Datasets:

quarkymatter

/

PolicyPro_dataset

like 0

<s>[INST] Model Data Backup Policy.txt [/INST] PURPOSE The purpose of this standard is to safeguard the college's Information Systems, prevent loss of College Data due to accidental deletion or corruption, and to facilitate timely restoration of College Data and business process should a system failure occur. POLICY Information Technology Services (ITS) will provide policy-based, system level, network-based backups of essential College Information Systems. Backups of all Canisius College data and software must be retained such that server information systems and applications are fully recoverable. Exceptions to this policy must be approved by the information system Data Owner and ITS. Backups may be achieved using a combination of image copies, incremental backups, differential backups, transaction logs, or other techniques. DEFINITIONS Data Owners—the owner of a collection of College Data is usually the manager responsible for the creation of that data or the primary user of that information. This role often corresponds with the management of department. In this context, ownership does not signify proprietary interest, and ownership may be shared. By definition, Data Owners are also Authorized Users. College Data— any information collected, manipulated, stored, reported, or presented in any format, on any medium, at any location by any department, program or office of the college in support of the college’s mission. College Information System—a set of information resources organized expressly for the collection, processing, maintenance, use, sharing, dissemination, or disposition of information. The term system is used throughout this policy to represent all types of computing platforms that can process, store, or transmit College Data. Media—includes, but is not limited to, paper, hard drives, random access memory (RAM), read-only memory (ROM), disks, flash drives, memory devices, phones, Mobile Devices, networking devices, and all-in-one printers. PROCEDURES/GUIDELINES Data backups are performed by authorized ITS personnel only. The frequency of backups and data retention requirements is determined by the application Data Owner, in consultation with ITS. Requirements are established when a new information system is brought online and reviewed as needed. The frequency of backups and the retention period for backup copies is determined by the criticality of the College Data and systems as defined in Data Classification Policy and set forth classification. Unless an information system supporting an application or business function requires a custom schedule, ITS will backup systems using a default schedule of full backups and subsequent incremental backups. Versions at the file level are maintained based on information system requirements. Version retention and archiving policies associated with file versions are dictated by system requirements and criticality of the entire information system. Current information systems backups are scheduled in Groups (savegroups) consisting of clients. The listing of clients and the backup start time is available in the NetWorker Management Console. When an Group completes a backup either successfully, or with failures, a notification is sent to ITS, which contains a summary of the backup process. Data Owners and ITS must approve of a default or custom backup schedule of a system and any emergency backup and operations restoration plans. Full backups will back up all files specified within an information system's backup program, regardless of when they were last modified or backed up. Incremental backups will back up all files that have changes since the last successful incremental or full backup. Through the use of full backups and incremental backups, backup windows (time period required to perform backups of one or more systems) will be minimized, as will be the storage space (disk or tape) required to store the backed-up data. Full system backups can be ensured prior to major upgrades to recover system in case of failures during change management. In case of virtual server environments, additional point-in-time backups are taken automatically before any scheduled operating system change management jobs. Those point-in-time backups are retained short term to allow for immediate rapid restoration. All College Data accessed from workstations, laptops, or other portable devices should be stored on networked file server drives or on University cloud storage to allow for backup (see the College’s Acceptable Use of College Computer and Network Systems and Cloud Computing policies). Backup Verifications On a daily basis, logged information generated from each backup job will be reviewed by ITS for errors, monitoring of job duration, and to optimize backup performance where possible. ITS staff will take corrective actions to reduce any risks associated with failed backups. Test restores will be performed periodically by ITS and problems will be identified and corrected. Recovery Overview Data recovery is handled by the Data Owner for the source of the backup data. Retention Overview The retention periods of College Data contained within system level backups are designed for recoverability and provide data as it existed on ITS-maintained information systems during the time period defined by system backup program. ITS maintains a retention spreadsheet, which lists the retention periods for the various information systems maintained by ITS. Generally, data is retained for a period of 1 month. Backup retention periods are different from records management retention periods for information defined by legal or business requirements. Archiving Overview Certain types of College Data are archived once a month and maintained for a period of 1 or 5 years. For the most part, the following is true: Administrative and Banner data is archived for 5 years CBord data is archived for 5 years Academic data is archived for 5 years AD/LDAP data is archived for 1 year Off-Site Storage At a minimum, one fully recoverable version of all Private-Highly Restricted and Restricted College Data must be stored in a secure, off-site location. An off-site location may be in a secure space in a separate college building, or with an off-site storage vendor, or a partner higher education institution approved by ITS. Documentation must include the authorization and logging of deposits and withdrawals of all physical media that is stored off-site. Recovery Test Recovery procedures must be tested on an annual basis. Media Management/Documentation Backup College Data is stored on both disk-based and taped-based storage solutions dependent upon the nature and criticality of the data. In case of disk-based storage, a complete replica of the backed-up data is maintained in a secure off-site location. Data replication between the primary and secondary backup units is encrypted in transit as well as at rest. In the case of tape media, the media are clearly labeled, and logs are maintained identifying the location and content of backup media. Backup images on assigned media (tape and disk) will be tracked throughout the retention period defined for that particular data type. When all data on the backup media have expired, the tape media will be securely re-incorporated and reused whereas in case of disk media the storage space will be reallocated and reused. Periodically and according to the recommended lifetime defined for the backup media utilized, ITS will retire and dispose of media so as to avoid media failures. In case of disk-based solution, industry best practices are followed to permanently remove the data from the backup units before they are decommissioned. Restoration Requests In the event of accidental deletion or corruption of information, requests for restoration of information will be made to the ITS Help Desk. ITS will carefully verify that the request for restoration of information is authorized by the Data Owners of the College Data prior to performing the restoration and ensure that the College Data restored is restored to a file system location with access controls appropriate to the information being restored. RELATED POLICIES Acceptable Use of College Computer and Network Systems Cloud Computing Policy Data Classification Policy Information Security Program Policy Audit and Accountability Control Policy Configuration Management Policy Not Applicable.</s>

<s>[INST] Model Discipline Policies.txt [/INST] The College encourages a supportive problem-solving approach to workplace problems. The process in this section will be implemented when a faculty member exhibits behavior that impose a significant adverse impact on members of the College community, on institutional educational goals, or on the mission of Wheaton College. Corrective measures are intended to provide faculty with notice of deficiencies and an opportunity to improve. Some violations of College policies and procedures, or continued negative behavior, may be of such serious nature that suspension or dismissal pursuant to the Procedures for Cases in Which the Professional Fitness of a Faculty Member Under Contract is Being Questioned (see Article --, Section --) may be appropriate and the College reserves the right to proceed with severe sanctions or dismissal for cause proceeding, without corrective measure, even if the action constitutes a first offense. Any member of the Teaching Faculty, including any serving as an academic administrator, who violates a published College or departmental policy or is in violation of the faculty member’s contractual responsibilities may be subject to corrective action. The procedures specified in this policy provide for the consideration and determination of proposed corrective measures against faculty members short of severe sanction or dismissal for adequate cause. Consideration and determination of disciplinary actions that may result in a proposed suspension or dismissal of a faculty member are governed by Procedures for Cases in Which the Professional Fitness of a Faculty Member Under Contract is Being Questioned (see Article --, Section --) and are not covered by these procedures. In addition, teaching, scholarship/creative works, and/or service deficiencies previously identified as part of the annual evaluation processes are not covered by these procedures. In the case of allegations against a faculty member that appear to be within the scope of another specific College policy that has its own procedures for investigation and resolution (e.g., discrimination or sexual misconduct, etc.), the Department Chair or Provost as applicable shall forward such allegations to the appropriate person or department for handling pursuant to the applicable policy. In all cases other than those set forth in paragraphs 2 and 3 above, when evidence of a faculty member’s actions suggest that uncorrected behavior may ultimately lead to grounds for dismissal, the College Dean(s) and Department Chair shall discuss the perceived shortcomings with the faculty member. The meeting is intended to be collegial and may result in a resolution mutually acceptable to the parties. If matters are not resolved as a result of the meeting, the Provost after consultation with the faculty member’s College Dean(s) and Department Chair, shall provide the faculty member with written notification of needed improvement that: Identifies the problem area(s), with specific evidence of the conduct in question; Identifies the corrective action to be taken within a specified time period; and Indicate that if the problem is not corrected, dismissal for cause may result. Copies of the notification shall be placed in the faculty member's personnel file. The faculty member has the option of providing a written response for the personnel file. Evaluation of Attempted Corrective Measures After the specified period for corrective action expires, the faculty member shall meet with the faculty member’s College Dean(s) and Department Chair to discuss performance during the period. If the College Dean(s), after consultation with the Department Chair, determines that the problem has been resolved, notification will be provided to the faculty member and kept in the faculty member’s personnel file. If the College Dean(s), after consultation with the Department Chair, determines that the faculty member will be provided further opportunity to complete corrective measures, the expectations regarding the corrective measures will be conveyed to the faculty member in writing by the Provost College Dean and placed in the faculty member’s personnel file. If the College Dean(s), after consultation with the Department Chair, determines that corrective efforts were not successful and a sanction short of dismissal or suspension is warranted (e.g., ineligibility for promotion in rank; ineligibility for salary increase for an academic year; fines; teaching modifications; limitations in teaching, etc.), the College Dean(s) and Department Chair will consult with the Provost. If the Provost, after consultation with the College Dean(s) and Department Chair, determines that corrective efforts were not successful and suspension or dismissal is necessary, the Provost will forward a written letter of recommendation for suspension or dismissal to the President and faculty member. The Provost’s letter shall include a full and complete statement of the charge(s) upon which dismissal recommendation is based, together with the faculty member’s personnel file. The faculty member shall be afforded five (5) academic days to file a written response to the Provost’s recommendation with the President. Grievance Rights Any faculty member whose rights as specified in the Faculty Policy Manual, have allegedly been violated as a result of the above process may file a formal grievance to the extent provided in Section 2.12. 2.10.7.1 Warnings If the Provost has evidence that a faculty member is demonstrating continued serious neglect of professional standards, duties, and/or responsibilities stated in these Bylaws, then the Provost may issue a written warning to the faculty member. This written notice shall specify the basis upon which the warning is warranted, suggest appropriate remedial action(s), and invite the faculty member to respond in writing or in a meeting with the Provost. The written warning and, if submitted, the faculty member's written response shall be entered into the permanent personnel file. Following two such written warnings, and, in the presence of evidence that the faculty member's conduct has not substantially changed, the Provost shall consult with the Appointment, Rank, and Tenure Committee regarding the proposed disciplinary action. The Provost may then either issue another warning letter or recommend to the President that specific sanction(s) be imposed. If the Provost recommends sanction(s) and the President concurs, then the President shall send written notice to the faculty member specifying the sanction(s) being applied. Sanctions When disciplinary action involves the imposition of a sanction--such as an oral reprimand, a written reprimand, denial of specific faculty privileges, reassignment of teaching duties, or removal from assignments or administrative duties--the faculty member may grieve the imposition of the sanction in accordance with the policies and procedures in Section--. If the President believes that the conduct of a faculty member is sufficiently grave to justify suspension or dismissal, the faculty member shall have an opportunity of a hearing in accordance with the procedures set forth in Section --. It may become necessary from time to time for the College to respond to actions of faculty members that violate standards of professional conduct, duties and/or responsibilities stated in these Faculty Bylaws, or a College or department policy. In addressing cases of alleged faculty misconduct, the first remedial action falls to other faculty colleagues who frequently can assist an individual through informal discussion and mentoring. If such informal interventions fail, faculty colleagues may ask a Department Chair or other faculty colleague to act more formally (e.g., to remind the faculty member of applicable responsibilities or the expectations of the College faculty). If the problem remains unresolved, it may be appropriate for a faculty colleague to file a grievance against the individual or to bring the problem to the attention of the Provost. The Provost’s Consultation with the Faculty Member If the Provost has evidence that a faculty member is demonstrating continuous neglect of duties or is in violation of the standards of professional conduct or College or department policy and the Provost believes that the situation will not be improved without administrative intervention, then the Provost will meet with the faculty member to discuss the concerns, to consider the faculty member’s response, and if possible to arrive at a resolution that is acceptable to the faculty member, to other involved parties (if any), and to the College. The College expects that in the vast majority of cases problems will be resolved through such consultation and that further administrative action will be unnecessary. Written Reprimand If the matter cannot be resolved through consultation, the Provost may issue a written reprimand to the faculty member. The Provost’s letter will specify the basis for the reprimand, identify appropriate remedial action(s), and invite the faculty member to respond in writing. Based upon that response, the Provost may modify the letter, withdraw it, or let it stand. The Provost will communicate the decision in writing to the faculty member. If a final written reprimand is issued, it, the faculty member’s response (if any), and comments by the Provost (if any) will be placed in the faculty member’s file, review dossier file, and, in the case of a tenure-track faculty member, in the dossier file for the tenure review (whenever it occurs). A faculty member who believes that a written reprimand is not justified may petition the Faculty Grievance Committee for redress, according to the policies and procedures described in Article III, Section - . Note: Allegations of unlawful discrimination, harassment, and sexual and gender-based misconduct against a faculty member will be investigated and resolved pursuant to the Sexual and Gender-based Misconduct Policy for Faculty [INSERT LINK] or the Unlawful Discrimination and Harassment Policy [INSERT LINK], as may be applicable. Minor Administrative Sanctions If the Provost believes that the matter cannot be resolved through consultation and that it is serious enough to warrant disciplinary action beyond a written reprimand, the Provost impose a minor administrative sanction. Such sanctions may include but are not necessarily limited to mandatory counseling or training, removal from an appointed position, or denial of specific faculty privileges. The Provost’s letter will specify the basis for the disciplinary action and invite the faculty member to respond in writing. Based upon that response, the Provost may modify the letter, withdraw it, or let it stand. The Provost will communicate the decision in writing to the faculty member. If a final minor administrative sanction is issued, it, the faculty member’s response (if any), and comments by the Provost (if any) will be placed in the faculty member’s file, review dossier file, and, in the case of a tenure-track faculty member, in the dossier file for the tenure review (whenever it occurs). A faculty member who believes that a written reprimand is not justified may petition the Faculty Grievance Committee for redress, according to the policies and procedures described in Article III, Section - . Note: An allegation that a minor sanction represents an instance of unlawful discrimination will be investigated and resolved pursuant to the Sexual and Gender-based Misconduct Policy for Faculty [INSERT LINK] or the Unlawful Discrimination and Harassment Policy [INSERT LINK], as may be applicable. Major Administrative Sanctions If the Provost has reason to believe that the conduct of a faculty member justifies the imposition of a major sanction, the Provost may initiate proceedings as described in Article --, Section . Major sanctions include but are not limited to renegotiation of workload, administrative leave without pay, or reduction in salary. The institution of a proceeding to impose a major sanction need not be preceded by steps described above. Summary Suspension In response to an extraordinary situation, a faculty member may be summarily suspended upon a finding by the President, in consultation with the Provost and others as appropriate, of good cause to believe that the continued presence of the faculty member on the campus would: constitute a serious threat to the safety of the faculty member, students, other faculty members, staff, or other members of the College community, or substantially and unreasonably impair the ability of students, other faculty members, staff, or other members of the community to fulfill their duties or carry out their normal functions within the College. A summary suspension is not a sanction. It is a temporary response to an urgent problem while the administration seeks to resolve the situation through either informal or formal means. Thus, a summary suspension may extend for no longer than five (5) working days. Unless legal considerations prohibit, a faculty member suspended in accordance with this policy will continue to receive full pay and benefits for the duration of the summary suspension. Within the time of the suspension, the Provost will consult with the faculty member involved and with others as appropriate concerning the possibility of the faculty member’s returning to service, the need to place the faculty member on administrative leave, or other options as required within the policies and procedures of this Handbook. In the course of such consultation, the Provost will present to the faculty member a written statement indicating the reasons for the summary suspension and its duration and terms, with a copy to the Academic Affairs file. The faculty member may respond in writing. A copy of that statement and the faculty member’s response (if any) will also be forwarded to the Faculty Grievance Committee as part of any action relating to the case at hand. A faculty member who believes that a summary suspension has been incorrectly imposed under this policy may petition the Faculty Grievance Committee for redress, according to the policies and procedures described in §3.11.1. However, if the Provost institutes proceedings that would require a hearing before the Grievance Committee (§§3.11.2.4 or 3.12.5), then the faculty member’s grievance concerning the summary suspension (if any) will be considered by the Committee as part of its hearing of the case. An allegation that a summary suspension represents an instance of unlawful discrimination will be referred to the University's Equal Employment Opportunity Manager to be investigated according to the provisions of the University's Policy Prohibiting Unlawful Discrimination or Harassment (§3.5.5, Appendix 3-A). Allegations of unlawful discrimination will be considered and resolved before any matter is considered by the Grievance Committee. Any conclusion(s) reached by the Equal Employment Opportunity Manager based upon an investigation into charges of unlawful discrimination related to a summary suspension will be provided to the Grievance Committee if the case is presented to it.</s>

<s>[INST] Model Faculty Sick Leave.txt [/INST] Faculty Sick Leave To assist eligible faculty in active pay status when a non-work-related medical condition or illness within the faculty member's immediate family necessitates an absence from work, the University provides to eligible faculty 30 work days of paid sick leave per academic year. Eligible faculty may be granted accrued paid sick time when they are unable to perform duties because of: A non-work-related illness, injury, pregnancy, childbirth, or related medical condition that prevents the faculty member from being able to perform his or her professional duties. An elective procedure, such as cosmetic surgery, that is not intended to diagnose, treat, or correct a physical or mental impairment is not considered an illness or related medical condition under this policy; The need to obtain personal health-related services not available outside of the faculty member’s regular working hours; or An illness within the faculty member's immediate family or established household or in situations that place primary responsibility for care of an employee's Immediate Family Member on the employee. An “immediate family member” is defined as the faculty member’s spouse, parent(s), minor child(ren), and any other individual whose relationship with the employee is similar to that of a relationship described herein. Note: Parental leave (see the University Parental Leave Policy in the Employee Policy Manual) must be exhausted prior to the use of sick leave for the purpose of the birth of a child. Parents (fathers, domestic partners, adoptive parents, or parents using a surrogate) may not use sick leave for a birth or adoption event. Eligibility and Accrual for Faculty Sick Leave Benefits Ranked and Part-time Faculty who have completed of a full year of service at Thomas More University are eligible for paid sick as outlined below. In addition, the sick leave benefit is made available to Special Appointment Faculty appointed to full-time appointment contracts who have completed of a full year of service at Thomas More University. Adjunct Faculty are not eligible for sick leave. When an eligible faculty member has exhausted all his/her paid sick days, eligibility for days will be restored, after the faculty member returns to work, at the rate of 30 days of paid leave, at regular base salary, per fiscal year beginning the next July 1. Faculty members are not permitted to roll over unused sick leave year to year. Description of Sick Leave Benefit Ranked and Special Appointment Faculty appointed to full-time appointment contracts accrue 30 work days of paid sick leave per academic year after the completion of a full year of service at Thomas More University. Part-time Faculty carrying between a 50% and a 75% teaching load will be granted 15 days of paid sick leave for the associated academic year after the completion of a full year of service at Thomas More University. Coordination with Family and Medical Leave Time away from work for sick leave will be designated as Family and Medical Leave if the faculty member qualifies for such leave based on the University's Family and Medical Leave Act Policy (see the Employee Policy Manual).   If a faculty member qualifies for both paid sick leave and Family and Medical Leave, the two benefits will run concurrently. If paid sick leave is exhausted, the faculty member may qualify for additional unpaid time off work per the Family and Medical Leave Act Policy. Human Resources will supply information and forms necessary to apply for Family and Medical Leave, if applicable. Fraudulent Use of Sick Leave Sick leave may not be used for paid time off when the faculty member needs time off for something other than anything not covered under this Policy. Faculty members who use paid sick leave fraudulently may incur discipline up to and including termination. Protection from Discrimination, Harassment or Retaliation No faculty member will face discrimination, harassment, or retaliation as a result of the faculty member’s use of paid sick leave consistent with this Policy. Benefits During a sick leave, all benefits remain in effect, except if a holiday falls during the leave. Faculty will not receive holiday pay if a holiday occurs when an employee is on sick leave, unless otherwise approved by supervisor in consultation with the faculty member’s College Dean and Director of Human Resources. Voluntary Termination The University considers a voluntary termination by the faculty member when the following incidents occur: If the faculty member fails to return from the sick leave at the specified time without approval from the faculty member’s Department Chair and College Dean. If the faculty member seeks or accepts any work with another employer during the sick leave. If the faculty member operates his/her own business during the sick leave. Forfeiture Upon Separation or Termination Sick leave days are forfeited if unused upon separation or termination of employment. Reporting Procedures In the case of an unscheduled sick leave absence, the faculty member who is absent or late because of illness (or any other reason set forth in this Policy) must call the faculty member’s Department Chair prior to the regular scheduled starting time of the faculty member’s class to report the absence, the reason for the absence and the expected date of return to work. If, because of an emergency, the faculty member cannot call in advance, he or she must call the Department Chair as soon as possible, with the same information and the reason why he or she was not able to give advance notice for the absence. In the case of a scheduled absence, the faculty member is expected notify in writing the faculty member’s Department Chair as far in advance as possible and, if the faculty member will be absent from work for multiple days, the faculty member must also give the expected date of return to work. For scheduled absences, the University’s general expectation is that faculty will endeavor to arrange scheduled time away (e.g., for medical appointments) during non-instruction and scheduled office hour time and, if that is not possible, at such times as are least disruptive to the department. Certification from a physician is required at least 2 weeks prior to the scheduled leave. If the leave is not foreseeable, medical documentation is needed as soon as practically feasible. The faculty member is expected to keep the Department Chair informed about his or her status and expected date of return to work. If the faculty member cannot return to work on the expected date of return, the faculty member must notify the Department Chair in writing as much in advance as possible and include a new expected date of return. The faculty member should explain the reason for the absence (e.g., a medical appointment for the employee, a medical appointment for the employee’s child), but is not required to explain the nature of the condition (e.g., the medical diagnosis). In general, the Department Chair must manage the absence of faculty who report to the Department Chair, including reporting sick leave absences for payroll purposes and notifying Human Resources if the faculty member will be out for four consecutive days and if the faculty member, without notification, does not return to work on their expected date of return and/or has no new expected date of return.</s>

<s>[INST] Model Faculty Status- Types of Faculty Appointments.txt [/INST] Faculty Status – Types of Faculty Appointments The College appoints faculty members to one of the following types of faculty appointments: Full-time Teaching Faculty Tenure-Track Teaching Faculty Tenured Teaching Faculty Regular Term Teach Faculty Professor of the Practice Associate Faculty Non-Tenure Track Continuing Faculty Adjunct Faculty Faculty-in-Residence Visiting Faculty Per Course Faculty The College also reserves the right to assign faculty rank to certain administrators (Section 1.5) and to acknowledge faculty members who have separated from service with the College following distinguished careers with the honorary designation of Associate Professor or Professor Emeritus (Emerita) (see Section 1.4). Full-Time Teaching Faculty The Full-time Teaching Faculty is comprised of those individuals with either Tenured, Tenure-Track, or Regular Term faculty appointments having full-time teaching appointments. Members of the Full-time Teaching Faculty enjoy the rights and protections set forth in these Faculty Bylaws. Moreover, Full-Time Teaching Faculty are afforded full voting privileges at Faculty and academic department or programmatic meetings. They are also eligible to serve on standing Faculty and College standing committees; however, Regular Term Faculty are not eligible to serve on committees for which tenure is a requirement. Tenure-Track Teaching Faculty Tenure-Track teaching faculty are full-time teaching faculty members who hold tenure-track probationary appointments (see Article II, Section 2.1) to one of four academic ranks: Instructor, Assistant Professor, or Professor, and are eligible to stand for tenure (see Article III, Section 5) at the conclusion of the probationary period. Tenured Teaching Faculty Tenured teaching faculty members are full-time teaching faculty members who hold tenured appointments to the rank of Associate Professor or Professor. Regular Term Teaching Faculty Regular Term Faculty are members of the full-time teaching faculty who hold renewable term appointments, but are not eligible for tenure. Regular Term Teaching Faculty titles approved by the College include Professor of the Practice (Section 1.3.1.1), Associate Faculty (Section 1.3.1.2), Non-Tenure Track Continuing Faculty (Section 1.3.1.3) and Lecturers (Section 1.3.1.4). Regular Term Faculty may expect their appointment to be renewed unless otherwise notified pursuant to the schedule detailed in the Non-Reappointment Policy (see Article III, Section 3.5). Moreover, Regular Term Faculty enjoy all the rights enumerated in these Faculty Bylaws. Those rights include, but are not limited to: Voting rights in department and faculty meetings Protection under the standards of notification for non-reappointment Eligibility for service on committees Access to and protection under the grievance procedures Academic freedom Faculty benefits and raises as determined by the faculty salary plan Access to faculty scholarship funds Opportunity to apply for sabbatical leave, which will be granted on a case-by-case basis in keeping with standard College policy In all instances, Regular Term Faculty must possess the appropriate academic credentials or equivalent professional experience to teach assigned courses in their academic discipline and are subject to the evaluation policies and procedures described in Article III, Section 3.4. Regular Term Faculty may request to make the position tenure-track. If the request is supported by the applicable academic department or program, the Provost will consider the requested conversion based on the fiscal and curricular needs of the College. Tenure-track appointments, for which Professors of the Faculty in post may apply, will follow national searches, and all current hiring criteria pertaining to tenure-track faculty will obtain. If the tenure-track position is awarded, the manner of counting the probationary period will be determined by the Provost in consultation with the Chair of the candidate's department or academic program and stated in the initial tenure-track appointment contract. Professor of the Practice Professors of the Practice are non-tenure track, full-time teaching faculty who possess the expertise and achievements in a relevant field of professional practice to provide effective, practice-oriented instruction in areas that supplement the core pedagogical instruction provided by the tenured and tenure-track teaching faculty. While teaching and service are the primary areas of responsibility, Professors of the Practice may have additional obligations as delineated in their appointment contract. Professor of the Practice appointments are for one, two, or three years, subject to renewal and with the provision that the position does not lead to tenure or a tenure-track position. Initial appointments are normally for one year. The renewal of all contracts will be subject to periodic reviews and the curricular needs of the College and departments or programs. Written notice that an appointment is not to be renewed will be given to the faculty member in advance of the expiration of the appointment in accordance with Article III, Section 3.5. Upon appointment for a third term, Professors of the Practice may be promoted to Senior Professors of the Practice. Associate Faculty Eight full-time positions, which carry a significant teaching commitment but are currently classified as “staff,” will be re-classified as “Associate Faculty.” Associate Faculty carry responsibilities in the areas of teaching and service. Associate Faculty positions will not be tenure-track but will have all other faculty rights as enumerated in these Faculty Bylaws and by AAUP. Those rights include, but are not limited to: Voting rights in department and faculty meetings; Protection under the standards of notification for non-reappointment; Eligibility for service on committees; Access to and protection under the grievance procedures; Academic freedom; Faculty benefits and raises as determined by the faculty salary plan; Access to faculty scholarship funds; Opportunity to apply for sabbatical leave, which will be granted on a case-by-case basis in keeping with standard College policy. Associate Faculty will receive two-year contracts until they have completed six years of service in their current positions. Upon completion of their sixth year of service, Associate Faculty will receive five-year contracts. The renewal of all contracts will be subject to periodic reviews and the curricular needs of the College and departments. Associate Faculty will submit annual evaluations to their departments through the first six years of service, followed by evaluations in the fourth year of subsequent contractual periods. Associate Faculty will be eligible for promotion to “Senior Associate Faculty” after completing their first five-year contracts. The College will hire no new faculty in the category of Associate Faculty. No new staff will be hired to carry primary or majority responsibility in instruction. When an Associate Faculty leaves Wheaton or relinquishes the faculty member’s position as Associate Faculty, the position itself will terminate, but the total monies allocated to this position will be used to fund additional tenure-track faculty appointments not necessarily in the department of the Associate Faculty. To protect individuals holding Associate Faculty positions, only an Associate Faculty may request to make the position tenure-track. If the Associate Faculty’s request is supported by the department, the Provost will consider the requested conversion based on the fiscal and curricular needs of the College. Tenure-track appointments, for which Associate Faculty in post may apply, will follow national searches, and all current hiring criteria pertaining to tenure-track faculty will obtain. If the tenure-track position is awarded, the manner of counting the probationary period will be determined by the Provost in consultation with the Chair of the candidate's department or academic program and stated in the initial tenure-track appointment contract. This legislation stands alongside recognition that there are, in the view of AAUP, legitimate short-term needs for contingent faculty. These “should be limited to specialized fields and emergency situations” such as sabbatical replacements, substitutes for leaves of absence, lab instructors, or limited artist-in-residence’ appointments. [November 3, 2006, pp. 4608-4609] Non-Tenure Track Continuing Faculty This section pertains Non-Tenure Track Continuing Faculty include the seven non-tenure-track faculty members as of 2006-2007 (one in each of the following departments: Biology, English, Hispanic & Italian Studies, Music, Psychology, Religion, Theatre Studies and Dance) who are full-time employees of the College and have either full-time or part-time appointments. This proposed legislation seeks to recognize formally the rights and protections of the seven faculty members who hold these positions while reducing and, ultimately, eliminating the College’s reliance on non-tenure-track continuing faculty who work full-time at Wheaton. These seven faculty positions are not tenure-track but have all other faculty rights as enumerated in Faculty Legislation and by AAUP. Those rights include, but are not limited to: Voting rights in department and faculty meetings Protection under the standards of notification for non-reappointment Eligibility for service on committees Access to and protection under the grievance procedures Academic freedom Faculty benefits and raises as determined by the faculty salary plan Access to faculty scholarship funds and, The opportunity to apply for sabbatical leave, which will be granted on a case-by-case basis in keeping with standard College policy. These seven faculty members, in keeping with current College practices and articles enumerated in Faculty Legislation, will receive five-year contracts beginning in 2008-2009. The renewal of all contracts will be subject to periodic reviews and the curricular needs of the College and departments. These seven faculty members will be evaluated by their departments at the end of 2007-2008 and again in the fourth year of subsequent 5-year contractual periods. Departmental annual evaluation forms will be used for these evaluations. Those who are already on five-year contracts may choose to have their first evaluation conducted in the fourth year of their current contracts. The College will hire no new full-time employees with full or part-time teaching appointments as non-tenure-track continuing faculty beyond three years. When these seven faculty members leave Wheaton or relinquish their positions, the positions themselves will terminate, but the total monies allocated to the positions will fund tenure-track faculty appointments based on curricular and programmatic needs, but not necessarily in the department of the faculty members. This legislation stands alongside recognition that there are, in the view of AAUP, legitimate short-term needs for non-tenure-track faculty. These needs “should be limited to specialized fields and emergency situations” such as lab instruction, limited ‘artist-in-residence’ appointments, sabbatical replacements, and substitutes for leaves of absence. [March 2, 2007, pp. 4625-4628] Lecturers Lecturers are non-tenure track faculty who teach courses limited to a specific area of expertise and do not include the normal expectations for research or creative activity and College service. On occasion, Lecturers may be assigned other faculty responsibilities. Adjunct Faculty Adjunct faculty members make a substantial contribution to the academic activities of the College’s various academic departments and programs, but whose professional activities do not span the full range of responsibilities of the Full-time Teaching Faculty. Adjunct titles approved by the College include Faculty-in Residence (Section 1.2.1), Visiting Faculty (Section 1.2.2), and Per Course Faculty (Section 1.2.3). Adjunct Faculty are appointed via Term appointment contracts (see Article II, Section 2.4) on either a full or part-time teaching load basis. They perform those duties and responsibilities as stated in their respective appointment contracts. In all instances, Adjunct Faculty must possess the appropriate academic credentials or equivalent professional experience to teach assigned courses in the academic discipline. Reappointment of Adjunct Faculty is at the discretion of the College and successive reappointments do not confer continuing employment status and imply no employment rights beyond the duration of the term of employment set forth in the appointment contract. Adjunct faculty members are not eligible to apply for promotion in academic rank or tenure and have voting rights at faculty and department meetings and committee responsibilities only as delineated in Article IV. They do, however, enjoy such other rights and responsibilities as are specifically indicated in these Faculty Bylaws, including but not limited to academic freedom. Benefits are dependent upon whether the faculty member is appointed on a full-time or part-time teaching load basis. In all cases where a faculty member is retained for more than one year on a full-time basis – whether the individual has a multiple year contract or a one-year contract that is being renewed – the Department Chair or Program Director shall annually review the individual’s teaching performance and whatever other services the faculty member in question was contracted to do (see Article IV). A copy of this evaluation shall be shared with the faculty member and placed in the individual’s faculty personnel file. [November 5, 2004, p. 4486] Adjunct Faculty may apply for a posted Full-time Teaching Faculty position with the College in accordance with the procedures set forth in Article III, Section 3.1. If an Adjunct Faculty member applies for a Full-time Teaching Faculty position and is offered the position, the individual may negotiate credit for full-time time service at Wheaton College as may be applicable. Faculty in Residence The title of Faculty-in-Residence shall be accorded to a person who is associated with the College to perform specific limited duties within an area of special expertise or training. Examples of Faculty-in-Residence include, but are not limited to, Scholar-in-Residence, Writer-in-Residence, and Artist-in-Residence. Visiting Faculty CURRENT COLLEGE TEXT A faculty member is considered visiting when the individual’s appointment (full-time) is for a period normally not to exceed one year. [November 5, 2004, p. 4486; May 4, 2007, p. 4640] For such appointments, the Department Chair may modify the usual recruitment and appointment procedures provided that a suitable pool of candidates is obtained. A suitable pool might be as few as two persons under some circumstances. [March 6, 1992, pp. 3872-73] In all cases where a faculty member is retained for more than one year on a full-time basis – whether the individual has a multiple year contract or a one-year contract that is being renewed – the Department Chair shall annually review the individual’s teaching performance and whatever other services the faculty member in question was contracted to do. A copy of this evaluation shall be shared with the faculty member and placed in the individual’s faculty personnel file. [November 5, 2004, p. 4486] ALTERNATIVE MODEL Visiting appointments are reserved for individuals who either hold a full-time position at another institution of higher education and are associated with the College while on leave from such other institutions or are distinguished individuals in their fields. Visiting appointments are often made to replace voting faculty who have sabbaticals or leaves of absence, to fill spots left open while a search is being conducted, or when the College is experimenting with a new program. Visiting faculty are appointed to Term appointment contracts. Only in unusual circumstances will a visiting appointment exceed a total of [INSERT years]. Visiting Faculty are assigned the rank they hold from their most recent employer with the descriptor “visiting” (i.e., Visiting Instructor, Visiting Assistant Professor, Visiting Associate Professor, Visiting Professor, and Visiting Professor of the Practice). In the event the faculty member does not carry a rank, the Provost has the discretion to assign an appropriate rank at the time of initial appointment. Per-Course Faculty Per-course appointments are reserved for non-salaried individuals (renumerated on a per-course basis) who teach either one or two courses during any given semester or teaching period pursuant to a Term appointment contract. Faculty assigned to teach courses on a per-course basis who have previously been assigned an academic rank at Wheaton College or another regionally accredited institution retain the highest academic rank that they possessed at Wheaton or their prior institution. Other per-course faculty are assigned the rank of Adjunct Instructor. Faculty Emeritus, Faculty Emerita Emerita or emeritus status honors a faculty member's distinguished service and contributions during a career at the College, as well as the faculty member’s interest in an ongoing and meaningful connection with Wheaton. A retiring faculty member’s department/program may request emerita or emeritus status for that colleague via a letter from the Department Chair or Program Director to the Provost. That letter should indicate that the full department or program supports the request and outline the reasons why the department believes the faculty member’s contributions merit emeritus status. Following the recommendation of the department/program, the Provost will request that the Board of Trustees grant emeritus status to the faculty member will review the received nomination and make a written recommendation to the Board of Trustees to either confer/not confer emerita/emeritus status. This recommendation shall not be subject to appeal. The Board of Trustees officially confers emeritus status. Generally, the honor is conferred at a formal academic ceremony. Faculty who retire at the Associate Professor level may, at the Provost’s discretion, be recommended for the status of Professor Emerita/Emeritus. The Chair or Program Director’s letter to the Provost may make such a request, along with any recommendations for title. Emeritae/emeriti faculty are not considered employees of the College and therefore are not entitled to fringe benefits. They are considered members of the broader Wheaton community. However, emeriti faculty are expected to conduct themselves in accordance with the expectations for all Wheaton faculty College policy. As members of the broader Wheaton community, emeritae/emeriti faculty are welcome to advise the College community in all College assemblies, colloquia, and other academic events. However, they are not afforded voting privileges in faculty governance. Emeritae/emeriti faculty are entitled to the following recognitions: Award of an inscribed seal of the College; Listing in the College Catalog and other College publications that collectively list the Faculty; and The right to participate in formal and informal academic events and other College events and social functions with other faculty colleagues. Access to Resources Emeriti faculty may maintain their Wheaton photo ID. The Wheaton ID can be used to access the Wallace Library, as well as recreational and dining facilities. With their Wheaton ID, emeriti faculty are eligible for any faculty discounts that the Wheaton bookstore offers. Emeritae/emeriti may keep their Wheaton email account, and have access to InsideWheaton and the Wheaton network, with the proviso that these services be used within the limits of Wheaton’s acceptable use policy, and for Wheaton-related business, academic, and professional purposes. The full acceptable use policy may be found here. Emeritae/emeriti faculty may have borrowing privileges from local Wheaton collections upon request, and may request interlibrary loan services via the Wallace Library. Emeriti faculty will also have off-campus access to online library resources. Emeritae/emeriti faculty will continue to have access to OnCourse. OnCourse provides online access for up to three academic years of courses. Emeritae/emeriti faculty, with the approval of their home department or program, may maintain a faculty profile on the departmental website. A campus mailbox will not be provided, though correspondence can be directed in care of the appropriate faculty assistant. The College does not fund special software or computing needs. Any human subjects research carried out is subject to IRB approval. Any animal research carried out is subject to IACUC approval. Office Space Emeritae/emeriti faculty may request office space on campus. Office space will be granted at the discretion of the Office of the Provost, and may depend upon space availability, and the faculty member’s need for regular use of the space. Emeritae/emeriti faculty who are granted office space will commonly receive the following: A working phone, if requested A standard Wheaton desktop or laptop, if requested. (Emeriti faculty may transfer an existing computer from the faculty member’s old office) Wheaton College Microsoft licenses for OS and Offic Technical support services, as available Any emeritae/emeriti faculty who are teaching as adjunct faculty members will have access to office space through the department’s regular processes for accommodation of adjuncts. For considerations of safety, the office should be used during business hours only. The use of office space may be withdrawn at any time. Should an emeritae/emeriti faculty member be granted office space, the College cannot provide moving or packing services. Please note that these benefits and services are subject to change, and may end at any time, at the College’s sole discretion. Revocation Once awarded, emeritae/emeriti status continues in perpetuity unless the recipient either requests to have status rescinded or violates the intent and spirit of emeritus status by engaging in serious dishonorable conduct in violation of law, rule, or policy and/or causes harm to the College’s reputation. In order to revoke emeritae/emeriti status without the consent of the individual, a petition must be made by a member of the College to the President, and subsequently to the Board of Trustees, which has the final authority to revoke the individual’s emeritus status. Actions or conduct protected by academic freedom and unlawful discrimination shall not be used to revoke emeritae/emeriti status. Faculty Contracts and Terms of Appointment A faculty contract is a written mutual agreement between an individual granted faculty status and the College. The contractual terms (appointment classification, location of appointment, rank, salary, length of appointment, and tenure status) of every faculty appointment will be stated in writing only by the President or the Provost to the faculty member. No other person is authorized to offer an appointment or to enter into a faculty appointment contract. Any subsequent extensions or modifications of an appointment, and any special understandings, or any notices incumbent upon either party to provide, will be stated or confirmed in writing, and a copy will be given to the faculty member. The following types of contracts are issued to individuals granted faculty status at Wheaton College: Tenure Track Contracts, Probationary Appointments Faculty members eligible for tenure receive tenure-track contracts and hold probationary appointments until they either receive tenure or separate from the College. A probationary appointment is made with the understanding that both the College and the probationary faculty member will engage in a period of mutual evaluation—the probationary period—leading to the tenure decision. Faculty members eligible for tenure may be appointed to the rank of Instructor, Assistant Professor, Associate Professor, or Professor, upon consideration of their qualifications and experience relative to the standards for appointment in rank. A tenure-track appointment is normally renewable up to a total of seven (7) years—i.e., a maximum of six (6) years prior to and including the year of the tenure decision, plus one (1) additional terminal year in the case of a negative tenure decision. A tenure-track faculty member’s time to the tenure decision will be stated in the initial letter of appointment. Faculty members holding tenure-track contracts undergo annual reappointment review as specified in Article III, Section 3.5. A faculty member undergoing an unsuccessful tenure review will receive notice and will be allowed to complete the final year of the probationary appointment. Tenured Contracts Tenure contracts are issued to Full-time Tenure Track Teaching Faculty who have attained tenured status (see Article III, Section 5). The granting of tenure can only be effected by the procedures specified in the College’s Tenure Policy and upon the affirmative vote of the Board of Trustees. De facto tenure is not awarded at Wheaton College. A Tenure contract is subject only to annual modifications pertaining to academic rank, salary, and academic and/or administrative assignments in accordance with the provisions of these Faculty Bylaws. A tenured faculty member has the contractual right to continuous appointments until the faculty member resigns, is dismissed for adequate cause, or is terminated as a result of a reduction in force due to a bona fide financial exigency or program discontinuation (see Article III, Section 3.10). Regular Term (Continuing) Contracts The College offers one-, two- or three-year contracts to full-time teaching faculty members appointed to one of the faculty titles set forth in Section – above. These are never tenure-track appointments. Full-time teaching faculty members with Regular Term contract appointments may expect the appointment to be renewed unless otherwise notified pursuant to the schedule detailed in the Non-Renewal of Contract Policy (see Section 4.11.1.2). Term Contracts Term contracts are given to Adjunct Faculty and are limited to the term of employment outlined in the contract. These are never tenure-track appointments. A Term contract automatically terminates upon the expiration of that period. No notice or action by the College is required to effectuate such termination. In subsequent years, subject to College need, another term appointment may be offered subject to the limitations set forth in these Faculty Bylaws. Issuance of another term appointment is solely within the discretion of the College and no other procedures apply. Terminal Contracts A Terminal contract is the final annual contract issued to Full-time Teaching Faculty whose contracts will not be renewed or who have been denied tenure (see Section 4.9.3). Primary Area of Appointment All faculty appointment contracts designate a department or academic program as the faculty member’s primary faculty appointment location. It is from this department(s) or program(a) that recommendations for appointment, promotion, tenure, and other actions concerning a Full-Time Teaching Faculty member are initiated. A Full-Time Teaching Faculty member’s primary faculty appointment may be changed by the President (or President’s designee) to meet the curricular and organizational needs of the College. Joint Appointments When a faculty member’s contractual responsibilities require a significant portion of teaching and professional activity responsibilities be devoted to either multiple departments or an interdisciplinary program in fields in which the College currently offers a major or minor, the faculty member may receive a joint appointment to a department and a specified program or to two departments. A joint appointment may be established at any stage of faculty employment. In making a joint appointment, a primary and secondary department or program will be clearly designated by the Provost in the faculty member’s appointment contract. The primary department or program will serve as the faculty member’s administrative home, which will take the lead responsibility on personnel issues, central human resources reporting, appointment, promotions, tenure, coordination of annual performance review, conflict resolution, and changes in employment. Often, but not always, the administrative home will be the department or program with the higher appointment fraction. The nature of a joint appointments varies and the assignment of duties in the secondary department or program will differ by department/program and candidate. The details of the assignment of duties, the allocation of salary, departmental/program governance rights, and provision for office and laboratory space as applicable to both the primary and secondary departments/program will be communicated in a signed written memorandum of understanding signed by the two Department Chairs/Program Directors, the faculty member, and the Provost. Additionally, negotiated changes to those details will be evidenced in a signed memorandum of understanding. The Department Chair/Program Director of the secondary department/program must provide input for every evaluation for a jointly appointed faculty member. In the case of promotion or tenure review, the secondary Department Chair/Program Director must provide a written evaluation describing the nature and extent of the candidate’s involvement in, and contribution to, the secondary department/program. In the faculty member’s tenure application, it is important to document how the candidate’s time is being spent, and contributions to each department/program need to be clearly documented. It is recognized that new opportunities, changes in faculty interest, faculty performance, or other issues with the joint appointment may require review, renegotiation, or discontinuation of the original joint appointment. If possible, a faculty member with a joint appointment will have the option of retreating to a full appointment at the primary department or program. If retreat is not a possibility, the Provost is responsible for ensuring that the faculty member is made fully aware of the existing options. Further, a short-term plan must be put in place to ensure a smooth transition with minimum disruption to the initiatives, projects, and teaching, that were the responsibility of the faculty member with the joint appointment.</s>

