subject as evidenced by: o Ability to organize subject matter and to present it clearly, logically, and in a

manner that engages students o Knowledge of area content and current developments in one's discipline o Ability to relate one's subject to other areas of knowledge o Ability to motivate student learning and to broaden interest in the subject matter o Ability to develop and utilize effective teaching methods and strategies

• Availability for, and the effectiveness in, academic advising and directing of students • Possession of the attributes of integrity, industry, and open-mindedness

83 

 

Service to the University Community

Urbana University necessarily depends on faculty for quality services rendered outside the classroom. Therefore, a faculty member may reasonably be expected to demonstrate active participation in the operational concerns of the institution, which include, but not necessarily be limited to, the following:

• Service on University and College committees, attendance at University and College meetings, and participation in the decision-making and curriculum development processes

• Service to and participation in the business of the general faculty, e.g., faculty meetings, faculty committees, etc.

• Service on and participation in the business of university committees and board of trustee committees

• Service as an academic advisor of students and to student clubs and organizations • Service in administrative assignments such as recruitment, research for the university,

and consultation • Service to curriculum development including development, revision, and evaluation of

courses and majors Professional Competence and Scholarly Activities

Faculty members have an obligation to maintain a high level of professional competence, to keep abreast of developments in their fields, contribute to the community of scholars, and engage in the development of new knowledge pertinent to their academic expertise. Evidence of growth in professional competence and participation in scholarly activities includes but is not limited to:

• Appropriate professional/scholarly endeavors including: o Articles and book reviews published in refereed journals o Book publications by refereed presses o Editing book publications for refereed presses o The presentation of, or formal response to, papers before learned societies o Organizing programs for learned societies o Patented inventions o Artistic works and performances o Successful grant or fellowship applications

• Active participation in professional organizations o Program development o Election or appointment to offices or committees o Service on referee board and contributions to journals or newsletters o Service in a state or national post o Attendance at professional meetings o Membership in professional associations o Site visitor for accrediting agencies

84 

 

Service to the Community

Service to the community includes, but is not necessarily limited to, the following:

• Service in the individual's professional areas as a consultant or in a research capacity • Service as a resource person • Lectures to community groups • Active participation in political, social, civic, or other community activities • Service on a professional board or advisor to organizations

While faculty members may concentrate in one criterion area, faculty member are expected to provide evidence of productive activity in all areas of criteria. Faculty Tenure Tenure Definition

Tenure is a condition of presumed continuous employment following the satisfaction of a probationary period. After tenure has been awarded, the faculty member's service shall be terminated only for adequate cause (e.g. conviction of criminal activity or moral turpitude), under conditions of financial exigency, or in situations where extreme shifts of enrollment have eliminated the justification for the existence of a position. All measures will be taken by the university to respect seniority and retain qualified faculty. Tenure status is available only to full-time faculty members, as defined by appropriate institutional authority, whose appointments have been approved by the Board of Trustees. Acquisition of tenure is not automatic; it requires an explicit judgment, decision and approval. All faculty appointments are subject to the approval of the Board of Trustees. Any commitment to employ a non-tenured member of the faculty beyond the period of his/her current appointment shall be wholly ineffective without the prior approval of the Board of Trustees and subject to the normal notification schedule. Faculty members, after meeting stated requirements, may acquire a status of tenure. When faculty members become eligible for tenure application, their names must be submitted by the VPAA for consideration to the Tenure and Promotion Committee by May 15 of the academic year preceding the application for tenure. Any questions concerning eligibility should be directed to the Office of the Vice President of Academic Affairs. If the candidate has questions regarding the application materials after reading the relevant sections of the handbook, She should consult with the VPAA or respective College Deans or Department Chairs. The Tenure and Promotion Committee is an evaluative body only. Tenure Requirements and Procedure

• The faculty member must have been granted a tenure track contract upon appointment. • The tenure track faculty member will undergo the usual procedures for annual

evaluations, and classroom visitations, and Fourth Year Review.

85 

 

• Six years of full-time teaching experience in higher education will be required for the granting of tenure. The faculty member may be granted credit for up to a maximum three years of that experience which was acquired at another college or university. The amount of credit will be negotiated with the VPAA at the time of hire and will be stated in annual contracts.

• The year of tenure review will be in the sixth full academic year of full-time teaching at Urbana University or the third full academic year of full-time teaching for those with three years of credit. The VPAA will notify the faculty member in writing to prepare an application for tenure. This notification will occur by May 15 preceding the academic year of tenure review. The appropriate College Dean will also be notified by the VPAA.

