Faculty
Handbook
Effective Fall Semester 2003
TABLE OF CONTENTS
FOREWORD
PURPOSE
EQUAL OPPORTUNITY/AFFIRMATIVE
ACTION STATEMENT
1.0 HISTORY, MISSION, GENERAL
ORGANIZATION, AND GOVERNANCE
1.1 History
1.2 Mission Statement
1.3 Accreditation
1.4 Academic Affairs
Administrative/Governance Structure
1.4.1
Board of Trustees
1.4.2 President
1.4.2.1 Director of Institutional
Effectiveness
1.4.3 Vice
President for Academic and Student Affairs
1.4.3.1 Associate Vice President for Academic Affairs
1.4.3.2 Associate Vice President for Student Affairs
1.4.3.3 College
Deans
1.4.3.4 University Librarian
1.4.3.5 Department Heads
1.5 General
Institutional Governance
1.5.1 Academic Council
1.5.2 Athletic Council
1.5.3 The Faculty Senate
1.5.4 Graduate Council
1.5.5 Student Government
Association
1.5.6 University Forum
1.5.7 Standing Committees
2.0 FACULTY POLICIES,
REGULATIONS, AND PROCESSES
2.1 Definition
of Faculty Status
2.1.1 Ranked Faculty
2.1.2 Rank of Instructor
2.1.3 Criteria for Appointment to
Specific Ranked Faculty Status
2.1.3.1 Instructor
2.1.3.2 Assistant Professor
2.1.3.3 Associate Professor
2.1.3.4 Professor
2.1.3.5 Exceptions to Criteria
2.1.4 Regular
Faculty
2.1.5 Temporary Faculty
2.1.5.1 Pro-Rata Temporary Faculty
2.1.5.2 Adjunct Faculty
2.1.5.3 Visiting Faculty
2.1.6 Special
Appointment Faculty
2.1.6.1 Emeriti Faculty
2.1.6.2 Artist/Writer/Scholar-in-Residence
2.1.6.3 Replacement Faculty
2.1.6.4 Joint Appointment
2.1.7
Administrators with Faculty Rank
2.2 Contracts
2.2.1 Term
2.2.2 Probationary/Tenure Track
2.2.3 Tenured
2.2.4 Other
2.2.5 Locus of Appointment
2.2.6 Contract Form, Issuance, and
Receipt
2.3
Search/Appointment/Orientation
2.3.1
Search/Appointment Procedures
2.3.2 Orientation
2.3.3 Equal
Opportunity/Affirmative Action
2.3.4 Nepotism/Employment
Conflict of Interest
2.4 Faculty Evaluation
2.4.1 Teaching
Effectiveness
2.4.1.1 Criteria for Teaching Effectiveness
2.4.1.2 Evidence of Teaching Effectiveness
2.4.2 Academic
Advisement
2.4.2.1 Criteria for Effectiveness in Academic Advisement
2.4.2.2 Evidence of Effectiveness in Academic Advisement
2.4.3
Professional Effectiveness of Librarians
2.4.3.1 Criteria for Professional Effectiveness of
Librarians
2.4.3.2 Evidence of Professional Effectiveness of Librarians
2.4.4 Scholarship,
Research, and Creative Work
2.4.4.1 Criteria for Scholarship, Research, and Creative
Work
2.4.4.2 Evidence of Scholarship, Research, and Creative Work
2.4.5 Service
2.4.5.1 Criteria for Service to the University
2.4.5.2 Evidence of Service to the University
2.4.5.3 Criteria for Service to the Profession/Discipline
2.4.5.4 Evidence of Service to the Profession/Discipline
2.4.5.5 Criteria for Service to the Community
2.4.5.6 Evidence of Service to the Community
2.4.5.7 Criteria for Collegiality
2.4.5.8 Evidence of Collegiality
2.4.6 Evaluation
Procedures
2.4.6.1 Criteria for Evaluation Procedures
2.4.6.2 Establishing Relative Importance of Criteria
2.4.6.3 Modification of Conclusions
2.4.6.4 Development of Formative Plan
2.5 Promotion
2.5.1 Policy
2.5.2 Procedure
2.5.3 Promotion Appeals
2.6 Tenure
2.6.1 Policy
2.6.2 Procedure
2.6.3 Tenure Appeals
2.7 Separation
2.7.1 Resignation
2.7.2 Retirement
2.7.3 Non-Reappointment
2.7.4 Expired Tenure
2.7.5 Automatic Resignation
2.7.6 Suspension
2.7.7 Problem-Solving and
Discipline Policy
2.7.8 Removal for Cause:
Dismissal or Termination for Adequate Cause
2.7.8.1 Dismissal
2.7.8.2 Termination
2.7.8.3 Procedures for Dismissal for Adequate Cause or Termination for Financial
or Curricular Reasons
2.8
Faculty Rights and Responsibilities
2.8.1 General Statement
2.8.2 Adherence to University
Regulations
2.8.3 Principal Occupation
2.8.4 Classroom Management
2.8.4.1 Classroom Procedures
2.8.4.2 Grading System
2.8.4.2.1 Undergraduate
2.8.4.2.2 Graduate
2.8.4.3 Changing of Grades
2.8.4.4 Tests and Examinations
2.8.4.5 Make-Up Examinations
2.8.4.6 Student Attendance
2.8.4.7 Official University-Excused Absences
2.8.5 Curriculum
Development
2.8.6 Course Offerings and
Content
2.8.7 Absences
2.8.8 Use of Copyrighted Material
2.8.9 Deadlines
2.8.10 Academic Freedom
2.8.11 Code of Professional
Ethics
2.8.11.1 Statement on Professional Ethics
2.8.11.2 Statement on Freedom and Responsibility
2.8.11.3 Classroom Conflict of Interest
2.8.11.4 Statement on Sexual Harassment
2.8.11.5 Drug-Free Workplace and Drug and Alcohol Policy
2.8.11.6 Americans with Disabilities Act
2.8.12 Consensual Relations Policy
2.8.13 Violations of Faculty Rights, Academic Freedom, and Professional
Responsibilities
2.9
Academic Calendar and Workload
2.9.1 Teaching Load
2.9.1.1
Overloads
2.9.2 Other
Duties and Expectations
2.9.2.1 Academic Advisement
2.9.3
Availability and Office Hours
2.10 Financial Exigency
2.11 University
Hearing Committee
2.11.1
Procedure for an Appeal or Grievance
2.12 Leaves,
Holidays, Absences
2.12.1 Leave With Pay
2.12.1.1 Sick Leave
2.12.1.1.1 Extended Disability and Salary Continuation
2.12.1.1.2 Procedure for Applying for Extended Disability and Salary
Continuation
2.12.1.2 Bereavement Leave
2.12.1.3 Maternity and Parental Leave
2.12.1.4 Personal Leave
2.12.1.5 Professional Development Leave
2.12.1.6 National Faculty Exchange
2.12.1.7 Civic Duty
2.12.1.7.1 Part-time Public Office
2.12.1.7.2 Jury Duty
2.12.1.8 Military
2.12.1.9 Holidays
2.12.1.10 Inclement Weather Policy
2.12.2 Without Pay
2.12.2.1 Leave of Absence
2.12.2.2 Full-time Public Office
2.13 Compensation
Policies
2.13.1
Salary Schedule and Rationale
2.13.1.1 Salary Schedules
2.13.1.2 Pay Increases
2.13.1.3 Compensation for Administrative Officers
2.13.2 Summer
Appointments
2.13.2.1 Non-teaching Summer Activities
2.13.2.2 Summer Overloads
2.13.3 Payroll Period
2.13.4 Payroll Deductions
2.13.4.1 Required Deductions
2.13.4.2 Optional Deductions
2.13.5 Advances
2.14 Faculty Records
2.14.1 Personnel Files
2.14.1.1 Personnel
2.14.1.2 Credentials
File
2.14.1.3 College
and Departmental Files
2.15
Experimental Course
3.0 ACADEMIC
ORGANIZATION
3.1 Library
3.1.1 Objective
3.1.2 Collection
3.1.3 Hours
3.1.4 Services