<s>[INST] Model Non-Sex Based Discrimination and Harassment Policy (Draft 1).txt [/INST] </s>

<s>[INST] Model Ownership of Copyrightable Materials and Intellectual Property-(Draft 1).txt [/INST] Model Ownership of Copyrightable Materials and Intellectual Property The purpose of this policy is to describe the University’s policies and associated administrative procedures regarding the ownership of patentable and copyrightable works created by Ohio Wesleyan University (“OWU”) employees and students, as well as other individuals conducting activities under the supervision of OWU employees. POLICY STATEMENT The University endorses the development of Patentable and Copyrightable works and, through this policy, endeavors to assist its employees and students to utilize their talent and knowledge to realize discoveries and inventions for the benefit of themselves, OWU, and the general public. Ownership of Patentable and Copyrightable works created by OWU employees and students, as well as other individuals conducting activities under the supervision of OWU employees, will be determined in accordance with policies set forth in the Procedures/Guidelines section below. Additionally, the revenues from patentable and copyrightable works owned by OWU will be distributed according to the formula set forth in the Procedures/Guidelines below. If any portion of this policy conflicts with a signed agreement between OWU and a Creator (an inventor or any other person who assists in the creation of patentable and copyrightable works) or between the OWU and an external funding agency or other entity, the terms of the signed agreement will prevail. OWU may grant a waiver of any provision of this policy on a case-by-case basis. All waivers must be approved in writing and signed by the President of the University or the President’s authorized designee. Any decision by the President to grant a waiver will take into account the best interests of OWU and the facts of the particular situation involved. Any waiver granted pursuant to this paragraph will apply only to obligations imposed on the Creator of the Patentable and Copyrightable work, unless otherwise agreed to by the Creator. DEFINITIONS Copyright: an original work of authorship that has been fixed in any tangible medium of expression from which it can be perceived, reproduced, or otherwise communicated, either directly or with the aid of a machine or device. Copyright includes a bundle of rights: the right to make reproductions of the work, the right to distribute copies of it, the right to make derivative works that borrow substantially from a copyrighted work, and the right to make public performances or displays of most works. Creator: any inventor, developer, or author, of Intellectual Property covered by this policy, including faculty, students, and staff of the University. Directed Works: include works that are specifically funded by OWU (including, but not limited to, Works for Hire). Employee: any individual employed by OWU, including any faculty member, administrator, staff member, or student employee. Intellectual Property: any original work created by an individual or group of individuals that is or may be patentable, copyrightable, or otherwise marketable. Examples include, but are not limited to, inventions, books, articles, study guides, syllabi, workbooks or manuals, bibliographies, instructional packages, tests, video or audio productions, films, charts, digital materials, graphic materials, photographic or similar visual materials, multi-media materials, three-dimensional materials, exhibits, and digital files and software. Invention: means any new and useful process, art, method, technique, machine, device, manufacture, software, composition of matter, or improvement thereof. Patent: The exclusive right granted by a government to a Creator to manufacture, use, or sell an Invention for a certain number of years. To be patentable, the Invention or discovery must have utility, novelty, and be non-obvious. The U.S. Patent & Trademark Office has determined that software which meets certain technical and legal criteria may be patentable. In the event that software originally disclosed as a copyrightable work is subsequently determined to be patentable subject matter, and the University choose to seek patent protection for the software, such software shall be managed under this policy as patentable Intellectual Property. Personal Time: time other than that devoted to normal or assigned functions in teaching, University service, or direction or conduct of research on OWU premises or utilizing OWU facilities or assets. Royalties: all compensation of whatever kind received from the sale, license, or other transfer of intellectual property rights by OWU to a third party. This includes, but is not limited to, percentage payments, up-front fees, milestone payments, shares of stock, and any other financial or in-kind consideration. Sponsored or Externally Contracted Works: any type of intellectual property developed using funds supplied under a contract, grant, or other arrangement between OWU and third parties, including sponsored research agreements. Student Works: papers, computer programs, theses, artistic and musical works, photographs, film and video projects, graphic design, and other artistic works made by OWU students as part of their academic responsibilities. Traditional Works or Non-Directed Works: a pedagogical, scholarly, literary, or aesthetic (artistic) work originated by a faculty or other employee resulting from non-directed effort. (Such works may include textbooks, manuscripts, scholarly works, fixed lecture notes, works of art or design, musical scores, poems, films, videos, audio recordings, or other works of the kind that have historically been deemed in academic communities to be the property of their creator.) University Facilities or Assets: any facility or asset, including equipment, resources and material, available to the inventor as a direct result of the inventor's affiliation with OWU, and which would not be available to a non-OWU individual on the same basis. Work for Hire: a legal term defined in the Copyright Act as “a work prepared by an employee within the scope of his or her employment” or a work specially ordered or commissioned for use as a contribution to a collective work, as a part of a motion picture or other audiovisual work, as a translation, as a supplementary work, as a compilation, as an instructional text, as a test, as answer material for a test, or as an atlas, if the parties expressly agree in a written instrument signed by them that the work shall be considered a work made for hire. POLICY AND PROCEDURES I. Copyright Ownership The OWU policy determines Copyright ownership by categorizing works into one of the following categories: Traditional or Non-Directed Works, Directed Works, Sponsored or Externally Contracted Works. Copyrighted subject matter is owned depending on which category of work and which author is associated with the work. A. Works by Faculty: Traditional Works or Non-Directed Works: The Creator of Traditional Works or Non-Directed Works is entitled to ownership of copyright and royalties, unless it is a Directed Work, Sponsored Work, or a Work for Hire. OWU does not claim ownership to pedagogical, scholarly or artistic works, regardless of their form of expression, and such works are not considered to be Directed Works. These copyrighted works include, but are not limited to, textbooks, presentations, course materials, refereed literature, etc. Furthermore, OWU does not claim ownership in popular nonfiction, novels, poems, musical compositions, digital media, software, games, or other works of artistic imagination. Electronic Courses: With respect to faculty materials produced for online instructions, copyright ownership is treated no differently than faculty materials produced for the classroom. If the materials are not directed works, the faculty member owns the copyright for those materials created for online use. Licensing of Traditional Works or Non-Directed Works for OWU Courses: In cases of ownership by the Creator or a Traditional Work or Non-Directed Work, the University shall have a non-exclusive, non-transferable, royalty-free license to use, reproduce, modify and create derivatives of such works, for all traditional, customary or reasonable academic purposes of the University (also known as a “Shop Right”). When the University proposes to exercise this right and license for academic purposes, the University will make reasonable efforts to consult with the Creator(s); any conflicts between the University and the Creator(s) regarding such exercise will be resolved as set forth in Section I.E (below). Directed Works: The ownership of Directed Works rests with OWU. This includes all copyrighted works, including but not limited to educational software and electronic courses, that are specifically funded by the University under either a formal contractual arrangement between the faculty member and OWU to develop and/or revise courses or as a result of the terms of the individual’s employment or hiring agreement. Authorship rights may be released or transferred by OWU to the Creator under a written agreement with the Creator. The parties may also negotiate joint ownership of such works, with the written approval of the President or the President’s designee. Sponsored or Externally Contracted Works: Ownership of a Sponsored or Externally Contracted Work will be determined by the applicable contract. For an agreement that expressly requires copyright ownership by OWU, the University may release or transfer its rights to the Creator subject to (a) the implementation of a licensing agreement, and/or (b) the University’s right to require reimbursement and/or a share of any income. The Creator and OWU may negotiate for joint ownership of such works. For an agreement that does not expressly require copyright ownership by OWU or a third party, the Creator of the work shall own the work. In cases of ownership by the Creator, OWU may require a non-exclusive, nontransferable “shop right” license. B. Works by Staff/Administrators With the following exceptions, whenever Copyrightable work is created by a member of the staff or administration as part of the individual’s University responsibilities, the work will generally be treated as a Work-for-Hire and ownership will be retained by OWU: OWU may enter into an agreement in advance that the staff/administrative employee shall own the copyright. In addition, the President may waive institutional ownership. In the event the work was created through a Sponsored Project, ownership will be determined by the sponsored project agreement. For an agreement that does not expressly require copyright ownership by OWU or a third party, the creator of the work shall own the work unless it is a directed work. Scholarly writings – including articles, contributions to edited volumes, and books – that are authored by a non-faculty staff or administrator will be wholly owned by the staff/administrative employee. C. Works by Independent Contractors Works by independent contractors engaged by OWU will be owned in accordance with the contract under which the work was created. If the written contract for work by an independent contractor does not specify institutional ownership, then ownership will vest with the independent contractor. D. Works by Students It is the general policy of OWU that a Copyrightable work created by a student other than in the course of employment by the University is owned by the student, subject to the terms of any applicable Sponsored Project agreement. These protected works include, but are not limited to, papers, computer programs, theses, artistic and musical works, photographs, film and video projects, graphic design, and other artistic works. Rights in student works may be transferred between the student and OWU. In such cases, a written assignment agreement will specify the respective rights and obligations of the parties. The parties may also negotiate for joint ownership of such works, with the approval of the President (or designee). E. Dispute Resolution A dispute concerning application of any aspect of this copyright ownership policy must be submitted in writing to the appropriate area vice president for distribution to the Committee on Copyright and Intellectual Property. The dispute will be reviewed by Committee on Copyright and Intellectual Property, which will prepare a report of its findings and make a recommendation to the Provost. See Section IV below for additional information. II. Intellectual Property Ownership A. Ownership of Patentable Inventions University Ownership Any Patentable Invention conceived, developed, or put into practice by OWU employees or students under either of the following conditions will remain the property of OWU worldwide: During normal or assigned activities related to the Creator’s employment or student responsibilities (e.g., teaching, performing OWU service, pursuing coursework/academic responsibilities, directing or conducting research, etc.); or With the support of OWU facilities or assets, including equipment, material, personnel, or any other resource available to the Creator as a direct result of the Creator’s affiliation with OWU and which would not be available to a non-OWU community member on the same basis. As a condition of employment or enrollment, all OWU employees and students assign ownership of all inventions (or parts thereof) described above to the University. OWU has the sole right to determine the disposition of Intellectual Property in which the University has a proprietary interest. A decision to exercise this right will be transmitted in writing to the creator within 60 days of the date of disclosure of the invention (or parts thereof). If OWU decides to pursue a Patent, it may recommend that OWU alone, or with the assistance of an external organization such as a technology transfer company, make applications for letters of Patent. Title to all such Patent applications and resulting Patents will be held by the OWU Board of Trustees; however, OWU will share licensing revenues with the Creator(s) according to Section III below. If, however, OWU decides not to Patent an Invention, or not to commercialize a Patented Invention, OWU will release to the Creator its interest in the Invention. Inventions Made on Personal Time Intellectual property made OWU employees or students on their Personal Time and not involving the use of OWU facilities or assets are the property of the Creator except in case of conflict with any applicable agreement between OWU and a Sponsoring Agency. Creators who claim that Intellectual Property is made on Personal Time have the responsibility to demonstrate that intellectual property was invented based on Personal Time. All such Intellectual Property must be disclosed in accordance with the disclosure procedures set forth below (see Section II.B) and demonstrate the basis of the Creator’s claim that only Personal Time was utilized. Inventions Arising from Sponsored Research When Intellectual Property is developed through a sponsored grant or contract, the provision set forth in the grant or contract will prevail. In the absence of a provision, the University’s policy will apply. Generally, while OWU is assigned the rights to Intellectual Property generated during the course of sponsored research activities, the sponsor retains the option to claim ownership under certain circumstances. In the event that the sponsor does not exercise its option and regardless of ownership, the government agency retains a non-exclusive, non-transferable, irrevocable, royalty-free, worldwide license to the Intellectual Property produced under government sponsorship. Consulting Agreements OWU employees engaged in consulting work must use care to ensure that their consulting agreement(s) is not in conflict with this policy. Such agreements may include provisions as to the licensing or assignment of Intellectual Property and may come into conflict with this policy. OWU employees are therefore obligated to make it clear to those with whom they make such agreements of their existing obligations to the University and may not obligate the use of, divulge, or transfer any Intellectual Property in which OWU may claim an ownership interest. OWU’s rights and the individual’s obligations may not be abrogated or limited by the terms of any third-party consulting agreement unless a waiver is provided in writing by the President of the University. B. Procedures for Reporting Intellectual Property OWU employees and students are obligated to promptly and fully report to [INSERT OFFICE] any discovery, invention, possible device, etc. the individual has made and has reason to believe might be patentable or otherwise protectable. This is to be done regardless of whether OWU funds or funds from an external source provided the immediate support for the work from which the invention resulted or if the Intellectual Property was developed on Personal Time. In addition, current and former employees remain obligated to disclose to OWU any Inventions or discoveries made while employed by the University but which are made during outside consulting, or during a sabbatical or other extended leave, notwithstanding their employment by or association with another institution or organization that would itself claim ownership of such Invention or discovery. C. Dispute Resolution A dispute concerning application of any aspect of this Intellectual Property Ownership policy must be submitted in writing to the appropriate area vice president for distribution to the Committee on Copyright and Intellectual Property Provost. The dispute will be reviewed by the Committee on Copyright and Intellectual Property, which will prepare a report of its findings and make a recommendation to the Provost. See Section IV below for additional information. III. Royalties and Revenue Sharing OWU assumes financial responsibility for Intellectual Property (copyright or patent) to which it takes ownership. Royalties and other income from work subject to Copyright or Patent held by OWU will first be used to reimburse all direct and indirect expenditures (i.e., documented out of pocket expenses paid by the Creator, direct costs paid by OWU in conjunction with the processing of patent applications/marketing or licensing/legal costs, and costs associated with equipment, materials, staff services, etc.). After all expenditures are reimbursed, the remaining royalties and other income will be disbursed as follows: Creator 50% Creator’s Department 15% Provost Office 10% General Fund 25% Where there is more than one Creator, distribution shall be prorated according to the contribution of each as may be agreed in writing between the parties, or, if an agreement cannot be reached, then according to the applicable area vice president Provost, after considering the recommendation of the Committee on Copyright and Intellectual Property. Final appeals may be filed with the President. Royalties are payable to Creators only upon actual receipt by OWU and after expenses have been paid, however, the applicable area vice president Provost will provide detail and evidence of the expenses upon request to the Creator. After all costs are fully recovered, royalty distribution payments will be paid to the Creator. In the case of the death of a Creator, all royalty distributions which would have been due to such a person shall be paid to the Creator’s estate. The Creators’ share will continue even if the individual(s) have left the employ OWU or is no longer a student at OWU. If legal action is taken or OWU receives a claim of Patent invalidity during the life of a Patent, revenue distribution attributable to the Patent may, at OWU's discretion, be suspended pending final resolution of the dispute. Additionally, if there is a legal challenge to the validity of a Copyright, payment of royalties may, at OWU’s discretion, be suspended pending final resolution. IV. Committee on Copyright and Intellectual Property Although the ultimate authority in deciding whether or not to invest in an employee or student’s Intellectual Property resides with the President, the Committee on Copyright and Intellectual Property (“the committee”) is charged with reviewing provisional Copyrights, Patents or possible Intellectual Property (if it can be disclosed) and advising the President. The committee also serves as a forum for the receipt and discussion of proposals to change this policy and/or to provide recommendations for contract negotiations. In addition, the committee is charged with making recommendations to the applicable area vice president Provost with regard to disputes over ownership, and its attendant rights, of Intellectual Property. The committee will make an initial recommendation of whether OWU, the Creator, or any other party has ownership rights, and, if so, the basis and extent of those rights. The committee will also make a recommendation on resolving competing employee or student claims to ownership when the parties cannot reach an agreement on their own. The committee will review the merits of provisional Patents and other creations and make recommendations for the management of the Invention, including development, patenting, and exploitation. Recommendations of the committee will be forwarded in writing to the appropriate area vice president for distribution to the Committee on Copyright and Intellectual Property Provost. The decision of the area vice president Provost may be appealed to the President. The committee will be composed of rotating and permanent members. The rotating members consist of [INSERT MEMBERSHIP], and the Provost, who will serve as a non-voting member and chair. At the time of initial appointment or election, each non-permanent member shall be designated as serving a one-, two-, or three-year term, staggered so that the term of one committee member will expire each year. After the first appointment subsequent members shall serve staggered three-year terms, commencing July 1 and terminating on June 30. Committee members may serve one additional three-year term consecutively. The committee may also appoint additional faculty, staff, administrators, or students on an ad hoc, non-voting basis with observer status.</s>

<s>[INST] Model Ownership of Copyrightable Materials and Intellectual Property-1 djb comments.txt [/INST] Model Ownership of Copyrightable Materials and Intellectual Property The purpose of this policy is to describe the University’s policies and associated administrative procedures regarding the ownership of patentable and copyrightable works created by Ohio Wesleyan University (“OWU”) employees and students, as well as other individuals conducting activities under the supervision of OWU employees. POLICY STATEMENT The University endorses the development of Patentable and Copyrightable works and, through this policy, endeavors to assist its employees and students to utilize their talent and knowledge to realize discoveries and inventions for the benefit of themselves, OWU, and the general public. Ownership of Patentable and Copyrightable works created by OWU employees and students, as well as other individuals conducting activities under the supervision of OWU employees, will be determined in accordance with policies set forth in the Procedures/Guidelines section below. Additionally, the revenues from patentable and copyrightable works owned by OWU will be distributed according to the formula set forth in the Procedures/Guidelines below. If any portion of this policy conflicts with a signed agreement between OWU and a creator (an inventor or any other person who assists in the creation of patentable and copyrightable works) or between the OWU and an external funding agency or other entity such as another university with a collaborative research agreement with OWU, the terms of the signed agreement will prevail. OWU may grant a waiver of any provision of this policy on a case-by-case basis. All waivers must be approved in writing and signed by the President of the University or the President’s authorized designee. Any decision by the President to grant a waiver will take into account the best interests of OWU and the facts of the particular situation involved. Any waiver granted pursuant to this paragraph will apply only to obligations imposed on the Creator of the Patentable and Copyrightable work, unless otherwise agreed to by the Creator. DEFINITIONS Copyright: an original work of authorship that has been fixed in any tangible medium of expression from which it can be perceived, reproduced, or otherwise communicated, either directly or with the aid of a machine or device. Copyright includes a bundle of rights: the right to make reproductions of the work, the right to distribute copies of it, the right to make derivative works that borrow substantially from a copyrighted work, and the right to make public performances or displays of most works. Creator: any inventor, developer, or author, of Intellectual Property covered by this policy, including faculty, students, and staff of the University. Directed Works: include works that are specifically funded by OWU (including, but not limited to, Works for Hire). Employee: any individual employed by OWU, including any faculty member, administrator, staff member, or student employee. Intellectual Property: any original work created by an individual or group of individuals that is or may be patentable, copyrightable, or otherwise marketable. Examples include, but are not limited to, inventions, books, articles, study guides, syllabi, workbooks or manuals, bibliographies, instructional packages, tests, video or audio productions, films, charts, digital materials, graphic materials, photographic or similar visual materials, multi-media materials, three-dimensional materials, exhibits, and digital files and software. Invention: means any new and useful process, art, method, technique, machine, device, manufacture, software, composition of matter, or improvement thereof. Patent: The exclusive right granted by a government to a Creator to manufacture, use, or sell an Invention for a certain number of years. To be patentable, the Invention or discovery must have utility, novelty, and be non-obvious. The U.S. Patent & Trademark Office has determined that software which meets certain technical and legal criteria may be patentable. In the event that software originally disclosed as a copyrightable work is subsequently determined to be patentable subject matter, and the University choose to seek patent protection for the software, such software shall be managed under this policy as patentable Intellectual Property. Personal Time: time other than that devoted to normal or assigned functions in teaching, University service, or direction or conduct of research on OWU premises or utilizing OWU facilities or assets. Royalties: all compensation of whatever kind received from the sale, license, or other transfer of intellectual property rights by OWU to a third party. This includes, but is not limited to, percentage payments, up-front fees, milestone payments, shares of stock, and any other financial or in-kind consideration. Sponsored or Externally Contracted Works: any type of intellectual property developed using funds supplied under a contract, grant, or other arrangement between OWU and third parties, including sponsored research agreements. Student Works: papers, computer programs, theses, artistic and musical works, photographs, film and video projects, graphic design, and other artistic works made by OWU students as part of their academic responsibilities. Traditional Works or Non-Directed Works: a pedagogical, scholarly, literary, or aesthetic (artistic) work originated by a faculty or other employee resulting from non-directed effort. (Such works may include textbooks, manuscripts, scholarly works, fixed lecture notes, works of art or design, musical scores, poems, films, videos, audio recordings, or other works of the kind that have historically been deemed in academic communities to be the property of their creator.) University Facilities or Assets: any facility or asset, including equipment, resources and material, available to the inventor as a direct result of the inventor's affiliation with OWU, and which would not be available to a non-OWU individual on the same basis. Work for Hire: a legal term defined in the Copyright Act as “a work prepared by an employee within the scope of his or her employment” or a work specially ordered or commissioned for use as a contribution to a collective work, as a part of a motion picture or other audiovisual work, as a translation, as a supplementary work, as a compilation, as an instructional text, as a test, as answer material for a test, or as an atlas, if the parties expressly agree in a written instrument signed by them that the work shall be considered a work made for hire. POLICY AND PROCEDURES I. Copyright Ownership The OWU policy determines Copyright ownership by categorizing works into one of the following categories: Traditional or Non-Directed Works, Directed Works, Sponsored or Externally Contracted Works. Copyrighted subject matter is owned depending on which category of work and which author is associated with the work. A. Works by Faculty: Traditional Works or Non-Directed Works: The Creator of Traditional Works or Non-Directed Works is entitled to ownership of copyright and royalties, unless it is a Directed Work, Sponsored Work, or a Work for Hire. OWU does not claim ownership to pedagogical, scholarly or artistic works, regardless of their form of expression, and such works are not considered to be Directed Works. These copyrighted works include, but are not limited to, textbooks, presentations, course materials, refereed literature, etc. Furthermore, OWU does not claim ownership in popular nonfiction, novels, poems, musical compositions, digital media, software, games, or other works of artistic imagination. Electronic Courses: With respect to faculty materials produced for online instructions, copyright ownership is treated no differently than faculty materials produced for the classroom. If the materials are not directed works, the faculty member owns the copyright for those materials created for online use. Licensing of Traditional Works or Non-Directed Works for OWU Courses: In cases of ownership by the Creator or a Traditional Work or Non-Directed Work, the University shall have a non-exclusive, non-transferable, royalty-free license to use, reproduce, modify and create derivatives of such works, for all traditional, customary or reasonable academic purposes of the University (also known as a “Shop Right”). When the University proposes to exercise this right and license for academic purposes, the University will make reasonable efforts to consult with the Creator(s); any conflicts between the University and the Creator(s) regarding such exercise will be resolved as set forth in Section I.E (below). Directed Works: The ownership of Directed Works rests with OWU. This includes all copyrighted works, including but not limited to educational software and electronic courses, that are specifically funded by the University under either a formal contractual arrangement between the faculty member and OWU to develop and/or revise courses or as a result of the terms of the individual’s employment or hiring agreement. Authorship rights may be released or transferred by OWU to the Creator under a written agreement with the Creator. The parties may also negotiate joint ownership of such works, with the written approval of the President or the President’s designee. Sponsored or Externally Contracted Works: Ownership of a Sponsored or Externally Contracted Work will be determined by the applicable contract. For an agreement that expressly requires copyright ownership by OWU, the University may release or transfer its rights to the Creator subject to (a) the implementation of a licensing agreement, and/or (b) the University’s right to require reimbursement and/or a share of any income. The Creator and OWU may negotiate for joint ownership of such works. For an agreement that does not expressly require copyright ownership by OWU or a third party, the Creator of the work shall own the work. In cases of ownership by the Creator, OWU may require a non-exclusive, nontransferable “shop right” license. B. Works by Staff/Administrators With the following exceptions, whenever Copyrightable work is created by a member of the staff or administration as part of the individual’s University responsibilities, the work will generally be treated as a Work-for-Hire and ownership will be retained by OWU: OWU may enter into an agreement in advance that the staff/administrative employee shall own the copyright. In addition, the President may waive institutional ownership. In the event the work was created through a Sponsored Project, ownership will be determined by the sponsored project agreement. For an agreement that does not expressly require copyright ownership by OWU or a third party, the creator of the work shall own the work unless it is a directed work. Scholarly writings – including articles, contributions to edited volumes, and books – that are authored by a non-faculty staff or administrator will be wholly owned by the staff/administrative employee. C. Works by Independent Contractors Works by independent contractors engaged by OWU will be owned in accordance with the contract under which the work was created. If the written contract for work by an independent contractor does not specify institutional ownership, then ownership will vest with the independent contractor. D. Works by Students It is the general policy of OWU that a Copyrightable work created by a student other than in the course of employment by the University is owned by the student, subject to the terms of any applicable Sponsored Project agreement. These protected works include, but are not limited to, papers, computer programs, theses, artistic and musical works, photographs, film and video projects, graphic design, and other artistic works. Rights in student works may be transferred between the student and OWU. In such cases, a written assignment agreement will specify the respective rights and obligations of the parties. The parties may also negotiate for joint ownership of such works, with the approval of the President (or designee). E. Dispute Resolution A dispute concerning application of any aspect of this copyright ownership policy must be submitted in writing to the appropriate area vice president for distribution to the Committee on Copyright and Intellectual Property. The dispute will be reviewed by Committee on Copyright and Intellectual Property, which will prepare a report of its findings and make a recommendation to the Provost. See Section IV below for additional information. II. Intellectual Property Ownership A. Ownership of Patentable Inventions University Ownership Any Patentable Invention conceived, developed, or put into practice by OWU employees or students under either of the following conditions will remain the property of OWU worldwide: During normal or assigned activities related to the Creator’s employment or student responsibilities (e.g., teaching, performing OWU service, pursuing coursework/academic responsibilities, directing or conducting research, etc.); or With the support of OWU facilities or assets, including equipment, material, personnel, or any other resource available to the Creator as a direct result of the Creator’s affiliation with OWU and which would not be available to a non-OWU community member on the same basis. As a condition of employment or enrollment, all OWU employees and students assign ownership of all inventions (or parts thereof) described above to the University. OWU has the sole right to determine the disposition of Intellectual Property in which the University has a proprietary interest. A decision to exercise this right will be transmitted in writing to the creator within 60 days of the date of disclosure of the invention (or parts thereof). If OWU decides to pursue a Patent, it may recommend that OWU alone, or with the assistance of an external organization such as a technology transfer company, make applications for letters of Patent. Title to all such Patent applications and resulting Patents will be held by the OWU Board of Trustees; however, OWU will share licensing revenues with the Creator(s) according to Section III below. If, however, OWU decides not to Patent an Invention, or not to commercialize a Patented Invention, OWU will release to the Creator its interest in the Invention. Inventions Made on Personal Time Intellectual property made OWU employees or students on their Personal Time and not involving the use of OWU facilities or assets are the property of the Creator except in case of conflict with any applicable agreement between OWU and a Sponsoring Agency. Creators who claim that Intellectual Property is made on Personal Time have the responsibility to demonstrate that intellectual property was invented based on Personal Time. All such Intellectual Property must be disclosed in accordance with the disclosure procedures set forth below (see Section II.B) and demonstrate the basis of the Creator’s claim that only Personal Time was utilized. Inventions Arising from Sponsored Research When Intellectual Property is developed through a sponsored grant or contract, the provision set forth in the grant or contract will prevail. In the absence of a provision, the University’s policy will apply. Generally, while OWU is assigned the rights to Intellectual Property generated during the course of sponsored research activities, the sponsor retains the option to claim ownership under certain circumstances. In the event that the sponsor does not exercise its option and regardless of ownership, the government agency retains a non-exclusive, non-transferable, irrevocable, royalty-free, worldwide license to the Intellectual Property produced under government sponsorship. Consulting Agreements OWU employees engaged in consulting work must use care to ensure that their consulting agreement(s) is not in conflict with this policy. Such agreements may include provisions as to the licensing or assignment of Intellectual Property and may come into conflict with this policy. OWU employees are therefore obligated to make it clear to those with whom they make such agreements of their existing obligations to the University and may not obligate the use of, divulge, or transfer any Intellectual Property in which OWU may claim an ownership interest. OWU’s rights and the individual’s obligations may not be abrogated or limited by the terms of any third-party consulting agreement unless a waiver is provided in writing by the President of the University. B. Procedures for Reporting Intellectual Property OWU employees and students are obligated to promptly and fully report to [INSERT OFFICE] any discovery, invention, possible device, etc. the individual has made and has reason to believe might be patentable or otherwise protectable. This is to be done regardless of whether OWU funds or funds from an external source provided the immediate support for the work from which the invention resulted or if the Intellectual Property was developed on Personal Time. In addition, current and former employees remain obligated to disclose to OWU any Inventions or discoveries made while employed by the University but which are made during outside consulting, or during a sabbatical or other extended leave, notwithstanding their employment by or association with another institution or organization that would itself claim ownership of such Invention or discovery. C. Dispute Resolution A dispute concerning application of any aspect of this Intellectual Property Ownership policy must be submitted in writing to the appropriate area vice president for distribution to the Committee on Copyright and Intellectual Property Provost. The dispute will be reviewed by the Committee on Copyright and Intellectual Property, which will prepare a report of its findings and make a recommendation to the Provost. See Section IV below for additional information. III. Royalties and Revenue Sharing OWU assumes financial responsibility for Intellectual Property (copyright or patent) to which it takes ownership. Royalties and other income from work subject to Copyright or Patent held by OWU will first be used to reimburse all direct and indirect expenditures (i.e., documented out of pocket expenses paid by the Creator, direct costs paid by OWU in conjunction with the processing of patent applications/marketing or licensing/legal costs, and costs associated with equipment, materials, staff services, etc.). After all expenditures are reimbursed, the remaining royalties and other income will be disbursed as follows: Creator 50% Creator’s Department 15% Provost Office 10% General Fund 25% Where there is more than one Creator, distribution shall be prorated according to the contribution of each as may be agreed in writing between the parties, or, if an agreement cannot be reached, then according to the applicable area vice president Provost, after considering the recommendation of the Committee on Copyright and Intellectual Property. Final appeals may be filed with the President. Royalties are payable to Creators only upon actual receipt by OWU and after expenses have been paid, however, the applicable area vice president Provost will provide detail and evidence of the expenses upon request to the Creator. After all costs are fully recovered, royalty distribution payments will be paid to the Creator. In the case of the death of a Creator, all royalty distributions which would have been due to such a person shall be paid to the Creator’s estate. The Creators’ share will continue even if the individual(s) have left the employ OWU or is no longer a student at OWU. If legal action is taken or OWU receives a claim of Patent invalidity during the life of a Patent, revenue distribution attributable to the Patent may, at OWU's discretion, be suspended pending final resolution of the dispute. Additionally, if there is a legal challenge to the validity of a Copyright, payment of royalties may, at OWU’s discretion, be suspended pending final resolution. IV. Committee on Copyright and Intellectual Property Although the ultimate authority in deciding whether or not to invest in an employee or student’s Intellectual Property resides with the President, the Committee on Copyright and Intellectual Property (“the committee”) is charged with reviewing provisional Copyrights, Patents or possible Intellectual Property (if it can be disclosed) and advising the President. The committee also serves as a forum for the receipt and discussion of proposals to change this policy and/or to provide recommendations for contract negotiations. In addition, the committee is charged with making recommendations to the applicable area vice president Provost with regard to disputes over ownership, and its attendant rights, of Intellectual Property. The committee will make an initial recommendation of whether OWU, the Creator, or any other party has ownership rights, and, if so, the basis and extent of those rights. The committee will also make a recommendation on resolving competing employee or student claims to ownership when the parties cannot reach an agreement on their own. The committee will review the merits of provisional Patents and other creations and make recommendations for the management of the Invention, including development, patenting, and exploitation. Recommendations of the committee will be forwarded in writing to the appropriate area vice president for distribution to the Committee on Copyright and Intellectual Property Provost. The decision of the area vice president Provost may be appealed to the President. The committee will be composed of rotating and permanent members. The rotating members consist of [INSERT MEMBERSHIP], and the Provost, who will serve as a non-voting member and chair. At the time of initial appointment or election, each non-permanent member shall be designated as serving a one-, two-, or three-year term, staggered so that the term of one committee member will expire each year. After the first appointment subsequent members shall serve staggered three-year terms, commencing July 1 and terminating on June 30. Committee members may serve one additional three-year term consecutively. The committee may also appoint additional faculty, staff, administrators, or students on an ad hoc, non-voting basis with observer status.</s>