• The VPAA will submit the names of all eligible faculty members to the Tenure and Promotion Committee in the Spring preceding the academic year of tenure review.

• The faculty member will submit a letter to the Tenure and Promotion Committee requesting consideration for tenure describing his/her accomplishments in meeting the criteria for awarding tenure. The letter should be accompanied with materials giving documentary evidence of those accomplishments. A letter to the committee granting access to the applicant’s official faculty file and student evaluations must be included.

• The College Dean must submit a letter of performance assessment to the committee upon notification of tenure application by the candidate.

• The faculty member must also solicit three to six letters from faculty colleagues to be sent to the committee. These letters should include recommendations by faculty colleagues from within and from outside the applicant’s college and may include a recommendation by a faculty peer from another university or college who has collaborated with the applicant on scholarly projects.

• The committee must receive all application material by October 15 of the year of tenure review.

• Candidates applying for tenure and promotion during the same academic year need to submit only one set of materials to the Tenure and Promotion Committee.

• The Tenure and Promotion Committee will forward its recommendation to the VPAA by the second Friday in January.

• By the fourth Friday in January, the VPAA will forward to the President the recommendations of the Tenure and Promotion Committee, along with his/her own recommendation for each candidate.

• The President will then submit his/her recommendation to the Board of Trustees to award or deny tenure in time for the Board’s winter meeting.

• The Board of Trustees will make the final decision on awarding or denying tenure to each candidate, with memo notification to the President, the VPAA and the candidate, no later than March 1. Written notification will be sent to the applicant via certified mail.

• If the Board denies tenure to a candidate, that candidate will be offered a one-year, nonrenewable terminal contract for the following academic year.

• If the candidate who has been denied tenure wishes to challenge the decision, She must submit a written request for review to the Faculty Affairs Committee by March 15, with a copy sent to the VPAA and the President. The request for review shall include a letter to the VPAA and the appropriate College Dean granting the Faculty Affairs Committee access to the applicant’s official faculty file and student evaluations.

86 

 

• The candidate will have the burden of persuasion and must present a reason for changing the decision.

The Faculty Affairs Committee’s review will be limited to and based only on the grounds that the decision was based on one or more of the following conditions/circumstances:

• The review process substantively deviated from the published University policy regarding procedures for promotion or tenure

• The decision was biased • The decision was influenced by the candidate’s race, color, sex, religion, creed, national

origin, age, disability, veteran status, or sexual orientation • The decision was based on personal malice, to include dislike for candidate based on

personal characteristics or traits not relevant to the decision-making process Procedures for Review • A written request for review must be submitted by the candidate to the Chair of the

Faculty Affairs Committee with a copy to the VPAA and the appropriate College Dean by March 15. The written request must include a detailing of the facts to support the claim that the promotion/tenure decision was based on one or more of the grounds outlined above.

• The review by the Faculty Affairs Committee is to determine if, by the preponderance of the evidence, the original decision was the result of one or more of the impermissible grounds as outlined above. The Committee’s review does not include second guessing the professional judgments based on permissible criteria rendered as part of the original review. The Faculty Affairs Committee may refuse to hear the appeal if insufficient reason is given.

• If the Committee determines the original decision was caused by one or more of the impermissible grounds, the Committee recommends to the VPAA a reassessment of the original tenure or promotion decision. If a reassessment decision is rendered by the Committee, the VPAA will forward the candidate’s letter of application to the University Promotion and Tenure Committee for review and recommendation.

• Applications forwarded by the VPAA for reassessment by the University Promotion and Tenure Committee will resume the established process for tenure/promotion review.

• The candidate may not revise his/her tenure application as part of the challenge. • The Faculty Affairs Committee will have March and April to review the case and issue

its decision, which will occur on or before the last Friday in April. The action of the Board of Trustees shall be the final decision of the university.

• The action of the Board of Trustees will be confirmed not later than June 1 of the year of tenure review by proffered contract for the following year that will either be a one-year term contract or a tenure contract. If a denied candidate has successfully challenged the denial of tenure, the term contract will be rewritten as a tenure contract and issued no later than July 1.

• Notwithstanding any provisions in these policies to the contrary, no person shall be deemed to have been awarded tenure because notice is not given or received by the times prescribed in any sections of these policies. No faculty member may rely on lack of

87 

 

notice of denial of tenure as the awarding of tenure. If the President has not given notice to the faculty member as provided for in these policies, it is the duty of the faculty member to make inquiry to determine the decision of the Board and the President.

• Not applying for tenure during the academic year of required tenure review ends the faculty member’s probationary status and constitutes her/his notice of resignation at the end of that academic year.