3.2
Academic Support Services
3.2.1 Academic
Computing Services
3.2.2 Learning Services
3.2.3 Instructional Services Unit
3.2.4 Center for Economic Development
3.2.5 Jacksonville State
University at Gadsden
3.2.6 Center for Continuing
Education
3.2.7 Office of Distance
Education
3.2.8 In-Service Education Center
3.2.9 Center for Economic
Education
4.0
FRINGE BENEFITS AND INSTITUTIONAL FACILITIES
4.1
Insurance and Annuities
4.1.1 Health Insurance
4.1.2 Teachers Insurance and
Annuity Association/ College Retirement Equities Fund Supplemental Retirement
Programs
4.1.3 Long-Term Disability
Insurance/Salary Continuation
4.1.4 Term Life Insurance
4.1.5 Liability Insurance
4.2 Mandatory
Benefits
4.2.1
Teachers’ Retirement System
4.2.2 Social Security
4.2.3 Workmen's Compensation
4.2.4 Unemployment Compensation
4.3
Institutional Benefits
4.3.1
Tuition-Assistance Program
4.3.2 Campus Security
4.3.3 Parking Decals
4.3.4 Office and Building Keys
4.3.5 Athletic Discount Tickets
4.3.6 Drama Discount Tickets
4.3.7 Health Services
4.3.7.1 Student Health Center
4.3.7.2 Nursing Center Clinic
4.4 Institutional
Facilities
4.4.1 Telephone Service
4.4.2 Faculty Mail
4.4.3 Print Shop and Printing
Policy
4.4.4 Faculty Wellness
4.4.5 Building Maintenance,
Equipment, and Cleaning Services
4.4.6 Campus Food Service
4.4.7 Child-Development Facility
4.4.8 Bookstore
4.4.9 Transportation Services
4.5 Benefits of
Retired Faculty
4.6 Benefits of Emeriti Faculty
5.0 STUDENT
AFFAIRS INFORMATION
5.1
Student Rights and Responsibilities
5.1.1 Sexual Harassment
5.1.2 Student Conduct Code
5.1.3 Privacy Rights of Students
5.1.4 Student Discipline Code
5.2 Faculty References
and Recommendations
5.3 Student Information
5.3.1 Student Handbook
5.3.2 SGA Constitution
5.3.3 Student Organizations
6.0
DEVELOPMENT AND INTERNAL/EXTERNAL AFFAIRS
6.1
Consulting and Extra Compensation
6.2 Conflict of Interest
6.3 Faculty Research Grant
Program
6.3.1 Guidelines
6.3.2 Faculty Research Committee
6.4 University Travel
and Self Improvement Grants
6.5 Externally
Funded/Sponsored Projects and Grants
6.6 Development Council, Fund
Raising, Endowments, and Gifts
6.7 Patents, Copyrights, and Intellectual
Property
6.8 Equipment
6.9 Experimental Subjects
6.10 Hazardous Waste
6.11 Injury, Illness, Incident, and
Accidents
6.12 Publicity and Publications
Faculty Handbook: Fall Semester 2003
FOREWORD
The Jacksonville State University Faculty Handbook, as approved by the Board of
Trustees, serves as a reference manual for faculty members and
administrators. It is the product of faculty and administrative
consultation; much of its content was recommended by the Faculty Senate, the
Academic Council, and individual members of the faculty. Therefore, it
reflects broad-based participation in the governance of the University.
The Faculty Handbook is a compilation of selected policies, regulations,
procedures, and guidelines currently in operation. It may be revised from
time to time to reflect official policy changes. When official policies
are changed by the Board of Trustees or other duly constituted authority, such
changes become effective on the date designated at the time of their adoption
and supersede any contrary provisions of the Faculty Handbook.
Changes in the Faculty Handbook will be distributed through normal
organizational channels by the Vice President for Academic and Student Affairs,
whose office is the repository for the official master copy. Individual
faculty members are responsible for maintaining their own copy or referring to
the Jacksonville State University
website (www.jsu.edu).
PURPOSE
This handbook is provided for faculty members to use as a ready reference and
as a summary of Jacksonville
State University
academic faculty policies, work rules, and benefits. It is to a faculty
member's advantage to read the entire handbook as soon as possible to have a
complete understanding of the material. This handbook and the policies
herein do not in any way constitute, and should not be construed as, a contract
of employment between Jacksonville
State University
and the faculty member, or a promise of future or indefinite employment.
The policies and procedures contained in the handbook can be changed, modified,
or amended.
EQUAL OPPORTUNITY/AFFIRMATION
ACTION STATEMENT
Jacksonville State University affirms its policy of equal employment
opportunity. Jacksonville
State University
is committed to a program of affirmative action in maintaining and promoting
non-discrimination in all aspects of recruitment and employment of individuals
at all levels throughout the University. It is specifically the intent of the
University to recruit, hire, and promote all faculty and staff without regard
to race, color, religion, sex, national origin, handicap, or veteran status.
The University will consider through appropriate and designated procedures the
complaint or grievance of any individual who has reason to feel he or she has
been affected by discrimination because of race, color, religion, sex, national
origin, handicap, or veteran status.
As an institution of higher education, and in keeping with its policy of equal
employment opportunity, the University hereby declares its policy of equal
educational opportunity. All applicants for admission will be considered
solely upon the basis of individual qualifications. All available student job
opportunities will be distributed without regard to an applicant's race, color,
religion, sex, national origin, handicap, or veteran status. This policy
will be noted in all student handbooks, and the complaint or grievance of any
student or prospective student who has reason to feel he or she has been
affected by discrimination will be considered through appropriate procedures.
A representative has been appointed as Equal Opportunity Officer for the
University. The Equal Opportunity office serves as an extension of the
President's office and is directly responsible for the administration of the
Affirmative Action Plan of the University.