<s>[INST] Model Ownership of Copyrightable Materials and Intellectual Property-1.txt [/INST] Model Ownership of Copyrightable Materials and Intellectual Property The purpose of this policy is to describe the University’s policies and associated administrative procedures regarding the ownership of patentable and copyrightable works created by Ohio Wesleyan University (“OWU”) employees and students, as well as other individuals conducting activities under the supervision of OWU employees. POLICY STATEMENT The University endorses the development of patentable and copyrightable works and, through this policy, endeavors to assist its employees and students to utilize their talent and knowledge to realize discoveries and inventions for the benefit of themselves, OWU, and the general public. Ownership of patentable and copyrightable works created by OWU employees and students, as well as other individuals conducting activities under the supervision of OWU employees, will be determined in accordance with policies set forth in the Procedures/Guidelines section below. Additionally, the revenues from patentable and copyrightable works owned by OWU will be distributed according to the formula set forth in the Procedures/Guidelines below. If any portion of this policy conflicts with a signed agreement between OWU and a creator (an inventor or any other person who assists in the creation of patentable and copyrightable works) or between the OWU and an external funding agency or other entity such as another university with a collaborative research agreement with OWU, the terms of the signed agreement will prevail. OWU may grant a waiver of any provision of this policy on a case-by-case basis. All waivers must be approved in writing and signed by the President of the University or the President’s authorized designee. Any decision by the President to grant a waiver will take into account the best interests of OWU and the facts of the particular situation involved. Any waiver granted pursuant to this paragraph will apply only to obligations imposed on the creator of the patentable and copyrightable work, unless otherwise agreed to by the creator. DEFINITIONS Copyright: an original work of authorship that has been fixed in any tangible medium of expression from which it can be perceived, reproduced, or otherwise communicated, either directly or with the aid of a machine or device. Copyright includes a bundle of rights: the right to make reproductions of the work, the right to distribute copies of it, the right to make derivative works that borrow substantially from a copyrighted work, and the right to make public performances or displays of most works. Creator: any inventor, developer, or author, of Intellectual Property covered by this policy, including faculty, students, and staff of the University. Directed Works: include works that are specifically funded by OWU (including, but not limited to, Works for Hire). Employee: any individual employed by OWU, including any faculty member, administrator, staff member, or student employee. Intellectual Property: any original work created by an individual or group of individuals that is or may be patentable, copyrightable, or otherwise marketable. Examples include, but are not limited to, inventions, books, articles, study guides, syllabi, workbooks or manuals, bibliographies, instructional packages, tests, video or audio productions, films, charts, digital materials, graphic materials, photographic or similar visual materials, multi-media materials, three-dimensional materials, exhibits, and digital files and software. Invention: means any new and useful process, art, method, technique, machine, device, manufacture, software, composition of matter, or improvement thereof. Personal Time: time other than that devoted to normal or assigned functions in teaching, University service, or direction or conduct of research on OWU premises or utilizing OWU facilities or assets. Royalties: all compensation of whatever kind received from the sale, license, or other transfer of intellectual property rights by OWU to a third party. This includes, but is not limited to, percentage payments, up-front fees, milestone payments, shares of stock, and any other financial or in-kind consideration. Sponsored or Externally Contracted Works: any type of intellectual property developed using funds supplied under a contract, grant, or other arrangement between OWU and third parties, including sponsored research agreements. Student Works: papers, computer programs, theses, artistic and musical works, photographs, film and video projects, graphic design, and other artistic works made by OWU students as part of their academic responsibilities. Traditional Works or Non-Directed Works: a pedagogical, scholarly, literary, or aesthetic (artistic) work originated by a faculty or other employee resulting from non-directed effort. (Such works may include textbooks, manuscripts, scholarly works, fixed lecture notes, works of art or design, musical scores, poems, films, videos, audio recordings, or other works of the kind that have historically been deemed in academic communities to be the property of their creator.) University Facilities or Assets: any facility or asset, including equipment, resources and material, available to the inventor as a direct result of the inventor's affiliation with OWU, and which would not be available to a non-OWU individual on the same basis. Work for Hire: a legal term defined in the Copyright Act as “a work prepared by an employee within the scope of his or her employment” or a work specially ordered or commissioned for use as a contribution to a collective work, as a part of a motion picture or other audiovisual work, as a translation, as a supplementary work, as a compilation, as an instructional text, as a test, as answer material for a test, or as an atlas, if the parties expressly agree in a written instrument signed by them that the work shall be considered a work made for hire. POLICY AND PROCEDURES I. Copyright Ownership With respect to determining ownership of copyright, OWU’s policy addresses works by category of copyrightable work (including Traditional or Non-Directed Works, Directed Work, and Sponsored or Externally Contracted Works). Ownership of copyrighted subject matter is dependent on which category of work and which category of author, pertain to the copyrightable work at issue. A. Works by Faculty: Traditional Works or Non-Directed Works: The creator of traditional works or non-directed works is entitled to ownership of copyright and royalties, unless it is a directed work, sponsored work, or a work for hire described in a written agreement between the work’s creator and OWU (see below). OWU does not claim ownership to pedagogical, scholarly or artistic works, regardless of their form of expression, and such works are not directed works. These copyrighted works include, but are not limited to, textbooks, presentations, course materials, refereed literature, etc. Furthermore, OWU claims no ownership in popular nonfiction, novels, poems, musical compositions, digital media, software, games, or other works of artistic imagination. Electronic Courses: With respect to faculty materials produced for online instructions, copyright ownership is treated no differently than faculty materials produced for the classroom. If the materials are not directed works, the faculty member owns the copyright for those materials created for online use. Licensing of Traditional Works or Non-Directed Works for OWU Courses: Faculty members who create teaching and classroom materials (including electronic courses), such as class notes, syllabi, curriculum guides, or laboratory notebooks, or online learning modules shall grant OWU a non-exclusive, royalty-free license to use, display, copy, distribute, and prepare derivative works for administrative use, as well as use in educational programs and courses provided directly by OWU to its students for the duration of time that the faculty member is employed by OWU. The details of the licensing agreement will specify, among other things, the end of the licensing agreement; for example, when an originator of traditional works or non-directed works used in an online course retires or ceases to be employed by OWU. Directed Works: Ownership of directed works resides with OWU. This includes all copyrighted works, including but not limited to educational software and electronic courses, that are specifically funded by the University under a formal contractual arrangement with OWU to develop and/or revise courses or as a result of the terms of the individual’s employment or hiring agreement. OWU may release or transfer its authorship rights to the work’s creator under a written agreement negotiated between the creator and OWU. The parties may also negotiate for joint ownership of such works, with the written approval of the President or the President’s designee. Sponsored or Externally Contracted Works: Ownership of a sponsored or externally contracted work will be determined by the contract. In negotiating with sponsors or contractors, project directors and OWU should strive to obtain the greatest latitude and rights for the individual author and OWU consistent with the public interest and this policy. For an agreement that expressly requires copyright ownership by OWU, the university may release or transfer its rights to the creator subject to (a) the implementation of a licensing agreement, and/or (b) the university’s right to require reimbursement and/or a share of any income. The creator and OWU may negotiate for joint ownership of such works. For an agreement that does not expressly require copyright ownership by OWU or a third party, the creator of the work shall own the work. In cases of ownership by the creator, OWU may require a non-exclusive, nontransferable license for its own educational, promotional, research, and creative works. B. Works by Staff/Administrators With the following exceptions, whenever copyrightable work is created by a member of the staff or administration as part of the individual’s university responsibilities, the work will generally be treated as a work-for-hire and ownership will be retained by OWU: OWU may enter into an agreement in advance that the staff/administrative employee shall own the copyright. In addition, the President may waive institutional ownership. In the event the work was created through a sponsored project, ownership will be determined by the sponsored project agreement. For an agreement that does not expressly require copyright ownership by OWU or a third party, the creator of the work shall own the work unless it is a directed work. Scholarly writings – including articles, contributions to edited volumes, and books – that are authored by a non-faculty Employee will be wholly owned by the staff/administrative employee. C. Works by Independent Contractors Works by independent contractors engaged by OWU will be owned in accordance with the contract under which the work was created. If the written contract for work by an independent contractor does not specify institutional ownership, then ownership will vest with the independent contractor. D. Works by Students It is the general policy of OWU that a work created by a student other than in the course of employment by the university is owned by the student, subject to the terms of any applicable Sponsored Project agreement. These protected works include, but are not limited to, papers, computer programs, theses, artistic and musical works, photographs, film and video projects, graphic design, and other artistic works. Rights in student works may be transferred between the student and OWU. In such cases, a written assignment agreement will specify the respective rights and obligations of the parties. The parties may also negotiate for joint ownership of such works, with the approval of the President (or designee). E. Dispute Resolution A dispute concerning application of any aspect of this copyright ownership policy must be submitted in writing to the Provost. The dispute will be reviewed by the Committee on Copyright and Intellectual Property, which will prepare a report of its findings and make a recommendation to the Provost. See Section IV below for additional information. II. Intellectual Property Ownership A. Ownership of Patentable Inventions University Ownership Ownership on a worldwide basis in any patentable invention conceived, developed, or reduced to practice by OWU employees and students under either of the following conditions will reside with OWU: During normal or assigned activities related to the creator’s employment or student responsibilities (e.g., teaching, performing OWU service, pursuing coursework/academic responsibilities, directing or conducting research, etc.); or With the support of OWU facilities or assets, including equipment, material, personnel, or any other resource available to the creator as a direct result of the creator’s affiliation with OWU and which would not be available to a non-OWU community member on the same basis. As a condition of employment or enrollment, all OWU employees and students assign ownership of all inventions (or parts thereof) described above to the University. OWU has the sole right to determine the disposition of intellectual property in which the University has a proprietary interest. A decision to exercise this right will be transmitted in writing to the creator within 60 days of the date of disclosure of the invention (or parts thereof). If OWU decides to pursue a patent, it may recommend that OWU alone, or with the assistance of an external organization such as a technology transfer company, make applications for letters of patent. Title to all such patent applications and resulting patents will be held by the OWU Board of Trustees; however, OWU will share licensing revenues with the creator(s) according to Section III below. If, however, OWU decides not to patent an invention, or not to commercialize a patented invention, OWU will release to the creator its interest in the invention. Inventions Made on Personal Time Intellectual property made OWU employees or students on their personal time and not involving the use of OWU facilities or assets are the property of the creator except in case of conflict with any applicable agreement between OWU and a sponsoring agency. Creators who claim that intellectual property is made on personal time have the responsibility to demonstrate that intellectual property was invented based on personal time. All such intellectual property must be disclosed in accordance with the disclosure procedures set forth below (see Section II.B) and demonstrate the basis of the creator’s claim that only personal time was utilized. Inventions Arising from Sponsored Research When intellectual property is developed through a sponsored grant or contract, the provision set forth in the grant or contract will prevail. In the absence of a provision, the university’s policy will apply. Generally, while OWU is assigned the rights to intellectual property generated during the course of sponsored research activities, the sponsor retains the option to claim ownership under certain circumstances. In the event that the sponsor does not exercise its option and regardless of ownership, the government retains a non-exclusive, non-transferable, irrevocable, royalty-free, worldwide license to the Intellectual Property produced under government sponsorship. Consulting Agreements OWU employees engaged in consulting work must use care to ensure that their consulting agreement(s) is not in conflict with this policy or OWU’s policy on outside activities. Such agreements may include provisions as to the licensing or assignment of intellectual property and may come into conflict with this policy. OWU employees are therefore obligated to make it clear to those with whom they make such agreements of their existing obligations to the University and may not obligate the use of, divulge, or transfer any intellectual property in which OWU may claim an ownership interest. OWU’s rights and the individual’s obligations may not be abrogated or limited by the terms of any third-party consulting agreement unless a waiver is provided in writing by the President of the University. B. Procedures for Reporting Intellectual Property OWU employees and students are obligated to promptly and fully report to OWU in a manner stipulated by the Provost any discovery, invention, possible device, etc. the individual has made and has reason to believe might be patentable or otherwise protectable. This is to be done regardless of whether OWU funds or funds from an external source provided the immediate support for the work from which the invention resulted or if the intellectual property was developed on personal time. In addition, current and former employees remain obligated to disclose to OWU any inventions or discoveries made while employed by the University but which are made during outside consulting, or during a sabbatical or other extended leave, notwithstanding their employment by or association with another institution or organization that would itself claim ownership of such invention or discovery. C. Dispute Resolution A dispute concerning application of any aspect of this Intellectual Property Ownership policy must be submitted in writing to the Provost. The dispute will be reviewed by the Committee on Copyright and Intellectual Property, which will prepare a report of its findings and make a recommendation to the Provost. See Section IV below for additional information. III. Royalties and Revenue Sharing OWU assumes financial responsibility for intellectual property (copyright or patent) to which it takes ownership. Royalties and other income from work subject to copyright or patent held by OWU will first be used to reimburse all direct and indirect expenditures (i.e., documented out of pocket expenses paid by the creator, direct costs paid by OWU in conjunction with the processing of patent applications/marketing or licensing/legal costs, and costs associated with equipment, materials, staff services, etc.). After all expenditures are reimbursed, the remaining royalties and other income will be disbursed as follows: Creator 50% Creator’s Department 15% Provost Office 10% General Fund 25% Where there is more than one creator, distribution shall be prorated according to the contribution of each as may be agreed in writing between the parties, or, if an agreement cannot be reached, then according to the Provost, after considering the recommendation of the Committee on Copyright and Intellectual Property. Final appeals may be filed with the President. Royalties are payable to creators only upon actual receipt by OWU and after expenses have been paid, however, the Provost will provide detail and evidence of the expenses upon request to the creator. After all costs are fully recovered, royalty distribution payments will be paid immediately to the creator. In the case of the death of a creator, all royalty distributions which would have been due to such a person shall be paid to the creator’s estate. The creators’ share will continue even if the individual(s) have left the employ OWU or is no longer a student at OWU. If legal action is taken or OWU receives a claim of patent invalidity during the life of a patent, revenue distribution attributable to the patent may, at OWU's discretion, be suspended pending final resolution of the dispute. Additionally, if there is a legal challenge to the validity of a copyright, payment of royalties may, at OWU’s discretion, be suspended pending final resolution. IV. Committee on Copyright and Intellectual Property Although the ultimate authority in deciding whether or not to invest in an employee’s intellectual property resides with the President, the Committee on Copyright and Intellectual Property (“the committee”) is charged with reviewing provisional copyrights, patents or possible intellectual property (if it can be disclosed) and advising the President. The committee also serves as a forum for the receipt and discussion of proposals to change this policy and/or to provide recommendations for contract negotiations. In addition, the committee is charged with making recommendations to the Provost with regard to disputes over ownership, and its attendant rights, of intellectual property. The committee will make an initial recommendation of whether OWU, the creator, or any other party has ownership rights, and, if so, the basis and extent of those rights. The committee will also make a recommendation on resolving competing employee or student claims to ownership when the parties cannot reach an agreement on their own. The committee will review the merits of provisional patents and other creations and make recommendations for the management of the invention, including development, patenting, and exploitation. Recommendations of the committee will be forwarded in writing to the Provost. The decision of the Provost may be appealed to the President. The committee will be composed of rotating and permanent members. The rotating members consist of [INSERT MEMBERSHIP], and the Provost, who will serve as a non-voting member and chair. At the time of initial appointment or election, each non-permanent member shall be designated as serving a one-, two-, or three-year term, staggered so that the term of one committee member will expire each year. After the first appointment subsequent members shall serve staggered three-year terms, commencing July 1 and terminating on June 30. Committee members may serve one additional three-year term consecutively. The committee may also appoint additional faculty, staff, administrators, or students on an ad hoc, non-voting basis with observer status.</s>

<s>[INST] Model Ownership of Copyrightable Materials and Intellectual Property.txt [/INST] Model Ownership of Copyrightable Materials and Intellectual Property The purpose of this policy is to describe Bob Jones University’s policies and associated administrative procedures regarding the ownership of patentable and copyrightable works created by Bob Jones University (“BJU”) employees and students, as well as other individuals conducting activities under the supervision of BJU employees. POLICY STATEMENT The University endorses the development of patentable and copyrightable works and, through this policy, endeavors to assist its employees and students to utilize their talent and knowledge to realize discoveries and inventions for the benefit of themselves, BJU, and the general public. Ownership of patentable and copyrightable works created by BJU employees and students, as well as other individuals conducting activities under the supervision of BJU employees, will be determined in accordance with policies set forth in the Procedures/Guidelines section below. Additionally, the revenues from patentable and copyrightable works owned by BJU will be distributed according to the formula set forth in the Procedures/Guidelines below. If any portion of this policy conflicts with a signed agreement between BJU and a creator (an inventor or any other person who assists in the creation of patentable and copyrightable works) or between the BJU and an external funding agency or other entity such as another university with a collaborative research agreement with BJU, the terms of the signed agreement will prevail. BJU may grant a waiver of any provision of this policy on a case-by-case basis. All waivers must be approved in writing and signed by the President of the University or the President’s authorized designee. Any decision by the President to grant a waiver will take into account the best interests of BJU and the facts of the particular situation involved. Any waiver granted pursuant to this paragraph will apply only to obligations imposed on the creator of the patentable and copyrightable work, unless otherwise agreed to by the creator. DEFINITIONS Copyright: an original work of authorship that has been fixed in any tangible medium of expression from which it can be perceived, reproduced, or otherwise communicated, either directly or with the aid of a machine or device. Copyright includes a bundle of rights: the right to make reproductions of the work, the right to distribute copies of it, the right to make derivative works that borrow substantially from a copyrighted work, and the right to make public performances or displays of most works. Creator: any inventor, developer, or author, of Intellectual Property covered by this policy, including faculty, students, and staff of the University. Directed Works: include works that are specifically funded by BJU (including, but not limited to, Works for Hire). Employee: any individual employed by BJU, including any faculty member, administrator, staff member, or student employee. Intellectual Property: any original work created by an individual or group of individuals that is or may be patentable, copyrightable, or otherwise marketable. Examples include, but are not limited to, inventions, books, articles, study guides, syllabi, workbooks or manuals, bibliographies, instructional packages, tests, video or audio productions, films, charts, digital materials, graphic materials, photographic or similar visual materials, multi-media materials, three-dimensional materials, exhibits, and digital files and software. Invention: means any new and useful process, art, method, technique, machine, device, manufacture, software, composition of matter, or improvement thereof. Personal Time: time other than that devoted to normal or assigned functions in teaching, University service, or direction or conduct of research on BJU premises or utilizing BJU facilities or assets. Royalties: all compensation of whatever kind received from the sale, license, or other transfer of intellectual property rights by BJU to a third party. This includes, but is not limited to, percentage payments, up-front fees, milestone payments, shares of stock, and any other financial or in-kind consideration. Sponsored or Externally Contracted Works: any type of intellectual property developed using funds supplied under a contract, grant, or other arrangement between BJU and third parties, including sponsored research agreements. Student Works: papers, computer programs, theses, artistic and musical works, photographs, film and video projects, graphic design, and other artistic works made by BJU students as part of their academic responsibilities. Traditional Works or Non-Directed Works: a pedagogical, scholarly, literary, or aesthetic (artistic) work originated by a faculty or other employee resulting from non-directed effort. (Such works may include textbooks, manuscripts, scholarly works, fixed lecture notes, works of art or design, musical scores, poems, films, videos, audio recordings, or other works of the kind that have historically been deemed in academic communities to be the property of their creator.) University Facilities or Assets: any facility or asset, including equipment, resources and material, available to the inventor as a direct result of the inventor's affiliation with BJU, and which would not be available to a non-BJU individual on the same basis. Work for Hire: a legal term defined in the Copyright Act as “a work prepared by an employee within the scope of his or her employment” or a work specially ordered or commissioned for use as a contribution to a collective work, as a part of a motion picture or other audiovisual work, as a translation, as a supplementary work, as a compilation, as an instructional text, as a test, as answer material for a test, or as an atlas, if the parties expressly agree in a written instrument signed by them that the work shall be considered a work made for hire. POLICY AND PROCEDURES I. Copyright Ownership With respect to determining ownership of copyright, BJU’s policy addresses works by category of copyrightable work (including Traditional or Non-Directed Works, Directed Work, and Sponsored or Externally Contracted Works). Ownership of copyrighted subject matter is dependent on which category of work and which category of author, pertain to the copyrightable work at issue. A. Works by Faculty: Traditional Works or Non-Directed Works: The creator of traditional works or non-directed works is entitled to ownership of copyright and royalties, unless it is a directed work, sponsored work, or a work for hire described in a written agreement between the work’s creator and BJU (see below). BJU does not claim ownership to pedagogical, scholarly or artistic works, regardless of their form of expression, and such works are not directed works. These copyrighted works include, but are not limited to, textbooks, presentations, course materials, refereed literature, etc. Furthermore, BJU claims no ownership in popular nonfiction, novels, poems, musical compositions, digital media, software, games, or other works of artistic imagination. Electronic Courses: With respect to faculty materials produced for online instructions, copyright ownership is treated no differently than faculty materials produced for the classroom. If the materials are not directed works, the faculty member owns the copyright for those materials created for online use. Licensing of Traditional Works or Non-Directed Works for BJU Courses: Faculty members who create teaching and classroom materials (including electronic courses), such as class notes, syllabi, curriculum guides, or laboratory notebooks, or online learning modules shall grant BJU a non-exclusive, royalty-free license to use, display, copy, distribute, and prepare derivative works for administrative use, as well as use in educational programs and courses provided directly by BJU to its students for the duration of time that the faculty member is employed by BJU. The details of the licensing agreement will specify, among other things, the end of the licensing agreement, for example when an originator of traditional works or non-directed works used in an online course retires or ceases to be employed by BJU. Directed Works: Ownership of directed works resides with BJU. This includes all copyrighted works, including but not limited to educational software and electronic courses, that are specifically funded by the University under a formal contractual arrangement with BJU to develop and/or revise courses or as a result of the terms of the individual’s employment or hiring agreement. BJU may release or transfer its authorship rights to the work’s creator under a written agreement negotiated between the creator and BJU. The parties may also negotiate for joint ownership of such works, with the written approval of the President or the President’s designee. Sponsored or Externally Contracted Works: Ownership of a sponsored or externally contracted work will be determined by the contract. In negotiating with sponsors or contractors, project directors and BJU should strive to obtain the greatest latitude and rights for the individual author and BJU consistent with the public interest and this policy. For an agreement that expressly requires copyright ownership by BJU, the university may release or transfer its rights to the creator subject to (a) the implementation of a licensing agreement, and/or (b) the university’s right to require reimbursement and/or a share of any income. The creator and BJU may negotiate for joint ownership of such works. For an agreement that does not expressly require copyright ownership by BJU or a third party, the creator of the work shall own the work. In cases of ownership by the creator, BJU may require a non-exclusive, nontransferable license for its own educational, promotional, research, and creative works. B. Works by Staff/Administrators With the following exceptions, whenever copyrightable work is created by a member of the staff or administration as part of the individual’s university responsibilities, the work will generally be treated as a work-for-hire and ownership will be retained by BJU: BJU may enter into an agreement in advance that the staff/administrative employee shall own the copyright. In addition, the President may waive institutional ownership. In the event the work was created through a sponsored project, ownership will be determined by the sponsored project agreement. For an agreement that does not expressly require copyright ownership by BJU or a third party, the creator of the work shall own the work unless it is a directed work. Scholarly writings – including articles, contributions to edited volumes, and books – that are authored by a non-faculty Employee will be wholly owned by the staff/administrative employee. C. Works by Independent Contractors Works by independent contractors engaged by BJU will be owned in accordance with the contract under which the work was created. If the written contract for work by an independent contractor does not specify institutional ownership, then ownership will vest with the independent contractor. D. Works by Students It is the general policy of BJU that a work created by a student other than in the course of employment by the university is owned by the student, subject to the terms of any applicable Sponsored Project agreement. These protected works include, but are not limited to, papers, computer programs, theses, artistic and musical works, photographs, film and video projects, graphic design, and other artistic works. Rights in student works may be transferred between the student and BJU. In such cases, a written assignment agreement will specify the respective rights and obligations of the parties. The parties may also negotiate for joint ownership of such works, with the approval of the President (or designee). E. Dispute Resolution A dispute concerning application of any aspect of this copyright ownership policy must be submitted in writing to the Provost. The dispute will be reviewed by the Committee on Copyright and Intellectual Property, which will prepare a report of its findings and make a recommendation to the Provost. See Section IV below for additional information. II. Intellectual Property Ownership A. Ownership of Patentable Inventions University Ownership Ownership on a worldwide basis in any patentable invention conceived, developed, or reduced to practice by BJU employees and students under either of the following conditions will reside with BJU: During normal or assigned activities related to the creator’s employment or student responsibilities (e.g., teaching, performing BJU service, pursuing coursework/academic responsibilities, directing or conducting research, etc.); or With the support of BJU facilities or assets, including equipment, material, personnel, or any other resource available to the creator as a direct result of the creator’s affiliation with BJU and which would not be available to a non-BJU community member on the same basis. As a condition of employment or enrollment, all BJU employees and students assign ownership of all inventions (or parts thereof) described above to the University. BJU has the sole right to determine the disposition of intellectual property in which the University has a proprietary interest. A decision to exercise this right will be transmitted in writing to the creator within 60 days of the date of disclosure of the invention (or parts thereof). If BJU decides to pursue a patent, it may recommend that BJU alone, or with the assistance of an external organization such as a technology transfer company, make applications for letters of patent. Title to all such patent applications and resulting patents will be held by the BJU Board of Trustees; however, BJU will share licensing revenues with the creator(s) according to Section III below. If, however, BJU decides not to patent an invention, or not to commercialize a patented invention, BJU will release to the creator its interest in the invention. Inventions Made on Personal Time Intellectual property made BJU employees or students on their personal time and not involving the use of BJU facilities or assets are the property of the creator except in case of conflict with any applicable agreement between BJU and a sponsoring agency. Creators who claim that intellectual property is made on personal time have the responsibility to demonstrate that intellectual property was invented based on personal time. All such intellectual property must be disclosed in accordance with the disclosure procedures set forth below (see Section II.B) and demonstrate the basis of the creator’s claim that only personal time was utilized. Inventions Arising from Sponsored Research When intellectual property is developed through a sponsored grant or contract, the provision set forth in the grant or contract will prevail. In the absence of a provision, the university’s policy will apply. Generally, while BJU is assigned the rights to intellectual property generated during the course of sponsored research activities, the sponsor retains the option to claim ownership under certain circumstances. In the event that the sponsor does not exercise its option and regardless of ownership, the government retains a non-exclusive, non-transferable, irrevocable, royalty-free, worldwide license to the Intellectual Property produced under government sponsorship. Consulting Agreements BJU employees engaged in consulting work must use care to ensure that their consulting agreement(s) is not in conflict with this policy or BJU’s policy on outside activities. Such agreements may include provisions as to the licensing or assignment of intellectual property and may come into conflict with this policy. BJU employees are therefore obligated to make it clear to those with whom they make such agreements of their existing obligations to the University and may not obligate the use of, divulge, or transfer any intellectual property in which BJU may claim an ownership interest. BJU’s rights and the individual’s obligations may not be abrogated or limited by the terms of any third-party consulting agreement unless a waiver is provided in writing by the President of the University. B. Procedures for Reporting Intellectual Property BJU employees and students are obligated to promptly and fully report to BJU in a manner stipulated by the Provost any discovery, invention, possible device, etc. the individual has made and has reason to believe might be patentable or otherwise protectable. This is to be done regardless of whether BJU funds or funds from an external source provided the immediate support for the work from which the invention resulted or if the intellectual property was developed on personal time. In addition, current and former employees remain obligated to disclose to BJU any inventions or discoveries made while employed by the University but which are made during outside consulting, or during a sabbatical or other extended leave, notwithstanding their employment by or association with another institution or organization that would itself claim ownership of such invention or discovery. C. Dispute Resolution A dispute concerning application of any aspect of this Intellectual Property Ownership policy must be submitted in writing to the Provost. The dispute will be reviewed by the Committee on Copyright and Intellectual Property, which will prepare a report of its findings and make a recommendation to the Provost. See Section IV below for additional information. III. Royalties and Revenue Sharing BJU assumes financial responsibility for intellectual property (copyright or patent) to which it takes ownership. Royalties and other income from work subject to copyright or patent held by BJU will first be used to reimburse all direct and indirect expenditures (i.e., documented out of pocket expenses paid by the creator, direct costs paid by BJU in conjunction with the processing of patent applications/marketing or licensing/legal costs, and costs associated with equipment, materials, staff services, etc.). After all expenditures are reimbursed, the remaining royalties and other income will be disbursed as follows: Creator 50% Creator’s Department 15% Provost Office 10% General Fund 25% Where there is more than one creator, distribution shall be prorated according to the contribution of each as may be agreed in writing between the parties, or, if an agreement cannot be reached, then according to the Provost, after considering the recommendation of the Committee on Copyright and Intellectual Property. Final appeals may be filed with the President. Royalties are payable to creators only upon actual receipt by BJU and after expenses have been paid, however, the Provost will provide detail and evidence of the expenses upon request to the creator. After all costs are fully recovered, royalty distribution payments will be paid immediately to the creator. In the case of the death of a creator, all royalty distributions which would have been due to such a person shall be paid to the creator’s estate. The creators’ share will continue even if the individual(s) have left the employ BJU or is no longer a student at BJU. If legal action is taken or BJU receives a claim of patent invalidity during the life of a patent, revenue distribution attributable to the patent may, at BJU's discretion, be suspended pending final resolution of the dispute. Additionally, if there is a legal challenge to the validity of a copyright, payment of royalties may, at BJU’s discretion, be suspended pending final resolution. IV. Committee on Copyright and Intellectual Property Although the ultimate authority in deciding whether or not to invest in an employee’s intellectual property resides with the President, the Committee on Copyright and Intellectual Property (“the committee”) is charged with reviewing provisional copyrights, patents or possible intellectual property (if it can be disclosed) and advising the President. The committee also serves as a forum for the receipt and discussion of proposals to change this policy and/or to provide recommendations for contract negotiations. In addition, the committee is charged with making recommendations to the Provost with regard to disputes over ownership, and its attendant rights, of intellectual property. The committee will make an initial recommendation of whether BJU, the creator, or any other party has ownership rights, and, if so, the basis and extent of those rights. The committee will also make a recommendation on resolving competing employee or student claims to ownership when the parties cannot reach an agreement on their own. The committee will review the merits of provisional patents and other creations and make recommendations for the management of the invention, including development, patenting, and exploitation. Recommendations of the committee will be forwarded in writing to the Provost. The decision of the Provost may be appealed to the President. The committee will be composed of rotating and permanent members. The rotating members consist of [INSERT MEMBERSHIP], and the Provost, who will serve as a non-voting member and chair. At the time of initial appointment or election, each non-permanent member shall be designated as serving a one-, two-, or three-year term, staggered so that the term of one committee member will expire each year. After the first appointment subsequent members shall serve staggered three-year terms, commencing July 1 and terminating on June 30. Committee members may serve one additional three-year term consecutively. The committee may also appoint additional faculty, staff, administrators, or students on an ad hoc, non-voting basis with observer status.</s>

<s>[INST] Model Ranks.txt [/INST] It is understood that evidence that the candidate is successfully performing assigned duties should emerge as the department/program or the candidate's advocate addresses (1) – (4) in the review. Unless evidence to the contrary is presented, it will be assumed that the candidate has exhibited conduct in accordance with professional standards. The department/program or the candidate's advocate, as the case may be, shall decide in each case what balance of merits warrants recommendation for promotion. a. Instructor At minimum, a master's degree in the subject field in which the faculty member teaches. Pursuit of continued graduate study toward a doctorate or other terminal degree. Upon completion of requirements for the terminal degree, an instructor who meets the requirements for assistant professor may be recommended for promotion to the rank of assistant professor. Tenure normally will not be granted at the rank of instructor. The institution will determine the standard for granting tenure in exceptional circumstances. Evidence of potential for effective university teaching. Willingness to participate in the activities of the academic community. b. Assistant Professor The earned doctorate, or recognized terminal degree in the field of specialization from a regionally accredited or internationally reputable foreign institution. In extraordinary circumstances, the president, after consultation with the appropriate faculty committee at the institution, may waive the criterion of the earned doctorate. Evidence of effective teaching. Evidence of scholarly contribution in the area of specialization including, but not limited to, activities such as research, publication, participation in the programs of professional societies, or professionally recognized performance in the arts. Participation in the activities of the academic community at the department, school, and university levels including, but not limited to, such activities as performing assigned administrative duties, assuming committee responsibilities, effective academic advising of students, working actively with student organizations, and evidencing interest in external community activities related to the faculty member's area of specialization. In cases where service is not specifically discipline-related, the candidate should describe the service and address how it could be of professional benefit to the candidate and/or to Salisbury University’s role in the community since the faculty member is representing the University positively. Volunteerism related to one’s family, hobbies, or special interests may be laudable but may not be weighted heavily if it appears to be more personal than professional. c. Associate Professor The earned doctorate, or recognized terminal degree in the field of specialization from a regionally accredited or internationally reputable foreign institution. In extraordinary circumstances, the president, after consultation with the appropriate faculty committee at the institution, may waive the criterion of the earned doctorate. A minimum of six years of full-time university/college teaching experience with at least five years in assistant professor rank. Exceptions may be made by the provost for comparable professional activity or research. Excellence in teaching. Evidence of scholarly contribution in the area of specialization including, but not limited to, such activities as research, publication, participation in the programs of professional societies, or professionally recognized performance in the arts. Participation in the activities of the academic community at the department, school, and university levels including, but not limited to, such activities as performing assigned administrative duties, assuming committee responsibilities, effective academic advising of students, working actively with student organizations, and evidencing interest in external community activities related to the faculty member's area of specialization. In cases where service is not specifically discipline-related, the candidate should describe the service and address how it could be of professional benefit to the candidate and/or to Salisbury University’s role in the community since the faculty member is representing the University positively. Volunteerism related to one’s family, hobbies, or special interests may be laudable but may not be weighted heavily if it appears to be more personal than professional. d. Professor The earned doctorate or recognized terminal degree in the field of specialization from a regionally accredited or internationally reputable foreign institution. In extraordinary circumstances, the president, after consultation with the appropriate faculty committee at the institution, may waive the criterion of the earned doctorate. A minimum of ten years of full-time university/college teaching experience and at least seven years in the associate professor rank. Exceptions may be made for faculty who have attained national distinction for comparable professional activity or research by the provost. Excellence in teaching. Evidence of scholarly contribution in the area of specialization including, but not limited to, such activities as research, publication, participation in the programs of professional societies, or professionally recognized performance in the arts. Participation in the activities of the academic community at the department, school, and university levels, including, but not limited to, performing assigned administrative duties, assuming committee responsibilities, effective academic advising of students, working actively with student organizations, and evidencing interest in external community activities related to the faculty member's area of specialization. In cases where service is not specifically discipline- related, the candidate should describe the service and address how it could be of professional benefit to the candidate and/or to Salisbury University’s role in the community since the faculty member is representing the University positively. Volunteerism related to one’s family, hobbies, or special interests may be laudable but may not be weighted heavily if it appears to be more personal than professional.</s>

<s>[INST] Model Sponsored Program Conflict of Interest Policy (Draft 1).txt [/INST] SPONSORED PROGRAMS CONFLICT OF INTEREST POLICY The purpose of this policy is to promote objectivity in research and to foster compliance with federal regulations requiring the disclosure of Significant Financial Interests and the management and reporting of a financial Conflicts of Interest with respect to research conducted at Ohio Wesleyan University that is funded by the Public Health Service (PHS), the National Science Foundation (NSF), or other federal agencies (“Externally Sponsored Program”). APPLICABILTY Principal Investigators (PI) or Project Managers (PM), as well as University employees assigned to participate on an Externally Sponsored Program (i.e., federally sponsored grant, cooperative agreement, or contract). POLICY STATEMENT It is the policy of Ohio Wesleyan University that Investigators disclose any Significant Financial Interest that may present an actual or potential Conflict of Interests in relationship with research or an Externally Sponsored Program requiring such disclosure. University employees receiving sponsored funds must also comply with the policies of their sponsoring agencies. When the University determines that such an interest might reasonably appear to be directly and significantly affected by the Externally Sponsored Program, the University will take steps either to manage or to eliminate the Conflict of Interest. An Investigator who fails to make disclosures required by this policy, or who otherwise violates any of the provisions in this policy or in a management plan, may be subject to appropriate sanctions, including but not limited to, corrective action for misconduct under University policies, practices and procedures, up to and including dismissal. NOTE: This policy supplements, but does not replace, other University policies addressing conflicts of interest (see e.g., Article II, Section 4 of the Code of Regulations and the Employee Handbook’s Conflicts of Interest Policy). This policy is directed toward disclosure of any Significant Financial Interest that would reasonably appear to be affected by the work performed under an Externally Sponsored Program. DEFINITIONS Conflict of Interest (COI): an actual or potential interest that could directly and substantially affect the design, conduct, or reporting of funded research, or of scholarly and/or educational activities funded under an external grant, contract or cooperative agreement. COIs can be financial (FCOI) or obligatory (OCOI) in nature. Financial Conflict of Interest (FCOI): a financial interest that could directly and substantially affect the design, conduct, or reporting of funded research or scholarly and/or educational activities funded under external grants, contracts, or cooperative agreements. Obligatory Conflict of Interest (OCOI): a relationship (regardless of compensation) that involves a responsibility or commitment to an external entity, including but not limited to being a founding member of that entity, or holding scientific advisory or governing board membership. Externally Sponsored Program: a research program conducted at Ohio Wesleyan University that is funded by the Public Health Service (PHS), the National Science Foundation (NSF), or other federal agency. Institutional Responsibilities: an Investigator’s professional responsibilities on behalf of the University, which may include but are not limited to, activities such as research, research consultation, teaching, professional practice, institutional committee memberships, and service on panels such as the Institutional Review Board. Management Plan: a written plan for the management, reduction, or elimination of a potential Conflict of Interest relating to research arising from a Significant Financial Interest. Investigator: A Project Director, Principal Investigator, and any other University community member, regardless of title or position, who is responsible for the design, conduct, or reporting of federally-funded research, or proposed for such funding, and which may include, for example, collaborators or consultants. Significant Financial Interest: means: A financial interest consisting of one or more of the following interests of the Investigator (and those of the Investigator’s spouse and dependent children) that reasonably appears to be related to the Investigator’s institutional responsibilities: With regard to any publicly traded entity, a Significant Financial Interest exists if the value of any remuneration received from the entity in the twelve months preceding the disclosure and the value of any equity interest in the entity as of the date of disclosure, when aggregated, exceeds $5,000. For purposes of this definition, remuneration includes salary and any payment for services not otherwise identified as salary (e.g., consulting fees, honoraria, paid authorship); equity interest includes any stock, stock option, or other ownership interest, as determined through reference to public prices or other reasonable measures of fair market value; With regard to any non-publicly traded entity, a Significant Financial Interest exists if the value of any remuneration received from the entity in the twelve months preceding the disclosure, when aggregated, exceeds $5,000, or when the Investigator (or the Investigator’s spouse or dependent children) holds any equity interest (e.g., stock, stock option, or other ownership interest); or Intellectual property rights and interests (e.g., patents, copyrights), upon receipt of income related to such rights and interests. The National Science Foundation (NSF), and other funding sources have higher de minimis thresholds for disclosure of Significant Financial Interests. The University disclosure requirements is the same as required by the Public Health Service (PHS) Significant Financial Interest de minimis threshold of $5,000. Investigators also must disclose the occurrence of any reimbursed or sponsored travel (i.e., that which is paid on behalf of the Investigator and not reimbursed to the Investigator so that the exact monetary value may not be readily available), related to their institutional responsibilities; provided, however, that this disclosure requirement does not apply to travel that is reimbursed or sponsored by a Federal, state, or local government agency, an Institution of higher education, an academic teaching hospital, a medical center, or a research institute that is affiliated with an institution of higher education. The term Significant Financial Interest does not include: Salary, royalties, or other remuneration paid by the institution to the Investigator if the Investigator is currently employed or otherwise appointed by the Institution, including intellectual property rights assigned to the institution and agreements to share in royalties related to such rights; any ownership interest in the institution held by the Investigator, if the institution is a commercial or for profit organization; income from investment vehicles, such as mutual funds and retirement accounts, as long as the Investigator does not directly control the investment decisions made in these vehicles; Income from seminars, lectures, or teaching engagements sponsored by a Federal, state, or local government agency, an institution of higher education as defined at 20 U.S.C. 1001(a), an academic teaching hospital, a medical center, or a research institute that is affiliated with an institution of higher education; or Income from service on advisory committees or review panels for a Federal, state, or local government agency, an Institution of higher education as defined at 20 U.S.C. 1001(a), an academic teaching hospital, a medical center, or a research institute that is affiliated with an institution of higher education. Small Business Innovation Research (SBIR) Program means the extramural research program for small businesses that is established by the Awarding Components of the Public Health Service and certain other Federal agencies under Public Law 97–219, the Small Business Innovation Development Act, as amended. For purposes of this subpart, the term SBIR Program also includes the Small Business Technology Transfer (STTR) Program, which was established by Public Law 102–564. Related Financial Interest: When the work to be performed under the Externally Sponsored Program and the results of the undertaking would reasonably appear to affect the financial interest, the financial interest is "related" to the sponsored program and must be disclosed. The following are examples of financial interests that are "related" to a sponsored project: The Investigator is carrying out a project whose results would be relevant to the development, manufacturing, or improvement of the products or services of the entity in which there is a financial interest; The Investigator has a financial interest in an entity which might manufacture or commercialize a drug, device, procedure, or any other product used in the project or that will predictably result from the project; The Investigator has consulting income in the Investigator’s professional field (Consulting activities in the professional field of the Investigator are considered "related" interests and all income must be disclosed if it meets the threshold for a financial interest); The Investigator has a financial interest in an entity and the Externally Sponsored Program proposes to subcontract a portion of the work, or lease property, or make referral of participants to, or make purchases from the entity; The Investigator has a financial interest in an entity that is part of a consortium or that will otherwise participate in the Externally Sponsored Program. Financial interests which are not "related" to the Externally Sponsored Program do not need to be disclosed. POLICY AND PROCEDURES Disclosures of Financial Interests for Externally Sponsored Programs All University Investigators receiving federal or external funds are required to disclose to the [IDENTIFY OFFICE OR OFFICER] the following Significant Financial Interests: Any Significant Financial Interest of the Investigator that would reasonably appear to be affected by the research or educational activities funded, or proposed for funding, by an external sponsor; or Any Significant Financial Interest of the Investigator in an entity whose financial interest would reasonably appear to be affected by the research or educational activities funded, or proposed for funding, by an external sponsor. Regardless of the above minimum requirements, an Investigator may choose to disclose any other financial or related interest that could present an actual Conflict of Interest or be perceived to present a Conflict of Interest. As required by Federal regulation, a Significant Financial Interest must be disclosed prior to the time a proposal is submitted, as well as be updated by Investigators during the period of the award on an annual basis or as new reportable significant financial interests are obtained. New reportable significant financial interests must be reported with thirty (30) days of discovering or acquiring the Significant Financial Interest. Before any federal grant or contract or a subcontract where there are federal flow through funds is submitted by the University, each Investigator is required to certify that any Significant Financial Interest related to that proposal, including significant financial interests that would reasonably appear to be affected by the proposal activities and Significant Financial Interest in any entity whose financial interests would reasonably appear to be affected by the proposal activities, has been appropriately disclosed. This certification is required to be submitted by all Investigators to the [IDENTIFY OFFICE OR OFFICER]. Disclosure of Sponsored Travel (PHS-Funded Research Only) Investigators engaged in PHS funded research must disclose any reimbursed or sponsored travel undertaken by the Investigator related to his or her Institutional Responsibilities, and for the University to determine if the travel has the potential to bias PHS funded research. Such disclosures are made annually to the [IDENTIFY OFFICE OR OFFICER] and must be updated within thirty (30) days following reimbursement or within thirty (30) days following the completion of the trip if Lynn funds the travel directly. The details of this disclosure will include, at a minimum: The dollar amount or value, The purpose of the trip; The identity of the sponsor/organizer; The destination, and The duration. The [IDENTIFY OFFICE OR OFFICER] will determine if further information is needed, including a determination or disclosure of monetary value, in order to determine whether the travel constitutes a Conflict of Interest with the PHS-funded research. Disclosure Review The [IDENTIFY OFFICER OR COMMITTEE] will review all disclosures to determine whether a Conflict of Interest exists. If the [IDENTIFY OFFICER OR COMMITTEE] determines that there is a potential for Conflict of Interest covered by this policy, then the [IDENTIFY OFFICER OR COMMITTEE] will determine what conditions or restrictions, if any, should be imposed by to eliminate, reduce or manage actual or potential conflicts. The review of the disclosure(s) and adoption of conditions or restrictions to manage, reduce, or eliminate the Conflict of Interest must be complete within sixty (60) days of receipt of the award, (unless the sponsor requires action by an earlier date) and prior to expenditure of funds. Following the disclosure, the Investigator should discuss with the [IDENTIFY OFFICER OR COMMITTEE] proposed measures that will be taken to manage, reduce, or eliminate any actual or potential Conflict of Interest presented by the Significant Financial Interest. Such measures may include: Public disclosure of significant financial interests; Review of the research protocol by an independent reviewer(s); Monitoring of the research by an independent reviewer(s); Modification of the research plan. Following review of the disclosure materials, the [IDENTIFY OFFICER OR COMMITTEE] may impose additional conditions or restrictions, including the following: Modification of the research plan; Disqualification from participation in all or a portion of the research funded; Divestiture of significant financial interests; or Severance of relationships that create actual or potential conflicts. The [IDENTIFY OFFICER OR COMMITTEE] will require that a Management Plan for reducing or eliminating Conflicts of Interest be developed. To address complex situations, the University may utilize an ad hoc committee to periodically review the ongoing activity, to monitor the conduct of the activity (including use of students and postdoctoral appointees), to ensure open and timely dissemination of the research results, and to otherwise oversee compliance with the Management Plan. Management Plans Management Plans must be approved by the [IDENTIFY OFFICE OR OFFICER] and may include a single element or several elements such as: Monitoring of the sponsored program by independent researchers or reviewers; Modifications to the research or program plan; Isolating the individual from involvement in research or decision-making regarding research; Requiring the individual to reduce, modify, defer, waive, or eliminate the financial interest that is the source of the conflict, such as equity holdings, royalty income, stock options and milestone payments; If recusal would preclude the individual from fulfilling the responsibilities of a University position, requiring the individual to eliminate the holdings or vacate the position; Requiring the individual to self-recuse from institutional decisions regarding the outside entity that is source of conflict; Requiring the individual to make periodic written disclosure of the conflict to all administrators, faculty, non-faculty employees, and students under individual's supervision, to IRBs, IACUCs, subjects, state and federal officials, research sponsors, co-investigators, colleagues, students, trainees, members and prospective members of the individual's research laboratory, journals to which manuscripts about the research are submitted, and media, lay, and professional audiences with whom the research or other activity is discussed orally or in writing; Appointing independent individuals or committees to oversee high-level administrative decisions (e.g., financial decisions, space allocations, appointments and promotions) in which the individual participates; Prohibiting the research from taking place at the University; Eliminating, reducing, or modifying the University's financial stake in an outside entity or research project; Transfer of purchasing authority; Other arrangements that manage, reduce, or eliminate a potential Financial Conflict of Interest. Reporting to PHS Should any reported conflict or non-compliance require reporting to PHS, the [INDENTIFY OFFICER] will report in accordance with PHS regulations and provide the following information: Grant number Project Director/Principle Investigator Name of Investigator with FCOI Name of Entity with which the investigator has a FCOI Nature of FCOI (e.g., consulting fees, travel, equity, etc.) Value of financial interest A description of how the financial interest relates to PHS-funded research and the basis for the Institution’s determination that the financial interest conflicts with such research Key elements of the Institution’s management plan Annual reports to PHS must include the above and the status of the FCOI and changes to management plan. Violations of Conflict of Interest Policy Failure to file a disclosure or update or to comply with any conditions or restrictions imposed on the conduct of the project under this policy will be grounds for discipline of the Investigator, up to and including termination for adequate cause. In addition, Federal regulations may require reports to the Federal sponsor regarding any violations of this policy. Sponsors may suspend or terminate the award and/or debar an Investigator from receiving future awards in the event of failure to comply with applicable Federal regulations on disclosure, review, and management of Significant Financial Interest related to Externally Sponsored Programs. Retrospective Review Whenever a Financial Conflict of Interest is not identified or managed in a timely manner, including: Failure by the Investigator to disclose a significant financial interest that is determined by the University to constitute a Financial Conflict of Interest; Failure by the University to review or manage such a Financial Conflict of Interest; or Failure by the Investigator to comply with a Financial Conflict of Interest management plan; The University will, within 120 days of the University’s determination of noncompliance, complete a “retrospective review” of the Investigator’s activities and the NIH-funded research project to determine whether any NIH-funded research, or portion thereof, conducted during the time period of the noncompliance was biased in the design, conduct, or reporting of such research. The University is required to document the retrospective review; such documentation shall include, but not necessarily be limited to, all of the following key elements: Project number; Project title; PD/PI or contact PD/PI if a multiple PD/PI model is used; Name of the Investigator with the FCOI; Name of the entity with which the Investigator has a Financial Conflict of Interest; Reason(s) for the retrospective review; Detailed methodology used for the retrospective review (e.g., methodology of the review process, composition of the review panel, documents reviewed); Findings of the review; and Conclusions of the review. Training (Investigators) Each Investigator, including Co-Investigators must complete Conflict of Interest training prior to engaging in research related to any federally funded grant or contract and at least every four years. In addition, training must be completed immediately under the following circumstances: Institutional COI policies change in a manner that affects Investigator requirements; An Investigator is new to an institution; The University finds an Investigator noncompliant with this policy or a Management Plan. The training course can be taken online at https://grants.nih.gov/grants/policy/coi/fcoi-training.htm. Additional Responsibilities The University shall, for any federal research funding from the Public Health Service or any other federal funding agency that imposes these requirements: Require subgrantees, contractors, and collaborators working under PHS funded subagreements from the University to comply with the PHS regulations (42 CFR Part 50 Subpart F, § 50.604 [grants] and 45 CFR Part 94, § 94.4 [contracts]) by following this policy or by providing the appropriate assurances of compliance to the University; Maintain the records of and related to COI disclosures according to the University’s record retention policies and schedules and sponsor requirements; Report to the awarding component of the funding agency any significant financial interest identified as conflicting, subsequent to the initial disclosure, and that the interest has been managed, reduced, or eliminated, within sixty (60) days of that identification; Make information available, upon request, to the sponsoring agency regarding all identified conflicting interests and how those interests have been managed, reduced, or eliminate; Make available, either by a publicly-accessible website or by a written response within five business days to a request for an institution’s financial conflict of interest policy, an Investigator’s financial conflict of interest management plan related to PHS-funded research. This includes providing certain information regarding any key personnel whose significant financial interests are related to such research.</s>