Faculty Promotion Policy

Qualifications for promotion shall be:

• Assistant Professor o A terminal degree in the relevant academic discipline from a regionally accredited

institution; exceptions may be made for Master’s Degree holders with extensive professional experience.

• Associate Professor o A terminal degree from a regionally accredited institution o Six years of successful full-time teaching at an institution of higher learning o A strong record of professional competence and scholarly activities o A strong record of service to one’s community

• Professor o A doctoral degree in the relevant academic discipline o Ten years of successful full-time teaching in institutions of higher learning o A continuing strong record of professional competence and scholarly activities

related to one’s academic field o A continuing strong record of service to the university and one’s community

Promotional raises will be provided according to the following scale:

o Instructor to Assistant Professor - 3% o Assistant to Associate Professor - 8% o Associate to Professor – 8%

Procedures for Promotion

• The VPAA will notify the faculty member in writing that She is eligible for promotion with copies of the notification sent to the appropriate College Dean and the Tenure and Promotion Committee. This will occur by May 15 preceding the year of eligibility for promotion.

• Any questions concerning eligibility should first be directed to the Department Chair. If the candidate has questions regarding the application materials after reading the relevant sections of the Handbook, She should consult with the respective College Deans or VPAA. Decisions related to any unresolved issue will be made by the VPAA. Such questions should not be presented to the Tenure and Promotion Committee as they serve as an evaluative body only.

88 

 

• The faculty member will submit a letter to the Tenure and Promotion Committee requesting consideration for promotion and describe his/her accomplishments in meeting the criteria for awarding promotion. The letter should be accompanied with materials giving documentary evidence of those accomplishments.

• A letter to the committee granting access to the applicant’s official faculty file and student evaluations must be included. The College Dean must submit a letter of performance assessment to the committee upon notification of promotion application by the candidate.

• The faculty member must also solicit three to six letters from faculty colleagues to be sent to the committee. These letters should include recommendations by faculty colleagues from within and from outside the applicant’s college and may include a recommendation by a faculty peer from another college or university who has collaborated with the applicant on scholarly projects.

• The committee must receive all application material by October 15 of the year of promotion review.

• Candidates applying for tenure and promotion during the same academic year need only submit one set of materials to the Tenure and Promotion Committee.

• The Tenure and Promotion Committee will forward its recommendation to the VPAA and to the applicant by the second Friday in January.

• By the fourth Friday in January, the VPAA will forward to the President the recommendations of the Tenure and Promotion Committee, along with his/her own recommendation for each candidate. If the recommendation differs from that of the Tenure and Promotion Committee, a detailed rationale must accompany the Vice President for Academic Affairs’ recommendation to the President with a copy sent to the Tenure and Promotion Committee.

• The President will then submit his/her recommendation to the Board of Trustees to award or deny promotion in time for the Board’s winter meeting. If the President’s recommendation differs from either the T & P Committee or the VPAA, a detailed rationale must accompany the President’s recommendation to the Board of Trustees and copies sent to the VPAA.

• The Board of Trustees will make the final decision on awarding or denying promotion to each candidate, with memo notification to the President and VPAA, the College Dean, and the candidates no later than March 1. Written notification will be sent to the applicant via certified mail.

• If the candidate who has been denied promotion wishes to challenge the decision, She must submit a written request for review to the Faculty Affairs Committee by March 15, with a copy sent to the VPAA and the respective Dean. The request for review shall include a letter to the VPAA and the respective Dean granting the committee access to the official personnel files and student evaluations.

The Faculty Affairs Committee review will be limited to only on the grounds that the decision was based on one or more of the following conditions/circumstances:

• The review process substantively deviated from the published University policy regarding procedures for promotion or tenure

• The decision was biased

89 

 

• The decision was influenced by the candidate’s race, color, sex, religion, creed, national origin, age, disability, veteran status, or sexual orientation

• The decision was based on personal malice, to include dislike for candidate based on personal characteristics or traits not relevant to the decision-making process

• The decision was based on personal malice, to include dislike for candidate based on personal characteristics or traits not relevant to the decision-making process.

Procedures for Review

• A written request for review must be submitted by the candidate to the Chair of the Faculty Affairs Committee with a copy to the VPAA and the appropriate College Dean by March 15. The written request must include a detailing of the facts to support the claim that the promotion/tenure decision was based on one or more of the grounds outlined above.

• The review by the Faculty Affairs Committee is to determine if, by the preponderance of the evidence, the original decision was the result of one or more of the impermissible grounds as outlined above. The Committee’s review does not include second guessing the professional judgments based on permissible criteria rendered as part of the original review. The Faculty Affairs Committee may refuse to hear the appeal if insufficient reason is given.