1.0 HISTORY, MISSION,
GENERAL ORGANIZATION, AND GOVERNANCE
1.1 HISTORY
From modest beginnings, Jacksonville State University
has evolved into the educational center of Northeast
Alabama. The Alabama Legislature in the 1882-83 session
created a state normal school when Governor Edward O'Neal signed into law a
bill creating the school on February 22, 1883. Jacksonville
State Normal
School acquired the facilities and equipment of Calhoun College, consisting of 12 acres of land
and a two-story brick building. The Board of Directors elected James G.
Ryals, Jr., as the first president. The school opened with three
instructors: W. J. Borden, Mathematics; Eliza A. Bowen, English; and Ida J.
Woodward, primary department. As stipulated in the establishing act, the
Normal School administered a preparatory school for children of the town and
surrounding areas. At the end of the first year, on August 15, 1884,
William Mark Hames, President of the Board of Directors, reported that funds
totaling $4,751.25 had been received, including $2,500 from the state; that 25
students were enrolled in the normal school; and that 222 were in the
preparatory school.
The Normal School remained in operation until 1930, when it became Jacksonville State Teachers College.
Five years later, the College earned regional accreditation from the Southern
Association of Colleges and Schools. The name again changed to
Jacksonville State College in 1957 when the first graduate program—the
master's degree in elementary education—was created. On August 2,
1966, the Legislature authorized the State Board of Education to elevate the
College to university status. On August 17, 1967, the Legislature
established an independent Board of Trustees for the University and divested
jurisdiction from the State Board of Education.
Jacksonville State University has been served by 11 presidents: James G. Ryals,
Jr. (1883-85), J. Harris Chappell (1885-86), Carleton Bartlett Gibson
(1886-92), J. B. Jarrett (1892-93), Jacob Forney IV (1893-99), Clarence William
Daugette (1899-1942), Houston Cole (1942-71), Ernest Stone (1971-81), Theron E.
Montgomery (1981-86), Harold J. McGee (1986-99), and William A. Meehan
(1999-present).
Jacksonville State
University has developed into a modern
regional university serving Northeast Alabama
on a 392-acre campus with 63 buildings. In addition, the University
operates an off-campus center in Gadsden and
videoconferencing sites throughout Alabama and
Northwest Georgia. . Through its
programs of teaching, research, and service, Jacksonville State
University has served the
region and state for more than 100 years.
1.2 MISSION STATEMENT
Jacksonville State University is a public, comprehensive teaching institution
that provides educational, cultural, and social experiences for a diverse
undergraduate and graduate student population. As a student-centered
university, Jacksonville State University strives to balance academic
challenges with a range of support services for students’ academic,
career, and personal goals. As an academic institution, Jacksonville State
University seeks to produce broadly educated graduates with skills for
employment, citizenship, and life-long learning. As comprehensive university,
Jacksonville State University supports scholarly and service activities consistent
with its academic and professional strengths.
1.3 ACCREDITATION
Jacksonville State University is accredited by the Commission on Colleges of
the Southern Association of Colleges and Schools to award bachelor’s,
master's, and Educational Specialist's degrees.
1.4 ACADEMIC
AFFAIRS/ADMINISTRATIVE GOVERNANCE STRUCTURE
1.4.1 BOARD OF TRUSTEES
The Board of Trustees is the governing body for Jacksonville State
University. The Board has the statutory authority to organize the
University; to appoint the faculty and other employees; to fix salaries and
compensation and increase or reduce the same at its discretion; to regulate,
alter, or modify the government of the University; to prescribe courses of
instruction and rates of tuition and fees; to confer degrees; and to do
whatever else it may deem best for promoting the interests of the University.
The Board of Trustees consists of two members from the congressional district
in which the institution is located, one from each of the other congressional districts
in the state, and one member from the state at large. The Governor is
President of the Board and, together with the State Superintendent of
Education, is an ex-officio voting member. The trustees are appointed by
the Governor, by and with the advice and consent of the State Senate, and hold
office for a term of 12 years or until their successors are appointed and
qualified. The board is divided into three groups, as nearly equal in
number as possible, so that one third may be chosen quadrennially.
The Board of Trustees holds its annual meeting at the University on the third
Monday in October. Quarterly meetings are scheduled at this session
unless the Board determines to hold its meetings at other times. Special
meetings of the Board may be called by the Governor or upon the written
application of any three members of the Board.
The Board appoints the President and other officers of the University.
The President serves as the Secretary to the Board.
1.4.2 PRESIDENT
The Board of Trustees invests the President with full administrative
responsibility for the institution. As the Chief Executive and
Administrative Officer of the University, the President is responsible for the
governance of the Institution and for carrying out the policies of the Board.
To assist the President in the administration of the University, the Board has
established these major administrative positions: Vice President for Academic
and Student Affairs, Vice President for Institutional Advancement, and Vice
President for Administrative and Business Affairs.
In the implementation of the overall administrative responsibility for the
University, the President seeks the advice and assistance of faculty, students,
and administrative personnel. This assistance is accomplished primarily
through elected and appointed faculty and student representatives and through
administrative appointments and delegations of authority.
1.4.2.1 DIRECTOR OF INSTITUTIONAL EFFECTIVENESS
The Office of Institutional Effectiveness is responsible for institutional
research and assessment. Institutional research provides University information
in a timely and effective manner for internal decision-making, external
reporting, and accountability purposes. Assessment involves assisting planning
units in developing student-outcome goals and objectives, appropriate measures
of intended outcomes, and administration of tests and surveys to measure
success in achievement of intended outcomes. The Institutional Effectiveness
Office also provides support for the University’s Institutional
Effectiveness committee. The director reports to the President.
1.4.3 VICE PRESIDENT FOR
ACADEMIC AND STUDENT AFFAIRS
The Vice President for Academic and Student Affairs (VPASA) has administrative
jurisdiction over academic personnel and programs, including Jacksonville State
University Gadsden, the University Library, the Office of the Registrar, the
Office of Distance Education and the International House and International
Programs. The Vice President for Academic and Student Affairs recommends
to the President long-range plans for academic development and formulates
policies to implement approved plans; coordinates and furnishes direction and
guidance to the deans in the development and operation of their academic programs;
presides at meetings of the academic faculty; and serves as chair of the
Academic Council. All academic personnel and departments report through
their appropriate department heads and deans/directors to the VPASA who, in
turn, reports to the President.
1.4.3.1 ASSOCIATE VICE PRESIDENT FOR ACADEMIC AFFAIRS
The Associate Vice President for Academic Affairs (AVPAA) reports to the Vice
President for Academic and Student Affairs. The AVPAA is responsible for
divisional activities such as, but not limited to, Military Science, the
coordination of student advisement and orientation, faculty development,
external contracts and grants, accelerated high school and dual enrollment
programs. The AVPAA is a member of the Academic Council and other standing
committees as deemed appropriate by the VPASA and President.