<s>[INST] Model Stakeholder Team Intro Document.txt [/INST] 2 FACULTY LEGISLTATION STAKEHOLDER TEAM ROLE OF STAKEHOLDER TEAM & OVERVIEW OF PROCESS ______________________________________________________________________________ Thank you for agreeing to be a member of the stakeholder team. Members of the stakeholder team collaboratively work with the Stevens Strategy consultant(s) to vet the first three drafts of the updated Faculty Legislation (Bylaws) document during Phase Two of our engagement. The team’s feedback is critical to the process and helps ensure that model policies and suggested policy changes introduced by Stevens Strategy are tailored to meet the College’s mission, culture, and academic programming needs. Ultimately, the policies developed in collaboration with members of the stakeholder team will be recommended to the Wheaton College Faculty as whole, the President, and Board of Trustees for formal adoption in accordance with the College’s current shared governance procedures. Below is a brief overview of our three-phase process: Phase One – Introduction, Identify Needs, and Document Collection Phase One is devoted to identifying a Project Manager, appointing Review Team members, and developing a detailed Project Calendar and agreed upon Table of Contents for the updated Faculty Legislation (Bylaws) document, as well as meeting with key stakeholders and collecting any other relevant documents. Initial Virtual Meeting Following the development of Project Calendar, a virtual meeting with the Stakeholder Team, President, Provost, and any other key stakeholders identified by the College will be scheduled. During the meeting, the Stevens Strategy consultant(s) will present a PowerPoint presentation to the Review Team (and any other stakeholders identified by the College) that outlines the various phases and goals of the engagement, as well as review a proposed Table of Contents for the updated Faculty Legislation (Bylaws) document. Following the presentation, a Q&A and strategy session will be held to answer any questions regarding our process and the proposed Table of Contents. We will also discuss broadly any challenges the College is currently facing with its current Faculty Legislation document. This session, in conjunction with interviews with the President, Provost, and any other key stakeholders identified by the College, as well as a review of the College’s comparison peer institution practices, will frame the initial content and organization of the first draft of a new Faculty Legislation (Bylaws) document delivered by Stevens Strategy in Phase Two. Please note that if any revisions to the proposed Table of Contents are requested during the Q&A session, we will modify the Table of Contents following the meeting and send the revised table to the Stakeholder Team for final approval. Phase Two – Document Preparation & Review At the beginning of Phase Two, the Stevens Strategy consultant(s) will begin drafting the new Faculty Legislation (Bylaws) document, which will be organized in accordance with the Table of Contents discussed with the Stakeholder Team during our initial virtual meeting. Drafting will include proposed changes to applicable policies in the College’s current Faculty Legislation document, as well as alternative model policies and new model policy recommendations as applicable. All proposed policy will be informed by best practices followed by schools similar in mission and size to Wheaton College, including but not limited to the peer and aspirational institutions identified during Phase One. Proposed policy will also address regional accreditation agency standards. All policy proposed by Stevens Strategy will be accompanied by a “Comment Note” that summarizes the suggested change or new policy, including citations to relevant peer institution practices and/or accreditation standards where applicable. Stevens Strategy will deliver the initial draft of the updated Faculty Legislation (Bylaws) document in accordance with the project calendar developed during Phase One. The Stakeholder Team will then be requested to vet the draft and prepare individual comments in advance of a series of comprehensive review meetings that will be conducted virtually. The review meetings, which are facilitated and led by a Stevens Strategy consultant, are designed to review the document thoroughly and allow team members to engage in open and frank discussion regarding the proposes policies. These discussions will focus on refining, modifying, and tailoring the model policy suggestions provided by Stevens Strategy to ensure they meet the College’s mission, needs, and culture. The goal will be to eventually reach consensus on a final draft that will be presented by the team to faculty colleagues. In advance of the meetings, Stevens Strategy consultants will be available to answer the team member’s questions. Following the facilitation meetings, the Stevens Strategy consultant, armed with feedback and comments from the team, will develop a second draft of the updated Faculty Legislation (Bylaws) document. Upon delivery, team members will then be asked to vet the second draft and prepare comments in advance of a series of virtual meetings facilitated by the Stevens Strategy consultant to review the edits and changes introduced in draft two of the document. Following these virtual meetings, the Stevens Strategy consultant will implement all changes and deliver a third draft in accordance with the project calendar. Following the same process as the second draft review, the team will be requested to address any final open issues during a series of virtual meetings facilitated by the Stevens Strategy consultant so that a fourth draft may be submitted by Stevens Strategy at the onset of Phase Three. Phase Three – Faculty Approval Process Phase Three begins with the delivery of the fourth draft of the updated Faculty Legislation document to the President. If the President requests changes to the fourth draft, these will be shared with the Stakeholder Team. Stevens Strategy consultants will facilitate a dialogue between the team and President and ultimately will implement any agreed upon revisions. Once the President and team agree on a final version, the final version of the Faculty Legislation (Bylaws) document will be submitted to the Faculty as a whole in accordance with current College shared governance procedures. A Stevens Strategy consultants will, upon the College’s request, virtually attend a Faculty forum or meeting to answer any questions regarding the updated Faculty Legislation (Bylaws) document. Following attendance at the faculty forum or meeting, Phase Three and the engagement will be completed. The administration and Faculty will then work independently from Stevens Strategy towards obtaining Faculty, President, and ultimately Board of Trustees approval of the updated Faculty Legislation (Bylaws) document in accordance with the College’s current shared governance procedures. Documenting Comments and Recommendations When reviewing the various drafts on an independent basis, we request that team members document their respective comments and recommendation in a written memorandum separate from the draft document itself so that they may be shared with the full team during our facilitation meetings. We request that changes or edits not be made directly to the “master” document. Once consensus is reached regarding a particular section of the handbook, the consultant will incorporate the revision into the master document. Virtial Meetings, Process Virtual facilitation meetings with the consultant(s) will be scheduled throughout Phase Two of the engagement to review drafts of the documents. During the facilitation meetings, the team is requested to work towards developing a consensus response to new and revised policies. The goal is to develop a set of policies which will ultimately be recommended to the faculty, the President and, if applicable, the Board of Trustees for final adoption. Deadlines Deadline for your comments will be communicated via e-mail the Project Manager in accordance with our Project Calendar, which will be finalized during Phase One. P.O. Box 72 12 Island View Grantham, NH 03753 phone: 603.863.4704 fax: 603.863.0531 web: stevensstrategy.com</s>

<s>[INST] Model Teaching Load Model.txt [/INST] Alternative Teaching Load Model Teaching during the academic fall and spring semesters is a substantial portion of a faculty member’s overall workload. Wheaton College has created these policies to ensure an equitable distribution of teaching load across faculty within a given department and between different departments. This ensures that faculty do not regularly have unduly high or low teaching loads. High teaching loads can impair faculty effectiveness and their ability to contribute in other areas. Low teaching loads deprive the College of skilled services that could be used to support students and forces others faculty to carry a higher teaching load to compensate. Equity of Teaching Load Wheaton College believes that teaching responsibilities should be distributed equitably across all faculty. In evaluating equity of teaching load, the College will consider such factors as number of courses assigned, total enrolled students, number of contact hours, number of distinct course preparations, and scheduled course times. Such factors are considered for the individual faculty member in comparison to colleagues within the faculty member’s department and the norm across all departments at the College. Standard Teaching Load The standard teaching load for full-time faculty is five courses or its equivalent during the normal academic year of two semesters. This load is accompanied by such other annual professional activities as student advising, scholarly or creative work, and service. Deviations from the standard teaching load require approval from the Provost or the Provost’s designee. Developing the load distribution for individual faculty members within a department or program is the responsibility of the Department Chair/Program Coordinator, subject to the approval of the Provost (or the Provost’s designee). All classes regularly scheduled for between 150 and 220 minutes/week for the entire semester count as 1.0 course. This includes courses that may meet three times per week for 50 minutes, courses that meet four times a week for 50 minutes, and courses that may meet twice per week for 110 minutes. Many of these courses will provide 1.0 student credits, but some will provide 1.25. Regardless of the number of student credits, the course load is the same. Teaching Load Equivalencies For purposes of comparison, teaching loads of full-time faculty teaching courses other than standard lecture/discussion courses are adjusted in the following ways: Laboratories typically meet 120 to 180 minutes per week in a single block and include substantial hands-on activities for the students. Laboratories are typically zero or 0.25 credit courses for the students. Regardless of the student credits, laboratory courses will count as 0.5 courses for the purpose of determining teaching load. Multiple related course sections meeting at the same time in the same place and taught by the same instructor will be counted as a single course for the purpose of teaching load determination. These are typically referred to as stacked courses. For example, several levels of studio art courses meeting together simultaneously will be counted as one course for the purpose of computing teaching load. Classes regularly scheduled for 75 minutes/week for the entire semester count as 0.5 course. Classes regularly scheduled for 120 to 220 minutes/week for half the semester calendar count as 0.5 course. These are considered modular courses. Directing a major production in the performing arts, e.g., Theatre and Dance or Music, counts as 1.0 course. Directed readings, independent studies, and supervision of internships will not be counted in the normal teaching load. These assignments are compensated under the Faculty Workload Plan. Faculty teaching Music courses - [TBD]. Faculty teaching Theatre courses – [TBD]. Increase in the Standard Teaching Load Teaching assignments may, due to extenuating circumstances, be higher than the standard teaching load to meet unexpected department/program or student needs. In such a situation, the College will evaluate the other work performed by the faculty member. This will include the faculty member’s academic advising load, their committee or College service of significant weight, the total number of student credit hours taught, and their scholarly agenda. In determining solutions with regard to optimizing class schedules and managing faculty load. Department Chairs/ Program Coordinators must confer with departmental faculty and Academic Affairs to best determine which of the available options, such as: assigning overloads, reassigning curses, collapsing and combining low enrollment sections, or recruiting a part-time faculty would be most appropriate in any given situations. In all cases, emphasis must be on which solution(s) will provide the best student course outcomes with regard to scheduling, success, retention, and procession to degree. An overload may be paid to a faculty member when the work is carried in addition to the standard load, no qualified person is available to carry the work as part their standard load, the work meets department needs and priorities as determined by the Provost, and the additional duties are not so heavy as to interfere with the faculty member’s performance of regular duties. Adjustments in Teaching Loads Adjustments in a full-time faculty member’s teaching load may be made to perform administrative, engage in grant-related research, perform other College-related activities (e.g., personnel coaching varsity athletic teams, directing plays, musical organizations, debate teams, and similar activities), etc. Such adjustment must be approved by the Provost (or the Provost’s designee), following consultation with the appropriate Department Chair(s)/ Program Coordinator(s) and the Faculty Personnel Committee. Overloads When a full-time faculty member desires to teach more than the standard teaching load in an academic year, the faculty member must seek the prior approval of the Department Chair/Program Coordinator and Provost. Approved overloads are compensated on a per course basis in accordance with the current rate approved by the Board of Trustees. Underloads If an underload from the standard teaching load occurs, whether due to a course cancellation due to low enrollment or other cause, the faculty member may be assigned alternative teaching responsibilities, possibly in a subsequent semester, or may be granted release time for other duties at the discretion of the Provost. Department Chair/Program Coordinator Reduction in Standard Teaching Load As compensation for their administrative duties, in accordance with the size of the department or academic program and the associated administrative workload, Department Chairs/Program Coordinators may receive course reassignment to administrative duty, a stipend, or both at the discretion of the Provost.</s>

<s>[INST] Model Volume Review Team Charge.txt [/INST] 2 CHARGE TO THE CANISIUS COLLEGE INSTITUTIONAL-WIDE POLICY MANUAL REVIEW TEAMS ______________________________________________________________________________ Charge to the Review Team Your charge is to review the assigned volume drafts of the Canisius College Policy Manual presented by Stevens Strategy and develop recommendations whether the volume should ultimately be recommended to appropriate governance bodies, the President and, if applicable, the Board of Trustees for final adoption. Specifically: In the case of existing College policies, examine the policies to insure they are accurately reflected in the draft volumes provided by Stevens Strategy. Any proposals for changes to current policy should be included in your recommendations. In the case of a suggested Stevens Strategy model policy where none exists currently, please review the suggested policy and recommend whether the College should consider the policy for final adoption and/or propose revisions to the suggested policy as deemed appropriate. In the case where Stevens Strategy has supplemented current College policy with suggested best practice language, please review the suggested supplemental policy language and recommend whether the College should consider the supplemented text for final adoption and/or propose revisions to the suggested text as deemed appropriate. In the case where Stevens Strategy has identified where the College has multiple versions of the same policy, review all versions and recommend one for final adoption. In the event a current College policy has not been included in the first volume drafts of the Canisius College Policy Manual, please identify the missing policy and bring a copy of it with you to the January facilitation meetings with the Stevens Strategy consultants. Similarly, unwritten practices that reflect current College that have not been included in the first volume drafts of the Canisius College Policy Manual should be identified and brought to the attention of the Stevens Strategy consultants during the facilitation meetings. In the event neither current College policy nor suggested Stevens Strategy model policies address an area of perceived need, please identify the area of need and discuss your recommendations with the Stevens Strategy consultants. Your Response to this Charge Your recommendations should be presented electronically in a memorandum separate from the draft document itself. Please do not type in changes or make deletions to an electronic version of a Stevens Strategy document unless the changes and comments reflect a final decision of the Review Team as a whole. When changes are made to any draft document it is important that it be renamed and that all additions and deletions be tracked using the “track changes” function in Microsoft WORD. Meetings, Process Individual members of the review teams should review the assigned first volume drafts of Canisius College Policy Manual during the weeks of [TBD]. A facilitation meeting with the Stevens Strategy consultants will be scheduled during the week of [TBD]. During the facilitation meeting, the review team is requested to work towards developing a consensus response to each of the charges noted above. The goal is to develop a set of policies which will ultimately be recommended to appropriate governance bodies, the President and, if applicable, the Board of Trustees for final adoption. Subsequent drafts of the volumes will be delivered by Stevens Strategy, and you will be asked for further recommendations at that time. Deadlines The deadline for your comments to specifically assigned volumes or sections of the 1st draft of the Canisius College Policy Manual will be communicated via e-mail by Ms. Linda Walleshauser when the initial draft is sent. P.O. Box 72 12 Island View Grantham, NH 03753 phone: 603.863.4704 fax: 603.863.0531 web: stevensstrategy.com</s>

<s>[INST] Model Workplace Bullying (Draft 1).txt [/INST] Model Workplace Bullying, Intimidation and Violence The purpose of this policy is to promote a safe workplace environment by prohibiting bullying, intimidation, and violence in the workplace and at University sponsored program and activities. SCOPE AND APPLICABILITY This policy applies to all Ohio Wesleyan University employees, volunteers, and contractors. Moreover, the application of this policy includes Ohio Wesleyan University programs and activities, both on and off-campus. POLICY STATEMENT Ohio Wesleyan University is committed to providing a workplace that is free from bullying, intimidation, and violence. Accordingly, behaviors that a reasonable person would perceive to be intimidating, bullying, or violent enough to significantly impair the ability of a community member to learn, work, or live in the University environment depart from the standard for civility and respect and are prohibited, whether they occur on University property or at a University sponsored program or activity. Moreover, bullying, intimidation, and threats of violence made via the telephone, electronic or conventional mail, or any other communication medium against a fellow employee or member of the University community are similarly prohibited. Violations of this policy may be cause for disciplinary action, up to and including dismissal. Any person who makes threats, exhibits threatening behavior or engages in violent acts in violation of this policy may be removed from campus pending the outcome of an investigation. Retaliation against anyone for reporting an actual or suspected violation of this policy in good faith will not be tolerated and will subject the individual engaging in the retaliation to disciplinary action up to and including dismissal. Any complaints about retaliation may be reported in the same manner as violations of this policy are to be reported. Confidentiality of individuals reporting violations of this policy will be protected to the extent deemed reasonable and appropriate by the administration. Only those people with a legitimate need to know will be informed, which may include persons who are potential targets of acts that violate this policy. Nothing in this policy should be construed to infringe upon the academic freedom of members of the University community and their right to use the academic forum provided by the University to discuss controversial subjects or to express ideas with which some or most members of the University community strongly disagree. Note: If the bullying, intimidation, or violent conduct is sexual in nature or if it is based on a category protected by law, reporting parties are required to follow the procedures set forth in either the University’s Title IX and Sexual Harassment Policy, Non-Title IX, Sexual Misconduct Policy, or Non-sex Based Discrimination and Harassment Policy as applicable. DEFINITIONS Intimidation: engaging in actions that include but are not limited to behavior intended to frighten, coerce, or induce duress. Property Damage: intentional damage to property and includes property owned by the University or by employees, students, clients, visitors, or vendors. Workplace: any location owned, leased, or rented by Ohio Wesleyan University, or any location where a University employee is acting in the course and scope of employment. This includes, but is not limited to, buildings, grounds, and surrounding perimeters, including parking lots, field locations, classrooms, and residence halls. It also includes vehicles when those vehicles are used for University business. Workplace Bullying: Repeated and deliberate physical, verbal or written conduct directed towards an individual or group in the workplace intended to intimidate, harass, degrade, humiliate, and/or undermine or create a risk to the health or safety of the individual or group in the workplace. It includes both physical and psychological abuse. The following are some examples of bullying: Abusive, insulting, or offensive language or comments that is outside the range of commonly accepted disagreement, disapproval or critique in academic culture and professional setting; Violent, aggressive or intimidating conduct; Repeated belittling or humiliating comments; Persistent or egregious use of abusive, insulting, or offensive language; Spreading false and malicious rumors, gossip, or innuendo; Deliberately excluding someone from normal work-related activities for the purpose of degrading or harming another person’s reputation in the workplace; Withholding information that is vital for effective work performance; Repeatedly stealing or taking credit for work done by others; Undermining or impeding another person’s work; Withholding information that is vital for effective work performance and other forms of deliberate work interference. The above examples are not an exhaustive list of bullying behaviors. Criticism, complaints, and negative feedback are not considered bullying when they are reasonable and directly address issues of workplace performance and/or conduct. Workplace Violence: any behavior that inflicts or threatens to inflict damage to property, serious mental or physical harm, injury, or death to others at the workplace. Retaliation: Retaliation occurs when an individual is harassed, intimidated, bullied, or discriminated against because they have chosen to make a complaint under this policy, participate in the investigation/adjudication of a complaint under this policy, or make a complaint to a local, state, or federal entity. For an act to be considered retaliation, it must have an impact that limits or denies an individual’s rights to their participation in workplace activities or other benefits. While the University cannot control all expression and reserves the right to assess the impact on an individual, retaliation is prohibited and is a serious violation of University policy. PROCEDURES Reporting Resources All members of the Ohio Wesleyan community have an obligation to help maintain a safe work environment. Instances or threats of workplace intimidation, bullying, or violence must be reported. The University shall maintain the confidentiality of investigations to the extent possible. If there is an immediate threat of violence, call the Department of Public Safety at 40-368-2222 or dial ext. 2222 from any campus phone or call 911 immediately. The Department of Public Safety also maintains emergency call boxes throughout campus. If you are concerned for your immediate safety or need medical attention, please call Public Safety or 911. If the threat of workplace intimidation, bullying, or violence is not immediate, please notify your immediate supervisor or one of the following: Imogene Johnson Director of Human Resources University Hall 003 igjohnson@owu.edu 740-368-3394 Karlyn Crowley Provost 107 University Hall kacrowley@owu.edu 740-368-3101 All conduct prohibited under this policy that is sexual in nature may also be reported to the University’s Title IX Coordinator or Deputy Coordinators: Title IX Coordinator Dwayne Todd dktodd@owu.edu HWCC 210 (740) 368-3138 Deputy Title IX Coordinator Jess Ettell Irvine jlettell@owu.edu HWCC 225 (740) 368-3175 Deputy Title IX Coordinator Doug Koyle dmkoyle@owu.edu HWCC 206 (740) 368-3139 Note: Any complaint that may constitute sexual misconduct will be immediately referred to the University’s Title IX Coordinator. False Reports The University will not tolerate intentional false reporting of intimidation, bullying, or violence. It is a violation of University policies to make an intentionally false report of any policy violation, and it may also violate state criminal statutes and civil defamation laws. Investigation and Discipline All reports of workplace intimidation, bullying, or violence will be reviewed by Human Resources to determine whether further investigation is necessary. Human Resources may conduct an investigation based on the nature of the allegation, which may include interviews with the victim, alleged perpetrator, and all relevant witnesses. Employees have a duty to cooperate with such an investigation and to be forthright. Any employee who attempts to impede an investigation will be disciplined up to, and including, termination. At the conclusion of the investigation, Human Resources will determine whether reasonable cause exists to believe that conduct in violation of this policy has occurred. If reasonable cause does not exist, case will be closed. If, however, reasonable cause does exist, the matter will proceed in accordance with the University’s disciplinary practices as follows: If the accused is an administrator/staff member or volunteer, the matter will be referred to the Human Resources pursuant to the procedures set forth in the Staff Corrective Discipline Policy; If the accused is a faculty member, the matter will be forwarded to the Provost for resolution pursuant to disciplinary procedures set forth in the Faculty Handbook; and In addition, if illegal activity is suspected, the case will be referred to local law enforcement. Employee Assistance Program (EAP) Counseling for employees may be available through the EAP for both the victim and any others within the campus community affected by a violent or traumatic incident. Protective Orders Members of the campus community who have obtained a protective order should supply a copy of the order to the Department of Public Safety. Other parties may also be informed when deemed necessary for the safety of the campus community.</s>

<s>[INST] MOVING EXPENSES POLICY.txt [/INST] MOVING EXPENSES POLICY Effective Date: May 8, 2017 Policy Number: III – 3.5.7 Supersedes: Not Applicable. Issuing Authority: President Responsible Officer: Associate Vice President, Human Resources & Compliance Applicability: All full-time exempt new hires. History:   PURPOSE The purpose of this policy is to define the college’s moving expenses benefit program. POLICY It is the policy of Canisius College to pay for the following costs for new full-time exempt hires requiring moving assistance and meeting the distance limitation requirement (see Section III below), up to a maximum of $2,000, for the following expenses: Transporting household goods; Cartons necessary for packing; Insurance (not to exceed $1.25 per pound*), and Packing and unpacking of mattresses and box springs. The college will not contribute to the payment of any other packing and unpacking costs, extra stops, storage, appliance service, etc. Invoices for using the college’s moving agent will be sent directly to the college for payment. Any unauthorized overage will be billed to the new hire by the Business Office. *Individuals may obtain as much insurance coverage as they wish; the college will simply bill the employee for the difference. DEFINITIONS Moving/Relocation Expenses: Expenses associated with packing, loading, hauling, insuring or temporarily storing property (no more than 30 days), unpacking, transportation and lodging during the move. PROCEDURES/GUIDELINES The name (including spouse’s), address, and telephone number (home and business) of all full-time exempt new hires (faculty, librarian & administrative) who will require moving assistance should be sent to Human Resources, which will then notify the college’s moving agent to arrange an estimate and scheduling of the move. New hires that choose to move themselves (that is, via U-Haul or other self-drive moving service) will have the same dollar limitation and restrictions. Those who move themselves will submit an itemization of expenses (attaching the corroborating receipts) to the Human Resources for reimbursement. I. Eligible Moving Expenses Expenses for travel from the former residence to the new residence are typically eligible for reimbursement from the college (subject to associated dollar limitations) as moving expenses. Such reimbursements are treated as compensation and subject to tax withholding (see Section IV below). Travel expenses are limited to one trip, one way, per dependent family member. The actual costs of transportation and lodging incurred en-route are considered eligible moving expenses. Mileage reimbursement will be made based on IRS guidelines. II. Ineligible Expenses The following expenses fall outside the scope of the Moving Expense Policy and associated dollar limitations and will not be reimbursed by the college: Storage and related expenses outside the allowable 30 days mentioned above; Meals consumed during the time of travel; Meals and travel costs incurred by laborers; Pre-move house hunting expenses; Temporary living expenses; Return trips to former residence; Travel expenses related to side-trips or vacation stops on the way from the former residence to the new residence; Other expenses per IRS guidelines such as, security deposits, lease-breaking fees, expense of selling existing residence, mortgage penalties, and other home improvements; and Cost of unpacking personal items; Payments to non-professional movers (e.g. friends or family members) who assist the employee with the move; Expenses incurred by persons not considered to be dependents for tax purposes; Costs of cleaning a new or former residence; Costs related to immigration; Utility, internet, cable/satellite, and telephone installation charges; Personal telephone calls, tips, movies or other entertainment; Extraordinary items requiring special handling (e.g., boats, non-household animals, non-household items); Any other expenses not explicitly permitted by this policy or prohibited by the college Procurement Policy and Purchasing Procuderes. Expenses that are not covered by this policy are the responsibility of the employee. III. Distance Limitation The move of the residence must meet the minimum IRS distance requirements; the distance from the prior residence to the new job location must be 50 miles more than the distance from the prior residence to the former job location. IV. Tax Reporting All employee moving expenses paid by the college are subject to withholding of federal income, Social Security (or FICA Alternative), and Medicare taxes, and will be reported on the employee’s annual Form W-2. This applies whether the college is reimbursing the employee or paying the moving company directly on the employee’s behalf. For further clarification/information contact the Human Resources at (716) 888-2240. Employees receiving a payment and/or reimbursement of relocation and moving expenses by the university should consult with their tax advisor or the Internal Revenue Service for information about moving-related expenses. RELATED POLICIES Procurement Policy and Purchasing Procuderes</s>

<s>[INST] Needs of the College.txt [/INST] Needs of the College Each Fall, the Vice President for Academic Affairs, in consultation with the appropriate Dean(s) and the Committee on Faculty Status, shall examine the needs of the College for all Tenure Track positions for the following academic year. The examination will take into account such factors as direction and viability of an academic program or department; student enrollment patterns and projections; regulatory matters that impact a program’s status; strategic institutional plans; and financial resources and projections, and any other information deemed relevant to this process by the Vice President for Academic Affairs, the College Budget Committee, and the Committee on Faculty Status. In the event that the Vice President for Academic Affairs, after such consultation with the appropriate Dean(s) and the Committee on Faculty Status, finds a seriously diminished College need for the position, the Vice President for Academic Affairs will submit, on or before September 15, a written recommendation on College need for the position to the College President, where the final decision rests. The President’s decision on non-reappointment due to lack of College need will be sent in writing to the appropriate Dean(s), the faculty member in the position, and the Chair of the Committee on Faculty Status on or before October 1st. If a position is eliminated due to lack of institutional need, then the faculty member in the position will not undergo evaluation for reappointment. Needs of the College The Vice President for Academic Affairs, in consultation with the appropriate Dean(s), the College Budget Committee and the Committee on Faculty Status, shall examine the institutional need for all Tenure Track positions each year. The monitoring process itself shall take into account such factors as overall student enrollment, course enrollment patterns, numbers of majors and minors, departmental, general education and other program staffing needs, the role of the department or program in fulfilling the College’s mission, and any other information deemed relevant to this process by the Vice President for Academic Affairs, the College Budget Committee, and the Committee on Faculty Status. On or before October 15, the Vice President for Academic Affairs will send written notification to those Deans who have Tenure Track positions located in their department; faculty in these positions shall also receive a copy of this notification. This notification shall describe the Vice President for Academic Affairs’ finding with respect to continuing institutional need for the position. If it is a finding of diminishing need, but not serious enough to require non-reappointment, then the Vice President for Academic Affairs’ notification will also describe the signs or evidence of diminishing need. In the event that the Vice President for Academic Affairs finds a seriously diminished institutional need for the position, the Vice President for Academic Affairs will recommend to the President that no subsequent contract be offered on the basis of lack of need. In either of these instances, the Vice President for Academic Affairs and the Committee on Faculty Status shall meet jointly with the Dean in which the position is located; this meeting will occur prior to the November 1 deadline date for the Vice President for Academic Affairs to submit a recommendation to the College President. The purpose of this meeting with the Vice President for Academic Affairs and the Committee on faculty Status is to give the Dean an opportunity to respond to and discuss the implications of a finding of diminished institutional need. Following this meeting, the Vice President for Academic Affairs, in consultation with the Committee on Faculty Status, will review the initial finding. In cases where the Vice President for Academic Affairs had given notice of diminishing need which was not serious enough to require non-reappointment, the Dean shall receive, on or before November 10, written feedback from the Vice President for Academic Affairs regarding the outcome of the meeting. In cases where the Vice President for Academic Affairs has given notice of seriously diminished need which required non-reappointment, the Vice President for Academic Affairs will submit, on or before November 1, a written recommendation on institutional need for the position to the College President, where the final decision rests. The President's decision on non-reappointment due to lack of College need will be sent in writing to the appropriate Dean(s), the faculty member in the position, and the Chair of the Committee on Faculty Status on or before November 10.</s>

<s>[INST] NEW STAFF DISCIPLINARY ACTION AND TERMINATION POLICY.txt [/INST] STAFF DISCIPLINARY ACTION AND TERMINATION POLICY PURPOSE The purpose of this policy is to provide an effective and equitable process for the issuance of discipline up to and including termination to non-faculty employees that is the result of misconduct, unsatisfactory performance, attendance, and/or behavioral issues. POLICY Lynn University makes every effort to create an environment which promotes positive employee performance and behavior. All staff employees (hereinafter “employee” or “employees”) have an obligation to observe and follow the University’s policies and maintain proper standards of conduct at all times. Any employee who, after investigation, is found to have violated a rule or regulation of the University or the department, will be subject to disciplinary action up to and including discharge.  For the occasional instances when an employee is unable or unwilling to do their part, prompt corrective action must be taken. Such corrective action may include a verbal warning, a written warning and implementation of a performance improvement plan, or discharge. The appropriate action will be determined by the University based on the frequency, seriousness, and circumstances involved. There is no guarantee that one form of action will necessarily precede another. Corrective counseling via the use of a performance improvement plan is used when the employee and management discuss, review, and resolve problems related to the employee’s behavior and/or performance. Corrective counseling and the implementation of a performance improvement plan may be used when actions or behaviors fail to meet the University's standards. All employees should be aware that certain offenses, due to the nature of their seriousness, warrant no other corrective counseling except immediate termination. The following list, while not all inclusive, serves as a guideline: Failure to maintain acceptable standards of performance; Dishonesty; Theft or unauthorized possession of, or the use of, property belonging to any co-worker, visitor, or customer of Lynn University; Insubordination; Fighting; Being under the influence of alcohol or drugs while on duty; Profane or abusive language; Making threats, verbally, or physically to employees; Failure to cooperate in an investigation conducted by the University or University-designated agents; The involvement with a student that is in conflict with the Romantic or Sexual Relationship policy; Falsification of Lynn University records, including time records, the employment application, and other employment records, or refusing to provide timely evidence confirming credentials; Any act or conduct that constitutes fraud or dishonesty against Lynn University, its employees, its students, and those third parties with which it conducts business; Engaging in sexual misconduct (i.e., sexual harassment; sexual assault, domestic violence, dating violence or stalking; sexual exploitation) against a Lynn University student or employee;* Violation of the University’s Anti-Bullying and/or Discrimination and Harassment policies; Possession of explosive, firearms or other weapons on University premises or at University activities; Excessive absenteeism or tardiness; Performance of outside work during an employee’s scheduled work hours; Inappropriate use of the University’s information technology resources; Disregard of safety and security policies and practices; Willful destruction of University property; Conviction of a felony and/or failure to report an arrest or conviction; Stealing time through the University’s time reporting system; and Misuse of University issued credit cards and/or misappropriation of Lynn University funds or other assets of Lynn University. Notwithstanding the foregoing, the University reserves the right to terminate an employee immediately for any and all conduct that the University deems to be unsafe, inappropriate and/or harmful to the University, at the sole discretion of the University. It is emphasized that disciplinary decisions will be based on an assessment of all relevant factors. The Director of Employee Services shall decide whether conduct occurring off campus rises to the level of termination on a case by case basis, at his/her discretion.  This Policy is not a contract and does not alter an employee’s employment at-will status. *Note: Formal complaints of sexual harassment as defined by Title IX and 34 CFR Part 106 will be investigated and resolved pursuant to the live grievance hearing process set forth in the University Sexual Harassment (Title IX) Policy. Definitions Corrective Action: employment-related action (including imposition of sanctions) undertaken to correct or modify unacceptable job performance or behavior to acceptable standards. Such corrective action may include a verbal warning, written warning and implementation of a Performance Improvement Plan, or discharge. Procedures/Guidelines I. Supervisor Responsibilities The employee’s supervisor is responsible for applying corrective action and the implementation of a Performance Improvement Plan (as applicable and necessary) for an employee. Employee Services may be contacted for advice and consultation regarding corrective action and the implementation of a performance improvement plan. The employee’s supervisor shall notify the employee of the failure to meet performance requirements, or a violation of University or departmental policies or rules and is responsible for consulting with Employee Services to ensure that they are in agreement regarding corrective action. II. Suspension Pending Investigation In cases where the employee’s presence at work may interfere with the performance of an investigation or pose a threat to others, the employee in question may be placed on administrative leave with pay pending the outcome of any investigation conducted by the University. The area vice president, in consultation with the employee’s supervisor and the Director of Employee Services (or a designee), will be responsible for approving the placement of an employee on suspension when warranted. III. Involuntary Termination Procedures A supervisor contemplating the involuntary termination of an employee due to performance or conduct related issues must review the matter with the next level of management (if applicable) and the Director of Employee Services prior to making a final determination. The supervisor is responsible for compiling complete and accurate documentation regarding any involuntary termination. The Employee Services Director (or designee) is responsible for conducting the termination meeting with the affected employee, and for fully documenting the discussion.  The University will not re-employ anyone who has been involuntarily terminated from employment at the University for conduct related matters. Note: Although involuntary terminations due to performance or conduct matters generally include corrective action, the University reserves the right to bypass any corrective action, including verbal warnings or participation in a Performance Improvement Plan, as it deems necessary in light of the specific circumstances. IV. Post-Employment Procedures If the employee is asked to leave the employ of the University, a Human Resources representative will meet with the individual to collect all University property, as well as offer guidance regarding any benefit rights and continuation to which the employee is legally entitled. The individual’s final paycheck, which shall include any unused vacation pay will be direct deposited on the next scheduled pay date. Unused sick time is not paid out to the employee. The individual should notify the Director of Human Resources if his or her address changes during the calendar year in which he or she leaves so that tax information will be sent to the proper address.</s>

<s>[INST] norbert text.txt [/INST] Evaluations address a faculty member’s professional strengths and achievements in the areas of teaching, scholarship, and service, as well as those areas that can be improved. The guidelines by which faculty are evaluated on these criteria are reflective of, and shaped by, the Mission and unique character of St. Norbert College. Within this context, evaluation of faculty is guided by the Mission of the College and its Core Values. Serving the Mission is accomplished by meeting the expectations set out in the evaluation guidelines, given below. In the course of meeting those expectations, faculty members should reflect upon and articulate how their accomplishments contribute to that Mission. Given a faculty with diverse academic and cultural backgrounds, the guidelines must be applied to recognize service to the Mission according to the particular strengths and commitments of each individual. Service. Effectiveness in service regards contributions to the College and the wider community, including the community of one’s scholarly peers. Contributions to the College include active participation in meetings and activities of the whole faculty as well as one’s discipline and division; work on appointed and standing committees; flexibility to adapting to the changing needs of the College; involvement with student and campus-wide organizations; activities that improve the intellectual and cultural climate of the College; activities that serve the College’s mission and heritage; and/or advising student-led groups and clubs. Initiating or participating in efforts in the wider community are also important, such as activities that benefit the community or that contribute to the faculty member’s professional growth. Faculty responsibilities in the areas of teaching, scholarship, and service should be understood within the context of St. Norbert College as a Catholic, liberal arts college in the Norbertine tradition. The Mission Statement articulates this character and identity. In the course of meeting those expectations, faculty members should reflect upon and articulate how their accomplishments contribute to the mission. Annually, department chairs or deans are expected to have at least one evaluation interview with each non-tenured member of their department. The interview includes a discussion of teaching evaluations, course syllabi, scholarly development, and service to the department, the University, and the community. The results of these interviews are transmitted to the dean of the school or college and then to the Vice President for Academic Affairs for placement in the faculty member’s file. The Vice President for Academic Affairs is responsible for reviewing these evaluations and ensuring that they are included in the appropriate files</s>

<s>[INST] Notes from Forums.txt [/INST] Requests Executive Summary Cliff Notes Version of Concerns Raised at Meetings Issues Raised Accelerated Tenure and Promotion Reviews Can Comparable Text to the Tenure Policy be adopted for Promotion to Full Professor? Update Tenure and Promotion Sections re: President Involvement Committee on Tenure Keep Alternative Text and Remove Original Legislation? PoPs – Page 60 of PDF: Need to Define Institutional Need? Simple Cross Reference to the Tenure Section on Need? Add Text that Scholarship Activity will be Counted? Compensation Issues Raised (Teach an extra class but are paid less) Listing of Rights – Revise? Service Criteria – Better Define Some of Entries? Outside Activities Policy Page 10 – Three Year vs Four Year Prior Service Credit Discrepancy Department Chair/Program Coordinator Section See Comment Document Need to Add Back Old Text that 1st Year Faculty Can’t be Department Chair Program Coordinator Duties and Compensation Not the Same Duties as Department Chairs/Should not be lumped together PC’s Don’t Receive Course Releases How to Compensate Coordinators? Sabbatical Policy Change Impact on Scholarship/Creative Activity Evaluations for Promotion to Full Professor (and Merit?) Reduction in Scholarship Expectations? Student Evaluation Footnote Move to Body of Document To Discuss Alternative Advocate Text in Tenure and Promotion Evaluation Criteria for Tenure and Promotion: Review “Opt-In” Footnotes Needed for reappointment? New Dean Text Department Chair Text: Request to add back text that Chairs have to be tenured. Can’t locate this text.</s>