• If the Committee determines the original decision was caused by one or more of the impermissible grounds, the Committee recommends to the VPAA a reassessment of the original tenure or promotion decision. If a reassessment decision is rendered by the Committee, the VPAA will forward the candidate’s letter of application to the University Promotion and Tenure Committee for review and recommendation.

• Applications forwarded by the VPAA for reassessment by the University Promotion and Tenure Committee will resume the established process for tenure/promotion review.

• The Faculty Affairs Committee will review the case and issue its decision to the VPAA by the last Friday in April. The action of the Board of Trustees shall be the final decision of the university.

• A faculty member who has been denied a promotion will be formally informed in writing by the VPAA of the reason for denial and advised on how to strengthen his/her eligibility. The faculty member may reapply for promotion in the second academic year after denial.

90 

 

SECTION XI FACULTY POLICIES RELATED TO COMPENSATION

Faculty members, as employees of Urbana University, are to follow established policies and procedures. Questions specific to compensation, benefits, and community policies should be directed to the Office of Human Resources. The Office of Human Resources bears the responsibility of notifying all employees of policy changes. It is the employee’s responsibility to stay abreast of such changes. Pay Periods and Procedures

Faculty members are paid semi-monthly on the fifteenth and last working day of the month or monthly on the last working day of the month. If the fifteenth or last working day of the month falls on a holiday or weekend, pay will be issued either the day before the holiday or the Friday preceding the weekend. All required withholdings (such as federal, state, and local taxes) and all authorized voluntary deductions (such as health and/or dental insurance) will be automatically withheld from a faculty member’s paycheck. Faculty members are responsible for reviewing each paycheck for errors. Mistakes should immediately be reported to the Human Resources Office. Holidays

Official University holidays are:

• New Year's Day • Martin Luther King Day • President’s Day • Good Friday • Memorial Day • Independence Day • Labor Day • Thanksgiving Day • Friday following Thanksgiving Day • Christmas Eve • Christmas Day • Any other day Urbana University chooses to recognize as a holiday. • If one of these holidays falls on a weekend, Urbana University may choose instead to

recognize the preceding Friday, following Monday, or another appropriate substitute as the holiday.

Salary

Urbana University endeavors to pay salary and benefit packages competitive with other peer educational institutions within the geographic area. Total compensation for faculty includes all applicable fringe benefits, group health, life insurance, and retirement plan. Questions regarding salary and salary practices should be directed to the Director of Human Resources.

91 

 

SECTION XII FACULTY POLICIES RELATED TO BENEFITS

Retirement Plans

Urbana University's retirement plan provides each faculty member a convenient mechanism to save for the future. The University participates in TIAA-CREF (Teachers Insurance and Annuity College Retirement Equities Fund) and currently matches up to 6 percent along with the employee who contributes a percentage of their monthly salary for retirement benefits. All full-time employees are eligible to participate in the University’s TIAA-CREF retirement plan upon their employment. Part-time employees become eligible to participate in the program after they have been credited with 1,000 hours of service during the 12-month period following employment. Detailed information is available through Human Resources. The University retains the right to change these benefits including the percentage of contribution to any plan at any time with notice and in compliance with laws and regulations governing such plans. For more information on Urbana University's 403(b) retirement plan or to review the Master Plan Document that governs the plan, consult the Human Resources Office. Supplemental Retirement Plans are also available from TIAA-CREF. The Human Resources Office can provide information regarding such plans. Educational Program for Dependents of Faculty

Urbana University is a member of The Council of Independent Colleges Tuition Exchange Program (www.cic.edu). This program allows for the dependent children of full-time employees to attend college at member institutions at greatly reduced tuition rates or tuition-free, provided that academic and space available requirements set by the exchange program are maintained and met. For more information about the tuition exchange programs and application procedures, please contact the Financial Aid Director. Tuition Remission

As full time employees, faculty members are entitled to a maximum of two courses of full tuition remission per semester of undergraduate or graduate courses on a space available basis. Part time faculty working at least 20 hours per week are entitled to a maximum of one course per semester of undergraduate or graduate class on a space available basis. One course may be taken during working hours, provided that satisfactory arrangements are made with the faculty member’s

92 

 