1.4.3.2 ASSOCIATE VICE PRESIDENT FOR STUDENT AFFAIRS
The Associate Vice President for Student Affairs (AVPSA) reports to the Vice
President for Academic and Student Affairs. The AVPSA is responsible for
the Academic Center for Excellence, Admissions, Career Placement Services,
Counseling and Career Services, Disability Support Services, Financial Aid,
Multicultural Services, Recreational Sports, Student Activities, Student Health
Center, University Housing and Residence Life, and the University Police
Department. The AVPSA serves as the University’s Affirmative Action
Officer and is a member of the President’s staff, Administrative Council,
Academic Council and other standing committees as deemed appropriate by the
President or Vice President.
1.4.3.3 COLLEGE DEANS
College deans are responsible for coordinating and managing the operations
within their respective colleges. Deans report to the Vice President for
Academic and Student Affairs. The individual dean is the administrator of
the College and serves as a liaison between the Vice President for Academic and
Student Affairs and the College. College deans have certain
responsibilities for personnel matters; the development and maintenance of
programs, plans, and goals for the College; and other assigned duties.
College deans are members of the Academic Council.
1.4.3.4 UNIVERSITY LIBRARIAN
The University Librarian reports to the Vice President for Academic and Student
Affairs and is responsible for Library operations, collections, and
services. The University Librarian is responsible for personnel; the
development of programs, plans, and goals for the library; and other assigned
duties. The University Librarian is a member of the Academic Council.
1.4.3.5 DEPARTMENT HEADS
Department heads are responsible for the general direction and supervision of
their departments. Department heads report to their respective deans. The
department head is an administrator and the academic leader of the faculty in
the development of the department's programs, plans, and goals. The department
head maintains liaison between the department, the dean, and external agencies.
1.5 GENERAL INSTITUTIONAL
GOVERNANCE
1.5.1 ACADEMIC COUNCIL
The Academic Council is the main administrative unit of the division of
academic affairs. The Vice President for Academic and Student Affairs
serves as chair of the Academic Council and establishes additional standing and
ad hoc committees as deemed necessary.
Members of the Council include the Associate Vice Presidents for Academic and
Student Affairs, the Dean of each College, the University Librarian, the
Director of Institutional Effectiveness, the Director of Jacksonville State
University Gadsden, the Director of the International House and Programs, the
Director of Distance Education, a representative for the Student Government
Association, a representative for the Vice President of Administrative
and Business Affairs, the Director of Distance Education, the SGA, the
Registrar, and the President of the Faculty Senate.
1.5.2 ATHLETIC COUNCIL
The Athletic Council is a committee that serves at the pleasure of the
University President. It consists of representatives from faculty, staff,
athletic department, and students. It is chaired by the Faculty Athletic
Representative, who represents the University's interest before any appropriate
conference and before the National Collegiate Athletic Association. The
Council is charged with the responsibility of insuring that athletic policies
are consistent with the overall educational objectives of the Institution.
The Council also advises to the President; serves as a link between academics
and athletics; serves as the due process body for adjudicating athletic grievances;
reviews the University's philosophy, policies, and objectives regarding
athletics; and reviews aspects of the athletic program such as admission
prices, sponsorships, and personnel needs or changes.
1.5.3 THE FACULTY SENATE
The faculty elects from among its members a representative body known as the
Faculty Senate. The Faculty Senate is an advisory body and as such may
consider and make recommendations through the Vice President for Academic and
Student Affairs. Those areas affecting the academic activities of the
University and faculty welfare are appropriate for consideration by the Faculty
Senate. The minutes of the Faculty Senate are published on its website
www.jsu.edu/depart/facultysenate/.
1.5.4 GRADUATE COUNCIL
The Graduate Council is responsible for recommending policies and regulations
relative to all aspects of graduate education. Membership consists of
representatives of the graduate faculty, graduate students, the Deans of the
colleges offering graduate courses, and the Vice President for Academic and
Student Affairs. The Dean of the College of Graduate Studies serves as
chair, ex-officio, of the Graduate Council. Among the advisory
responsibilities are student recruitment, admission, advisement, financial
assistance, and retention; student appeals; faculty qualifications; curricula;
graduate course numbers, titles, descriptions, and prerequisites; and
graduation requirements.
1.5.5 STUDENT GOVERNMENT
ASSOCIATION
The Student Government Association is composed of four branches of government:
Executive, Legislative, Judicial, and Student Activities Council. All
registered students are automatically members of this organization. The
SGA Office is located on the fourth floor of the Theron Montgomery Building.
The Director of Student Activities oversees the SGA.
The SGA President presides over the Executive Branch, which is comprised of the
First Vice President, Second Vice President, Controller, and Chief Justice.
The SGA First Vice President is in charge of the Legislative Branch of
government and serves as the President of the Senate. The Legislative
Branch is made up of various committees and the 35 voting students who make up
the Student Senate. The Chief Justice serves as head of the Judicial
Branch, which serves as the disciplinary appeal process for students and also
coordinates the Traffic Court.
The Second Vice President presides over the Student Activities Council and is
in charge of entertainment and recreational activities including concerts,
lectures, movies, comedy clubs, and other special events. The Controller
monitors the SGA funds and prepares the budget. The Controller is also in
charge of the Appropriations Committee.
1.5.6 UNIVERSITY FORUM
The purpose of the University Forum is to advise and to assist the President of
the University in the review, discussion, referral, and recommendation of
ideas, procedures, and policies so that Jacksonville State University may
attain its goals as outlined in the University's Statement of Purpose.
The Forum emphasizes campus-wide communication and dissemination of
information. The Forum allows for the presentation of ideas and
recommendations from faculty, students, and administrative personnel through
University committees, the Faculty Senate, and the Student Government
Association.
1.5.7 STANDING COMMITTEES
Standing University committees exist for admissions, assessment, budget,
calendar, communications, honors and awards, library, personnel, planning,
printing and publications, safety and environmental health, scholarship and
financial aid, student appeals, substance abuse, and wellness. Ad hoc
committees and task forces are appointed at Presidential discretion. The
President's office maintains a current list of committee memberships.
2.0 FACULTY POLICIES,
REGULATIONS, AND PROCESSES
2.1 DEFINITION OF FACULTY STATUS
The faculty generally includes all persons appointed as Regular Full-Time
Faculty, Pro-Rata Temporary Faculty, Adjunct, Visiting Faculty, and Special
Appointment Faculty. Specific employment contracts are awarded to all
faculty.
2.1.1 RANKED FACULTY
A ranked faculty member is an employee of the University who has been appointed
to one of the four regular full-time academic ranks: Instructor, Assistant
Professor, Associate Professor, or Professor. Librarians will have the
same rank structure as teaching faculty.
2.1.2 RANK OF INSTRUCTOR
The rank of Instructor is a non-tenured rank. A faculty member holding
this rank does not possess any right to permanent or continuous employment;
does not have any manner of legal right, interest, or expectancy of renewal or
any other type of appointment; and is subject to annual renewal by the
University.