<s>[INST] Notes from Michaele.txt [/INST] ARTICLE I 4.1: Remove certifications. “Leading to one or more major/degrees…” Add a sentence there that says the Provost is responsible for the organization of all academic units. For student services in many places, add “if available and willing” 5.1.3.c Remove it, d is enough 5.1.9 Add “digital recording with consent and in accordance with Massachusetts law” 5.2.1 Remove President as a member of the Committee on Tenure 5.2.6 Remove “gender” before diversity (so that all kinds of diversity are considered) 5.2.9.v Remove “ensure” and replace with “advocate” ARTICLE II [GO BACK TO VISITING FACULTY DEFINITIONS AND CLARIFY Once visiting is defined inclusively, the rest can function] 1.1.1.1 Remove the sentence: “In rare circumstances…..” 1.3. Remove “Associate Librarian” and add “Dean of Global Education” 1.5 Add a sentence “This status is open to all full-time faculty members who have contributed meaningfully to the college for more than 20 years.” (this would allow PoP to participate) 2.1.1 Second paragraph, remove “associate professor and professor” 3.1 Add a sentence that states “in keeping with the College’s commitment to Equity and Belonging values” P.33: “Based upon the candidate’s teaching and scholarly achievements” should replace “professional experience” Last two sentences should be removed ARTICLE IV 1.2 3rd line … by maintaining active involvement in scholarly and creative….” 2.1 3rd paragraph, 3rd sentence “A faculty member’s scholarly activities…” 2.1.1.1 It would be important to be explicit about inclusive pedagogy, maybe in the introductory paragraph 2.1.1.3 Categories of service, 3rd line from the bottom, insert “tenured” before “faculty member’s record of service.” 2.1.2.1 Remove “in three categories.” First full paragraph in next page, remove “(perhaps due to external circumstances)” and replace with “highly placed with national recognition” 2.2.1 P.12, 1st full paragraph should not say “self-evaluation” but only “evaluation” 2.3.1 After numeric list – “senior” needs to be removed (not reviewed every year) Next paragraph, 4 lines, remove “supplemental” Section 3 We need to remove the paragraph “In exceptional cases” because we don’t have a tenure transfer process. The appointment letter contains the details of the reduced probationary period. Promotion to Professor After 3rd line, remove anything from “although…” to clarify that the 3 years is the wait time. 2. Should contain something about national reputation 3. Leadership role in two areas, be more precise (committee? National organization?) 3.1.2 “Member may request such a review”: when? Other what circumstances? 3.1.3 The President should not be on the tenure or promotion committee, given the recommendation to the trustees process. The committee should recommend to the President, who then recommends to the trustees. The President is separate from the committee and will either support or disagree with the recommendation of the committee, as it is brought to the trustees 4.1.1 This only counts teaching. It should include a clause about research: “and scholarship or creative work” should be added. 4.1.2 This whole section should be governed by the appointment letter, which is the legal document that establishes this ground. So most of the section should go away. The department does not direct this process. What is the “contextual” grounds noted here? It is not clear. 4.1.6 Typo – allegations of about 5.2.1 The types of leaves should be detailed: participation in fellowships; prestigious appointments in a different institution for a semester or a year; unique opportunity to engage in travel or professional work that will supplement teaching and scholarship. They should be academic leaves of absence. Not medical. All of it is entirely contingent on the approval of the Provost. It should be separated from a personal leave of absence, which should be defined separately: “Under extraordinary circumstances, someone may wish to be absent from the college for a period of up to one year. The circumstances will be reviewed by the Provost.” 8.2.2 ARTICLE V Make sure we know what we mean by Visiting ARTICLE VI Paragraph 3, add to the last “in consultation with the President and the Provost, as consensus among this group is necessary to bring the amendment to faculty for a vote.” 8.1.1 Termination of a tenured appointment due to a financial exigency</s>

<s>[INST] NY LEAVE POLICIES.txt [/INST] EMERGENCY RESPONDER LEAVE Effective Date: [TBD] Policy Number: III – Supersedes: Not Applicable. Issuing Authority: [TBD] Responsible Officer: Associate Vice President, Human Resources & Compliance Applicability: All College employees who are volunteer emergency responders and work more than 20 hours per week. History: PURPOSE The purpose of this policy is to set forth the requirements for leave eligibility and entitlement, the process for taking leave, and other rules governing the use of unpaid leave to employees working as volunteer emergency responders. POLICY In accordance with New York Labor Law § 202-l and the terms of this Policy, Canisius College will provide unpaid excused leave to employees working as volunteer emergency responders. The College expressly prohibits any form of discipline, reprisal, intimidation, or retaliation against any individual for requesting or taking leave under this policy. DEFINITIONS Not Applicable. PROCEDURES/GUIDELINES Subject to the eligibility requirements set forth below, during the time of emergency that follows a “declaration of emergency” (as that term is defined by applicable state law), an employee is entitled to take leave while engaged in the actual performance of his or her duties as (a) a volunteer firefighter, or (b) an enrolled member of a volunteer ambulance service (as that term is defined by applicable state law), as applicable, unless the College determines that the employee’s absence would impose an “undue hardship” on the conduct of the College’s business (as that standard is defined by applicable state law). Any employee is eligible to take leave under this policy if: The College has previously received written documentation from the head of the employee’s volunteer fire department or volunteer ambulance service, as applicable, notifying the College of the employee's status as a volunteer firefighter or member of a volunteer ambulance service, as applicable; and The employee’s duties as a volunteer firefighter or member of a volunteer ambulance Upon request, an employee who has been granted leave conditionally under this policy shall provide his or her supervisor with a notarized statement from the head of the volunteer fire department or volunteer ambulance service, as applicable, certifying the period of time(s) that the employee responded to any emergency covered under this policy. Leave authorized under this policy either shall be unpaid or may otherwise be charged against any other leave to which such employee is entitled (i.e., Sick/Personal Day and Vacation), as determined by the employee. CRIME VICTIM AND CRIMINAL PROCEEDING LEAVE Effective Date: [TBD] Policy Number: III – Supersedes: Not Applicable. Issuing Authority: [TBD] Responsible Officer: Associate Vice President, Human Resources & Compliance Applicability: Any Canisius College employee who is the Victim of a criminal offense or exercises his or rights as a Victim (as provided under the applicable sections of the New York criminal procedure law and executive law), or who is subpoenaed to attend a criminal proceeding as a witness (pursuant to the applicable section of the New York criminal procedure law). History: PURPOSE The purpose of this policy is to inform eligible employees of their right to take an unpaid leave to appear as a witness in a criminal proceeding. POLICY In accordance with New York Penal Law § 215.14, Canisius College will not discharge or otherwise penalize an employee for being absent from work to appear as a witness in a criminal proceeding, to consult with the district attorney, or to exercise the employee’s rights as a Victim (as provided in the applicable sections of the New York criminal procedure law, family court act and executive law). Leave taken pursuant to this policy is unpaid unless otherwise provided below. The College expressly prohibits any form of discipline, reprisal, intimidation, or retaliation against any individual for requesting or taking leave under this policy. DEFINITIONS Victim: includes the aggrieved party, or the aggrieved party's next of kin if the aggrieved party is deceased as a result of the offense; the representative of a victim (as defined in the applicable section of the New York executive law); a good Samaritan (as defined in the applicable section of the New York executive law); or a person pursuing an application or enforcement of an order of protection (under the applicable sections of the New York criminal procedure law or the family court act). PROCEDURES/GUIDELINES I. Verification Upon request of the College, an employee must provide verification of time away from work from the party who sought the attendance or testimony. II. Other College Leaves When taken for the same purpose, leave taken under this policy will run concurrently with paid leave taken under Policy No. HR - : Sick/Personal Days. Upon exhaustion of paid sick leave, an employee may choose to have any unused, accrued vacation days for which the employee is eligible run concurrently with leave taken under this policy. VOTING LEAVE Effective Date: [TBD] Policy Number: III – Supersedes: Not Applicable. Issuing Authority: [TBD] Responsible Officer: Associate Vice President, Human Resources & Compliance Applicability: All Canisius College employees. History: PURPOSE The purpose of this policy is to establish guidelines regarding the granting of leave for voting during working hours. POLICY Employees who do not have sufficient time outside of their working hours to vote may be granted time off from work to vote, including up to three (3) hours of paid time off to enable the employee to vote in any election. Retaliation against an employee who requests leave under this policy is strictly prohibited. DEFINITIONS Exempt Employees: College employees who are exempt from minimum wage and overtime provisions of the Fair Labor Standards Act as amended. PROCEDURES/GUIDELINES Employees that need time off to vote must request voting leave from their supervisor between two (2) and ten (10) days before the election. Exempt employees may be provided time off with pay when necessary to comply with state and federal wage and hour laws. Employees are permitted allowed time off for voting only at the beginning or end of the working shift, as designated by the employee’s supervisor, unless otherwise mutually agreed. BLOOD DONATION LEAVE Effective Date: [TBD] Policy Number: III – Supersedes: Not Applicable. Issuing Authority: [TBD] Responsible Officer: Associate Vice President, Human Resources & Compliance Applicability: All Canisius College employees who work more than 20 hours per week. History: PURPOSE The purpose of this policy is to set forth the requirements for leave eligibility and entitlement, the process for taking leave, and other rules governing the use of unpaid leave for the purpose of off-premises blood donation. POLICY In accordance with New York Labor Law § 202-j, Canisius College will provide eligible employees with unpaid leave for the purpose of off-premises blood donation. The College expressly prohibits any form of discipline, reprisal, intimidation, or retaliation against any individual for requesting or taking leave under this policy. DEFINITIONS Employee’s Place of Employment: means the physical location at which a covered employee works. Such location may be in a different building on the same location (e.g., another building on a school campus or office complex, so long as such location is affiliated and physically proximate to the employee’s physical work location). Exempt Employees: College employees who are exempt from minimum wage and overtime provisions of the Fair Labor Standards Act as amended. Off-Premises Blood Donation: means blood donation that is not made in connection with a blood drive at a covered “employee’s place of employment” or in connection with some other convenient time and place set by the College. PROCEDURES/GUIDELINES Employees who work more than 20 hours per week are eligible to take blood donation leave under this policy. Eligible employees may take up to three (3) hours of unpaid leave per 12-month period to donate blood. Employees may choose to use available accrued but unused vacation and sick/personal days in lieu of unpaid leave. Any leave that is accrued under this policy, but not used, will not carry over to the next calendar year. Exempt employees may be provided time off with pay when necessary to comply with state and federal wage and hour laws. Employees must request leave under this policy from their supervisor. Requests for leave must be made in writing as far in advance as possible, but no less than ten (10) business days before the leave is scheduled to begin, except in cases of emergency when advance notice is not possible. Any employee who has taken blood donation leave must provide the College verification of the employee's blood donation in the form of a letter from the blood bank. BONE MARROW DONATION LEAVE Effective Date: [TBD] Policy Number: III – Supersedes: Not Applicable. Issuing Authority: [TBD] Responsible Officer: Associate Vice President, Human Resources & Compliance Applicability: All Canisius College employees who work more than 20 hours per week. History: PURPOSE The purpose of this policy is to set forth the requirements for leave eligibility and entitlement, the process for taking leave, and other rules governing the use of unpaid leave for the purpose of bone marrow donation. POLICY In accordance with New York Labor Law § 202-a, Canisius College will provide unpaid leave to eligible employees who seeks to undergo a medical procedure to donate bone marrow. An employee may take leave to make such a donation, to recuperate from the procedure, and to respond to any resulting complications. The College expressly prohibits any form of discipline, reprisal, intimidation, or retaliation against any individual for requesting or taking leave under this policy. DEFINITIONS Not Applicable. PROCEDURES/GUIDELINES Employees who work more than 20 hours per week are eligible to take blood donation leave under this policy. The length of the leave afforded under this policy must be determined by a physician, but may not exceed twenty-four (24) work hours for each covered request, unless otherwise approved by Human Resources after consultation with the employee’s supervisor. While an employee is entitled to leave each time he or she makes a donation request, the College is under no obligation to provide the employee with more than 24 work hours of leave in connection with each request. Where an employee is making a scheduled bone marrow donation, the employee must notify his or her supervisor no less than 24 hours prior to the day of the donation. When the donation is unscheduled, the employee should notify his or her supervisor as soon as possible after receipt of the request to donate. The College may require verification by a physician that states the purpose and length of each requested leave. This policy does not prevent the College from providing leave for bone marrow donations in addition to leave allowed under any other provision of law, nor does this policy affect an employee's rights with respect to any other employee benefit provided by law. An employee may elect to use any applicable paid sick/personal and vacation leave for which he or she is eligible under College policy for the purpose of donating bone marrow, and such paid leave will run concurrently with the leave afforded under this policy.</s>

<s>[INST] Olin - SS Suggested Revisions FY21 COI-TQ.txt [/INST] Annual Conflict of Interest and Tax Compliance Questionnaire All tax-exempt entities must annually file Form 990, Return of Organization Exempt from Income Tax, with the Internal Revenue Service (IRS), and the Massachusetts Division of Public Charities Form PC with the Massachusetts Attorney General (referred to collectively as the "Forms") in order to maintain their tax exempt status. The questions below collect information needed to fully and accurately complete the Forms, which are publicly available. To ensure full and accurate responses, please refer to the Glossary section for terms in bolded font. Pursuant to policies adopted by its governing Board, Franklin W. Olin College of Engineering, Inc. (Olin College) requires its members to disclose, annually, outside relationships and interests that may influence or appear to influence how they carry out their Olin College responsibilities. Having a conflict of interest is not per se a violation of the policies, but disclosure and management are required. Question 1: Have you read through, understand, and agree to abide by the terms of the Olin College of Engineering Conflict of Interest Policy adopted by the Board of Trustees? ☐ Yes ☐ No If “no,” please explain: ------------------------------------------------------------------------------------------------------------------------------------------ Question 2: To the best of your knowledge, are you aware of any Direct or Indirect Financial or Other Material Interest or Co-Investment Interest, which is required to be disclosed under the Conflict of Interest Policy? ☐ Yes ☐ No If “yes,” please explain: Question 3: During the period July 1, 2020 – June 30, 2021, to the best of your knowledge, did any entity (including other tax-exempt entities) with which you or a Family Member have a Substantial Interest, engage in any Business Transaction, contract, or other arrangement with Olin College? ☐ Yes ☐ No If "yes," please provide the following: 1. whether you or a family member had a Substantial Interest in the entity involved in the contract, transaction, or other arrangement 2. name of the family member, if applicable 3. your relationship to the family member, if applicable 4. the name of the entity involved in the transaction, contract, or agreement 5. whether it is a for-profit or not-for-profit entity 6. the nature of the transaction(s), contract(s), or agreement(s) and the amount(s) of the transaction(s), contract(s) or agreement(s) 7. your relationship to that organization (e.g., partner, board member, consultant, etc.) 8. If you are a Board Member: Did the Board of the entity on which you serve approve the transaction? Did you recuse yourself from that discussion and/or vote? EXAMPLES: Disclose that you or a Family Member: serve on the board of a local non-profit, such as a foundation, the symphony, or public radio station; serve as the treasurer of a larger non-profit university or museum, such as Babson College; serve in a management role or has an ownership position in a business, such as a bank or a technology company. Question 4: During the period July 1, 2020 – June 30, 2021, to the best of your knowledge, was a Family Member employed by, or did they otherwise provide services to Olin College? ☐ Yes ☐ No If "yes," please provide the following: 1. family member’s full name 2. relationship to you ------------------------------------------------------------------------------------------------------------------------------------------ Question 5: During the period July 1, 2020 – June 30, 2021, to the best of your knowledge, did you or a Family Member engage in any Business Transaction, contract, or other arrangement with Olin College? ☐ Yes ☐ No If "yes," please report the following relationship(s): 1. whether it was you or a family member involved in the transaction(s), contract(s) or other arrangement(s) 2. name of the family member, if applicable 3. your relationship to the family member, if applicable 4. whether you or the family member was directly or indirectly engaged in the transaction, contract or arrangement* 5. the nature of the transaction(s), contract(s), or arrangement(s) and the amount(s) of such transaction(s), contract(s), or arrangement(s) * If indirectly, please provide the name of the person/entity directly involved in the transaction, contract or arrangement and you or your family member’s relationship to that person/entity; Question 6: During the period July 1, 2020 – June 30, 2021, to the best of your knowledge, did you or a Family Member receive one or more Grants or Other Assistance from Olin College? ☐ Yes ☐ No If "yes," please provide the following: 1. whether the recipient was you or a family member 2. name of the family member, if applicable 3. your relationship to the family member, if applicable 4. the nature and amount of the grant(s) or other assistance ------------------------------------------------------------------------------------------------------------------------------------------ Question 7: During the period July 1, 2020 – June 30, 2021, to the best of your knowledge, did any entity with which you or a Family Member have a Substantial Interest, receive any Grants or Other Assistance from Olin College? ☐ Yes ☐ No If "yes," please provide the following: 1. entity which received the grant(s) or other assistance 2. whether it was you or a family member who is affiliated with the grantee organization 3. name of the family member, if applicable 4. your relationship to the family member, if applicable* 5. the nature and amount of the grant(s) or other assistance Question 8: Please review the attached list of current and former Board Members, Officers and Key Employees prior to answering the following question. During the period July 1, 2020 – June 30, 2021, to the best of your knowledge, did you or a Family Member have a Business Relationship (including sitting on the board of another entity) with anyone listed in the attachment? Note: Do not disclose confidential relationships such as attorney and client or medical professional (including psychologist) and patient. ☐ Yes ☐ No If "yes," please provide the following: 1. Name of individual 2. Description of the relationship Question 9 During the period July 1, 2020 – June 30, 2021, to the best of your knowledge, did you or a Family Member have personal funds invested with an investment manager providing, or expected to provide, investment management services to Olin College or in a professionally managed investment fund in which Olin College is invested or is considering investing (a “co-investment interest")? ☐ Yes ☐ No If "yes," please provide the following: 1. Name of the investment manager or orofessionally managed investment fund Question 10 During the period July 1, 2020 – June 30, 2021, to the best of your knowledge, have you or a Family Member received a gift(s) due to your relationship as an employee, officer or board member of the College that had a cumulative value greater than $250? ☐ Yes ☐ No If "yes," please provide the following: 1. Name of Grantor 2. Type and Value of the Gift Conflict of Interest and Tax Questionnaire Certification and Signature During the time I am a Trustee or Officer of the College, I agree to report any future potential Conflict of Interest with the College that may involve, or appear to involve, any of my Family Members or me in a timely manner. To the best of my knowledge, I have provided complete and accurate answers to the questions above related to the period between July 1, 2020 and June 30, 2021. Please note that material misstatements or omissions of material facts in either the federal or Massachusetts tax forms may give rise to penalties to Olin College, its Officers, Trustees, certain employees, and certain other persons involved in the preparation of these annual filings. Signature: Printed Name: Date: Glossary Co-Investment Interest is defined as personal funds invested by a Trustee, Officer or Key Employee with an investment manager that provides, or is expected to provide, investment management services to Olin College or in a professionally managed investment fund in which the College is invested or is considering investing (a “co-investment interest"). For the purposes of the Conflicts of Interest Policy, a "professionally managed investment fund" shall not include mutual funds or other similar investment vehicles generally available to the investing public. Being Affiliated with an entity (including both for-profit and not-for-profit) means you: Serve or served as a trustee, director, officer, partner, employee; Are the creator or founder; Have an ownership interest (either individually or collectively with others) listed in the attachment, or with their Family Member (defined below) of 35% or more of the equity value, voting power, or beneficial interest in a trust; or Have a controlling interest (either individually or collectively with others) listed in the attachment, or with their family member of more than 35% of the governing body of a not-for-profit. Examples: You serve on the board of a small local non-profit; You serve as the treasurer of a larger non-profit university or museum; You, your spouse or child serves in a management role or has an ownership position in a business, etc. Business Relationships are defined to include: One person is employed by the other in a sole proprietorship; One person is employed by an organization with which the other is associated as an Officer, Director, Trustee, Partner, or Key Employee; One person is employed by an organization in which the other has greater-than-35% Ownership; Both persons serve as an Officer, Director, Trustee, or Partner in the same business or investment entity; Both persons have a greater-than-10% ownership in the same business or investment entity; or One person is transacting business with the other, directly or indirectly, in one or more contracts of sale, lease, license, loan, performance of services, or other transaction involving transfers of cash or property valued in excess of $10,000 in the aggregate. Business Relationship is defined to include, but is not limited to service as an officer, director, board member, employee, partner, or trustee at an organization that is known by the Trustee, Officer, or Key Employee to be doing business or seeking to have a business relationship with Olin College. Business Relationship also includes the direct employment by Olin College of a Family Member. Examples: Both sit on the board of Entity X; Bought insurance from a firm owned by individual Y; Obtained investment advice from a firm where individual Z serves in senior management, etc. Business Transaction includes, but is not limited to: Sale, purchase, exchange, leasing, or licensing of property; Performance of services and/or payment of compensation; Lending of money or extension of credit; Furnishing of goods, services, or facilities; Transfer of income or assets; or Joint ventures (new or on-going) in which Olin College and your capital/profits interest exceed 10%. Co-Investment Interest means you or a Family Member: Have personal funds invested with an investment manager providing, or expected to provide, investment management services to the College; or Have personal funds in a professionally managed investment fund in which the College is invested or is considering investing. Direct or Indirect Financial or Other Material Interest: For the purposes of this Policy, a Trustee or Officer has a direct or indirect financial or other material interest in a proposed or existing contract, Business Transaction, arrangement, or grant if he or she, or one of his or her Family Members: has a Substantial Financial Interest directly in the proposed or existing contract, transaction, arrangement, or grant; or has a Substantial Financial Interest in any other organization that: is a party to the proposed or existing contract, transaction, arrangement, or grant; or is in any way involved in the proposed or existing contract, transaction, arrangement, or grant, including through the provision of services in connection therewith (an “involved organization”); or holds a position as Trustee, officer, member, partner, or employee in any such party or involved organization Family Member includes your: spouse (other than a spouse who is legally divorced from the Trustee or Officer or who is residing apart under a decree of separate maintenance) domestic partner (or equivalent) children (including adopted children) and their spouses brothers or sisters (by whole or half-blood or by adoption) and their spouses, parents and step-parents, grandparents other members of the household of such persons, and other persons for whom the Trustee or Officer has direct financial oversight powers, duties, or responsibilities. Grants or Other Assistance include: Goods and services; Use of facilities at less than fair market value; or Scholarships, fellowships, internships, stipends, research grants, prizes, or awards of any amount. Grants or Assistance does not include employee compensation or benefits, including employee tuition waivers through the College benefit program. Ownership means stock ownership (voting or value) of a corporation, profits or capital interest in a partnership or LLC, membership interest in a non-profit organization, or beneficial interest in a trust. Ownership includes indirect ownership (e.g., ownership in an entity that has ownership in the entity at issue) and there may be ownership through multiple tiers of entities. Substantial Interest: A Trustee's, Officer's, or Key Employee’s or their Family Member’s Financial or Other Material Interest will be considered Substantial if it involves: general partnership in, limited liability company (“LLC”) management authority over, or other similar management or control rights over a fund in which the College invests; or an ownership or investment interest representing more than 1% of the outstanding shares of a publicly traded company or 5% of the outstanding shares or comparable interest of a privately owned company with which the College has or is negotiating a contract, transaction, or arrangement or which is an involved organization with respect to the contract, transaction, or arrangement; or an ownership or investment interest, which produces income for or constitutes part of the net worth of the Trustee, Officer, or Key Employee or a Family Member of the aforementioned which totals $10,000 or more annually, in any entity with which the College has or is negotiating a contract, transaction, or arrangement or which is an involved organization with respect to the contract, transaction. or arrangement; or a compensation arrangement which totals $10,000 or more annually with any entity or individual with which the College has or is negotiating a contract, transaction, or arrangement or with any involved organization with respect to the contract, transaction, or arrangement; or A fiduciary duty, even of arising from an uncompensated relationship, to any entity with which the College has or is negotiating a contract, Business Transaction, or arrangement.</s>