Chair or Dean. Faculty should consult their personal tax advisor regarding possible tax implications for tuition remission. Spouses of full-time employees may take up to two undergraduate or graduate level courses on a space available basis per semester. Full-time employees’ children (including adopted and step children) under the age of 25, who are unmarried and dependent per the IRS guidelines, are entitled to a maximum of 18 credit hours of undergraduate or two graduate level courses and dual enrollment course (as offered and limited by their high school) on a space available basis per semester. All dependents must apply for and submit all annual financial aid forms prior to the beginning of the first semester each year in order to be eligible for tuition remission. The value of tuition remission for graduate courses for spouses and dependent children is a taxable benefit under current IRS guidelines and will be added to the employee’s W-2 annually. The surviving spouse and dependent children of a full-time employee with at least ten years of full-time employment with the university who has died while an active employee of the university are also eligible for tuition remission. All tuition remission recipients must maintain satisfactory progress as defined in the University catalog. Tuition remission application forms are available through Power Campus and in the Human Resources Office. All forms must be completed and submitted by the end of the first week of every semester in which the student is enrolled. Submissions for tuition remission received after the first week of the semester will result in the employee’s being responsible for the cost of tuition that particular semester. Tuition remission eligible employees, spouses, and dependents taking online courses must pay the vender fee associated with the online course. Full-time employees and their eligible dependents as well as part time employees working at least 20 hours per week may enroll in directed study or independent study courses provided they pay the associated instructor fee (actual tuition charges being waived). Instructors are not permitted to waive their independent study instructor fee. Undergraduate students utilizing tuition remission must file a FASFA annually. The deadline to complete a FASFA each year is April 15. If you need assistance completing the FASFA process, please contact the Financial Aid Office at 484-1355. Tuition remission awarded to the student by the University will be reduced by any federal or state grant funding received. Family Medical Leave Act (FMLA) and Disability Leave

Questions regarding leaves of absence should be directed to Urbana University's Human Resources Office.

93 

 

Bereavement Leave

A faculty member who experiences a death in the family will be compensated for time lost from your regular work schedule according to the following guidelines:

• Three (3) days: death of spouse or significant other, child, parent, mother/father-in-law, sibling, or grandparent, daughter/son-in-law, sister/brother-in-law or grandchild

• Requests for bereavement leave should be made to the Director of Human Resources through the College Chair and/or Dean. Sick Leave may be used for bereavement leave of other family members. An appropriate designation for bereavement leave must be made on the absence report form.

Sabbatical Leave Policy Urbana University is committed to the development of an academic community recognized for its achievements in contributing and transmitting knowledge and ideas to the various recognized fields of human endeavor, and in utilizing that knowledge and those ideas for the general good. In order for the faculty members to improve continually and to increase their value to the University, it is necessary that stimuli from outside the University environment are made available. One major means for accomplishing these objectives is a sabbatical leave program.

A sabbatical leave is a leave of absence from regular academic duties for one or two semesters, with University financial support. The primary intent is to enhance the professional development of the faculty member through research, study, writing, or travel, in order to enrich and improve the academic program of the university. A sabbatical is intended for the mutual benefit of the university and the person granted a leave. It should assist members of the faculty to improve their competence as teaching scholars by providing a period of concentrated study or professional experience.

Faculty members are eligible to apply for a sabbatical leave during their sixth year of full-time service as a faculty member at Urbana University. Periods of unpaid leaves of absence, periods of part-time service, and extended periods of sick leave shall not be included. The leave, if granted, would normally be taken in the seventh year. Subsequent sabbaticals are considered in the sixth year following the last sabbatical, meaning that faculty members are eligible for sabbatical leave every seventh year. If faculty members do not apply for a sabbatical when they become eligible, or if the program for use of the leave is denied, they may apply in a subsequent year. Thus, if a sabbatical leave is not granted for any particular reason, the length of time to the next sabbatical does not become six more years. A sabbatical shall not be granted to several members of any academic area or College concurrently in such a manner as to impair the efficiency of the university's programs of instruction.

Sabbatical leaves may be granted for a period of one or two consecutive semesters in the same academic year at rates not to exceed one-half basic salary or one semester at a rate not to exceed full basic salary. All insurance and other benefits will be maintained in force during the leave. The recipients of sabbatical leaves are permitted to receive money from outside sources, in conjunction with the sabbatical leave in the form of fellowships, grants-in-aid, or earned income,

94 

 

only with the prior approval of the President. In such cases the President or the Board of Trustees may adjust the sabbatical leave salary to reflect such income, provided that in no case shall sabbatical leave from all sources be reduced below the level of full basic salary.

Application Procedures

Candidates shall submit an application to the Faculty Development Committee by October 15th preceding the academic year for which the sabbatical is requested. The Faculty Development Committee will notify the VPAA and the appropriate College Dean, and it will determine whether the candidates are eligible for consideration. If a candidate is not eligible for consideration, She will be promptly notified in writing.