2.1.3 CRITERIA FOR APPOINTMENT
TO SPECIFIC RANKED FACULTY STATUS
At the time of initial appointment of a regular faculty member, the dean, in
consultation with the division and/or department head, makes a recommendation
about rank for the initial contract, using the criteria described below.
Upon approval of the Vice President for Academic and Student Affairs, written
copies of the appointment will be provided to the department involved and the
individual involved. Thereafter, rank changes are subject to Section 2.5:
Promotion. All faculty members are contract employees with the University.
As referenced herein below, a college/university of "recognized
standing" means a college/university accredited by one of the six regional
accrediting associations, e.g., the Southern Association of Colleges and
Schools, or a college/university of recognized international standing.
2.1.3.1 INSTRUCTOR
General criteria for rank of Instructor shall be:
A. Possession of a master's degree from a graduate
institution of recognized standing or equivalent experience and professional
recognition.
B. Either demonstrated or presumptive potential to obtain an
appropriate earned doctoral degree or the terminal professional degree
recognized by the college and university.
C. Either demonstrated or presumptive potential for effective
teaching and for satisfying the duties and responsibilities of a faculty
member.
D. Credit for the minimum number of hours of graduate work
required by the accrediting agency in the area of teaching responsibility.
2.1.3.2 ASSISTANT PROFESSOR
General criteria for the rank of Assistant Professor shall be:
A. Possession of an appropriate earned doctorate or an
appropriate terminal professional or academic degree from a graduate
institution of recognized standing or accomplishments that are considered
equivalent (e.g., recognized performance in the creative arts or in the
business community).
B. Either demonstrated or presumptive potential for effective
teaching and for satisfying the duties and responsibilities of a faculty
member.
C. Either demonstrated or presumptive scholarship in subject
matter field.
D. Credit for the minimum number of hours of graduate work
required by the accrediting agency in the area of teaching responsibility.
2.1.3.3 ASSOCIATE PROFESSOR
General criteria for the rank of Associate Professor shall be:
A. Possession of an appropriate earned doctorate or an
appropriate terminal professional or academic degree from a graduate
institution of recognized standing or experience and professional recognition
(e.g., outstanding performance in the creative arts or in the business
community).
B. A minimum of five years of full-time teaching at the rank
of assistant professor at a regionally accredited college or university (or its
equivalent).
C. Evidence of sustained, noteworthy teaching effectiveness.
D. Evidence of noteworthy research, scholarly, creative, or
professional activities; or discipline-related community service.
E. Credit for the minimum number of hours of graduate work
required by the accrediting agency in the area of teaching responsibility.
2.1.3.4 PROFESSOR
General criteria for the rank of Professor shall be:
A. Sustained excellence in teaching, scholarship, and
service.
B. Possession of an appropriate earned doctorate from a
graduate institution of recognized standing, or an appropriate terminal
professional or academic degree from a graduate institution of recognized
standing, or widely acclaimed accomplishments in the field (e.g., the creative
arts or the business community).
C. A minimum of ten years of full-time ranked teaching in a
regionally accredited college or university (or its equivalent), with a minimum
of five years of full-time teaching at the rank of Associate Professor.
D. Credit for the minimum number of hours of graduate work
required by the accrediting agency in the area of teaching responsibility.
2.1.3.5 EXCEPTIONS TO CRITERIA
Exceptions to the requirement for a terminal degree may be made in cases of
extraordinary faculty performance in teaching, service, or scholarship.
To qualify as an exception, the faculty member's accomplishments must be more
extensive in quantity and generally more impressive in quality than those of
faculty members with the same length of service and with the terminal degree
who have been promoted. Furthermore, the faculty member's extraordinary
performance must be recognized regionally or nationally.
2.1.4 REGULAR FACULTY
Generally, a regular faculty member:
A. Has full-time teaching duties or teaching and other duties
(e.g., research, academic administration, advising) equivalent to a full-time
workload (See Section 2.9).
B. Fulfills the duties and responsibilities of a faculty
member.
C. Holds academic rank as described in Section 2.1.1.
2.1.5 TEMPORARY FACULTY
2.1.5.1 PRO-RATA TEMPORARY FACULTY
Pro-rata temporary faculty are temporary faculty members who are given
appointments equivalent to half-time workload or more. Pro-rata temporary
faculty will be issued term contracts. They are ineligible for tenure and
will receive no fringe benefits other than FICA.
2.1.5.2 ADJUNCT FACULTY
Adjunct faculty members teach on a per course basis, as needed.
Adjunct faculty:
A. Teach no more than 7 semester hours during a regular term
and no more than 4 semester hours in any short term.
B. Have no other faculty duties and responsibilities, except
those listed below and in Section 2.8: Faculty Rights and Responsibilities.
C. Have the minimum number of hours of graduate work required
by the accrediting agency in the area of teaching responsibility.
D. Always receive a Term Contract (See Section 2.2.1).
E. Receive no fringe benefits other than FICA.
F. Do not accrue time towards, and are not eligible for,
tenure or promotion.
G. Are expected to be available for student consultation at
least one hour per week for each three-hour course taught.
2.1.5.3 VISITING FACULTY
All visiting faculty appointments are for a limited period of time with no
intent of ongoing employment. Visiting appointments by rank are reserved
for faculty members who meet minimum requirements for full-time faculty
employment.
2.1.6 SPECIAL APPOINTMENT
FACULTY
2.1.6.1 EMERITI FACULTY
Retired Professors, Associate Professors, Assistant Professors, Instructors,
and Administrative Staff who have been in the service of the University for ten
or more years are eligible for Emeritus status. They must have been
members of the faculty who have made outstanding contributions in teaching, research,
or service.
Nominations for Emeritus status shall be made to a Committee on Faculty Honors
chosen by the Faculty Senate and with one representative from each College
within the University. The Committee shall make final recommendations to
the Vice President for Academic and Student Affairs for recommendation to the
President. Recommendations for Administrative Staff shall come from the
Academic Council. The final decision to award the designation shall be
made by the President.
Those enjoying Emeritus status are entitled to the full honors of their rank;
to participate in all formal ceremonies of the University; to share in the
social life of the faculty; to continue to use University facilities such as
the cafeteria, the library, and recreational facilities. They are invited
to attend all formal events held by the University. They may also obtain
tickets to concerts, lectures, and sports and recreational events at faculty
rates.
Compensation is neither earned nor accrued by virtue of this rank, unless by
mutual agreement between the Vice President for Academic and Student Affairs
and the individual, the individual is offered a part-time term contract to
teach or fulfill other duties. In such cases, compensation and
supplementary benefits, if any, shall be set forth in the contract.
2.1.6.2 ARTIST/WRITER/SCHOLAR-IN-RESIDENCE
The University may appoint distinguished artists, writers, poets, or scholars
to the special faculty status of Artist/Writer/Scholar-In-Residence. Such
appointments shall be full-time or part-time, depending on the needs of the
University. The appointments are non-tenure-track.