<s>[INST] Olin College Bylaws, Approved 02.16.2019.txt [/INST] FRANKLIN W. OLIN COLLEGE OF ENGINEERING, INC. Olin Way, Needham, Massachusetts 02492 Bylaws Adopted February 16, 2019 FRANKLIN W. OLIN COLLEGE OF ENGINEERING, INC. Bylaws Table of Contents Article I - Board of Trustees Authority and Responsibilities 4 Section 1. GENERAL AUTHORITY 4 Section 2. ILLUSTRATIVE RESPONSIBILITIES 4 Article II - Founding Members of the College 6 Section 1. APPOINTMENT 6 Section 2. TENURE 7 Section 3. POWERS AND RIGHTS 7 Section 4. RESIGNATION 7 Section 5. ANNUAL MEETINGS 7 Section 6. REGULAR MEETINGS 8 Section 7. SPECIAL MEETINGS 8 Section 8. NOTICE OF MEETINGS 8 Section 9. QUORUM 8 Section 10. ACTION BY VOTE 8 Section 11. ACTION WITHOUT MEETING 8 Section 12. PROXIES 9 Section 13. TELEPHONIC PARTICIPATION IN MEETINGS 9 Section 14. SOLE SURVIVING FOUNDING MEMBER 9 Section 15. FOUNDING MEMBER DEATH OR INFIRMITY 9 Article III - Membership of the Board 9 Section 1. NUMBER 9 Section 2. APPOINTMENT 10 Section 3. TENURE 10 Section 4. YOUNG ALUMNI TRUSTEES 10 Section 5. REMOVAL 10 Section 6. NOTICE OF ELECTION 10 Article IV - Board of Overseers, Trustee Emeritus and President’s Council 11 Section 1. BOARD OF OVERSEERS 11 Section 2. TRUSTEE EMERITUS. 11 Section 3. PRESIDENT’S COUNCIL. 11 Article V - Officers of the College 11 Section 1. OFFICERS DEFINED 11 Section 2. CERTAIN OFFICERS TO BE TRUSTEES 12 Section 3. TERMS OF OFFICERS 12 Section 4. ELECTION OF OFFICERS 12 Article VI - Terms and Responsibilities of the Chair and Vice Chair of the Board 12 Section 1. THE TERM OF THE CHAIR AND VICE CHAIR 12 Section 2. RESPONSIBILITIES OF THE CHAIR 12 Section 3. RESPONSIBILITIES OF THE VICE CHAIR 12 Article VII - Term and Responsibilities of the Clerk 12 Section 1. TERM OF THE CLERK 12 Section 2. RESPONSIBILITIES OF THE CLERK 13 Article VIII - Term and Responsibilities of the Treasurer 13 Section 1. TERM OF THE TREASURER 13 Section 2. RESPONSIBILITIES OF THE TREASURER 13 Article IX - Term, Authority, and Responsibilities of the President of the College 13 Section 1. PRESIDENT'S TERM 13 Section 2. RESPONSIBILITIES OF THE PRESIDENT 13 Article X - Terms, Authority, and Responsibilities of the Other Officers 14 Article XI - Meetings 14 Section 1. REGULAR MEETINGS 14 Section 2. SPECIAL MEETINGS 14 Section 3. QUORUM 14 Section 4. ACTION WITHOUT MEETING 14 Section 5. TELEPHONIC PARTICIPATION IN MEETINGS 14 Article XII - Committees 15 Section 1. ESTABLISHMENT OF COMMITTEES 15 Section 2. APPOINTMENT OF COMMITTEE MEMBERS 15 Section 3. COMMITTEE SUPPORT AND MEETINGS 15 Section 4. TRUSTEE ATTENDANCE AT COMMITTEE MEETINGS. 15 Article XIII - Composition, Purposes, and Responsibilities of the Executive Committee 16 Section 1. EXECUTIVE COMMITTEE MEMBERS 16 Section 2. EXECUTIVE COMMITTEE RESPONSIBILITIES 16 Section 3. EXECUTIVE COMMITTEE MEETINGS 16 Article XIV - Composition, Purposes, and Responsibilities of the Governance Committee 17 Section 1. COMPOSITION OF THE GOVERNANCE COMMITTEE 17 Section 2. GOVERNANCE COMMITTEE RESPONSIBILITIES 17 Section 3. GOVERNANCE COMMITTEE MEETINGS 17 Article XV - Indemnification 17 Article XVI - Conflict of Interest 18 Section 1. DEFINITION OF CONFLICT OF INTEREST 18 Section 2. CONFLICTS DISCLOSURE 18 Article XVII - General 19 Section 1. CORPORATE SEAL 19 Section 2. FISCAL YEAR 19 Article XVIII - Review and Amendment of Bylaws 19 Section 1. REQUIREMENTS FOR AMENDMENT 19 Section 2. PERIODIC REVIEW 19 FRANKLIN W. OLIN COLLEGE OF ENGINEERING, INC. Bylaws Special Note The operation of the College is subject to an Agreement between the College and its Founder, the F. W. Olin Foundation, Inc., dated December 26, 2002, as subsequently amended, most recently on October 20, 2017 and further including any future amendments, (the “Endowment Grant Agreement” or “EGA”). Included in the EGA, as Appendix "A", is a Statement of Founding Precepts. Trustees of the College should familiarize themselves with these documents in order to avoid actions and inaction that would violate them. Article I - Board of Trustees Authority and Responsibilities Section 1. GENERAL AUTHORITY. The Franklin W. Olin College of Engineering, Inc. (sometimes referred to herein as the "College") shall be governed by a Board of Trustees (the “Board”). The Board shall have and exercise those corporate powers permitted by law, except as limited by these Bylaws, the Articles of Organization and the Endowment Grant Agreement (“EGA”). Its ultimate authority is affirmed through its general, academic, and financial policy-making functions and its responsibility for the College’s financial health and welfare. The Board shall exercise ultimate institutional authority as set forth in these Bylaws and in such other policy documents it deems appropriate. These Bylaws and other Board policy statements shall take precedence over all other institutional statements, documents, and policies except the Articles of Organization, the Endowment Grant Agreement between the College and the F. W. Olin Foundation, Inc., dated December 26, 2002, as subsequently amended, most recently on October 20, 2017 and further including any future amendments, and the Statement of Founding Precepts in Appendix "A" to the Agreement. Section 2. ILLUSTRATIVE RESPONSIBILITIES. The Board shall have the authority to carry out all lawful functions that are permitted by these Bylaws, the Articles of Organization and the EGA. This authority shall include but shall not be limited to these illustrative functions:  Determine and periodically review the College's mission and purposes consistent with the Founding Precepts.  Appoint the President, who shall be the College's chief executive officer, and set appropriate terms of employment, including compensation. Regularly monitor the quality of the academic program and the career paths of Olin graduates. In consultation with the President, approve the terms of employment of the other College Officers who serve at the pleasure of the President.  Annually assess the President's performance based on mutually agreed-upon goals and other criteria and set the President's compensation for the following year or more.  Approve major changes in the College's academic programs and other major enterprises, consistent with the College's mission, plans, and financial resources.  Approve major changes in admissions standards and procedures.  Approve faculty appointments and policies bearing on faculty appointment, promotion, termination, and dismissal as well as personnel and anti-discrimination policies for all employees.  Approve the annual budget, tuition, required fees, housing and board charges, and merit scholarship budget; regularly monitor the College's financial condition; establish policy guidelines affecting all institutional assets, including investments and the physical plant; and approve, review and monitor strategic and business plans.  Annually select the auditors of the College's financial operations and establish, when appropriate, policies regarding the conduct of the audit, including which College personnel and Trustees shall have responsibility regarding the same.  Contribute financially to the College's fund-raising goals, participate actively in strategies to secure sources of support, and authorize College Officers to accept gifts or bequests on behalf of the College subject to Board policy guidelines.  Authorize any debt financing and approve the securitization of loans.  Authorize the construction of new buildings, capitalization of deferred maintenance backlogs, and major renovations of existing buildings.  Authorize the purchase, sale, and management of land, buildings, or major equipment.  Adopt policies and oversight procedures for the management, preservation and growth of the College's endowment.  Select the College's legal counsel and establish policies for monitoring the activities of counsel and approving of litigation and related decisions.  Monitor the College's ethical, regulatory, risk and other management and compliance issues.  Approve policies intended to support the environment for students to learn and develop their abilities.  Approve policies concerning academic freedom and responsibility, teaching, and faculty scholarship and public service.  Approve all earned degrees through the faculty and President, as they shall recommend.  Approve all honorary degrees.  Serve actively as advocates for the College in appropriate matters of public policy in consultation with the President and other responsible parties as the Board shall determine.  Periodically undertake assessments of the Board’s performance.  Implement, and when necessary, amend the Bylaws of the College. In exercising its authority with respect to the above matters and other appropriate and legitimate Board issues, the Board will endeavor to consult with the President before taking action but such consultation shall not be required for any Board action to be effective and binding. Article II - Founding Members of the College In recognition of the establishment of the College by the F. W. Olin Foundation, Inc. and its Directors, and also to fulfill certain requirements of the Endowment Grant Agreement with the Foundation, the College shall have a special class of Members ("Founding Members") who shall have special rights and responsibilities regarding their election to the Board, the election of the Chair of the Board, and the approval of certain changes in these Bylaws and other matters as further provided in this Article. Section 1. APPOINTMENT. Founding Members shall consist of those Directors of the Foundation who have not resigned their position as Foundation Members under the Bylaws in effect immediately prior to the adoption of these Bylaws. For purposes of identity, the Founding Members of the College as of the adoption of these Bylaws are Lawrence W. Milas and William B. Norden. Section 2. TENURE. Each Founding Member shall remain a Founding Member of the College until he dies or resigns. Section 3. POWERS AND RIGHTS. Each Founding Member shall have the right to appoint himself to the College's Board ("Founding Trustee", or more specifically, as the "Milas Founding Trustee" and the "Norden Founding Trustee", respectively, and collectively as "Founding Trustees"), for a term equivalent to the term for Trustees elected under Article III. As an alternative to appointing himself as a Trustee, each Founding Member may elect a person to the College's Board ("Alternate Founding Trustee") upon the written consent of the other surviving Founding Member. Any limitations in these Bylaws on the number of successive terms of Trustees shall not apply to Founding Trustees or Alternate Founding Trustees. Upon the vacancy of a Founding Trustee or Alternate Founding Trustee position, the Founding Member for whom the Trusteeship is named may appoint himself as successor, or may elect another person to be an Alternate Founding Trustee upon the written consent of the other surviving Foundation Member. Founding Trustees shall have the right to attend and vote as members-at-large at all meetings of all Board committees of which they are not otherwise a member under Article XII, except the Executive Committee, but Founding Trustees shall not be counted for purposes of determining a quorum for committee action at meetings which they attend as a member-at-large. Except for the matters in this Article II and in Article III specifically relating to Founding Trustees and Alternate Founding Trustees, their rights as members of the Board shall be no greater than the rights of Trustees elected under Article III. The Founding Members or Founding Member, acting by a majority of their number then in office, shall also have the following powers: (1) to approve, in advance, any proposed amendment to these Bylaws that would in any way alter or affect this Article II and Article III, or the rights and privileges of the Founding Members, Founding Trustees and Alternate Founding Trustees, as otherwise provided in these Bylaws; (2) to approve, in advance, any proposed amendment to the College's Articles of Organization, (3) to approve, in advance, any proposed merger or consolidation of the College, and (4) to approve, in advance, any proposed sale of all or substantially all of the assets of the College (except endowment and other investment assets at fair market value). All powers and rights of the Founding Members shall expire on the resignation or death of the last surviving Founding Member and such powers and rights shall thereupon devolve upon the Board as a whole. Section 4. RESIGNATION. A Founding Member may resign by giving written notice to the other Founding Member (if there shall be one) and to the Chair and Clerk of the Board. Such resignation shall be effective upon receipt (unless specified to be effective at some other time). Section 5. ANNUAL MEETINGS. The annual meeting of the Founding Members shall be held on such date and at such place and time as the Founding Members may determine. Each annual meeting shall be held for such purposes as may properly be brought before the meeting under law, the Articles of Organization, or these Bylaws. If an annual meeting is not held as herein provided, a special meeting of the Founding Members may be held instead with the same force and effect as the annual meeting, and in such case all references in these Bylaws to the annual meeting of the Founding Members, except in this Section 5, shall be deemed to refer to such special meeting. Section 6. REGULAR MEETINGS. Regular meetings of the Founding Members may be held at such places within the United States and at such times as the Founding Members may determine. Section 7. SPECIAL MEETINGS. Special meetings of the Founding Members may be held at any time and at any place within the United States. Special meetings of the Founding Members may be called by the Chair of the Board or upon the written or electronic application of any Founding Member, by the Clerk, or in the case of death, absence, and incapacity, of the Clerk, by any other Officer of the Board. Section 8. NOTICE OF MEETINGS. Except as otherwise provided by law, a written or electronic notice of every meeting of Founding Members, stating the place, date, and hour thereof, shall be given by the Clerk, by an Assistant Clerk, or by the person calling the meeting, at least seven days before the meeting, to each Founding Member. Such notice shall state the place, date and hour of the meeting, but need not specify the purposes of the meeting except if the meeting is a special meeting, or if an amendment to the College's Articles of Organization or these By-laws shall be a purpose of the meeting, then the same shall be so stated in the notice. Attendance at any meeting shall be deemed a waiver of any required notice of such meeting. Section 9. QUORUM. Except as otherwise provided by law, by the Articles of Organization, or by these Bylaws, at any meeting of the Founding Members one-half of the number of Founding Members then in office (whether present in person or duly represented by proxy) shall constitute a quorum. A quorum shall not be required to adjourn any meeting to such date or dates not more than thirty days after the first session of the meeting, and at any adjourned meeting any business may be transacted which might have been transacted at the meeting as originally called, provided a quorum shall be in attendance at such adjourned meeting. Section 10. ACTION BY VOTE. Each Founding Member shall have one vote. When a quorum is present at any meeting, a majority of the votes properly cast by Founding Members present in person or duly represented by proxy shall decide any question, unless otherwise provided by law, the Articles of Organization, or these Bylaws. No ballot shall be required for such election or other matter unless requested by a Founding Member present or duly represented by proxy at the meeting and entitled to vote with respect to such matter. Section 11. ACTION WITHOUT MEETING. Any action required or permitted to be taken at any meeting of the Founding Members present may be taken without a meeting if all Founding Members entitled to vote on the matter consent to the action in writing and the written consents are filed with the record of the meetings of the Founding Members. Such consents shall be treated for all purposes as a vote at a meeting. Section 12. PROXIES. Founding Members may vote either in person or by written proxy dated not more than six months before the meeting named therein, which proxies, before being voted, shall be filed with the Clerk or other person responsible for recording the proceedings of the meeting. Unless otherwise specifically limited by their terms, such proxies shall entitle the holder thereof to vote at any adjournment of the meeting but the proxy shall terminate after the final adjournment of such meeting. A proxy purporting to have been executed by or on behalf of a Founding Member shall be deemed valid unless challenged at or prior to its exercise. Section 13. TELEPHONIC PARTICIPATION IN MEETINGS. Founding Members may participate in a meeting of the Founding Members by means of a conference telephone call or similar communications equipment by means of which all persons participating in the meeting can hear each other at the same time. Participating by such means shall constitute presence in person at a meeting. Section 14. SOLE SURVIVING FOUNDING MEMBER. At such time as there shall be a sole surviving Founding Member, meetings of Founding Members shall not be required and any actions requiring a majority vote of Founding Members shall only require the vote or approval of the sole surviving Founding Member. The Clerk will give the sole surviving Founding Member at least thirty days written or electronic notice of actions that such Founding Member may take with respect to the powers provided to Founding Members by these Bylaws. In the case of a sole surviving Founding Member who shall wish to nominate another person to serve as an Alternate Founding Trustee in his place, such nomination, in writing and sent to the Chair and Clerk, shall be equivalent to such person being elected to the Board. Section 15. FOUNDING MEMBER DEATH OR INFIRMITY. Recognizing that the effectiveness of Founding Members over a lifetime term may be affected by the uncertainties of life, all rights of Founding Members shall cease during such periods as they shall be mentally infirm, provided such is confirmed in writing by such Founding Member's spouse, adult child, physician or a court of law or other competent authority. Any Alternate Founding Trustee, who was nominated by a Founding Member whose rights have ceased under this section or has died, shall nevertheless continue to serve for the balance of the term for which he or she was elected. Article III - Membership of the Board Section 1. NUMBER. The Board shall consist of no fewer than 5 and no more than 25 Trustees, including the Trustees elected by the Founding Members and the President, ex-officio. Section 2. APPOINTMENT. New Trustees and incumbent members of the Board who are eligible for reelection, except Trustees elected by the Founding Members, normally shall be elected at the Board’s annual meeting by a majority of the Trustees then in office. However, any unfulfilled term or other vacancies of Trustees elected under this Article may be filled through a special election at any meeting of the Board. In addition, new Trustees may be elected through a special election at any other meeting of the Board or under the provisions of Article XI, Section 4 – Action Without Meeting, to serve until the next annual meeting when they may be reelected. Any such partial term shall not count towards the term limits in Article III, Section 3. Section 3. TENURE. Trustees who are not elected as Young Alumni Trustees under the provisions of Article III, Section 4 shall serve for three-year terms and may be reelected for a total of three consecutive terms. Trustees elected under this Article who have served for three consecutive terms (exclusive of any partial term) shall not be eligible for reelection until one-year later. Trustees who have served as a Board Officer shall be eligible to serve one additional year upon reelection by the Board. Alternate Founding Trustees nominated by a Founding Trustee who subsequently resigns or dies shall complete the term for which elected but then shall have no further rights as an Alternate Founding Trustee unless elected an Alternate Founding Trustee by the other Founding Trustee. Section 4. YOUNG ALUMNI TRUSTEES. Any alumna/alumnus whose term of Board service would begin not less than four (4) years and not more than nine (9) years following the receipt of their undergraduate degree from Olin College is eligible for election as a “Young Alumni Trustee”. Young Alumni Trustees will be elected under the provisions of Article III, Section 2 and will serve for a single term of four (4) years. Young Alumni Trustees will otherwise enjoy the same rights and privileges of all other Trustees, excluding those accorded strictly to Founding Trustees. The Board may elect up to three (3) alumni of the College to serve concurrently as members of the Board under the “Young Alumni Trustee” classification while respecting the limitation on the total number of Trustees established in Article III, Section 1. Nothing in this Section shall be deemed to prohibit the election of any alumna/alumnus of the College to the Board outside this special class of Trustees. Section 5. REMOVAL. All Trustees except Founding Trustees serve at the pleasure of the Board. A Trustee other than a Founding Trustee may be removed from office by an affirmative vote of two-thirds of the Trustees. Section 6. NOTICE OF ELECTION. The Governance Committee shall recommend candidates for election or reelection to the Board through procedures adopted by the Board. The recommended candidates, with biographical information for each prospective Trustee candidate, shall be provided by written or electronic notice to all Trustees no later than seven days before the annual or regular meeting of the Board at which an election is scheduled. Article IV - Board of Overseers, Trustee Emeritus and President’s Council Section 1. BOARD OF OVERSEERS. At such time as the Board deems it appropriate, it shall organize a Board of Overseers to serve as an advisory council to the President and the Trustees. Overseers shall be elected to four-year terms and be drawn from distinguished alumni, parents and other friends of the College to provide advice and support necessary to insure the quality of the College's programs. The Board may establish Overseer Visiting Committees to support the activities of the Board of Overseers. In addition, Overseers may be invited to meet annually with the Trustees to receive the President's report on the general state of the College and join with the Trustees at that meeting to offer comments, suggestions and opinions regarding all College matters. All Overseers shall be entitled to the same on-campus courtesies and privileges normally extended to Trustees and they will be given a special place of honor at Commencement and at other College convocations. Section 2. TRUSTEE EMERITUS. The Board may convey the title “Trustee Emeritus” upon a former Trustee who has completed at least one term of active service on the Board. There shall be no limit to the number of Trustees Emeriti. A Trustee Emeritus (i) shall be entitled to the same on-campus courtesies and privileges normally extended to Trustees, (ii) shall be given a special place of honor at Commencement and at other College convocations and (iii) shall be given notice of all meetings of the Board and may be invited to attend and participate in designated Board meetings and other important events and activities at the College. A Trustee Emeritus may be invited to sit as a non-voting member of any committee. A Trustee Emeritus shall not (i) count in computing a quorum, (ii) have any governance responsibilities or (iii) have the right to vote. Trustees Emeriti serve at the pleasure of the Board and may be removed from office by an affirmative vote of two-thirds of the Trustees. Section 3. PRESIDENT’S COUNCIL. The President may organize a President’s Council to provide advice and counsel to the President on issues of importance to the College.  The Council shall serve at the pleasure of the President and is advisory in nature.  The number of members, terms, Council leadership, and frequency of meetings shall be determined by the President. Article V - Officers of the College Section 1. OFFICERS DEFINED. The Officers of the College shall be the Chair, Vice Chair, Clerk, Treasurer, President and others who may serve in the role of Provost, Vice President, Dean or in other named positions at a comparable level. The Chair, Vice Chair, Clerk and Treasurer shall serve at the pleasure of the Board. The Provost (if there be a Provost), Vice Presidents, Deans and those in other named positions at a comparable level shall serve at the pleasure of the President in consultation with the Board. The Board may also appoint one or more Assistant Clerks and Assistant Treasurers who shall have such responsibilities as the Board may assign. Section 2. CERTAIN OFFICERS TO BE TRUSTEES. The Chair, Vice Chair and Clerk (the "Board Officers") shall be elected from among the members of the Board. The Treasurer may, but need not, be a Trustee. The President shall be an ex-officio member of the Board with the power to vote, and his or her presence at meetings shall be counted as part of quorum determinations. The other College Officers shall not be members of the Board. Section 3. TERMS OF OFFICERS. The terms of office for Officers of the College will vary as provided elsewhere in these Bylaws. The Board may approve the appointments of other College Officers upon the recommendation of the President. Section 4. ELECTION OF OFFICERS. The Board shall elect the Chair, Vice Chair, Clerk and Treasurer after giving due consideration to the recommendations and nominations of the Governance Committee, but the Board may act otherwise. Article VI - Terms and Responsibilities of the Chair and Vice Chair of the Board Section 1. THE TERM OF THE CHAIR AND VICE CHAIR. The Chair and Vice Chair shall be elected annually and ordinarily shall serve for at least three consecutive years but not more than five years. Vacancies may be filled at any time by a majority vote of the members of the Board, but election or reelection shall normally take place at the annual meeting. Section 2. RESPONSIBILITIES OF THE CHAIR. The Chair shall preside at all Board and Executive Committee meetings, have the right to vote on all questions, appoint committee chairs and vice chairs, determine the composition of all Board committees (with the exception of the Executive Committee), and otherwise serve as spokesperson for the Board. He or she shall serve as Chair of the Executive Committee and as an ex-officio member, with the right to vote, of all other standing or ad hoc committees of the Board, and have other duties as the Board may prescribe from time to time. Section 3. RESPONSIBILITIES OF THE VICE CHAIR. In the absence of the Chair, the Vice Chair shall perform the duties of the office of the Chair, including presiding at Board and Executive Committee meetings. He or she shall have other powers and duties as the Board may from time to time prescribe and may or may not be nominated to succeed the Chair when a vacancy occurs. Article VII - Term and Responsibilities of the Clerk Section 1. TERM OF THE CLERK. The Clerk shall be elected annually and shall ordinarily serve for at least three consecutive years but not more than five years. Section 2. RESPONSIBILITIES OF THE CLERK. The Clerk shall ensure that the Board is acting in accordance with these Bylaws, that bylaw amendments are promptly made as necessary, that minutes of Board meetings are accurate and promptly distributed to all Trustees, that meetings are properly scheduled and Trustees notified, and that Board policy statements and other official records are properly maintained. The Clerk shall perform other duties as prescribed from time to time by the Board and may be assisted in all duties by a staff member designated by the President. In the event of the absence of the Clerk from a Board meeting or the Clerk’s temporary inability to fulfill the Clerk’s responsibilities, the Chair may appoint another Trustee to serve as Acting Clerk, for such period of time as may be appropriate. Article VIII - Term and Responsibilities of the Treasurer Section 1. TERM OF THE TREASURER. The Treasurer serves at the pleasure of the Board for such term, compensation, and with such other terms of employment, as it shall determine. Section 2. RESPONSIBILITIES OF THE TREASURER. The Treasurer shall ensure that all Trustees regularly receive appropriate and comprehensible financial statements from the College's administration that include comparisons of revenues and expenditures with the approved annual budget and the preceding fiscal year for the same time periods. The Treasurer shall ensure that other financial reports—including those for special or major Board-approved expenditures, College investments, and annual or special audits—are provided to all Trustees in a timely manner for review and discussion as appropriate. He or she shall consult with the College's financial officers, Board-approved auditor, and the investment, finance and audit committees of the Board as appropriate or necessary. Article IX - Term, Authority, and Responsibilities of the President of the College Section 1. PRESIDENT'S TERM. The President serves at the pleasure of the Board for such term, compensation, and with such other terms of employment, as it shall determine. Section 2. RESPONSIBILITIES OF THE PRESIDENT. The President shall be the College's chief executive officer and the chief adviser to and executive agent of the Board. His or her authority is vested through the Board and includes responsibilities for all College educational and managerial affairs. The President is responsible for leading the College, implementing all Board policies, keeping the Board informed on appropriate matters, consulting with the Board in a timely manner on matters appropriate to its policy-making and fiduciary functions, and serving as the College's key spokesperson. He or she has the authority to execute all documents on behalf of the College and the Board and to delegate such authority to other responsible College employees, consistent with Board policies and the best interests of the College. The President serves as an ex-officio voting member of all standing Board committees except the audit committee. Article X - Terms, Authority, and Responsibilities of the Other Officers Those individuals with the title Provost, Vice President, Dean or other named positions at a comparable level shall serve for such terms and have such authority and responsibilities as the President shall determine, and as approved by the Board. In the absence or disability of the President, the Provost or Vice President serving as the chief academic officer or, if absent or disabled, another individual selected by the Board, shall perform the duties of the President for such period of time and subject to such directions as the Board may prescribe. Article XI - Meetings Section 1. REGULAR MEETINGS. The Board shall have a minimum of three regular meetings annually on such dates and at such places as it shall determine. The annual meeting for the purpose of electing Trustees, Board Officers, and at-large members of the Executive Committee shall be the first Board meeting scheduled after September 1 of each year. The Clerk of the Board shall send written or electronic notice of such meetings to all Trustees at least seven days in advance. Section 2. SPECIAL MEETINGS. Special meetings may be held at the call of the Board Chair, the President, or any five Trustees. The Chair or Clerk of the Board shall send written or electronic notice of such special meetings to all Trustees, along with a clear statement of the meeting's purpose, at least seven days in advance. Business at such special meetings shall be confined to the stated purpose. Section 3. QUORUM. A quorum for the transaction of business at meetings of the Board or its Executive Committee shall consist of a majority of their respective regular voting member Trustees. Except as otherwise provided in these Bylaws or the Articles of Organization, a majority vote of those members present with a proper quorum shall constitute proper action. Section 4. ACTION WITHOUT MEETING. Any action required or permitted to be taken by the Board or by any of its committees may be taken without a meeting if all persons entitled to vote on the matter consent to the action in writing or by electronic mail and the written consents are filed with the record of the meetings. Section 5. TELEPHONIC PARTICIPATION IN MEETINGS. Trustees may participate in a meeting of the Board or any of its committees by means of a conference telephone call or similar communications equipment by means of which all persons participating in the meeting can hear each other at the same time. Participating by such means shall constitute presence in person at a meeting. Article XII - Committees Section 1. ESTABLISHMENT OF COMMITTEES. In addition to the Executive and Governance Committees that are established by these Bylaws, the Board shall establish standing committees to assist the Board with the following matters: the audit of the College’s financial affairs; the College’s budget and finances; compensation; investments; facilities; academic affairs; student affairs; and development and fundraising. The Board shall establish such other standing and ad-hoc committees as it deems appropriate to the discharge of its responsibilities. Committees may be given responsibility for more than one matter or subject. Each shall have a written statement of purpose and primary responsibilities as approved by the Board, and such rules of procedure or policy guidelines as it or the Board, as appropriate, approves. Each committee shall review such statements for their appropriateness and adequacy annually. Committees may include friends of the College and such persons shall have the right to vote. Section 2. APPOINTMENT OF COMMITTEE MEMBERS. The Chair of the Board shall have the responsibility to appoint the Chairs, Vice Chairs, and members of all Board committees except the Executive Committee. All committee chairs and vice chairs shall be Trustees and, unless the Board shall direct otherwise, a majority of each committee’s members shall be Trustees. Section 3. COMMITTEE SUPPORT AND MEETINGS. Each committee shall have an Officer of the College or member of the administrative staff, as designated by the President, to assist it with its work. Each committee shall meet with such frequency as shall enable it to fulfill its responsibilities to report its work and make recommendations to the Board so that the Board can consider and make timely decisions regarding the Committee's work. All Committees excluding the Executive Committee shall be required to keep minutes of all meetings and distribute them to all Trustees on a regular basis. Section 4. TRUSTEE ATTENDANCE AT COMMITTEE MEETINGS. In addition to the members of Committees appointed by the Chair, Founding Trustees shall have the right to attend and vote as members-at-large at all meetings (including Executive Sessions) of all Committees, except the Executive Committee. All other Trustees shall have the right to attend all meetings of all Committees, except the Executive Committee, but they may be excluded from the executive session of a Committee and they shall not be entitled to vote. Only members of a Committee appointed by the Chair shall be counted for purposes of determining a quorum for Committee action. Article XIII - Composition, Purposes, and Responsibilities of the Executive Committee Section 1. EXECUTIVE COMMITTEE MEMBERS. The Executive Committee shall consist of the Chair, Vice Chair and President. If there is no Vice Chair the Clerk shall serve on the Executive Committee instead. In addition, for every three Trustees on the Board above nine (disregarding fractions) the Board shall elect an additional member from the Board. At any time when the Executive Committee shall consist of only the Chair and Vice Chair (or the Clerk) and the President, and the Chair and Vice Chair (or the Clerk) are both Founding Members, the Board shall elect an additional member to the Executive Committee. Section 2. EXECUTIVE COMMITTEE RESPONSIBILITIES. The purpose of the Executive Committee is twofold: (1) It shall serve as the Board’s agent in helping the President address business between regular Board meetings, and (2) it shall assist the Chair and the President with their joint responsibility to help the Board function effectively and efficiently by suggesting Board meeting agenda items. The Committee shall have authority to act for the Board on all matters except for the following, which shall be reserved for the Board (except to the extent otherwise reserved for the Founding Members): Presidential selection, termination and compensation; Trustee and Board-Officer election; changes in institutional mission and purposes; changes to the charter or Articles of Incorporation; incurring of corporate indebtedness; purchase or sale of property, buildings, or major equipment; adoption of the annual budget; and conferral of degrees. These Bylaws or other Board policies may reserve other powers for the Board. In addition to its authority to take action on emergency matters that cannot or should not be deferred to the Board’s next scheduled meeting, the Executive Committee shall oversee the work of Board committees and the College's planning process and progress on planning goals. Solely for the purpose of assisting the Board in fulfilling its responsibility to assess the President's performance and fix the President’s compensation, the Executive Committee (excluding the President) shall prepare and provide the Board with an annual evaluation of the President’s performance and recommendations regarding the President’s compensation. All decisions and actions regarding the same shall be the Board’s exclusive responsibility unless specifically delegated to the Executive Committee. Section 3. EXECUTIVE COMMITTEE MEETINGS. The Executive Committee shall meet as often as is necessary to conduct its business as the Chair and President determine. Actions taken by the Executive Committee shall be recorded and distributed to all Trustees for subsequent ratification by the Board at its next regular meeting. A majority of Executive Committee members shall constitute a quorum. Article XIV - Composition, Purposes, and Responsibilities of the Governance Committee Section 1. COMPOSITION OF THE GOVERNANCE COMMITTEE. The Governance Committee shall have at least three members and not more than seven, all of whom shall be voting Trustees. The Committee’s Chair, Vice Chair, and members shall be appointed for renewable one-year terms by the Chair of the Board. Section 2. GOVERNANCE COMMITTEE RESPONSIBILITIES. The purpose of the Governance Committee is fourfold: (1) It shall ensure that the Board’s membership and leadership consist of highly qualified and committed individuals; (2) it shall ensure that regular programs of new Trustee and in-service education are maintained; (3) it shall periodically recommend initiatives by which the Board shall assess its performance; and (4) it shall periodically assess the quality and effectiveness of committee work. The Governance Committee serves as the Board’s agent in reviewing the performance of incumbent Trustees and Board Officers who are eligible for reelection, maintains a list of qualified candidates for possible nomination, considers cultivation strategies for promising Trustee candidates, makes nominations of candidates for election to the Board and as Board Officers, including succession planning, and proposes and periodically reviews the adequacy of a statement of Trustee responsibilities as adopted by the Board. It shall establish its own rules of procedure as deemed necessary in consultation with the Board Chair, President, and the Board. Section 3. GOVERNANCE COMMITTEE MEETINGS. The Committee shall meet as often as is necessary to conduct its business. It shall seek the assistance of all Trustees in the course of meeting its responsibilities in accordance with these Bylaws and its own rules of procedure, as adopted by the Board. A majority of the Committee’s members shall constitute a quorum. Article XV - Indemnification The College shall to the extent legally permissible indemnify each of its present and former Trustees, Officers, employees and agents and any person who serves or has served, at the College’s request, as director, officer, employee or agent of another organization or in a capacity with respect to any employee benefit plan and the heirs, executors and administrators of the foregoing (each of such persons is hereinafter referred to as the “Agent”) against all expenses and liabilities which the Agent has reasonably incurred in connection with or arising out of any action or threatened action, suit or proceeding in which the Agent may be involved by reason of being or having been an Agent, such expenses and liabilities to include, but not be limited to, judgments, court costs and attorney’s fees and the cost of reasonable settlements, provided no such indemnification shall be made in relation to matters as to which such Agent shall be finally adjudged in any such action, suit or proceeding not to have acted in good faith in the reasonable belief that his or her action was in the best interests of the College, or, in the case of a person who serves or has served in a capacity with respect to an employee benefit plan, in the best interests of the participants or beneficiaries of such plan. The College may reimburse an Agent for expenses incurred in defending a civil or criminal action or proceeding, upon receipt of an undertaking by the Agent to repay such reimbursement if the Agent shall be adjudicated to be not entitled to indemnification hereunder, which undertaking may be accepted regardless of the financial ability of the Agent to make repayment. In the event that a settlement or compromise of such action, suit or proceeding is effected, indemnification may be had but only if the Board shall have been furnished with an opinion of counsel for the College to the effect that such settlement or compromise is in the best interests of the College and that such Agent appears to have acted in good faith in the reasonable belief that his or her action was in the best interests of the College or employee benefit plan, as the case may be, and if the Board (not including the vote of any person seeking indemnification hereunder) shall have adopted a resolution approving such settlement or compromise. The foregoing right of indemnification shall not be exclusive of other rights to which any Trustee, officer, or employee may be entitled as a matter of law. Article XVI - Conflict of Interest Section 1. DEFINITION OF CONFLICT OF INTEREST. A Trustee or College Officer shall be considered to have a conflict of interest if he or she (1) has an existing or potential business relationship, financial or other material interest, or co-investment interest that impairs or appears to impair his or her independent, unbiased judgment in the discharge of his or her responsibilities to the College; or (2) is aware that a member of his or her family, or any organization in which such person is an officer, director, employee, member, partner, trustee or substantial stockholder, has a business relationship, financial or other material interest, or co-investment interest that would impair or appear to impair the Trustee or Officer's independent judgment in the discharge of his or her responsibilities to the College. For the purposes of this provision, a family member is defined as spouse (other than a spouse who is legally divorced from the Trustee or Officer or who is residing apart under a decree of separate maintenance), domestic partner (or equivalent), children including adopted children) and their spouses, brothers or sisters (by whole or half-blood or by adoption) and their spouses, parents and step-parents, grandparents, or other members of the household of such persons, and other persons for whom the Trustee or Officer has direct financial oversight powers, duties, or responsibilities. Section 2. CONFLICTS DISCLOSURE. All Trustees and College Officers shall disclose to the Board any possible conflict of interest at the earliest practical time. Further, a conflicted Trustee shall absent himself or herself from discussions of, and abstain from voting on, such matters under consideration by the Board or its committees. The minutes of such meeting shall reflect that a disclosure was made and that the Trustee with a conflict or possible conflict abstained from voting. Any Trustee who is uncertain as to whether a conflict of interest may exist in any matter may request that the Board or committee resolve the question in his or her absence by majority vote. Each Trustee shall complete and sign a disclosure form provided annually by the Clerk of the Board. Article XVII - General Section 1. CORPORATE SEAL. The corporate seal, if any, shall be in a form determined from time to time by the Board. Section 2. FISCAL YEAR. The fiscal year of the College shall begin on the first day of July and end on the last day of June, unless otherwise determined by the Board. Article XVIII - Review and Amendment of Bylaws Section 1. REQUIREMENTS FOR AMENDMENT. These Bylaws may be changed or amended at any meeting of the Trustees by a two-thirds vote of those present, provided notice of the substance of the proposed amendment is sent to all Trustees at least 30 days before the meeting and further provided that the Founding Members have approved such changes or amendments in accordance with Section 3 of Article II. Section 2. PERIODIC REVIEW. These Bylaws shall be reviewed no less frequently than every five years after the date they are adopted or after the latest amendment. The review shall be conducted by a committee appointed by the Chair of the Governance Committee and approved by the Chair of the Board. After its review the Committee shall render a report to the Board including any recommended changes. 2</s>

<s>[INST] Olin College Bylaws, SS COI Suggested Revisions.txt [/INST] FRANKLIN W. OLIN COLLEGE OF ENGINEERING, INC. Olin Way, Needham, Massachusetts 02492 Bylaws Adopted February 16, 2019 FRANKLIN W. OLIN COLLEGE OF ENGINEERING, INC. Bylaws Table of Contents Article I - Board of Trustees Authority and Responsibilities 4 Section 1. GENERAL AUTHORITY 4 Section 2. ILLUSTRATIVE RESPONSIBILITIES 4 Article II - Founding Members of the College 6 Section 1. APPOINTMENT 6 Section 2. TENURE 7 Section 3. POWERS AND RIGHTS 7 Section 4. RESIGNATION 7 Section 5. ANNUAL MEETINGS 7 Section 6. REGULAR MEETINGS 8 Section 7. SPECIAL MEETINGS 8 Section 8. NOTICE OF MEETINGS 8 Section 9. QUORUM 8 Section 10. ACTION BY VOTE 8 Section 11. ACTION WITHOUT MEETING 8 Section 12. PROXIES 9 Section 13. TELEPHONIC PARTICIPATION IN MEETINGS 9 Section 14. SOLE SURVIVING FOUNDING MEMBER 9 Section 15. FOUNDING MEMBER DEATH OR INFIRMITY 9 Article III - Membership of the Board 9 Section 1. NUMBER 9 Section 2. APPOINTMENT 10 Section 3. TENURE 10 Section 4. YOUNG ALUMNI TRUSTEES 10 Section 5. REMOVAL 10 Section 6. NOTICE OF ELECTION 10 Article IV - Board of Overseers, Trustee Emeritus and President’s Council 11 Section 1. BOARD OF OVERSEERS 11 Section 2. TRUSTEE EMERITUS. 11 Section 3. PRESIDENT’S COUNCIL. 11 Article V - Officers of the College 11 Section 1. OFFICERS DEFINED 11 Section 2. CERTAIN OFFICERS TO BE TRUSTEES 12 Section 3. TERMS OF OFFICERS 12 Section 4. ELECTION OF OFFICERS 12 Article VI - Terms and Responsibilities of the Chair and Vice Chair of the Board 12 Section 1. THE TERM OF THE CHAIR AND VICE CHAIR 12 Section 2. RESPONSIBILITIES OF THE CHAIR 12 Section 3. RESPONSIBILITIES OF THE VICE CHAIR 12 Article VII - Term and Responsibilities of the Clerk 12 Section 1. TERM OF THE CLERK 12 Section 2. RESPONSIBILITIES OF THE CLERK 13 Article VIII - Term and Responsibilities of the Treasurer 13 Section 1. TERM OF THE TREASURER 13 Section 2. RESPONSIBILITIES OF THE TREASURER 13 Article IX - Term, Authority, and Responsibilities of the President of the College 13 Section 1. PRESIDENT'S TERM 13 Section 2. RESPONSIBILITIES OF THE PRESIDENT 13 Article X - Terms, Authority, and Responsibilities of the Other Officers 14 Article XI - Meetings 14 Section 1. REGULAR MEETINGS 14 Section 2. SPECIAL MEETINGS 14 Section 3. QUORUM 14 Section 4. ACTION WITHOUT MEETING 14 Section 5. TELEPHONIC PARTICIPATION IN MEETINGS 14 Article XII - Committees 15 Section 1. ESTABLISHMENT OF COMMITTEES 15 Section 2. APPOINTMENT OF COMMITTEE MEMBERS 15 Section 3. COMMITTEE SUPPORT AND MEETINGS 15 Section 4. TRUSTEE ATTENDANCE AT COMMITTEE MEETINGS. 15 Article XIII - Composition, Purposes, and Responsibilities of the Executive Committee 16 Section 1. EXECUTIVE COMMITTEE MEMBERS 16 Section 2. EXECUTIVE COMMITTEE RESPONSIBILITIES 16 Section 3. EXECUTIVE COMMITTEE MEETINGS 16 Article XIV - Composition, Purposes, and Responsibilities of the Governance Committee 17 Section 1. COMPOSITION OF THE GOVERNANCE COMMITTEE 17 Section 2. GOVERNANCE COMMITTEE RESPONSIBILITIES 17 Section 3. GOVERNANCE COMMITTEE MEETINGS 17 Article XV - Indemnification 17 Article XVI - Conflict of Interest 18 Section 1. DEFINITION OF CONFLICT OF INTEREST 18 Section 2. CONFLICTS DISCLOSURE 18 Article XVII - General 19 Section 1. CORPORATE SEAL 19 Section 2. FISCAL YEAR 19 Article XVIII - Review and Amendment of Bylaws 19 Section 1. REQUIREMENTS FOR AMENDMENT 19 Section 2. PERIODIC REVIEW 19 FRANKLIN W. OLIN COLLEGE OF ENGINEERING, INC. Bylaws Special Note The operation of the College is subject to an Agreement between the College and its Founder, the F. W. Olin Foundation, Inc., dated December 26, 2002, as subsequently amended, most recently on October 20, 2017 and further including any future amendments, (the “Endowment Grant Agreement” or “EGA”). Included in the EGA, as Appendix "A", is a Statement of Founding Precepts. Trustees of the College should familiarize themselves with these documents in order to avoid actions and inaction that would violate them. Article I - Board of Trustees Authority and Responsibilities Section 1. GENERAL AUTHORITY. The Franklin W. Olin College of Engineering, Inc. (sometimes referred to herein as the "College") shall be governed by a Board of Trustees (the “Board”). The Board shall have and exercise those corporate powers permitted by law, except as limited by these Bylaws, the Articles of Organization and the Endowment Grant Agreement (“EGA”). Its ultimate authority is affirmed through its general, academic, and financial policy-making functions and its responsibility for the College’s financial health and welfare. The Board shall exercise ultimate institutional authority as set forth in these Bylaws and in such other policy documents it deems appropriate. These Bylaws and other Board policy statements shall take precedence over all other institutional statements, documents, and policies except the Articles of Organization, the Endowment Grant Agreement between the College and the F. W. Olin Foundation, Inc., dated December 26, 2002, as subsequently amended, most recently on October 20, 2017 and further including any future amendments, and the Statement of Founding Precepts in Appendix "A" to the Agreement. Section 2. ILLUSTRATIVE RESPONSIBILITIES. The Board shall have the authority to carry out all lawful functions that are permitted by these Bylaws, the Articles of Organization and the EGA. This authority shall include but shall not be limited to these illustrative functions:  Determine and periodically review the College's mission and purposes consistent with the Founding Precepts.  Appoint the President, who shall be the College's chief executive officer, and set appropriate terms of employment, including compensation. Regularly monitor the quality of the academic program and the career paths of Olin graduates. In consultation with the President, approve the terms of employment of the other College Officers who serve at the pleasure of the President.  Annually assess the President's performance based on mutually agreed-upon goals and other criteria and set the President's compensation for the following year or more.  Approve major changes in the College's academic programs and other major enterprises, consistent with the College's mission, plans, and financial resources.  Approve major changes in admissions standards and procedures.  Approve faculty appointments and policies bearing on faculty appointment, promotion, termination, and dismissal as well as personnel and anti-discrimination policies for all employees.  Approve the annual budget, tuition, required fees, housing and board charges, and merit scholarship budget; regularly monitor the College's financial condition; establish policy guidelines affecting all institutional assets, including investments and the physical plant; and approve, review and monitor strategic and business plans.  Annually select the auditors of the College's financial operations and establish, when appropriate, policies regarding the conduct of the audit, including which College personnel and Trustees shall have responsibility regarding the same.  Contribute financially to the College's fund-raising goals, participate actively in strategies to secure sources of support, and authorize College Officers to accept gifts or bequests on behalf of the College subject to Board policy guidelines.  Authorize any debt financing and approve the securitization of loans.  Authorize the construction of new buildings, capitalization of deferred maintenance backlogs, and major renovations of existing buildings.  Authorize the purchase, sale, and management of land, buildings, or major equipment.  Adopt policies and oversight procedures for the management, preservation and growth of the College's endowment.  Select the College's legal counsel and establish policies for monitoring the activities of counsel and approving of litigation and related decisions.  Monitor the College's ethical, regulatory, risk and other management and compliance issues.  Approve policies intended to support the environment for students to learn and develop their abilities.  Approve policies concerning academic freedom and responsibility, teaching, and faculty scholarship and public service.  Approve all earned degrees through the faculty and President, as they shall recommend.  Approve all honorary degrees.  Serve actively as advocates for the College in appropriate matters of public policy in consultation with the President and other responsible parties as the Board shall determine.  Periodically undertake assessments of the Board’s performance.  Implement, and when necessary, amend the Bylaws of the College. In exercising its authority with respect to the above matters and other appropriate and legitimate Board issues, the Board will endeavor to consult with the President before taking action but such consultation shall not be required for any Board action to be effective and binding. Article II - Founding Members of the College In recognition of the establishment of the College by the F. W. Olin Foundation, Inc. and its Directors, and also to fulfill certain requirements of the Endowment Grant Agreement with the Foundation, the College shall have a special class of Members ("Founding Members") who shall have special rights and responsibilities regarding their election to the Board, the election of the Chair of the Board, and the approval of certain changes in these Bylaws and other matters as further provided in this Article. Section 1. APPOINTMENT. Founding Members shall consist of those Directors of the Foundation who have not resigned their position as Foundation Members under the Bylaws in effect immediately prior to the adoption of these Bylaws. For purposes of identity, the Founding Members of the College as of the adoption of these Bylaws are Lawrence W. Milas and William B. Norden. Section 2. TENURE. Each Founding Member shall remain a Founding Member of the College until he dies or resigns. Section 3. POWERS AND RIGHTS. Each Founding Member shall have the right to appoint himself to the College's Board ("Founding Trustee", or more specifically, as the "Milas Founding Trustee" and the "Norden Founding Trustee", respectively, and collectively as "Founding Trustees"), for a term equivalent to the term for Trustees elected under Article III. As an alternative to appointing himself as a Trustee, each Founding Member may elect a person to the College's Board ("Alternate Founding Trustee") upon the written consent of the other surviving Founding Member. Any limitations in these Bylaws on the number of successive terms of Trustees shall not apply to Founding Trustees or Alternate Founding Trustees. Upon the vacancy of a Founding Trustee or Alternate Founding Trustee position, the Founding Member for whom the Trusteeship is named may appoint himself as successor, or may elect another person to be an Alternate Founding Trustee upon the written consent of the other surviving Foundation Member. Founding Trustees shall have the right to attend and vote as members-at-large at all meetings of all Board committees of which they are not otherwise a member under Article XII, except the Executive Committee, but Founding Trustees shall not be counted for purposes of determining a quorum for committee action at meetings which they attend as a member-at-large. Except for the matters in this Article II and in Article III specifically relating to Founding Trustees and Alternate Founding Trustees, their rights as members of the Board shall be no greater than the rights of Trustees elected under Article III. The Founding Members or Founding Member, acting by a majority of their number then in office, shall also have the following powers: (1) to approve, in advance, any proposed amendment to these Bylaws that would in any way alter or affect this Article II and Article III, or the rights and privileges of the Founding Members, Founding Trustees and Alternate Founding Trustees, as otherwise provided in these Bylaws; (2) to approve, in advance, any proposed amendment to the College's Articles of Organization, (3) to approve, in advance, any proposed merger or consolidation of the College, and (4) to approve, in advance, any proposed sale of all or substantially all of the assets of the College (except endowment and other investment assets at fair market value). All powers and rights of the Founding Members shall expire on the resignation or death of the last surviving Founding Member and such powers and rights shall thereupon devolve upon the Board as a whole. Section 4. RESIGNATION. A Founding Member may resign by giving written notice to the other Founding Member (if there shall be one) and to the Chair and Clerk of the Board. Such resignation shall be effective upon receipt (unless specified to be effective at some other time). Section 5. ANNUAL MEETINGS. The annual meeting of the Founding Members shall be held on such date and at such place and time as the Founding Members may determine. Each annual meeting shall be held for such purposes as may properly be brought before the meeting under law, the Articles of Organization, or these Bylaws. If an annual meeting is not held as herein provided, a special meeting of the Founding Members may be held instead with the same force and effect as the annual meeting, and in such case all references in these Bylaws to the annual meeting of the Founding Members, except in this Section 5, shall be deemed to refer to such special meeting. Section 6. REGULAR MEETINGS. Regular meetings of the Founding Members may be held at such places within the United States and at such times as the Founding Members may determine. Section 7. SPECIAL MEETINGS. Special meetings of the Founding Members may be held at any time and at any place within the United States. Special meetings of the Founding Members may be called by the Chair of the Board or upon the written or electronic application of any Founding Member, by the Clerk, or in the case of death, absence, and incapacity, of the Clerk, by any other Officer of the Board. Section 8. NOTICE OF MEETINGS. Except as otherwise provided by law, a written or electronic notice of every meeting of Founding Members, stating the place, date, and hour thereof, shall be given by the Clerk, by an Assistant Clerk, or by the person calling the meeting, at least seven days before the meeting, to each Founding Member. Such notice shall state the place, date and hour of the meeting, but need not specify the purposes of the meeting except if the meeting is a special meeting, or if an amendment to the College's Articles of Organization or these By-laws shall be a purpose of the meeting, then the same shall be so stated in the notice. Attendance at any meeting shall be deemed a waiver of any required notice of such meeting. Section 9. QUORUM. Except as otherwise provided by law, by the Articles of Organization, or by these Bylaws, at any meeting of the Founding Members one-half of the number of Founding Members then in office (whether present in person or duly represented by proxy) shall constitute a quorum. A quorum shall not be required to adjourn any meeting to such date or dates not more than thirty days after the first session of the meeting, and at any adjourned meeting any business may be transacted which might have been transacted at the meeting as originally called, provided a quorum shall be in attendance at such adjourned meeting. Section 10. ACTION BY VOTE. Each Founding Member shall have one vote. When a quorum is present at any meeting, a majority of the votes properly cast by Founding Members present in person or duly represented by proxy shall decide any question, unless otherwise provided by law, the Articles of Organization, or these Bylaws. No ballot shall be required for such election or other matter unless requested by a Founding Member present or duly represented by proxy at the meeting and entitled to vote with respect to such matter. Section 11. ACTION WITHOUT MEETING. Any action required or permitted to be taken at any meeting of the Founding Members present may be taken without a meeting if all Founding Members entitled to vote on the matter consent to the action in writing and the written consents are filed with the record of the meetings of the Founding Members. Such consents shall be treated for all purposes as a vote at a meeting. Section 12. PROXIES. Founding Members may vote either in person or by written proxy dated not more than six months before the meeting named therein, which proxies, before being voted, shall be filed with the Clerk or other person responsible for recording the proceedings of the meeting. Unless otherwise specifically limited by their terms, such proxies shall entitle the holder thereof to vote at any adjournment of the meeting but the proxy shall terminate after the final adjournment of such meeting. A proxy purporting to have been executed by or on behalf of a Founding Member shall be deemed valid unless challenged at or prior to its exercise. Section 13. TELEPHONIC PARTICIPATION IN MEETINGS. Founding Members may participate in a meeting of the Founding Members by means of a conference telephone call or similar communications equipment by means of which all persons participating in the meeting can hear each other at the same time. Participating by such means shall constitute presence in person at a meeting. Section 14. SOLE SURVIVING FOUNDING MEMBER. At such time as there shall be a sole surviving Founding Member, meetings of Founding Members shall not be required and any actions requiring a majority vote of Founding Members shall only require the vote or approval of the sole surviving Founding Member. The Clerk will give the sole surviving Founding Member at least thirty days written or electronic notice of actions that such Founding Member may take with respect to the powers provided to Founding Members by these Bylaws. In the case of a sole surviving Founding Member who shall wish to nominate another person to serve as an Alternate Founding Trustee in his place, such nomination, in writing and sent to the Chair and Clerk, shall be equivalent to such person being elected to the Board. Section 15. FOUNDING MEMBER DEATH OR INFIRMITY. Recognizing that the effectiveness of Founding Members over a lifetime term may be affected by the uncertainties of life, all rights of Founding Members shall cease during such periods as they shall be mentally infirm, provided such is confirmed in writing by such Founding Member's spouse, adult child, physician or a court of law or other competent authority. Any Alternate Founding Trustee, who was nominated by a Founding Member whose rights have ceased under this section or has died, shall nevertheless continue to serve for the balance of the term for which he or she was elected. Article III - Membership of the Board Section 1. NUMBER. The Board shall consist of no fewer than 5 and no more than 25 Trustees, including the Trustees elected by the Founding Members and the President, ex-officio. Section 2. APPOINTMENT. New Trustees and incumbent members of the Board who are eligible for reelection, except Trustees elected by the Founding Members, normally shall be elected at the Board’s annual meeting by a majority of the Trustees then in office. However, any unfulfilled term or other vacancies of Trustees elected under this Article may be filled through a special election at any meeting of the Board. In addition, new Trustees may be elected through a special election at any other meeting of the Board or under the provisions of Article XI, Section 4 – Action Without Meeting, to serve until the next annual meeting when they may be reelected. Any such partial term shall not count towards the term limits in Article III, Section 3. Section 3. TENURE. Trustees who are not elected as Young Alumni Trustees under the provisions of Article III, Section 4 shall serve for three-year terms and may be reelected for a total of three consecutive terms. Trustees elected under this Article who have served for three consecutive terms (exclusive of any partial term) shall not be eligible for reelection until one-year later. Trustees who have served as a Board Officer shall be eligible to serve one additional year upon reelection by the Board. Alternate Founding Trustees nominated by a Founding Trustee who subsequently resigns or dies shall complete the term for which elected but then shall have no further rights as an Alternate Founding Trustee unless elected an Alternate Founding Trustee by the other Founding Trustee. Section 4. YOUNG ALUMNI TRUSTEES. Any alumna/alumnus whose term of Board service would begin not less than four (4) years and not more than nine (9) years following the receipt of their undergraduate degree from Olin College is eligible for election as a “Young Alumni Trustee”. Young Alumni Trustees will be elected under the provisions of Article III, Section 2 and will serve for a single term of four (4) years. Young Alumni Trustees will otherwise enjoy the same rights and privileges of all other Trustees, excluding those accorded strictly to Founding Trustees. The Board may elect up to three (3) alumni of the College to serve concurrently as members of the Board under the “Young Alumni Trustee” classification while respecting the limitation on the total number of Trustees established in Article III, Section 1. Nothing in this Section shall be deemed to prohibit the election of any alumna/alumnus of the College to the Board outside this special class of Trustees. Section 5. REMOVAL. All Trustees except Founding Trustees serve at the pleasure of the Board. A Trustee other than a Founding Trustee may be removed from office by an affirmative vote of two-thirds of the Trustees. Section 6. NOTICE OF ELECTION. The Governance Committee shall recommend candidates for election or reelection to the Board through procedures adopted by the Board. The recommended candidates, with biographical information for each prospective Trustee candidate, shall be provided by written or electronic notice to all Trustees no later than seven days before the annual or regular meeting of the Board at which an election is scheduled. Article IV - Board of Overseers, Trustee Emeritus and President’s Council Section 1. BOARD OF OVERSEERS. At such time as the Board deems it appropriate, it shall organize a Board of Overseers to serve as an advisory council to the President and the Trustees. Overseers shall be elected to four-year terms and be drawn from distinguished alumni, parents and other friends of the College to provide advice and support necessary to insure the quality of the College's programs. The Board may establish Overseer Visiting Committees to support the activities of the Board of Overseers. In addition, Overseers may be invited to meet annually with the Trustees to receive the President's report on the general state of the College and join with the Trustees at that meeting to offer comments, suggestions and opinions regarding all College matters. All Overseers shall be entitled to the same on-campus courtesies and privileges normally extended to Trustees and they will be given a special place of honor at Commencement and at other College convocations. Section 2. TRUSTEE EMERITUS. The Board may convey the title “Trustee Emeritus” upon a former Trustee who has completed at least one term of active service on the Board. There shall be no limit to the number of Trustees Emeriti. A Trustee Emeritus (i) shall be entitled to the same on-campus courtesies and privileges normally extended to Trustees, (ii) shall be given a special place of honor at Commencement and at other College convocations and (iii) shall be given notice of all meetings of the Board and may be invited to attend and participate in designated Board meetings and other important events and activities at the College. A Trustee Emeritus may be invited to sit as a non-voting member of any committee. A Trustee Emeritus shall not (i) count in computing a quorum, (ii) have any governance responsibilities or (iii) have the right to vote. Trustees Emeriti serve at the pleasure of the Board and may be removed from office by an affirmative vote of two-thirds of the Trustees. Section 3. PRESIDENT’S COUNCIL. The President may organize a President’s Council to provide advice and counsel to the President on issues of importance to the College.  The Council shall serve at the pleasure of the President and is advisory in nature.  The number of members, terms, Council leadership, and frequency of meetings shall be determined by the President. Article V - Officers of the College Section 1. OFFICERS DEFINED. The Officers of the College shall be the Chair, Vice Chair, Clerk, Treasurer, President and others who may serve in the role of Provost, Vice President, Dean or in other named positions at a comparable level. The Chair, Vice Chair, Clerk and Treasurer shall serve at the pleasure of the Board. The Provost (if there be a Provost), Vice Presidents, Deans and those in other named positions at a comparable level shall serve at the pleasure of the President in consultation with the Board. The Board may also appoint one or more Assistant Clerks and Assistant Treasurers who shall have such responsibilities as the Board may assign. Section 2. CERTAIN OFFICERS TO BE TRUSTEES. The Chair, Vice Chair and Clerk (the "Board Officers") shall be elected from among the members of the Board. The Treasurer may, but need not, be a Trustee. The President shall be an ex-officio member of the Board with the power to vote, and his or her presence at meetings shall be counted as part of quorum determinations. The other College Officers shall not be members of the Board. Section 3. TERMS OF OFFICERS. The terms of office for Officers of the College will vary as provided elsewhere in these Bylaws. The Board may approve the appointments of other College Officers upon the recommendation of the President. Section 4. ELECTION OF OFFICERS. The Board shall elect the Chair, Vice Chair, Clerk and Treasurer after giving due consideration to the recommendations and nominations of the Governance Committee, but the Board may act otherwise. Article VI - Terms and Responsibilities of the Chair and Vice Chair of the Board Section 1. THE TERM OF THE CHAIR AND VICE CHAIR. The Chair and Vice Chair shall be elected annually and ordinarily shall serve for at least three consecutive years but not more than five years. Vacancies may be filled at any time by a majority vote of the members of the Board, but election or reelection shall normally take place at the annual meeting. Section 2. RESPONSIBILITIES OF THE CHAIR. The Chair shall preside at all Board and Executive Committee meetings, have the right to vote on all questions, appoint committee chairs and vice chairs, determine the composition of all Board committees (with the exception of the Executive Committee), and otherwise serve as spokesperson for the Board. He or she shall serve as Chair of the Executive Committee and as an ex-officio member, with the right to vote, of all other standing or ad hoc committees of the Board, and have other duties as the Board may prescribe from time to time. Section 3. RESPONSIBILITIES OF THE VICE CHAIR. In the absence of the Chair, the Vice Chair shall perform the duties of the office of the Chair, including presiding at Board and Executive Committee meetings. He or she shall have other powers and duties as the Board may from time to time prescribe and may or may not be nominated to succeed the Chair when a vacancy occurs. Article VII - Term and Responsibilities of the Clerk Section 1. TERM OF THE CLERK. The Clerk shall be elected annually and shall ordinarily serve for at least three consecutive years but not more than five years. Section 2. RESPONSIBILITIES OF THE CLERK. The Clerk shall ensure that the Board is acting in accordance with these Bylaws, that bylaw amendments are promptly made as necessary, that minutes of Board meetings are accurate and promptly distributed to all Trustees, that meetings are properly scheduled and Trustees notified, and that Board policy statements and other official records are properly maintained. The Clerk shall perform other duties as prescribed from time to time by the Board and may be assisted in all duties by a staff member designated by the President. In the event of the absence of the Clerk from a Board meeting or the Clerk’s temporary inability to fulfill the Clerk’s responsibilities, the Chair may appoint another Trustee to serve as Acting Clerk, for such period of time as may be appropriate. Article VIII - Term and Responsibilities of the Treasurer Section 1. TERM OF THE TREASURER. The Treasurer serves at the pleasure of the Board for such term, compensation, and with such other terms of employment, as it shall determine. Section 2. RESPONSIBILITIES OF THE TREASURER. The Treasurer shall ensure that all Trustees regularly receive appropriate and comprehensible financial statements from the College's administration that include comparisons of revenues and expenditures with the approved annual budget and the preceding fiscal year for the same time periods. The Treasurer shall ensure that other financial reports—including those for special or major Board-approved expenditures, College investments, and annual or special audits—are provided to all Trustees in a timely manner for review and discussion as appropriate. He or she shall consult with the College's financial officers, Board-approved auditor, and the investment, finance and audit committees of the Board as appropriate or necessary. Article IX - Term, Authority, and Responsibilities of the President of the College Section 1. PRESIDENT'S TERM. The President serves at the pleasure of the Board for such term, compensation, and with such other terms of employment, as it shall determine. Section 2. RESPONSIBILITIES OF THE PRESIDENT. The President shall be the College's chief executive officer and the chief adviser to and executive agent of the Board. His or her authority is vested through the Board and includes responsibilities for all College educational and managerial affairs. The President is responsible for leading the College, implementing all Board policies, keeping the Board informed on appropriate matters, consulting with the Board in a timely manner on matters appropriate to its policy-making and fiduciary functions, and serving as the College's key spokesperson. He or she has the authority to execute all documents on behalf of the College and the Board and to delegate such authority to other responsible College employees, consistent with Board policies and the best interests of the College. The President serves as an ex-officio voting member of all standing Board committees except the audit committee. Article X - Terms, Authority, and Responsibilities of the Other Officers Those individuals with the title Provost, Vice President, Dean or other named positions at a comparable level shall serve for such terms and have such authority and responsibilities as the President shall determine, and as approved by the Board. In the absence or disability of the President, the Provost or Vice President serving as the chief academic officer or, if absent or disabled, another individual selected by the Board, shall perform the duties of the President for such period of time and subject to such directions as the Board may prescribe. Article XI - Meetings Section 1. REGULAR MEETINGS. The Board shall have a minimum of three regular meetings annually on such dates and at such places as it shall determine. The annual meeting for the purpose of electing Trustees, Board Officers, and at-large members of the Executive Committee shall be the first Board meeting scheduled after September 1 of each year. The Clerk of the Board shall send written or electronic notice of such meetings to all Trustees at least seven days in advance. Section 2. SPECIAL MEETINGS. Special meetings may be held at the call of the Board Chair, the President, or any five Trustees. The Chair or Clerk of the Board shall send written or electronic notice of such special meetings to all Trustees, along with a clear statement of the meeting's purpose, at least seven days in advance. Business at such special meetings shall be confined to the stated purpose. Section 3. QUORUM. A quorum for the transaction of business at meetings of the Board or its Executive Committee shall consist of a majority of their respective regular voting member Trustees. Except as otherwise provided in these Bylaws or the Articles of Organization, a majority vote of those members present with a proper quorum shall constitute proper action. Section 4. ACTION WITHOUT MEETING. Any action required or permitted to be taken by the Board or by any of its committees may be taken without a meeting if all persons entitled to vote on the matter consent to the action in writing or by electronic mail and the written consents are filed with the record of the meetings. Section 5. TELEPHONIC PARTICIPATION IN MEETINGS. Trustees may participate in a meeting of the Board or any of its committees by means of a conference telephone call or similar communications equipment by means of which all persons participating in the meeting can hear each other at the same time. Participating by such means shall constitute presence in person at a meeting. Article XII - Committees Section 1. ESTABLISHMENT OF COMMITTEES. In addition to the Executive and Governance Committees that are established by these Bylaws, the Board shall establish standing committees to assist the Board with the following matters: the audit of the College’s financial affairs; the College’s budget and finances; compensation; investments; facilities; academic affairs; student affairs; and development and fundraising. The Board shall establish such other standing and ad-hoc committees as it deems appropriate to the discharge of its responsibilities. Committees may be given responsibility for more than one matter or subject. Each shall have a written statement of purpose and primary responsibilities as approved by the Board, and such rules of procedure or policy guidelines as it or the Board, as appropriate, approves. Each committee shall review such statements for their appropriateness and adequacy annually. Committees may include friends of the College and such persons shall have the right to vote. Section 2. APPOINTMENT OF COMMITTEE MEMBERS. The Chair of the Board shall have the responsibility to appoint the Chairs, Vice Chairs, and members of all Board committees except the Executive Committee. All committee chairs and vice chairs shall be Trustees and, unless the Board shall direct otherwise, a majority of each committee’s members shall be Trustees. Section 3. COMMITTEE SUPPORT AND MEETINGS. Each committee shall have an Officer of the College or member of the administrative staff, as designated by the President, to assist it with its work. Each committee shall meet with such frequency as shall enable it to fulfill its responsibilities to report its work and make recommendations to the Board so that the Board can consider and make timely decisions regarding the Committee's work. All Committees excluding the Executive Committee shall be required to keep minutes of all meetings and distribute them to all Trustees on a regular basis. Section 4. TRUSTEE ATTENDANCE AT COMMITTEE MEETINGS. In addition to the members of Committees appointed by the Chair, Founding Trustees shall have the right to attend and vote as members-at-large at all meetings (including Executive Sessions) of all Committees, except the Executive Committee. All other Trustees shall have the right to attend all meetings of all Committees, except the Executive Committee, but they may be excluded from the executive session of a Committee and they shall not be entitled to vote. Only members of a Committee appointed by the Chair shall be counted for purposes of determining a quorum for Committee action. Article XIII - Composition, Purposes, and Responsibilities of the Executive Committee Section 1. EXECUTIVE COMMITTEE MEMBERS. The Executive Committee shall consist of the Chair, Vice Chair and President. If there is no Vice Chair the Clerk shall serve on the Executive Committee instead. In addition, for every three Trustees on the Board above nine (disregarding fractions) the Board shall elect an additional member from the Board. At any time when the Executive Committee shall consist of only the Chair and Vice Chair (or the Clerk) and the President, and the Chair and Vice Chair (or the Clerk) are both Founding Members, the Board shall elect an additional member to the Executive Committee. Section 2. EXECUTIVE COMMITTEE RESPONSIBILITIES. The purpose of the Executive Committee is twofold: (1) It shall serve as the Board’s agent in helping the President address business between regular Board meetings, and (2) it shall assist the Chair and the President with their joint responsibility to help the Board function effectively and efficiently by suggesting Board meeting agenda items. The Committee shall have authority to act for the Board on all matters except for the following, which shall be reserved for the Board (except to the extent otherwise reserved for the Founding Members): Presidential selection, termination and compensation; Trustee and Board-Officer election; changes in institutional mission and purposes; changes to the charter or Articles of Incorporation; incurring of corporate indebtedness; purchase or sale of property, buildings, or major equipment; adoption of the annual budget; and conferral of degrees. These Bylaws or other Board policies may reserve other powers for the Board. In addition to its authority to take action on emergency matters that cannot or should not be deferred to the Board’s next scheduled meeting, the Executive Committee shall oversee the work of Board committees and the College's planning process and progress on planning goals. Solely for the purpose of assisting the Board in fulfilling its responsibility to assess the President's performance and fix the President’s compensation, the Executive Committee (excluding the President) shall prepare and provide the Board with an annual evaluation of the President’s performance and recommendations regarding the President’s compensation. All decisions and actions regarding the same shall be the Board’s exclusive responsibility unless specifically delegated to the Executive Committee. Section 3. EXECUTIVE COMMITTEE MEETINGS. The Executive Committee shall meet as often as is necessary to conduct its business as the Chair and President determine. Actions taken by the Executive Committee shall be recorded and distributed to all Trustees for subsequent ratification by the Board at its next regular meeting. A majority of Executive Committee members shall constitute a quorum. Article XIV - Composition, Purposes, and Responsibilities of the Governance Committee Section 1. COMPOSITION OF THE GOVERNANCE COMMITTEE. The Governance Committee shall have at least three members and not more than seven, all of whom shall be voting Trustees. The Committee’s Chair, Vice Chair, and members shall be appointed for renewable one-year terms by the Chair of the Board. Section 2. GOVERNANCE COMMITTEE RESPONSIBILITIES. The purpose of the Governance Committee is fourfold: (1) It shall ensure that the Board’s membership and leadership consist of highly qualified and committed individuals; (2) it shall ensure that regular programs of new Trustee and in-service education are maintained; (3) it shall periodically recommend initiatives by which the Board shall assess its performance; and (4) it shall periodically assess the quality and effectiveness of committee work. The Governance Committee serves as the Board’s agent in reviewing the performance of incumbent Trustees and Board Officers who are eligible for reelection, maintains a list of qualified candidates for possible nomination, considers cultivation strategies for promising Trustee candidates, makes nominations of candidates for election to the Board and as Board Officers, including succession planning, and proposes and periodically reviews the adequacy of a statement of Trustee responsibilities as adopted by the Board. It shall establish its own rules of procedure as deemed necessary in consultation with the Board Chair, President, and the Board. Section 3. GOVERNANCE COMMITTEE MEETINGS. The Committee shall meet as often as is necessary to conduct its business. It shall seek the assistance of all Trustees in the course of meeting its responsibilities in accordance with these Bylaws and its own rules of procedure, as adopted by the Board. A majority of the Committee’s members shall constitute a quorum. Article XV - Indemnification The College shall to the extent legally permissible indemnify each of its present and former Trustees, Officers, employees and agents and any person who serves or has served, at the College’s request, as director, officer, employee or agent of another organization or in a capacity with respect to any employee benefit plan and the heirs, executors and administrators of the foregoing (each of such persons is hereinafter referred to as the “Agent”) against all expenses and liabilities which the Agent has reasonably incurred in connection with or arising out of any action or threatened action, suit or proceeding in which the Agent may be involved by reason of being or having been an Agent, such expenses and liabilities to include, but not be limited to, judgments, court costs and attorney’s fees and the cost of reasonable settlements, provided no such indemnification shall be made in relation to matters as to which such Agent shall be finally adjudged in any such action, suit or proceeding not to have acted in good faith in the reasonable belief that his or her action was in the best interests of the College, or, in the case of a person who serves or has served in a capacity with respect to an employee benefit plan, in the best interests of the participants or beneficiaries of such plan. The College may reimburse an Agent for expenses incurred in defending a civil or criminal action or proceeding, upon receipt of an undertaking by the Agent to repay such reimbursement if the Agent shall be adjudicated to be not entitled to indemnification hereunder, which undertaking may be accepted regardless of the financial ability of the Agent to make repayment. In the event that a settlement or compromise of such action, suit or proceeding is effected, indemnification may be had but only if the Board shall have been furnished with an opinion of counsel for the College to the effect that such settlement or compromise is in the best interests of the College and that such Agent appears to have acted in good faith in the reasonable belief that his or her action was in the best interests of the College or employee benefit plan, as the case may be, and if the Board (not including the vote of any person seeking indemnification hereunder) shall have adopted a resolution approving such settlement or compromise. The foregoing right of indemnification shall not be exclusive of other rights to which any Trustee, officer, or employee may be entitled as a matter of law. Article XVI - Conflict of Interest Section 1. DEFINITION OF CONFLICT OF INTEREST. A Trustee or College Officer shall be considered to have a conflict of interest if he or she (1) has an existing or potential business relationship, financial or other material interest, or co-investment interest that impairs or appears to impair his or her independent, unbiased judgment in the discharge of his or her responsibilities to the College; or (2) is aware that a member of his or her family, or any organization in which such person is an officer, director, employee, member, partner, trustee or substantial stockholder, has a business relationship, financial or other material interest, or co-investment interest that would impair or appear to impair the Trustee or Officer's independent judgment in the discharge of his or her responsibilities to the College. For the purposes of this provision, a family member is defined as spouse (other than a spouse who is legally divorced from the Trustee or Officer or who is residing apart under a decree of separate maintenance), domestic partner (or equivalent), children including adopted children) and their spouses, brothers or sisters (by whole or half-blood or by adoption) and their spouses, parents and step-parents, grandparents, or other members of the household of such persons, and other persons for whom the Trustee or Officer has direct financial oversight powers, duties, or responsibilities. Section 2. CONFLICTS DISCLOSURE. All Trustees and College Officers shall disclose to the Board any possible conflict of interest at the earliest practical time. Further, a conflicted Trustee shall absent himself or herself from discussions of, and abstain from voting on, such matters under consideration by the Board or its committees. The minutes of such meeting shall reflect that a disclosure was made and that the Trustee with a conflict or possible conflict abstained from voting. Any Trustee who is uncertain as to whether a conflict of interest may exist in any matter may request that the Board or committee resolve the question in his or her absence by majority vote. Each Trustee shall complete and sign a disclosure form provided annually by the Clerk of the Board. Article XVII - General Section 1. CORPORATE SEAL. The corporate seal, if any, shall be in a form determined from time to time by the Board. Section 2. FISCAL YEAR. The fiscal year of the College shall begin on the first day of July and end on the last day of June, unless otherwise determined by the Board. Article XVIII - Review and Amendment of Bylaws Section 1. REQUIREMENTS FOR AMENDMENT. These Bylaws may be changed or amended at any meeting of the Trustees by a two-thirds vote of those present, provided notice of the substance of the proposed amendment is sent to all Trustees at least 30 days before the meeting and further provided that the Founding Members have approved such changes or amendments in accordance with Section 3 of Article II. Section 2. PERIODIC REVIEW. These Bylaws shall be reviewed no less frequently than every five years after the date they are adopted or after the latest amendment. The review shall be conducted by a committee appointed by the Chair of the Governance Committee and approved by the Chair of the Board. After its review the Committee shall render a report to the Board including any recommended changes. 2</s>