Sabbatical applications will include a statement of purpose containing:

• Merits of the project • Outline of the project • Benefits to be derived to the applicant and to the university • Sources and amounts of prospective income related to the sabbatical • Specific dates when project will be started and completed • Professional competence of the applicant as demonstrated by his/her resume, by previous

scholarly productivity, and by the recommendation of the Faculty Development Committee and the College Dean

• Ability of the applicant's College to function effectively in the faculty member's absence for the specified period of time

• Feasibility that the project, as presented, will be completed • Methods of evaluation upon completion

The applicant is required to secure a letter of recommendation from the College Dean testifying to the feasibility of the released time and endorsing the applicant's competence to carry out the project.

A current vitae of candidate's activities, including instructional load, research activities, university service, and other activities valuable to the university during the previous years.

A statement indicating that the applicant will continue as a faculty member at Urbana University for one year upon return, and that, upon return, the applicant will submit to the President a detailed report of professional activities and accomplishments while on sabbatical leave, and of plans for publication or exhibition of work accomplished.

Sabbatical Applications for Completing a Degree

The candidate’s doctoral advisor submits to the VPAA a statement specific to the plan of work necessary to complete the doctoral degree. This statement shall include progress as indicated by

• Course work that remains • Course work completed • Preliminary orals completed • Language requirements completed

95 

 

• Chapters submitted to advisor • Dissertation manuscript submitted to advisor • Dissertation read and returned to candidate for correction • Dissertation defended • Dissertation completed and degree awarded

The Faculty Development Committee will submit the application to the VPAA, along with its recommendation, no later than January 15.

The VPAA shall forward the application, the committee’s recommendation, and his/her own recommendation to the President no later than February 15.

In the case of successful grant announcement later than the January 15 deadline, and if the grant is to take effect in the same calendar year, the faculty member may consult with the VPAA regarding consideration of the leave of absence.

The President shall notify the applicant of a decision to grant or defer the proposed sabbatical leave by March 1st and shall so notify the Board of Trustees.

A decision at any level to defer or deny a sabbatical shall not be prejudicial toward the faculty member’s future applications.

 

96 

 

SECTION XIII COMMUNITY POLICIES

Problem Resolution, Grievance and Appeal: Administrative Channels

Step 1: University employees, faculty and staff, are entitled to fair, impartial, honest resolution of problems that may arise in relation to employment, termination, or non-reappointment. Accordingly, the University subscribes to certain principles that ensure the employee’s right to practices that ensure that such resolutions are fair, occur judiciously and within a reasonable period of time. Complaints or grievances should be clarified within ten days at the administrative level closest to the focus of the complaint/grievance. Accordingly, strong efforts must be made to resolve the complaint/grievance at this level, that is, informally by conversation with immediate supervisor, department head, dean, vice-president, before submitting the complaint/grievance in written form (Step 2). Equitable resolution of most complaints is likely to be achieved through the usual administrative channels, such as the Human Resources grievance and appeal process. Any faculty member may initiate an appeal in writing with his/her College Dean. If resolution of the problem is not achieved, the faculty member may request a review by the VPAA before submitting a written appeal to the Faculty Affairs Committee whose decision will be final. Faculty Affairs Committee

Step 2: When a faculty member has been unable to achieve an amicable resolution through administrative channels, a grievance may be submitted in writing to the Chair of the Faculty Affairs Committee. The request for a hearing should be submitted in writing, together with a statement of the complaint, to the chairperson of the Committee, with a copy sent to the VPAA and the College Dean which will include a statement of facts to support the nature and grounds for the complaint; the name of the person alleged to be responsible for the action resulting in the complaint; identification/explanation of redress sought. The request for a Faculty Affairs hearing shall include written permission for the committee to pursue whatever hearings or evidence it deems appropriate for its deliberations.

• The Faculty Affairs Committee will convene an ad hoc committee of five (5) members to serve as the Faculty Grievance Committee to review the complaint. The Faculty Affairs Committee shall follow the general guidelines under Section X. The ad hoc Grievance Committee formed by the Faculty Affairs Committee shall be selected from faculty

97 

 

members who have no direct connection with, or close knowledge of, the details of the complaint under review. They shall ordinarily be full-time faculty members who have served more than two (2) years at the University, and their names shall be chosen by lot. The lot shall not be overseen by the grievant. Members of the Faculty Affairs Committee may serve, if chosen. The President may, for just cause, suspend the faculty member, with or without pay, from all or part of his/her professional responsibilities pending the completion of the grievance procedures.

• The faculty member(s) who submitted the complaint will notify the chair of the Faculty Affairs Committee in writing of any objection to the composition of the Faculty Affairs Committee’s grievance review members or procedures. All objections will be reviewed by the Faculty Affairs Committee and their decision will be final.