2.1.6.3 REPLACEMENT FACULTY
The University may appoint faculty members as adjunct faculty, visiting
faculty, or pro-rata temporary faculty to replace faculty on leave for the
duration of such leave. Service under such contracts does not count for
tenure, promotion, or professional development leave unless such service is
recognized by the Vice President for Academic and Student Affairs at the time
of offering a probationary (tenure-track) contract.
2.1.6.4 JOINT APPOINTMENT
"Joint appointment" refers to those full-time or part-time term,
probationary, or tenure contracts held by one person with specific contractual
designation in more than one program area. For the purposes of salary
determination, promotion, tenure, performance assessment, and other personnel
matters, individuals holding joint appointments shall be assigned by the
President, upon recommendation of the Vice President for Academic and Student
Affairs and the appropriate deans and department heads, to a program area as
determined by the percentage of workload or level of responsibility. Such
appointments shall be made only when the credentials of a faculty member and/or
the needs of the degree or program area so justify.
2.1.7 ADMINISTRATORS WITH
FACULTY RANK
Full-time ranked faculty who accept full-time administrative appointments
(above the level of department head) shall retain the rank held at the time of
the administrative appointment. Faculty holding tenure at the time of an
administrative appointment shall retain tenured faculty status. Faculty
in probationary tenure-track appointments who accept an administrative
appointment may continue to pursue tenure. Should tenure not be granted,
the individual shall continue in the administrative position and receive a
courtesy faculty appointment with the approval of the Vice President for
Academic and Student Affairs and the President. All administrators with the
University are contract employees. Applications for courtesy appointments to
the faculty may be made to the Vice President for Academic and Student Affairs
by qualified administrators or staff. Applicants must meet minimum
criteria as outlined in Section 2.1.3 and must receive recommendations from the
Dean and department head. Courtesy appointment faculty are ineligible for
tenure and shall not be considered for full-time faculty positions except by
participation in a normal search process for an authorized vacancy.
Administrators holding tenure shall, upon cessation of an administrative
appointment, return to a full-time faculty appointment at a salary determined
by the University. Non-tenured administrators with probationary faculty
appointments who leave administrative appointments for any reason may continue
their probationary faculty appointments upon the recommendation of the
appropriate department head, dean, and Vice President for Academic and Student
Affairs, and with the approval of the President.
2.2 CONTRACTS
2.2.1 TERM
All faculty are contract employees. A full-time or part-time term
contract is for a designated period and automatically expires at the end of
that period. Term contracts are given to all non-tenure track
faculty. Reemployment of the faculty member after expiration of a term
contract is at the discretion of the University. Term contracts may also
be utilized for faculty appointments in summer sessions, temporary situations,
or for other short terms.
The University shall not be bound by any prior promises, agreements, or
understandings, oral or written, regarding the faculty member's contractual
employment with the University. The terms and conditions applicable to
the faculty member's appointment may not be changed orally but only in writing
and duly signed by the University through its authorized representative in
accordance with established procedures.
The contractual rights of the faculty member and University are personal to
each party and may not be assigned or transferred to any other person or
entity. The faculty member's duties and responsibilities may not be
delegated.
2.2.2 PROBATIONARY/TENURE-TRACK
A full-time probationary/tenure-track contract is for a designated
period. Tenure-track appointments shall begin with appointment to the
rank of full-time assistant professor or a higher rank. The probationary
period for tenure shall not exceed seven years. Included within this
period shall be approved full-time service at other institutions of higher education.
This is subject to the provision that a faculty member has completed a term of
probationary service of more than three years in one or more institutions prior
to employment at Jacksonville State University. It may be agreed in
writing that his/her new appointment is for a probationary period of at least
four years at Jacksonville State University, even though thereby the faculty
member's total probationary period in the academic profession is extended
beyond the normal maximum of seven years.
2.2.3 TENURED
Tenured contracts are awarded to ranked faculty members who have attained
tenure as provided for in Section 2.6: Tenure.
2.2.4 OTHER
Contracts are also used to provide compensation for faculty who perform
supplemental duties, such as consulting.
2.2.5 LOCUS OF APPOINTMENT
All faculty appointments to term or probationary contracts have as the initial
locus of their appointment the department stated in the letter of
appointment. Locus of appointment for tenured faculty shall be the department
in which they hold tenure. Faculty members who change departments within
the University retain their tenure or progress toward tenure. Locus of
appointment is subject to change at the discretion of the University.
2.2.6 CONTRACT FORM, ISSUANCE,
AND RECEIPT
Faculty contracts shall typically include the following:
A. Type of contract and appointment.
B. Salary.
C. Designation of program area(s).
D. Designation of academic rank, academic title, or special
academic status.
E. Duration of contract.
F. Special conditions (if any).
All tenure-track and non-tenure-track contract renewal offers for any academic
year will generally be issued on or before March 1. Signed contracts must be
returned within ten working days or the first working day thereafter. The
contractual rights of the faculty member and University are personal to each
party and may not be assigned or transferred to any other person or entity. The
faculty member's duties and responsibilities may not be delegated.
All contracts are issued and returned on an individual basis.
2.3
SEARCH/APPOINTMENT/ORIENTATION
2.3.1 SEARCH/APPOINTMENT
PROCEDURES
The University gives notice of employment opportunities by appropriate
publication and follows procedures outlined in the Jacksonville State
University Manual of Policies and Procedures in the evaluation and appointment
of applicants.
2.3.2 ORIENTATION
The office of the Vice President for Academic and Student Affairs shall have
the primary responsibility for distribution of the Faculty Handbook and for
orientation of first-year faculty to the policies, regulations, and procedures
of the University. Orientation to specific duties and responsibilities shall be
conducted at the college and departmental levels.
2.3.3 EQUAL
OPPORTUNITY/AFFIRMATIVE ACTION
It is the policy of the University not to unlawfully discriminate against any
employee or applicant for employment because of race, color, age, sex, national
origin, religion, veteran status, or disability status. No employee shall
unlawfully discriminate against another employee or student. For
additional information see the Jacksonville State University Equal Opportunity
Policy and Policy of Nondiscrimination and Affirmative Action in the Jacksonville
State University Manual of Policies and Procedures.
2.3.4 NEPOTISM/EMPLOYMENT
CONFLICT OF INTEREST
It shall be considered a conflict of interest in employment for an employee to
serve in a direct supervisory capacity over a relative or dependent. For the
purposes of this policy, "relative" refers to any person within the
first degree of consanguinity, any spouse, or any in-laws, and
"dependent" refers to any person as defined in Section 152 of the
United States Internal Revenue Code.
2.4 FACULTY EVALUATION
Faculty evaluation should be objectively conceived and applied; encourage
faculty to fully develop their potential as teachers, scholars, and citizens of
the academic community (formative purpose); prompt activities and achievements
that further the goals of the University; and provide appropriate information
for making personnel decisions (summative purpose).