<s>[INST] Open Issues for Touba.txt [/INST] Open Issues for Touba June 27, 29 and 30th Meetings General Questions: Some program coordinators do not receive course releases like Department Chairs. Why is there disparity? Should they receive a release(s)? Article I Will the University ever promote someone granted prior service credit to Associate Professor prior to tenure review? This came up in the context of discussing the charge of the Committee on Faculty Scholarship and Promotion. Article II During the 6.30 meeting, the Working Group had several questions regarding the role of POP in various department/program governance matters.  For example, will they be involved in tenure cases as part of the department/program review?  Offer letters of support? etc Will college-wide committee evaluators have the expertise to evaluate Professors of the Practice in programs such as nursing? During the 6.30 meeting, the Working Group noted that there are situations where Visiting Faculty may be appointed for up to three years.  The group agreed that Touba should be consulted in this regard. 7.15 Meeting Section 2 – Faculty Contracts The Team recommends that faculty contracts going forward include a clause referencing the Faculty Bylaws and Faculty Handbook. Section 2.1.2: Tenure-Track Contracts Is the following clause accurate (or will the College enact going forward)? “A tenure-track faculty member’s time to the tenure decision will be stated in the initial letter of appointment” Section 2.1.2: Tenured Contracts Will the College issue tenured contracts to tenured faculty on an annual basis? Section 2.2 Duration and Notice of Termination 2.2.1 – Duration of Appointments Does the College issue tenure-line faculty an initial appointment for one year? If not, then number 1 needs to be edited. 2.2.2 – Notice of Termination Provost’s Office should confirm that the notification dates will be applicable to Professors of the Practice. The working group expressed concern that contracts for non-tenure track faculty are often not available/renewed until late June, which is contrary to the dates in the current policy. Also, Fall course registration doesn’t occur until after March 1. 2.5: Joint Appointments If this policy is adopted, then MOU’s documenting joint appointments already in place should be put in place. See Josh’s June 30th comment in Section 2.5 of the document. Section 3 – Recruitment and Initial Appointment 3.1: Recruitment and Initial Appointment of Full-Time Teaching Faculty Need to confirm that the procedures in Section 3.1 will apply to Professors of the Practice. Need to confirm the College has a record retention in place given reference added to the policy in the 2nd draft of the document. Does the board still approval all initial appointments to Associate and Full Professor? Miscellaneous Issues Should a Faculty-in-Residence appointment category be developed. Some on group indicated that an artist-in-residence title has been used in the past. 7.18 Meeting 1.1.1 – Teaching Load The group grappled with teaching load numbers and whether a contact hour system should be developed. They agreed to review some of the example course equivalencies examples I linked to in my comment notes. 1.1.10 - Student Course Feedback Will the model text regarding the impact of student course feedback forms also apply to Professors of the Practice? I assume so, but the group wanted to confirm this with you. 7.19 Meeting 2.1.2 – Academic Unit Evaluation Criteria A final resolution on whether this subsection should remain was not reached. There was discussion regarding whether the divisions, as opposed to the departments/programs, should develop the criteria. There was also conversation regarding whether the programs/divisions have the bandwidth to develop such criteria. We also discussed making this optional at the discretion of the departments. Rachael counseled, however, that there should be a uniform approach. Per my notes, the group agreed with Rachael that if this text is to remain in some form, it should not be optional. 2.2 – Evaluation of Tenure-Track Faculty for Reappointment Josh raises the point of how to handle the review of faculty who have joint appointments. Typically, this is addressed via an MOU. However, he informs me that not all such faculty have such an agreement in place. I have cited text from Bates on how they address the issue (i.e., review by both departments). Not sure this is something you think is workable or not. 2.3.1 – Annual Evaluation of Professors of the Practice The text here, which is based on the Full-time Faculty Contract Proposal, has the chair/coordinator conducting the annual evaluations of professors of the practice. Josh asked if there is risk having a non-tenured chair or coordinator conducting the review. I do not believe there is risk here. However, Rachael can certainly weigh in on this. If she believes there is risk, then I can add a clause stating that if the chair/coordinator is not tenured, the Provost will appoint a tenured faculty member to conduct the evaluation. 2.4 – Evaluation of Tenured Faculty There was extensive discussion on this section.  In the end, the consensus was that tenured faculty should have to submit a truncated annual faculty report at a minimum.  The general consensus was also that the chair/coordinator should not be charged with reviewing the annual forms and that the Provost's office does not have the bandwidth to conduct such reviews.  As such, we discussed possible alternative approaches, including a comprehensive periodic peer committee review perhaps every five to six years or a more a merit based evaluation every three years.  Ultimately, final consensus was not reached and the group decided to table the matter for further discussion.  The group also would like your perspective as well. 7.20 Meeting 3.1.1 – Promotion to Associate Professor As noted in Article I, there is a discrepancy as to whether a faculty member may be promoted to Associate Professor outside of tenure and, if so, is the recommendation made by the Provost or the Committee on Faculty Scholarship and Promotions? 3.2.1 – Standards for Promotion to Sr. Professor of the Practice The group requests clarity regarding the time in rank requirement before a candidate is eligible to seek promotion to the Sr. rank. 3.2.2 – Review Procedures for Promotion to Sr. Professor of the Practice The group raised several questions regarding whether the Committee on Faculty Scholarship and Promotions is the appropriate peer committee to conduct the evaluation. There is concern that neither PoP nor associate professors are members of the committee. Also, a few noted that with respect to nursing and perhaps other disciplines, the members of the current committee will not have the requisite disciplinary knowledge to undertake such a review. The general consensus was that perhaps a new committee should be put in place. Questions were also raised whether the same procedural process should be followed.  Will there by an advocate?  Additional clarity from the team that constructed the Full-Time Faculty line proposal is needed.</s>

<s>[INST] OUTSIDE ACTIVITIES.txt [/INST] Outside Activities The University encourages the involvement of its full-time faculty in professional activities directly related to the faculty member’s area of expertise that contribute significantly to the reputation of the institution and to the professional and scholarly or artistic stature of the faculty member, provided these activities do not interfere with the faculty member’s contractual responsibilities to St. Mary’s University and do not otherwise create a conflict of interest. When these standards are met, activities such as serving with professional associations, editing, reviewing, writing, consulting, performing, teaching, and public service activities, whether paid or unpaid, are considered a desirable part of the faculty member's total professional activity.  Faculty members, however, must report to the Provost any outside professional or other activities occurring during the academic year that involve a substantial and continuing commitment of time and effort. No prior approval, however, is required for occasional and brief commitments such as occasional speaking engagements or participation in evaluation visits to other institutions or for activities that occur between the end of one academic year and the beginning of the next.  A faculty member’s written report of such activities must be submitted to the Provost in advance of the semester in which the work is to take place. The report should explain how the faculty member’s expectations for University service will be met, and where appropriate, how the outside activity will contribute to the faculty member’s professional growth.  The Provost will provide a written response within 15 days of receiving the faculty member’s report.  Approval for up to the equivalent of one day per work week during the academic year will normally be provided if the activity does not reflect discredit on the University, is not in competition with offerings or activities of the University, and does not interfere with the faculty member's contractual responsibilities to Ohio Wesleyan.  If the Provost does not approve the faculty member’s participation in the outside professional or other activity, the reasons will be provided in writing to the faculty member, who may, in turn, appeal the decision to the Faculty Executive Committee through the grievance procedure outlined in Section 3.13.3.  Pending the grievance, however, the proposed activity should not be undertaken until the matter is resolved.   If the Provost approves the outside professional or other activity and later, after experience, determines that continuation of such activity is adversely impacting the faculty member’s responsibilities to the University, the Provost may require that the activity be discontinued, giving the faculty member reasonable written notice. The Provost’s decision is also appealable to the Faculty Executive Committee of the Faculty (see Section 3.13.3) and, if a formal grievance is filed, the faculty member may continue the activity pending the final determination under the grievance procedures.</s>

<s>[INST] OWU Faculty Handbook (7th Draft) (Clean).txt [/INST] </s>

<s>[INST] OWU Faculty Handbook (7th Draft) (Tracked).txt [/INST] </s>

<s>[INST] OWU Faculty Handbook Update (New TOC Draft)(July).txt [/INST] </s>

<s>[INST] OWU Faculty Handbook Update (Pre-Draft)).txt [/INST] </s>

<s>[INST] OWU Faculty Handbook Update (Working Draft)(July).txt [/INST] </s>

<s>[INST] OWU Faculty Handbook Update (Working Draft).txt [/INST] FACULTY HANDBOOK OHIO WESLEYAN UNIVERSITY First Draft Table of Contents Introduction 3 CHAPTER I: CODE OF REGULATIONS OF THE TRUSTEES OF THE OHIO WESLEYAN UNIVERSITY 4 Section 1. 4 Article 4 [Section 1.2] 4 [Section 1.3] 4 [Chapter 2] 5 [Section 2.1] 5 [Section 2.2] 5 [Section 2.3] 5 CHAPTER III. GENERAL POLICIES AND PROCEDURES GOVERNING FACULTY CONTRACTS AT OHIO WESLEYAN UNIVERSITY 6 3.1 Preamble and General Policy 6 3.2 Kinds of Positions 6 3.3 Kinds of Appointments 7 [Chapter 4] 9 [Section 4.1] 9 [Section 4.2] 9 [Section 4.3] 9 [Chapter 5] 10 [Section 5.1] 10 [Section 5.2] 10 [Section 5.3] 10 [Chapter 6] 11 [Section 6.1] 11 [Section 6.2] 11 [Section 6.3] 11 [Conclusion] 12 Appendix A 13 Appendix B 14 Appendix C 15 Bibliography 16 Introduction The aim of the Faculty Personnel Handbook is to provide faculty members with a clear, accurate, and comprehensive overview of their contractual relationship to the College so that important personnel practices and related matters are as transparent as possible. The handbook describes faculty rights and responsibilities. In particular it describes the processes and criteria of evaluation for hiring, renewal, and tenure (where appropriate), as well as the conditions under which a faculty contract may be terminated or faculty positions may be eliminated. The Richard Bland College Faculty Handbook provides many of the policies, information concerning the policies, and related administrative matters associated with the role of a faculty member.   (The College Policy Manual provides policies that apply to all College employees, including faculty, and other campus-wide policies may be found on the College website, rbc.edu.) Any questions concerning the administrative policies of the College may be directed to the Chief Academic Officer or the President. Concerns and questions related to course content and instructional needs may be directed to the appropriate Academic Division Chair and/or the Office of the Chief Academic Officer. It shall be the responsibility of the Office of the Chief Academic Officer to maintain the Handbook and provide to the President any recommended changes from the appropriate administrative units or the faculty. This Faculty Handbook and the Richard Bland College Catalog are provided for your information and preparation for serving as a member of the Richard Bland College faculty.   Any subsequent changes in policies, procedures, or employment terms are incorporated in the next annual contract issued by the University to the faculty after such changes are adopted by the Board of Trustees. Changes in the Faculty Handbook are effected in accordance with the procedure specified in Section Changes in the contractual agreement become effective with the issuing of new contracts, which generally occurs in the spring of each year. Changes in the contractual agreement are made in accordance with the procedure described in section 1.9. Statement of Non-Discrimination CHAPTER I: CODE OF REGULATIONS OF THE TRUSTEES OF THE OHIO WESLEYAN UNIVERSITY [Text for Chapter 1 goes here] Section 1. [Text for 1.1 goes here] Article [Section 1.2] [Text for 1.2 goes here] [Section 1.3] [Text for 1.3 goes here] [Chapter 2] [Text for Chapter 2 goes here] [Section 2.1] [Text for 2.1 goes here] [Section 2.2] [Text for 2.2 goes here] [Section 2.3] [Text for 2.3 goes here] CHAPTER III. GENERAL POLICIES AND PROCEDURES GOVERNING FACULTY CONTRACTS AT OHIO WESLEYAN UNIVERSITY 3.1 Preamble and General Policy In all matters affecting academic freedom, intellectual responsibility, and tenure the University adopts the principles set forth in the 1940 AAUP Statement of Principles of Academic Freedom and Tenure, except as specifically modified in the sections below. In order (a) to assure practical implementation of their commitment to the above guiding principles governing academic freedom, tenure, and responsibility already adopted, (b) to provide an atmosphere of academic integrity and mutual confidence among Faculty and Trustees, (c) to establish conditions of stable employment which will make possible the attraction and retention of able faculty personnel who will provide instructional services of high quality, and (d) otherwise to effectuate the command of the Charter, granted in 1842, that "the University shall forever be conducted on the most liberal principles, accessible to all religious denominations and designed for the benefit of our citizens in general," the Trustees of Ohio Wesleyan University do adopt and declare to be a condition and integral part of their contractual agreement with every member of the Faculty the following policies and procedures governing faculty appointment, reappointment, tenure, salary increases, promotion and dismissal. The provisions of this Chapter can be revised only by an action of the Board of Trustees. The policies outlined in the Faculty Handbook as in effect from time to time form part of the essential employment understandings between members of the Faculty and the University. Other University policies and guidelines are available ----. In addition, academic departments and programs may have their own internal rules, procedures, and policies, which may supplement – but do not supersede or replace - policies outlined in this Chapter of the Faculty Handbook. Where the terms and provisions of an individual contract of a faculty member are inconsistent with the general policies contained herein, the provisions of the individual contract shall supersede. Otherwise, the provisions of Chapter III of the Faculty Handbook are legally binding on all parties for the specific period covered by a contract and will not be changed during that period. 3.2 Kinds of Positions Each faculty position to which a remunerated appointment is to be made shall be of one of two kinds, tenure track or term. A tenure track position is one which has a tenured occupant or, lacking such, about which a determination has been made that circumstances point to the continuing need for the position. A term position is one which has been approved for a specifically limited time, normally one to three years. Both positions include the ranks of instructor, assistant professor, associate professor, and professor, and term faculty also include the rank of lecturer. Positions are classified as tenure track or term by the President in consultation with established faculty governance processes (See Handbook, Section IV). In addition to the above, the University also reserves the right to assign faculty rank to certain administrators (Section 3.3) and to acknowledge faculty members who have separated from service with the University following distinguished careers with the honorary designation of Associate Professor or Professor Emeritus (Emerita) (see Section 3.4). 3.2.1 Tenure Track Positions 3.2.2 Term Positions Term positions are limited to the term of employment stated in the contract and carry no presumption of renewal. Term positiions do not lead to tenure. Should a faculty member with a term position subsequently receive a probationary appointment, the length of the probationary period prior to tenure review is determined in accord with Section 2.3.6, "Initial Rank and Length of the Probationary Period." Compensation and responsibilities are ordinarily worked out and agreed upon in writing between the appointee and the dean of the faculty, [and/or the dean of the School of Theology], in consultation with the department chair. See Sections 2.1.3 and 2.1.4 for a further description of term appointments. Although a part-time, term-contract appointment might be appropriate for many years in succession, full-time faculty members are ordinarily either tenured (receiving a continuous contract; see Section 2.2.1.3 below) or on tenure-track (receiving a probationary contract; see Section 2.2.1.2 below). Full-time term contracts are routinely limited to no longer than three years. In special circumstances (for example, for summer teaching), tenured/tenure-track faculty of the college [university] may receive term contracts in addition to their regular contracts. Full-time, term-contract faculty will receive annual departmental reviews. 3.3.3 Other Faculty Positions Administrators with Faculty Status Professional Librarians Librarians make a significant contribution to the educational program and general academic life of a college. They have an important responsibility for developing library collections, for bibliographical control over these collections, for informing students about library resources and uses, and for advising faculty in the use of the collection. They answer questions, compile bibliographies, and strive to improve library processes and practices. Their work involves high-level skills of communication, analysis, organization, and follow-through, among others. It requires trained intelligence and graduate professional education. Given the close involvement of librarians in support of the faculty's teaching and the student's learning, professional librarians at Ohio Wesleyan will be voting members of the Faculty and will be eligible for election to the committees of that body. Because the duties and responsibilities of librarians are significantly different in important respects from those of the classroom faculty, appointments of librarians will not necessarily be governed by the terms and conditions applicable to classroom faculty, but will, except as explicitly noted herein, be governed by those of the nonfaculty professional staff of the University. In addition to membership in the faculty body as noted above, the following special terms and conditions will be applicable to librarians. Performance appraisals of librarians, including the Director of Libraries, will make use of several sources of information including a self report, evaluations from librarian colleagues, and evaluation by library patrons. The Library Subcommittee of the Committee on Teaching and Learning will determine appropriate procedures for evaluation by patrons. Using the above information and consulting with the Director of Libraries except, of course, when his or her own case is involved, the Provost shall make final personnel recommendations to the President. The normal highest degree for professional librarians is the master's degree in library science. Librarians entering employment with this degree will be paid at the level of entering teaching faculty with comparable training and experience. They will also participate in salary increases on the same basis as faculty members and other professional staff. Librarians will be eligible to apply for paid study leaves after six years since start of service or since the last leave. Such leaves will not be automatic, but must be approved by the Provost upon recommendation of the Director of Libraries in consultation with the Library Subcommittee of the Committee on Teaching and Learning for projects which promise to advance the contribution of the library to the academic life of the institution. They normally will be granted for an eight week period in the summer, which period shall be in addition to the usual one month annual vacation. A librarian may be the instructor of record for credit bearing student work upon approval of the Provost who will make an appropriate appointment on the recommendation of the department or program which has responsibility for the course(s) involved. On the recommendation of the Faculty Personnel Committee, this appointment may be a continuing departmental "courtesy appointment." In other cases it will be for the academic term of the course(s) involved. A librarian may use the appropriate appeal process in the Faculty Handbook for a case he or she believes involves violation of his or her academic freedom. Professor Emeritus/a The special status of Professor Emeritus/a is awarded by the Board of Trustees to those persons who meet the following qualifications: Have completed at least ten (10) academic years of ranked faculty service to Ohio Wesleyan and held the rank of Associate Professor or Professor at retirement (in exceptional circumstances, documented by the appropriate Department Chair Provost, candidates may be advanced who do not meet these qualifications); Have fulfilled the responsibilities of a faculty member with consistency and effectiveness; Have received a positive recommendation for such appointment from the appropriate department, the Faculty Personnel Committee, the Provost, and the University President. Professor Emeritus/a are not considered employees of the University and therefore are not entitled to fringe benefits. As members of the broader University community, Professor Emeritus/a are welcome to advise the community in all University assemblies, colloquia, and other academic events. However, they are not afforded voting privileges in faculty governance. Professor Emeritus/a faculty are entitled to the following recognitions and privileges: Listing in the Catalog and other University publications and directories that collectively list the Faculty; The right to participate in formal and informal academic events and other University events and social functions with other faculty colleagues; Use of the University Library with faculty privileges; Use of office space and/or laboratories if recommended by the Department Chair and approved by the Provost; Use of University identification card and parking permit; and Attendance at University events and use of services under the same conditions and at the same cost as other regular appointment faculty. Revocation of Status Once awarded, Professor Emeritus/a status continues in perpetuity unless the recipient either requests to have status rescinded or violates the intent and spirit of emeritus/a status by engaging in serious dishonorable conduct in violation of law, rule, or policy and/or causes harm to the University’s reputation. To revoke Professor Emeritus/a status without the consent of the individual, a petition must be made by a member of the University community to the President, and subsequently to the Board of Trustees, which has the final authority to revoke the individual’s Professor Emeritus/a status. Actions or conduct protected by academic freedom and unlawful discrimination shall not be used to revoke such status. 3.3 Kinds of Appointments Remunerated appointments to the Faculty of the University shall conform to the categories described in this section. The definition of 'fulltime' is implicit in other policies in the Handbook, including those on teaching load. Fringe benefits for fulltime faculty are described elsewhere in the Handbook; contrasting policies for part-time faculty are included in this section. 3.3.1.1 Fulltime Regular Appointments A regular appointment is made to a tenure track position. A regular appointment includes a University commitment for a probationary period of service leading to permanent tenure on the teaching faculty unless the appointment is terminated by the appointee or by action of the University as hereinafter provided. Persons on a full-time regular appointment will be issued an initial contract that is subject to renewal after two years of service. Subsequent contracts are issued annually. Reappointment will be preceded by an evaluation by the Faculty Personnel Committee. Temporary Appointments A temporary appointment is made to a term position. It is renewable only to the expiration date of the position approval and in no case is renewable as a temporary appointment beyond the individual's seventh year of fulltime faculty service at the University. Renewal of appointment will be preceded by an evaluation by the Faculty Personnel Committee. A temporary appointment may also be made to a tenure track position in cases where the appointee serves as a leave replacement, or when time has not permitted a full search to be conducted or the search has not yielded a suitable regular appointee. In latter kinds of cases, a new search will be conducted the next year, in which search the temporary appointee may compete. A faculty member shall be regarded as on a temporary appointment when the faculty member is in a terminal period following notification of nonrenewal of appointment or denial of tenure. Temporary appointments do not carry tenure status. Part-time 2. Part-Time* a. General A part-time faculty member is a person who, in the judgment of the Provost, carries less than a normal faculty teaching load and whose total faculty responsibilities are partial rather than full. Part-time appointments are subject to the approval of the department and the Provost. b. Part-Time Appointments Part-time faculty members are not tenurable and they are not eligible for promotion except to the levels of Lecturer and Senior Lecturer as specified below. All initial part-time appointments will be made to Part-Time Instructorships. c. Establishment of Need for Part-Time Faculty Before any part-time faculty can be appointed to teach, the department(s) or program(s) seeking faculty for part-time teaching must have submitted to the Provost and received approval of a statement of need for part-time support for the semester or term the appointment would cover. d. Terms of Part-Time Appointments 1) Instructors a) Appointment The initial appointment of a Part-Time Instructor by the Provost will be for the duration of a semester. Additional semester appointments may follow. b) Compensation Part-Time Instructors are paid per unit (course) pursuant to a salary scale to be established and approved on an annual basis by the provost in consultation with the Faculty Personnel Committee. Part-Time Instructors are eligible for prorated professional development funds after having completed the teaching of eight course units. In addition, Part-time Instructors may be eligible for other benefits as determined by the Provost and the Director of Human Resources. c) Evaluation In their second year of teaching, Part-Time Instructors will be reviewed by the home department(s) or program(s) on the basis of the quality of their teaching only. Part-time Instructors are assumed to have only teaching duties (i.e., no advising, committee service, or other obligations). A summary of the review process and findings will be filed and maintained in the Provost’s office. Departmental reviews will be repeated at two-year intervals for each Part-Time Instructor, and reports of each review will be filed in the Provost's office. The schedule for review may be adjusted only by departmental application to the Faculty Personnel Committee. Part-Time Instructors must evaluate every class they teach. d) Promotion In the sixth year and after completion of twelve regular units of teaching, Part-Time Instructors, with the support and recommendation of the department(s) or program(s) in which the part-time instructor has taught, and upon conclusion of a favorable departmental review as described in c) above, may apply to the Faculty Personnel Committee for a promotion to Lecturer by submitting a teaching dossier. Such application will be considered only if the relevant department(s) or program (s) has submitted a statement of need for continued part-time support covering the term for which appointment is sought. Candidates for promotion to Lecturer will be evaluated by the Faculty Personnel Committee on the basis of their teaching, and, if promotion is recommended by the Committee and approved by the Provost, the candidates will be granted Lecturer status. If promotion is not granted, Part-Time Instructors may, with the support and approval of the department(s) or program(s) needing part-time support, continue to receive semester appointments and may seek promotion to Lecturer after their next departmental review. 2) Lecturers a) Appointment If promotion to Lecturer is granted, the Lecturer will have assignment priority over Part-Time Instructors and can expect, contingent upon need for part-time faculty, as explained in (f) below, a minimum of two units of teaching per year for a two-year term. Assignments will take into consideration seniority within level, with preference given to those with higher seniority. During the second year of the initial two-year appointment as Lecturer, the faculty member may, with the support and recommendation of the department(s) or program(s) in which the Lecturer has taught, apply for a four-year term to the Faculty Personnel Committee. After that time, Lecturers may apply for renewal of their terms every four years. Renewal applications must be accompanied by a letter of support from the department(s) or program(s) which has submitted and had approved by the Provost a statement of need for continued part-time support covering said term. If the statement of need is not approved, Lecturers will be eligible to continue to teach on a semester-by-semester basis as Lecturers; they may re-apply for a four-year term at the end of the second year following the non-approval. If the statement of need is approved and renewal of the four-year term is not granted, Lecturers will be eligible to teach on a semester-by-semester basis as Part-Time Instructors. They may re-apply for promotion to Lecturer during the second year following non-renewal using the procedure specified in 1d. b) Compensation At the time of promotion, Lecturers can expect an increase in their base salary. Lecturers are paid per unit (course) pursuant to a salary scale to be established and approved on an annual basis by the Provost in consultation with the Faculty Personnel Committee. They are eligible for merit increases every two years (see 2d below). Professional development benefits will continue, and Lecturers will receive prorated tuition remission benefits at Ohio Wesleyan. In addition, Lecturers may be eligible for other benefits as determined by the Provost and the Director of Human Resources. c) Continuity and Requests for Leave In order to maintain their status and terms as a Lecturer, Lecturers are expected to accept the teaching of at least two courses per academic year with the following exceptions: 1) The Lecturer was not offered two courses during any given semester due to a lack of need (see f below) or 2) The lecturer has been granted a professional leave of absence. Requests for such leave may occur once every four years and the leave would be unpaid. The maximum duration of professional leaves is two semesters. Professional leaves of absence will be approved by the Provost in consultation with the Faculty Personnel Committee if supported by the departments) or program(s). Time spent on professional leave would not be counted toward the evaluation period specified in 2d. d) Evaluation The Faculty Personnel Committee will review Lecturers for a merit-based salary increase every two years based on the quality of their teaching responsibilities, which may include student advising. A discretionary review of a Lecturer may be initiated by the department or the Faculty Personnel Committee at any time; unfavorable review could result in loss of Lecturer status. Lecturers must evaluate every class they teach. e) Promotion During the sixth year as Lecturer and upon completion of twelve regular units of teaching at the level of Lecturer, again with the support and recommendation of the department(s) or program(s) in which the part-time instructor has taught, and upon conclusion of a favorable departmental review as described in c) above. Lecturers may apply to the Faculty Personnel Committee for a promotion to Senior Lecturer by submitting a teaching dossier. Such application will be considered only if the relevant department(s) or program(s) has submitted and had approved by the Provost a statement of need for continued part-time support covering the term for which appointment is sought. Candidates for promotion to Senior Lecturer will be evaluated by the Faculty Personnel Committee on the basis of their teaching, and, if promotion is recommended by the Committee and approved by the Provost, the candidates will be granted Senior Lecturer status. 3) Senior Lecturers a) Appointment If promotion to Senior Lecturer is granted, the Senior Lecturer will have assignment priority over Part-Time Instructors and Lecturers and can expect, contingent upon need for part-time faculty, as explained in g. below, a minimum of two units of teaching per year for a four-year term. Assignments will take into consideration seniority within level, with preference given to those with higher seniority. Senior Lecturers may apply for renewal of their Senior Lecturer designation every fourth year. Application for renewal must be accompanied by a letter of support from the department(s) or program(s) in which the part-time instructor has taught and the department(s) or program(s) must have submitted a statement of need for continued part-time support covering said term. If the statement of need is not approved, Senior Lecturers will be eligible to continue to teach on a semester-by-semester basis as Senior Lecturers; they may re-apply for a four-year term at the end of the second year following the non-approval. If the statement of need is approved and renewal of the four-year term is not granted, Senior Lecturers will be eligible to teach on a semester-by-semester basis as Part-Time Instructors. They may re-apply for promotion to Lecturer during the second year following non-renewal using the procedure specified in 1d. b) Compensation At the time of promotion, Senior Lecturers can expect an increase in their base salary. Senior Lecturers are paid per unit (course) pursuant to a salary scale to be established and approved on an annual basis by the provost in consultation with the Faculty Personnel Committee. They are eligible for merit increases every two years (see 3d. below). Professional development benefits will continue, as will pro-rated tuition remission benefits at OWU. Senior Lecturers will be eligible to receive a paid one-semester leave upon the completion of 36 units of teaching at that rank. In addition, Senior Lecturers may be eligible for other benefits as determined by the Provost and the Director of Human Resources. Senior Lecturers will be eligible to apply for all internal grants for which regular full-time faculty are eligible. c) Continuity and Requests for Leave In order to maintain their status and terms as Senior Lecturers, Senior Lecturers are expected to accept the teaching of at least two courses per academic year with the following exceptions: 1) The Senior Lecturer was not offered two courses during any given semester due to a lack of need (see f below) or 2) The Senior Lecturer has been granted a professional leave of absence. Requests for such leave may occur once every four years and the leave would be unpaid. The maximum duration of professional leaves is two semesters. Professional leaves of absence will be approved by the Provost in consultation with the Faculty Personnel Committee if supported by the department(s) or program(s). Time spent on professional leave or paid leave would not be counted toward the evaluation period specified in 2d. d) Evaluation The Faculty Personnel Committee will review Senior Lecturers for a merit-based salary increase every two years based on the quality of their teaching responsibilities, which may include student advising. A discretionary review of a Senior Lecturer may be initiated by the department or the Faculty Personnel Committee at any time. Senior Lecturers must evaluate a minimum of one class per semester in any semester in which they are teaching. e. Appeal Procedures for Part-Time Faculty Part-time Instructors, Lecturers, and Senior Lecturers seeking review of a nonrenewal decision by the Faculty Personnel Committee must submit a letter seeking review of the nonrenewal to the provost within 30 days of non-renewal. The decision of the provost will be final. f. Approval of Appointments and Promotions All appointments and promotions of part-time faculty must be approved by the Provost. g. Course Assignments Contingent upon Need While the University will attempt to hire and promote the number of part-time faculty that will, to the extent possible, allow for faculty members to teach two courses per year, the number of courses assigned to specific individual Part-Time Instructors, Lecturers, and Senior Lecturers is contingent upon the availability of a sufficient number of courses to be taught by part-time faculty allocated to a department by the Provost. In the event that circumstances such as staffing changes, enrollment changes, programmatic changes or budgetary constraints reduce the number of courses available for staffing by part-time faculty, as determined by and at the discretion of the provost, courses will be assigned to part-time faculty on the basis of need and expertise, taking into consideration current level and seniority within level. *The provisions of this section do not necessarily apply to a person on full-time administrative appointment who holds faculty rank and teaches less than a full load. Retention of Academic Rank and Tenure by University Faculty Members Who Accept Administrative Assignments From time to time, University faculty members may receive part-time or full-time administrative assignments. 3 . 2 . 9 . 1 Retention of Academic Rank, Tenure, and Eligibility for Promotion by University Faculty Members Who Accept Part-Time Administrative Assignments Ranked faculty members who receive part-time administrative appointments—i.e., appointments that entail half- time or less administrative work (§3.6.3)—retain their faculty contracts as augmented in some cases to reflect their administrative duties, along with full faculty rights (e.g., retention of rank and tenure). Unless otherwise specified in modifications to their contracts signed by the Provost, such faculty members remain eligible for sabbatical leave, senior review, and review for promotion in academic rank according to the normal schedule. 3 . 2 . 9 . 2 Retention of Academic Rank and Tenure by University Faculty Members Who Receive Full-Time Administrative Assignments University faculty members who receive appointment to full-time administrative positions—i.e., positions entailing more than half-time administrative work—move automatically to administrative contracts. Exceptions to this policy must be approved by the Provost. Faculty members serving in administrative positions will be subject to the University rules and policies applicable to other administrative personnel. At the time of an initial administrative appointment or subsequently, the Dean, the Provost, or, if necessary, the President will state in a letter of understanding the conditions under which the person will return to the faculty and whether the time spent as an administrator will count toward promotion, tenure, or the next sabbatical leave. Faculty members holding full-time administrative appointments are ineligible for promotion in academic rank during their terms of administrative service. Faculty members who accept administrative appointments retain their current academic rank and tenure provided they teach at least one course at the University every three (3) years. Full-time administrators lose their faculty rank and tenure at the beginning of the fourth academic year in which they have not satisfied this requirement. Faculty Rank and Retreat Rights or Tenure for Administrators The University does not ordinarily appoint members of the Administration with faculty rank. Nor does an administrator receive faculty rank by virtue of teaching part-time for the University. However, in accordance with §3.2.10.1, administrators possessing the requisite qualifications and meeting applicable standards (§§3.9.2, 3.9.5, 3.9.8, 3.9.9) are eligible for appointment with faculty rank, and in addition they may also be given retreat rights to join the faculty following the successful completion of their administrative assignment, including tenure or the possibility of standing for tenure after a designated interval. 3 . 2 . 10 . 1 Assignment of Faculty Rank to Administrators The President, in consultation with the appropriate Dean and the Provost, has the authority to assign to an administrator a faculty rank that was earned through a faculty review at a comparable regionally accredited four-year college or university. At its discretion, the Board of Trustees may assign to the President an appropriate faculty rank, either at the time of hire or subsequently. To retain an academic rank, an administrator must teach at least one course at the University every three years; administrators lose their academic rank at the beginning of the fourth academic year in which they have not satisfied this requirement. Administrators holding academic rank are ineligible for promotion in academic rank during their terms of administrative service. 3 . 2 . 10 . 2 Retreat Rights or Tenure for Administrators Administrators who are not already tenured faculty members at the University do not ordinarily receive tenure either at the time of their initial administrative appointments or during their terms as administrators. However, the President has the authority to assign retreat rights or tenure to an administrator, either at the time of initial appointment or subsequently. An administrator hired with retreat rights is eligible to assume a faculty position and, in some cases, subsequently stand for tenure (after the usual four-year probationary period, §3.2.1). Prior to such an action, the President, the Provost, or the appropriate Dean will consult with the relevant department or School (as early in the hiring process as possible if the decision is made at the time of hire) to enable the department or School to review the candidate’s academic credentials, to meet with the candidate (if possible), and to make a recommendation on the case. When an administrator is granted retreat rights, the appropriate Dean, the Provost, or the President will state in a letter of understanding the conditions under which the administrator may join the faculty at the conclusion of the administrative appointment. The terms of any such arrangement must be approved by the President. An administrator hired with tenure is eligible to assume a tenured faculty position upon completing her or his administrative assignment. Prior to making a decision to award tenure at time of hire, the President or Provost, in addition to consulting with the relevant department or School, will submit the candidate’s credentials to the Faculty Review Committee for its evaluation and recommendation. If the department or School, the Faculty Review Committee, the P r o v o s t , and the President concur,an initial appointment with tenure can be made. Subsequently, the President or Provost will review the case with the Academic Affairs Committee of the Board of Trustees. 3. Annual Contract Period The period of employment under a fulltime faculty contract shall be for the 12month period beginning one week prior to the first day of classes, fall semester, during which the individual shall receive salary, fringe benefits, and the other perquisites of a faculty appointment. The salary and benefits in this contract will cover the duties associated with the position performed during the portion of the employment period which precedes Commencement and is known as the "academic year." Separate subsidiary contracts will be issued for duties performed outside the academic year, such as summer session teaching. Such contracts will not include fringe benefits, unless such benefits are funded by outside sources. Contract Terms The precise terms and conditions as to kind of appointment, rank, dates of beginning and close of period covered by the appointment, number of years remaining in probationary period in case of regular appointment, salary, insurance coverage, and pension rights and payments, shall be stated in writing and be in possession of both the University and the appointee before an appointment to the teaching faculty is consummated. Rank and Salary of Initial Appointment Initial appointment to the teaching faculty of Ohio Wesleyan shall be at a rank and salary commensurate with the individual's training in terms of degree or equivalents and the extent of experience in terms of the number of years of successful college teaching or its equivalent. The salary of initial appointment at each rank shall be within a narrow range, established by the Provost in consultation with the Faculty Personnel Committee and reported to all faculty. Faculty Qualifications Nebraska Wesleyan University Faculty Qualifications Policy Nebraska Wesleyan University follows Higher Learning Commission requirements for faculty qualifications. NWU determines faculty qualifications primarily by credentials, although it may consider other factors, such as tested experience, as qualification for teaching. Based on HLC recommendations, NWU’s instructional faculty “possess an academic degree relevant to what they are teaching and at least one level above the level at which they teach, except in programs for terminal degrees or when equivalent experience is established. In terminal degree programs, faculty members possess the same level of degree. When faculty members are employed based on equivalent experience, the institution defines a minimum threshold of experience and an evaluation process that is used in the appointment process” (page 3, https://www.hlcommission.org/Publications/determining-qualified-faculty…) Documentation of teaching qualifications is part of each faculty member’s file. In cases where equivalent experience and/or credentials are a consideration for employment, the file provides information regarding the particular experiences and/or credentials, and their relevance to the discipline or courses taught by the faculty member. Qualifications based on Academic Credentials: NWU’s preference is to hire faculty members with terminal degrees in the relevant field whenever possible. Baccalaureate programs: Faculty members recommended for full-time or part-time positions in undergraduate programs must have completed at minimum one of the following: A master’s degree in the discipline, OR A master’s degree in a related field, plus at least 18 graduate credits in the discipline Master’s programs: Faculty members recommended for full-time or part-time positions in graduate programs must have completed at minimum one of the following: A terminal degree in the discipline, OR A terminal degree in a related field, plus at least 18 hours of graduate credit in the discipline Qualifications Based on a Combination of Academic Credentials and Tested Experience The Higher Learning Commission recognizes that tested experience may substitute for a credential in situations when the institution determines said experience is equivalent to the degree required for the position. Specific disciplines and programs may establish what constitutes tested experience, including the skill sets, experiences, and professional credentials that qualify candidates to teach in those programs. Candidates whose eligibility is based on a combination of credentials and tested experience must hold at least the lesser degree (i.e., a degree one level lower than those indicated above) plus appropriate experience. In these cases, department chairs must submit a request explaining how the individual meets qualification requirements. Requests must be approved by the appropriate academic dean in the case of part-time faculty, or by the provost in the case of full-time faculty. [Chapter 4] [Text for Chapter 4 goes here] [Section 4.1] [Text for 4.1 goes here] [Section 4.2] [Text for 4.2 goes here] [Section 4.3] [Text for 4.3 goes here] [Chapter 5] [Text for Chapter 5 goes here] [Section 5.1] [Text for 5.1 goes here] [Section 5.2] [Text for 5.2 goes here] [Section 5.3] [Text for 5.3 goes here] [Chapter 6] [Text for Chapter 6 goes here] [Section 6.1] [Text for 6.1 goes here] [Section 6.2] [Text for 6.2 goes here] [Section 6.3] [Text for 6.3 goes here] [Conclusion] [Text for conclusion goes here] Appendix A Appendix B Appendix C Bibliography vi 11</s>