• The ad hoc Faculty Grievance Committee will convene the hearing promptly, within two (2) weeks of the review. Committee members are charged with carefully listening and reviewing all documentary evidence presented, weighing the credibility of the evidence that lead to specific findings of fact that determined whether the staff member filing the grievance had established the charges.

• Grievance reviews conducted by the Faculty Grievance and Faculty Affairs Committees are non-judicial in nature and necessarily informal. The strict rules of procedural due process (i.e., confrontation, cross-examination, and strict rules of evidence) are not required. The faculty member, however, must be able to see written charges and have the opportunity to respond to those charges at a hearing. Any individual making a presentation to the committee may have present an advisor or legal counsel. Legal counsel from either side may not directly participate in the procedures but may only serve in an advisory capacity. If the presence of legal counsel is desired, the faculty member must notify the chair of the committee at least ten working days before any hearing may be scheduled, so that the university may also schedule the presence of prepared legal counsel. If this notification comes later than ten (10) days before a hearing, postponements may be granted so that those who desire counsel may have counsel present. The university will be obliged to notify the faculty member(s) in the same way of its desire to have legal counsel present.

• Within five (5) working days of the final hearing, the Faculty Grievance Committee will communicate its recommendations in writing to the faculty member, the President of the University, the VPAA, the College Dean, the Faculty Affairs Committee, and the Director of Human Resources.

• Within five (5) days of receipt of the Faculty Grievance Committee’s recommendations, the President of the University shall issue a decision, in writing, to the grievant(s), the Faculty Affairs Committee, the VPAA, and the College Dean.

Appeal of the President’s Decision

If the faculty member(s) is not satisfied with the President’s decision, he or she may appeal the decision to the Executive Committee of the Board of Trustees. The decision of the Executive Committee of the Board of Trustees will be considered the final decision of the University. In the event that the faculty member is supported by counsel, or an outside organization, the Executive Committee of the Board of Trustees will consider the input and/or recommendations provided by such before rendering their decision.

98 

 

The Executive Committee of the Board of Trustees shall send its decision in writing to the President of the University, the faculty member(s) involved in the complaint, the Faculty Affairs Committee, the Faculty Grievance Committee, and the VPAA no later than thirty working days following the petition for appeal. Indemnification of Trustees, Officers and Employees Third Party Actions

The University shall indemnify any person who was or is a party or is threatened, pending or completed action, suit or proceeding, whether criminal, administrative or investigative, including all appeals (other than an action, suit or proceeding by in the right of the University) by reason of the fact She is or was a Trustee, officer or employee of the University and acting within the scope of his/her employment against expenses, including attorney’s fees, judgments, fines and amounts paid in the settlement actually and reasonably incurred by him/her in connection with such action, suit or proceeding if She acted in good faith and in a manner reasonably believed to be in or not opposed to the best interest of the University, and with respect to any criminal action or proceeding, he had no reasonable cause to believe his conduct was unlawful. The termination of any action, suit, proceeding by judgment, order, settlement, conviction or upon a plea of nolo contendere or its equivalent, shall not, of itself, create a presumption that the person did not act in good faith and in a manner which he reasonably believed to be in or not opposed to the best interest of the University and, with the respect to any criminal action or proceeding, had reasonable cause to believe that his/her conduct was unlawful. Corporate and Derivative Actions

The University shall indemnify any person who was or is a party or is threatened to be made a party of any threatened, pending or completed action or suit, including appeals, by or in the right of the University to procure a judgment in its favor by reason of the fact that She is or was a trustee, officer or employee of the University against expense, including by him/her in connection with the defense or settlement of such action or suit if She acted in good faith and in a manner She reasonably believed to be in or not opposed to the best interest of the University, except no indemnity shall be made in respect of any claim, issue, or matter as to which such person shall have been finally adjudged to be liable for negligence or misconduct in the performance of his duty to the University unless and only to the extent that the court in which such action or suit was brought shall determine upon application that, despite the adjudication of liability but in view of all circumstances of the case, such person is fairly and reasonably entitled to indemnity for such expenses as the Court shall deem proper. Indemnification after Successful Defense- Relation to “Third Party Actions”

To the extent that a Trustee, officer or employee has been successful on the merits or otherwise in the defense of any action, suit or proceedings referred to above, or in the defense of any issue, claim or matter therein, She shall be indemnified against expenses, including attorneys’ fees actually and reasonably incurred by him/her in connection therewith.