Generally, procedures developed for evaluation of faculty should be rigorous
and fair, and be conducive to the development and support of a wide range of
faculty talent and interests, while channeling faculty efforts toward teaching
and other activities essential to the University's fulfillment of its mission.
Since academic disciplines differ, it is appropriate that each discipline develop
its own faculty evaluation procedures and conduct its own evaluations.
The information in this handbook section represents guidelines to be followed
by each unit in developing evaluation procedures. All evaluation systems
should address the areas of teaching and advising (as assigned), research and
scholarly productivity, and service. They must also describe general
procedures for using evaluation data.
2.4.1 TEACHING EFFECTIVENESS
2.4.1.1 CRITERIA FOR TEACHING EFFECTIVENESS
Evaluation procedures must properly reflect that teaching is the most important
activity of faculty members. The following areas of effective teaching
should be addressed:
A. Content expertise, which includes command of one's
subject; knowledge of current developments in one's discipline and pedagogy;
and the ability to relate one's subject to other areas of knowledge.
B. Instructional delivery skills, which include those
interactive skills that promote or facilitate learning by creating an
appropriate learning environment; effectiveness in communicating with students;
the ability to stimulate and broaden student interest in the subject matter;
and the ability to motivate students to engage in independent work.
C. Instructional design skills, which include the ability to
design and implement effective instructional experiences so as to promote
student learning.
D. Testing and assessment skills, which accurately measure
and confirm that learning has indeed occurred.
2.4.1.2 EVIDENCE OF TEACHING EFFECTIVENESS
Each program or department should use as many of the following sources as are
appropriate and feasible to provide evidence of teaching effectiveness:
A. Student evaluations. The evaluator using these data
must be cognizant of the relevant class and course characteristics that affect
student ratings.
B. Evaluations by the department head, program director or by
the Dean.
C. Evaluations by peers from inside and/or outside the
University.
D. Self-evaluation.
E. Further course work or other continuing educational
activities such as seminars and workshops in one's field.
F. Participation in seminars and workshops on pedagogy.
G. Evidence of student learning attributable to the instructor.
2.4.2 ACADEMIC ADVISEMENT
2.4.2.1 CRITERIA FOR EFFECTIVENESS IN ACADEMIC ADVISEMENT
The following criteria should be addressed when evaluating student advisement:
A. Ability to help students select a course of study
appropriate to their interests and aptitudes.
B. Ability to assist students in academic and career planning.
2.4.2.2 EVIDENCE OF EFFECTIVENESS IN ACADEMIC ADVISEMENT
Effectiveness in advisement should be assessed and documented by the following:
A. Evaluation by the department head or program director.
B. Self-evaluation.
C. Student evaluations.
D. Participation in workshops or seminars designed to improve
academic advisement skills.
2.4.3 PROFESSIONAL
EFFECTIVENESS OF LIBRARIANS
Since librarians are seldom involved in formal pedagogical activities with
students, they are usually evaluated on Professional Effectiveness rather than
Teaching Effectiveness (See Section 2.4.1) and Academic Advisement (See Section
2.4.2).
2.4.3.1 CRITERIA FOR PROFESSIONAL EFFECTIVENESS OF LIBRARIANS
The attributes and qualifications to be documented in assessing effectiveness
of librarians should be related to the appropriate position classification and
include, but not be limited to, the following:
A. Command and knowledge of one's specialty area and ability
to instruct in such areas as required.
B. Fulfillment of one's principal responsibilities as stated
in the job description, performance contracts, or other guidelines, as
published by the University
Librarian.
C. Ability to direct the activities of subordinate staff
members.
D. Knowledge of current developments in one's area of
responsibility.
E. Ability to effectively use ideas gained from individual
study and observation for the improvement of one's area of responsibility in
the library.
F. Ability to interact and communicate effectively with library patrons.
2.4.3.2 EVIDENCE OF PROFESSIONAL EFFECTIVENESS OF LIBRARIANS
Sources of documentation for evaluating librarians' effectiveness should
include, but are not limited to, the following:
A. Self-ratings.
B. Supervisor ratings.
C. Ratings by users of the librarian's expertise.
D. Ratings by outside experts.
2.4.4 SCHOLARSHIP, RESEARCH, AND
CREATIVE WORK
Participation of faculty in scholarly activities enhances subject matter
mastery, provides effective intellectual role models for students, and offers
opportunities for students to cooperate with faculty. Inasmuch as what is
considered appropriate scholarly activity varies from discipline to discipline,
it is the responsibility of the colleges and departments to define what
constitutes appropriate scholarship, research, or creative work. In the
evaluation of such activities, quality should prevail over quantity.
2.4.4.1 CRITERIA FOR SCHOLARSHIP, RESEARCH, AND CREATIVE WORK
Scholarly activity should include, but not necessarily be limited to, the
following:
A. Sustained inquiry in an area of one's discipline.
B. Scholarly productivity demonstrated by publication or,
when appropriate, artistic works and performances.
C. Submission of significant proposals for research grants
and projects.
D. Presentation of research findings at professional
meetings.
E. Willingness to share expertise with the University
community.
F. Use of research in developing new curricula, teaching
methods, library services, or programs.
2.4.4.2 EVIDENCE OF SCHOLARSHIP, RESEARCH, AND CREATIVE WORK
Excellence in scholarly activity should be assessed by evidence produced by the
following types of procedures and activities:
A. Documented self-report of activities.
B. Evaluation by professional peers.
C. Publications.
D. Awards of grants, prizes, or commendations.
E. Demonstrated skills in the methods of one's scholarly discipline.
2.4.5 SERVICE
The University considers service to include activities related to the
University, the profession, and the community.
2.4.5.1 CRITERIA FOR SERVICE TO THE UNIVERSITY
University service should include, but is not necessarily limited to, the
following:
A. Service on departmental committees, attendance at
departmental meetings, participation in decision-making, curriculum
development, and program
evaluation.
B. Participation on college/university committees.
C. Leadership in some area of college/university governance.
D. Service as chair of a committee, director (without extra
compensation) of a program, or officer of the Faculty Senate.
E. Service as an advisor to an approved student organization.
F. Service as a representative of the University to the
larger regional, national, or international community.
2.4.5.2 EVIDENCE OF SERVICE TO THE UNIVERSITY
Demonstration of University service activities should include, but is not
necessarily limited to, the following types of evidence:
A. Documented self-report of activities.
B. Ratings by the Dean, department head, or program director.
C. Committee or committee-chairperson ratings, ratings by the
supervisor of an activity, or ratings by the beneficiary of a service.
2.4.5.3 CRITERIA FOR SERVICE TO THE PROFESSION/DISCIPLINE
Service activities in support of the profession/discipline include, but are not
necessarily limited to:
A. Leadership positions in professional organizations.
B. Appointment in a scholarly capacity to a state or national
post.
C. Participation in professional organizations.
D. Presentation of papers (other than research) before
learned societies.
E. Service in the individual's professional area as a
consultant or resource person.