99 

 

Other Determination of Indemnification

The above mentioned indemnifications, unless ordered by a court, shall be made by the University only as authorized in the specific case upon a determination that indemnification of the Trustee, officer or employee is proper in the circumstances because She has met the applicable standard of conduct. Such determination shall be made by a majority vote of the Trustees acting at a meeting, at which a quorum consisting of Trustees who were not and are not parties to or a majority of a quorum of disinterested Trustees so directs, in a written opinion by independent legal counsel other than an attorney, or a firm having associated with it, an attorney who has been retained by or who has performed services for the corporation or any person to be indemnified within the past (5) years, or by the court in which such action, suit or proceeding was brought. Advance Expense

Expenses of any person indemnified hereunder in a defense of any action, suit or proceeding, may be paid by the University in advance of final disposition of such action, suit or proceeding as authorized by the Trustees upon receipt of an undertaking by or on behalf of such person to repay such amount if it shall ultimately be determined that such person is not entitled to be indemnified by the University. Nonexclusiveness

The indemnification provided by this section shall be in addition to and not exclusive of all other rights to which those seeking indemnification insurance purchased by the University, vote of the disinterested Trustees, or otherwise, and shall inure to the benefit of the heirs and personal representatives of such person.

100 

 

Faculty Handbook Index

Academic Freedom 49

Academic Program (Curriculum Process) 44

Accreditation of the University 14

Advising 40

Assistant VP and Dean of Graduate School 20

Attorney, University 97

Bereavement Leave 93

Board of Trustees 15

Bookstore and Text Adoptions 44

Calendar 10

Canceling Classes 28

Classes, Conduct of 42

Class Overloads, Faculty 47

Class Rosters 44

Class Teaching Load, Reduction of 47

College Deans 21

Community Policies and Faculty Problems 97

Compensation of Faculty 90

Contract Format 32

Contracts (Term and Tenure-Track) 31

Council of Deans 20

Course Content, Appropriate Level 42

101 

 

Course Proposals, New 62

Course Revisions and Deletion 63

Curriculum Committee 59

Curriculum, Evaluation of 40; Development of 58

Department Chairs 22

Dependents of Faculty 91

Disability Policy, Student 47

Ethics, Professional 54

Evaluation of Faculty 81

Executive Director of Enrollment and Dean of Students 18

Faculty Affairs Committee 72

Faculty, Annual Reports on 81

Faculty Appointments 31

Faculty, Criteria for Reviewing 81

Faculty Committees and Advising, Workload 46

Faculty Committees, Standing 67

Faculty Committees, University 66, Ad-Hoc and Other 67

Faculty, Community Service 83

Faculty Contracts 31

Faculty Handbook 73

Faculty Members, New, and Deans and Chairs 36

Faculty Members, New, Program Goals of 35, 36

Faculty, Professional Competence of 83

Faculty Research 83

102 

 

Faculty, Review of in Fourth Year 81

Faculty Searches 30

Faculty and Student Progress 37, 38

Faculty and University Involvement 37

FERPA (Family Education Rights and Privacy Act) 39

Fraternization, Faculty with Students 50

Full-Time Status 28

Goals of the University 13

Grade Appeals 39

Grading 38

Grievances and Faculty Affairs Committee 96

Grievances and the President 97

Handbook, Procedure for Revising 2

Harassment, Examples 51

Harassment, Incidents Reported, Complaints, and Discipline 52

Harassment Policy 50

History of the University 12

Holidays 90

Indemnification of Trustees, Officers, and Faculty 98

Institutional Research Director and AQIP Coordinator 25

Legal Counsel 97

Library Director 25

London Correctional Institute 40

103 

 

Medical and Disability Leave of Absence 92

Mentoring of New Faculty (Orientation) 33

Mission of the University 12

New Faculty Members, and Deans and Chairs 36

New Faculty Members, Mentoring of 34

New Faculty Members, Program Goals of 36

No Confidence Vote 56

Office Hours 42

Part-Time Status 29

Plagiarism 46

President, Duties of 16

Program Proposals, New 60

Promotion of Faculty 87

Promotion Review Procedures 89

Re-assigning Faculty (low enrollment) 28

Registrar 23

Research, Review and Procedures 55

Retirement of Faculty 91

Student Misconduct, Academic 46

Student Support Services 41

Syllabi 45

104 

 

Teaching Assignments, Special 32

Technology, Use of 47

Tenure, Faculty 84

Tenure and Promotion Committee 79

Tenure Review 86

Tuition Remission 91

Vice-Presidents 17

Vision of the University 13

VP for Administrative Services 19

VPAA for Advancement and Communications 18

VPAA (Senior) and Dean of the Faculty 17