F. Review of creative work (without extra compensation).
2.4.5.4 EVIDENCE OF SERVICE TO THE PROFESSION/DISCIPLINE
Demonstration of service to the profession/discipline should include, but not
necessarily be limited to:
A. Documented self-report of activities.
B. Evaluation by professional peers.
C. Published citations or acknowledgments of contributions.
2.4.5.5 CRITERIA FOR SERVICE TO THE COMMUNITY
Service to the community should reflect the application of knowledge and skills
related to one's professional field and may include, but is not necessarily
limited to, the following:
A. Lectures to community groups.
B. Participation as a member of, or as a consultant (without
compensation) to, non-profit organizations designed to serve the general
public.
2.4.5.6 EVIDENCE OF SERVICE TO THE COMMUNITY
Demonstration of appropriate service to the community should include, but not
necessarily be limited to:
A. Self-reports, adequately documented.
B. Citations by community groups or leaders.
C. News articles or announcements.
2.4.5.7 CRITERIA FOR COLLEGIALITY
Demonstrated willingness and ability to work effectively with colleagues to
support the mission of the University and the common goals of the academic
unit.
2.4.5.8 EVIDENCE OF COLLEGIALITY
Demonstration of collegiality should include, but not necessarily be limited
to:
A. Self-reports, adequately documented.
B. Evaluation by professional peers.
C. Published citations or acknowledgments of
collegiality.
2.4.6 EVALUATION PROCEDURES
An annual performance review of all faculty shall be conducted by the
department head, dean/director, or supervisor at the end of the spring
semester; it shall be based upon evidence of performance in the prior twelve
months (May 1 through April 30). At the time of their third evaluation,
tenure-track faculty will be reviewed on their performance of the past
thirty-six months to ensure that any problems are identified early in the
tenure process. The results of faculty evaluations shall be used in decisions
regarding salary, reappointment of probationary faculty, promotion and tenure
decisions, and participation in faculty development activities.
2.4.6.1 CRITERIA FOR EVALUATION PROCEDURES
As referenced hereinabove, the evaluation process used in each College shall be
based on Teaching Effectiveness (See Section 2.4.1) and Academic Advisement
(See Section 2.4.2); Scholarship, Research, and Creative Work (See Section
2.4.4); Service (See Section 2.4.5); and Professional Effectiveness of
Librarians (See Section 2.4.3).
2.4.6.2 ESTABLISHING RELATIVE IMPORTANCE OF CRITERIA
In determining an overall rating of faculty members, the combined criteria of
teaching effectiveness and academic advisement should generally account for no
more than 80% of the evaluation and a combination of scholarly activity and
service should determine the remaining percentage. These weightings for
evaluation should reflect the workload of the faculty member (See Section
2.9). Any deviation from these weightings should be based upon documented
modification of the faculty member's work assignment. Unless the faculty
member's position description or assignment reflects non-teaching activities
(e.g., administrative duties or research) as the primary responsibility, the
combined criteria of teaching effectiveness and academic advisement should
normally account for at least 50% of the overall evaluation.
2.4.6.3 MODIFICATION OF CONCLUSIONS
After a review of all information, the department head's and/or dean's
conclusions will be communicated to the faculty member.
2.4.6.4 DEVELOPMENT OF FORMATIVE PLAN
Following communication of the department head's evaluation, the department
head and the faculty member will establish a formative plan that sets the
goals, objectives, and weightings for the next evaluation period. The
formative plan should be consistent with the goals and needs of the department
and the University.
2.5 PROMOTION
2.5.1 POLICY
Faculty are promoted on the basis of the fulfillment of qualifications
discussed in Section 2.1.3: Criteria for Appointment to Specific Ranked Faculty
Status and in Section 2.4: Faculty
Evaluation.
Although the department head and dean of the college may recognize superior
service by recommending advancement in rank and although the University may
concur by offering advancement in rank, individual faculty members ordinarily
may not apply for advancement until the minimum length of time in current rank
has been completed (See Section 2.1.3). Leave time will not count toward
promotion. Faculty members must be tenured to be eligible for promotion
to the rank of full professor.
2.5.2 PROCEDURE
Annually, generally in September, the Vice President for Academic and Student
Affairs will call for nominations and applications for promotion from all
faculty. The promotion process proceeds from the department head, to the
Dean, to the Vice President for Academic and Student Affairs, to the
President. Candidates for promotion are responsible for compiling a
portfolio and for meeting appropriate deadlines. The responsibility of
applying for advancement rests with the individual faculty member.
Assistant Professors who have completed five academic years of full-time
employment in a tenure-track position at the University, or who have a
combination of University full-time employment and credit for prior service
with a total of five academic years and have been reappointed for the sixth
academic year, may be considered for promotion during the sixth academic
year. For any other tenure-track rank, faculty members who have met minimum
criteria and time-in-rank requirements for promotion, including any prior
service, should make application for promotion through their department
heads. Any credit for prior service, which has been recognized and agreed
to, must be confirmed in writing in the first contract at the time of the
initial appointment.
The department head's evaluation will be based on evidence contained in the
portfolio. Candidates for promotion will prepare a portfolio according to
the guidelines published by the office of the Vice President for Academic and
Student Affairs. All faculty in the candidate's department or College
having rank equivalent to, or higher than, that being sought will be allowed to
review the portfolio and be invited to submit letters to the department head,
dean, and/or Vice President for Academic and Student Affairs. The
portfolio, the department head's recommendation, and any letters from eligible
faculty in the candidate's department will be forwarded to the Dean, who will
review all nominations, applications, and portfolios and will submit
recommendations to the Vice President for Academic and Student Affairs, who
will then give a recommendation to the President.
When a department head is applying for promotion, the application must be accompanied
by a recommendation from the Dean. When the Dean is applying for
promotion, the application must be accompanied by a recommendation from the
Vice President for Academic and Student Affairs. These evaluations should
specifically address the degree to which the candidate meets or fails to meet
the appropriate criteria (2.1.3: Criteria for Appointment to Specific Ranked
Faculty Status and 2.4: Faculty Evaluation).
Upon completion of the review, the Vice President for Academic and Student
Affairs will notify the applicant of the action taken. When an
application for promotion is approved, the promotion will normally be effective
October 1 of the next academic year.
Exceptions to this policy may be made in unusual cases upon the approval of the
Vice President for Academic and Student Affairs and the President.
2.5.3 PROMOTION APPEALS
The following establishes a Promotion Appeals Committee and procedure for
promotion appeals:
A. Following the Vice President for Academic and Student
Affairs' denial of promotion, the appellant faculty member may file an appeal,
in writing, via certified mail, with the President of the Faculty Senate and
the Vice President of Academic and Student Affairs within seven working days of
the date of the Vice President for Academic and Student Affairs' letter of
denial.
B. Barring unusual circumstances, the Promotion Appeals
Committee should act on the appellant faculty member's appeal within 30 working
days.
C. The Promotion Appeals Committee shall be composed of one
member from each Co