<s>[INST] OWU FHB (Attorney Draft).txt [/INST] </s>

<s>[INST] OWU FHB Chapter 3.txt [/INST] </s>

<s>[INST] OWU FHB Chapter 4.txt [/INST] Chapter Four: Part-time Faculty Personnel Policies This chapter is the official statement of policies, terms, responsibilities, duties, rights, and privileges pertaining to part-time faculty. It becomes a part of every part-time faculty member's contract of employment. Part-time faculty are subject to the provisions of Chapter III of the Faculty Handbook only as indicated herein. Part-time faculty shall be familiar with and abide by the policies and procedures of this Chapter IV. Academic Titles for Part-Time Faculty Part-time faculty members are appointed on a part-time contractual basis, teaching less than a fifty percent full-time teaching load for the academic year or less than a one hundred percent full-time teaching load for half of the academic year, as determined by the Provost. To be appointed to a part-time faculty position, an individual must meet the minimum faculty qualifications as defined in Chapter III, Section 3.4.5 of this Handbook. The academic titles approved by the University for part-time faculty include Part-time Instructor, Part-time Lecturer, and Part-time Senior Lecturer. Part-time faculty are temporary employees employed only on part-time contracts and are not eligible for tenure. Recruitment and Initial Appointment of Part-Time Faculty Establishment of Need for Part-Time Faculty Before any part-time faculty can be appointed to teach, the department(s) seeking faculty for part-time teaching must have submitted to the Provost and received approval of a statement of need for part-time support for the semester or term the appointment will cover. The Provost or the Provost’s designee must approve the position. Recruitment of Part-time Faculty When the Provost authorizes a part-time faculty position, the procedures published in the Faculty Search Guide shall be generally employed, except that advertisement may be limited to a regional search provided that a suitable pool of applicants is obtained in keeping with the University’s policy as an Affirmative Action and Equal Opportunity Employer. In addition, the Department Chair may modify the usual recruitment and appointment procedures due to time constraints, provided that a suitable pool of qualified and diverse candidates is obtained. All initial part-time appointments are made to Part-Time Instructorships. Part-time Faculty Rights and Privileges  Part-time faculty have the rights and privileges as specified below: Right to attend Faculty meetings with voice, but without vote Right to academic freedom (Chapter III, Section 3.5.1) Right to attend University ceremonies Right to notification of reasons for dismissal for adequate cause, if requested and the dismissal occurs prior to the termination date of their contracted services Right to have their professional performance evaluated based on interval set forth in Chapter IV, Section 4.3.  Part-time Faculty Contractual Duties and Responsibilities  In addition to the teaching duties and other responsibilities stated in the part-time faculty member’s individual appointment contract and Chapter Four of this Faculty Handbook and its subsections, Part-time Faculty shall fulfill the following responsibilities: To foster the mission and aims of the mission of Ohio Wesleyan University To follow all academic policies published in the Catalog and meet deadlines for the submission of syllabi, course grades, etc. To maintain and assess student learning in accordance with existing University policies and procedures To make appropriate accommodations for students relating to disabilities disclosed in accordance with the University’s policies To adhere to the prevailing ethical standards of the faculty member’s discipline(s) or professional organization(s) To adhere with the Standards of Professional Conduct set forth in Chapter III, Section 3.5 of the Faculty Handbook, including but not limited to knowing and adhering to University and department policies and procedures applicable to them, provided they do not contravene academic freedom. Such policies and procedures, include, but not are not limited to, those published in this Chapter IV of the Faculty Handbook, the Employee Handbook, and the University Catalog. Terms of Part-Time Faculty Appointments Part-time Instructors Appointment The initial appointment of a Part-Time Instructor by the Provost will be for the duration of a semester. Additional semester appointments may follow. Compensation Part-Time Instructors are paid per unit (course) pursuant to a salary scale approved by the Board of Trustees and published by Academic Affairs. Part-Time Instructors are eligible for individual professional development account funds on a per-course basis at the established rate after having completed the teaching of eight course units. In addition, Part-time Instructors may be eligible for other benefits as determined by University human resource policy and any applicable benefit plans. Evaluation Current University Policy In their second year of teaching, Part-Time Instructors will be reviewed by the home department(s), in consultation with individual’s Program Director (if applicable), on the basis of the quality of their teaching only, utilizing the teaching criteria set forth in Section 3.8.1. Part-Time Instructors are assumed to have only teaching duties (i.e., no advising, committee service, or other obligations). A summary of the review process and findings will be filed and maintained on the Academic Affairs’ website. Departmental reviews will be repeated at two-year intervals for each Part-Time Instructor, and reports of each review will be filed in the faculty member’s personnel file. The schedule for review may be adjusted only by departmental application to the Faculty Personnel Committee. Student course evaluations must be distributed for every course a Part-Time Instructor teaches. Alternative Policy In their second year of teaching, Part-Time Instructors will be reviewed by the home Department Chair, in consultation with individual’s Program Director as applicable, on the basis of the quality of their teaching only, utilizing the teaching criteria set forth in Chapter III, Section 3.8.1. Part-Time Instructors are assumed to have only teaching duties (i.e., no advising, committee service, or other obligations). Department Chair reviews will be repeated at two-year intervals for each Part-Time Instructor, and reports of each review will be filed in the faculty member’s personnel file. The schedule for review may be adjusted only by departmental application to the Faculty Personnel Committee. Student course evaluations must be distributed for every course a Part-Time Instructor teaches. -End Alternative Policy- Promotion Current University Policy In the sixth year and after completion of twelve regular units of teaching, Part-Time Instructors, with the support and recommendation of the department(s) in which the part-time instructor has taught, and upon conclusion of a favorable departmental review as described in 4.3.1.3 above, may apply to the Faculty Personnel Committee for a promotion to Part-time Lecturer by submitting a teaching dossier. Such application will be considered only if the relevant department(s) has submitted to the Provost a statement of need for continued part-time support covering the term for which appointment is sought and the Provost (or Provost’s designee) has approved the position. Candidates for promotion to Part-time Lecturer will be evaluated by the Faculty Personnel Committee on the basis of their teaching utilizing the evaluation criteria set forth in Section 3.8.1, and, if promotion is recommended by the Committee and approved by the Provost, the candidates will be granted Part-time Lecturer status. If promotion is not granted by the Provost, Part-Time Instructors may, with the support and approval of the department(s) or needing part-time support, continue to receive semester appointments and may seek promotion to Lecturer after their next departmental review. Alternative Policy In the sixth year and after completion of twelve regular units of teaching, Part-Time Instructors may apply to the Provost for promotion to Part-time Lecturer by submitting a teaching dossier to the Department Chair for distribution to the department faculty. A summary of the department(s) review process will be filed and maintained in Academic Affairs. Such application will be considered only if the relevant department has submitted to the Provost a statement of need for continued part-time support covering the term for which appointment is sought and the Provost (or Provost’s designee) has approved the position. Candidates for promotion to Part-time Lecturer will be evaluated by the faculty of the home department(s), in consultation with individual’s Program Director as applicable, on the basis of their teaching utilizing the evaluation criteria set forth in Section 3.8.1. If promotion is recommended by the department(s) and approved by the Provost, candidates will be granted Part-time Lecturer status. If promotion is not granted by the Provost, Part-Time Instructors may, with the support and approval of the department(s) needing part-time support, continue to receive semester appointments and may seek promotion to Part-time Lecturer after their next departmental review. -End Alternative Policy- Lecturers Appointment If promotion to Part-time Lecturer is granted, the faculty member will maintain the rank of Part-time Lecturer until such time as the individual is promoted to Part-time Senior Lecturer pursuant to Section 4.3.2.5, even if there is a break in service at Ohio Wesleyan University. Upon promotion, the Part-time Lecturer will normally have assignment priority over Part-Time Instructors. They may also expect, contingent upon need for part-time faculty as explained in 4.3.6 below, a minimum of two units of teaching per year for a two-year term. Assignments may also take into consideration seniority within level, with preference normally given to those with higher seniority. However, in all instances, the determination of course assignments and the number of teaching units per year will be determined on the basis of department and University need, program integrity, and expertise (see 4.3.6 below). During the second year of the initial two-year appointment as a Part-time Lecturer, the faculty member may, with the support and recommendation of the department(s) in which the Lecturer has taught, apply for a four-year term to the Faculty Personnel Committee. Following its review, the Faculty Personnel Committee will issue a recommendation to the Provost, who shall make the final decision. If an initial four-year term is approved by the Provost, Part-time Lecturers may apply for renewal of their terms every four years. Renewal applications will be considered only if the relevant department(s) has submitted to the Provost a statement of need for continued part-time support covering the term for which appointment is sought and the Provost (or Provost’s designee) has approved the position. If the statement of need is not approved by the Provost (or Provost’s designee), Part-time Lecturers will be eligible to continue to teach on a semester-by-semester basis as Part-time Lecturers; they may re-apply for a four-year term at the end of the second year following the non-approval. If the statement of need is approved and renewal of the four-year term is not granted, Part-time Lecturers will be eligible to teach on a semester-by-semester basis at their current rank. Compensation At the time of promotion, Part-time Lecturers can expect an increase in their base salary. Part-time Lecturers are paid per unit (course) pursuant to a salary scale periodically approved by the Board of Trustees and published by Academic Affairs . They are eligible for merit increases every two years (see 4.3.2.4 below) if University resources permit. Individual professional development account funds will continue, and Part-time Lecturers will receive prorated tuition remission benefits at Ohio Wesleyan. In addition, Part-time Lecturers may be eligible for other benefits as determined by applicable human resource policy and any applicable benefit plans. Continuity and Requests for Leave In order to maintain their status and terms as a Part-time Lecturer, Lecturers are expected to accept the teaching of at least two courses per academic year with the following exceptions: The Part-time Lecturer was not offered two courses during any given semester due to a lack of need (see 4.3.6 below), or The Part-time Lecturer has been granted an unpaid professional leave of absence. Requests for such leave may occur once every four years and the leave would be unpaid. The maximum duration of professional leaves is two semesters. Professional leaves of absence will be approved by the Provost in consultation with the Faculty Personnel Committee if supported by the departments) or program(s). Time spent on professional leave would not be counted toward the evaluation period specified in 4.3.2.3. Evaluation Current University Policy The Faculty Personnel Committee will review Part-time Lecturers for a merit-based salary increase every two years based on the quality of their teaching responsibilities pursuant to the criteria in Chapter III, Section 3.8.1, which may include student advising. The Committee’s written evaluation and recommendation for merit is submitted to the Provost, who makes a final decision on the merit increment utilizing the same criteria above. A discretionary review of a Part-time Lecturer may be initiated by the department or the Faculty Personnel Committee at any time; unfavorable review could result in loss of Part-time Lecturer status as determined by the Provost. Part-time Lecturers must distribute student course evaluations for every class they teach. Alternative Policy The department, in consultation with individual’s Program Director as applicable, will review Part-time Lecturers for a merit-based salary increase every two years based on the quality of their teaching responsibilities pursuant to the criteria in Chapter III, Section 3.8.1, which may include student advising. A summary of the department review process will be filed and maintained in Academic Affairs. The department’s written evaluation and recommendation for merit is submitted to the Provost, who makes a final decision on the merit increment utilizing the same criteria above. A discretionary review of a Part-time Lecturer may be initiated by the department at any time. Part-time Lecturers must distribute student course evaluations for every class they teach. -End Alternative Policy- Promotion Current University Policy During the sixth year as a Part-time Lecturer and upon completion of twelve regular units of teaching at the level of Lecturer, again with the support and recommendation of the department(s) or program(s) in which the part-time instructor has taught, and upon conclusion of a favorable departmental review as described in 4.3.2.4 above. Part-time Lecturers may apply to the Faculty Personnel Committee for a promotion to Senior Lecturer by submitting a teaching dossier. Such application will be considered only if the relevant department(s) or program(s) has submitted and had approved by the Provost a statement of need for continued part-time support covering the term for which appointment is sought. Candidates for promotion to Part-time Senior Lecturer will be evaluated by the Faculty Personnel Committee on the basis of their teaching in light of the evaluative criteria in Chapter III, Section 3.8.1, and, if promotion is recommended by the Committee and approved by the Provost, the candidates will be granted Part-time Senior Lecturer status. Alternative Policy During the sixth year as a Part-time Lecturer and upon completion of twelve regular units of teaching at the level of Lecturer, Part-Time Lecturers may apply to the Provost for promotion to Part-time Senior Lecturer by submitting a teaching dossier to the Department Chair for distribution to the department faculty. A summary of the department review process will be filed and maintained in Academic Affairs. Such application will be considered only if the relevant department has submitted to the Provost a statement of need for continued part-time support covering the term for which appointment is sought and the Provost (or Provost’s designee) has approved the position. Candidates for promotion to Part-time Lecturer will be evaluated by the faculty of the home department, in consultation with individual’s Program Director as applicable, on the basis of their teaching utilizing the evaluation criteria set forth in Chapter III, Section 3.8.1. If promotion is recommended by the department and approved by the Provost, candidates will be granted Part-time Senior Lecturer status. If promotion is not granted by the Provost, Part-Time Lecturers may, with the support and approval of the department needing part-time support, continue to receive semester appointments and may seek promotion to Part-time Senior Lecturer after their next departmental review. -End Alternative Policy- Senior Lecturers Appointment If promotion to Part-time Senior Lecturer is granted, the faculty member will maintain the rank, even if there is a break in service at Ohio Wesleyan University. Upon promotion, the Part-time Senior Lecturer will normally have assignment priority over Part-Time Instructors and Lecturers and may expect, contingent upon need for part-time faculty, as explained in 4.3.6 below, a minimum of two units of teaching per year for a four-year term. Assignments may also take into consideration seniority within level, with preference given to those with higher seniority. However, in all instances, the determination of course assignments and the number of teaching units per year will be determined by Academic Affairs on the basis of need, program integrity, and expertise (see 4.3.6 below). Part-time Senior Lecturers may apply for renewal of their Senior Lecturer designation every fourth year. If the statement of need is not approved by the Provost (or Provost’s designee), Part-time Senior Lecturers will be eligible to continue to teach on a semester-by-semester basis as Part-time Senior Lecturers; they may re-apply for a four-year term at the end of the second year following the non-approval. If the statement of need is approved and renewal of the four-year term is not granted, Part-time Senior Lecturers will be eligible to teach on a semester-by-semester basis at their current rank. Compensation At the time of promotion, Part-time Senior Lecturers can expect an increase in their base salary depending on the available resources of the University. Part-time Senior Lecturers are paid per unit (course) pursuant to a salary scale periodically approved by the Board of Trustees and published by Academic Affairs . They are eligible for merit increases every two years (see Section 4.3.3.4 below) if University resources permit. Individual professional development account funds will continue, as will pro-rated tuition remission benefits at Ohio Wesleyan. Part-time Senior Lecturers will be eligible to receive a paid one-semester leave upon the completion of 36 units of teaching at that rank. In addition, Senior Lecturers may be eligible for other benefits as determined by University human resource policy and any applicable benefit plans. Senior Lecturers will be eligible to apply for all internal grants for which regular full-time faculty are eligible. Continuity and Requests for Leave In order to maintain their status and terms as Senior Lecturers, Senior Lecturers are expected to accept the teaching of at least two courses per academic year with the following exceptions: 1) The Senior Lecturer was not offered two courses during any given semester due to a lack of need (see f below) or 2) The Senior Lecturer has been granted a professional leave of absence. Requests for such leave may occur once every four years and the leave would be unpaid. The maximum duration of professional leaves is two semesters. Professional leaves of absence will be approved by the Provost in consultation with the Faculty Personnel Committee if supported by the department(s) or program(s). Time spent on professional leave or paid leave would not be counted toward the evaluation period specified in 2d. Evaluation Current University Policy The Faculty Personnel Committee will review Part-time Senior Lecturers for a merit-based salary increase every two years based on the quality of their teaching responsibilities pursuant to the criteria in Chapter III, Section 3.8.1, which may include student advising. The Committee’s written evaluation and recommendation for merit is submitted to the Provost, who makes a final decision on the merit increment utilizing the same criteria above. Time spent on leave is not counted toward the merit evaluation period. A discretionary review of a Part-time Senior Lecturer may be initiated by the department, the Faculty Personnel Committee, or Provost at any time. Part-time Senior Lecturers must distribute student course evaluations for every class they teach. Alternative Policy The department(s) will review Part-time Senior Lecturers for a merit-based salary increase every two years based on the quality of their teaching responsibilities pursuant to the criteria in Chapter III, Section 3.8.1, which may include student advising. A summary of the department(s) or program(s) review process will be filed and maintained in Academic Affairs. Time spent on leave is not counted toward the merit evaluation period. The department ’s written evaluation and recommendation for merit is submitted to the Provost, who makes a final decision on the merit increment utilizing the same criteria above. A discretionary review of a Part-time Senior Lecturer may be initiated by the department(s) or Provost at any time. Part-time Senior Lecturers must distribute student course evaluations for every class they teach. -End Alternative Policy- Appeal Procedures for Part-Time Faculty Part-time Instructors, Lecturers, and Senior Lecturers seeking review of a nonrenewal decision by the Faculty Personnel Committee must submit a letter seeking review of the nonrenewal to the Provost within 30 days of non-renewal. The decision of the Provost will be final. Approval of Appointments and Promotions All appointments and promotions of part-time faculty must be approved by the Provost. Course Assignments Contingent upon Need While the University will attempt to hire and promote the number of part-time faculty that will, to the extent possible, allow for faculty members to teach two courses per year, the number of courses assigned to specific individual Part-Time Instructors, Lecturers, and Senior Lecturers is contingent upon the availability of a sufficient number of courses to be taught by part-time faculty allocated to a department by the Provost. In the event that circumstances such as staffing changes, enrollment changes, programmatic changes or budgetary constraints reduce the number of courses available for staffing by part-time faculty, as determined by and at the discretion of the Provost, courses will be assigned to part-time faculty on the basis of need, program integrity, and expertise, taking into consideration current level and seniority within level. 10</s>

<s>[INST] OWU FHB Chapter 5.txt [/INST] Chapter Five: Allocation and Review of Faculty Positions Preamble and General Policy This Chapter of the Handbook addresses the authorization of full-time faculty positions, under which is included initial authorization and subsequent re-authorization, classification of positions as Visiting or Tenure Track, and the review of Tenure Track positions in terms of planning considerations. The Academic Planning and Allocation Committee is charged with making recommendations to the Administration on all full-time faculty authorization decisions. The Committee will conduct its studies and formulate its recommendations on all positions and transmit these recommendations to the Provost and President. Recently vacated positions are addressed in section 5.2.2 below. For those vacancies which arise too late to be included in the review, the Academic Planning and Allocation Committee normally will recommend to the Administration that the vacancy be filled with a one-year appointment and postpone the re-authorization decision until the subsequent authorization process. The Academic Planning and Allocation Committee, working with the Provost, shall develop appropriate guidelines which it shall use to arrive at its recommendations. These guidelines will be approved by the Faculty and submitted to the President for approval and published so that any proposal for a new position can be appropriately constructed (see Section 5.2.3 below). Final responsibility for all authorization decisions lies with the President, who shall use the established procedures in Section 5.2. and guidelines (see Section 5.2.3) in reaching decisions. It shall be part of such procedures that the President will not act contrary to a recommendation by the Academic Planning and Allocation Committee without first meeting with the Committee to explain the intended action and hear the Committee’s argument in rebuttal. Authorization of Full-time Faculty Positions Initial Authorization of Positions This section refers to initial authorization of new full-time positions within existing departments of the University. Such new positions may be proposed by a department, by any standing or ad hoc committee, or by the Academic Administration. Proposals for a new full-time faculty position will be evaluated by the Academic Planning and Allocation Committee during the semester when the Committee is considering the tenure-line positions. The Academic Planning and Allocation Committee will consult directly with the proposing group and/or department before submitting its recommendation to the Provost and President. The recommendations of the Academic Planning and Allocation Committee to the Provost and President shall be directed to: Whether the proposed position should be created, and, if so, Whether it should be Tenure Track or Visiting. If a proposed position is not authorized, the proposing group may appeal directly to the President. The President's decision in consideration of the appeal is final. The Provost will forward recommendations on the proposed position to the President. When the Provost’s recommendation disagrees with the Academic Planning and Allocation Committee’s recommendation, the Provost’s letter to the President will include an explanation of the specific reasons for the differing recommendation. The President shall receive the Committee and Provost’s respective recommendations and make a final decision on whether the position should be authorized and, if so, whether it should be Tenure Track or Visiting. The President will not act contrary to a recommendation by the Academic Planning and Allocation Committee without first meeting with the Committee to explain the intended action and hear the Committee’s argument in rebuttal. Re-authorization of Vacant Positions When any position on the full-time faculty shall become vacant for any reason, except paid or unpaid leaves, the position must be re-authorized before it can be filled. For these purposes, a Visiting Faculty position shall be construed as vacant at the expiration of its stated period of authorization. In addition, the tenure-line position of a tenured faculty member participating in the Phased Retirement Program (Section 3.11.2.1) shall be considered vacant when the faculty member enters the program. The Academic Planning and Allocation Committee of the Faculty will evaluate each vacant full-time position and convey its recommendation to the Provost and President. When a position, as described above, becomes vacant, the department shall immediately inform the Provost and submit, within [two weeks] of being notified of the vacancy, a Vacancy Memorandum to the Academic Planning and Allocation Committee. The brief memorandum shall include a description of the vacated position, the year the position was allocated and filled, and the strategic importance of the position to the department and University. The Academic Planning and Allocation Committee will affirm receipt of the memorandum. Within [two weeks] of receiving the Vacancy Memorandum, the Academic Planning and Allocation Committee will make an initial written recommendation to the Provost and President regarding whether the vacant position should be immediately reauthorized or evaluated by the Committee pursuant to the standard allocation process. The Committee reserves the right to recommend position allocation in diverse ways that meet the needs and strategic importance of the position to the department and University. Regardless of which allocation process is utilized, the Academic Planning and Allocation Committee will consult directly with the appropriate department or group of faculty prior to formulating its recommendations to the Provost and President. The recommendations of the Academic Planning and Allocation Committee to the Provost and President shall be directed to: Whether the full-time faculty position should be authorized, and, if so, Whether it should be Tenure Track or Visiting. If a vacant position is not re-authorized, the department or program requesting re-authorization may appeal directly to the President. The President's decision in consideration of the appeal is final. The Provost will forward recommendations on the vacated position to the President. When the Provost’s recommendation disagrees with the Academic Planning and Allocation Committee’s recommendation, the Provost’s letter to the President will include an explanation of the specific reasons for the differing recommendation. The President shall receive the committee and Provost’s respective recommendations and make a final decision on whether the vacant position should be authorized and, if so, whether it should be Tenure Track or Visiting. The President will not act contrary to a recommendation by the Academic Planning and Allocation Committee without first meeting with the Committee to explain the intended action and hear the Committee’s argument in rebuttal. Guidelines for Review and Allocation of Full-time Faculty Positions Decisions as to whether to authorize new full-time faculty positions or reauthorize vacant ones requires the consideration of different kinds of data and circumstances, and are always conditioned by the number of faculty the University has decided it can support. The following categories of factors, detailed in the current Academic Planning and Allocation Committee Request for Faculty Position form, will be taken into consideration: Mission Program Quality Market Cost-Effectiveness The order of their enumeration should not be taken to indicate their order of priority. Neither should it be presumed that all four categories will be weighed equally in making particular decisions. The number of available positions will be made available by Academic Affairs to the Academic Planning and Allocation Committee on or before October 1 of the academic year. Thereafter, the Committee will send a memorandum to the full-time faculty, communicating the number of available positions and information about pre-proposals and/or full proposals for faculty positions. If a pre-proposal model is used, pre-proposals are due no later than February 1, followed by communication with departments. Full proposals will be submitted by April 1. Committee recommendations will then be forwarded to the Provost, then to the President, by May 1 and announced to full-time faculty within two weeks. If a full proposal only model is used, the deadlines shift earlier: Full proposals will be due February 1, followed by communication with departments. Decisions shall be forwarded to the Provost, then President, by April 1, and announced to full-time faculty within two weeks. Because of the unique and varied conditions of each department it is not possible to attach fixed weights to the factors which will be considered. For initial authorization and reauthorization decisions, the following factors will be taken into consideration: How the curriculum of the department and the position under consideration fit into the statement of aims and the liberal arts traditions of Ohio Wesleyan. How the position relates to the curriculum of the department. The need for a viable curriculum for the major. Departmental method of determining faculty teaching load and its consistency with University teaching load policy. Number of graduation units generated by each faculty member. Cost of program per graduation unit (e.g., Hegis data). Versatility of other faculty in department to teach courses associated with the position under review. Grade distribution. Number of majors. Service functions of the department. Non-teaching responsibilities unique to the department. Course proliferation and course overlap. The impact of new courses and/or new programs on the curriculum and on the total enrollment. Distribution of course offerings (upper-level and lower-level). Decisions as to whether newly authorized or reauthorized full-time positions shall be non-tenure track term or tenure-track will involve judgments about the expendability of such positions and about the effect of such decisions on the academic and financial flexibility of the department(s) and the University regarding the following factors: mission, program quality, market, and cost-effectiveness. A position will be classified as tenure-track when at the time of decision circumstances favor a reasonable expectation that the position can be supported in the long run. The state of the job market for a position may also be relevant in individual cases, when classifying a position as non-tenure track seems likely to make it very difficult, if not impossible, to attract a qualified appointee. A position shall be classified as non-tenure track when at the time of the decision there is significant doubt about the institution’s long-term commitment to support that position. It is expected that such a circumstance will be rare and that newly authorized and reauthorized positions normally shall be tenure-track. In a review of tenure track positions, a decision to change the status of a tenure-track position will be made only when circumstances supporting that status initially have changed significantly. In that review the Committee and the administration shall use those criteria previously outlined. The burden of proof for change in status lies with those proposing the change. Review and Allocation of New Programs and New Faculty Positions The addition of new programs and associated faculty positions may be proposed to meet the strategic needs and goals of the University. Proposals for new programs and positions may come from faculty, departments, committees, task forces, or the administration. In each case, mission, program quality, market and cost-effectiveness should be assessed, using internal and external data as evidence. Such proposals may be submitted at any time during the academic year. Proposals should follow the format set forth by the Provost and be submitted to the Provost for distribution to relevant faculty committees who will assess the programs according to committee purview. Relevant committees include APAC, CAP, ECF, FPC and UGC who will each delineate procedures for assessing and ensuring the success of all new programs. Committee recommendations on proposals will be sent to the Provost who will review and forward the recommendations to the President. If the Provost disagrees with the faculty committee recommendations, consultation with the committees should resolve differences before forwarding recommendations to the President. The President will make the final recommendation on the new Programs and positions to the Board of Trustees. If new programs and faculty positions are provisional, the process for review and conversion of the programs and faculty positions will follow the procedures outlined for such provisional new programs and positions as developed by APAC, CAP, ECF, FPC, UGC and the Provost. Provisional new programs should be either eliminated or voted on by faculty within three years of being established. Provisional faculty positions may take different forms, including one-year faculty positions, renewable for three years, or tenure-line positions subject to provisional or scheduled review. Provisional positions are not included in the maximum count of faculty positions as determined by the Board of Trustees and President. Provisional faculty positions should be evaluated with the new programs they are associated with, no longer than three years after being established. Assessment and conversion of provisional faculty positions to tenure-track faculty positions can happen at any time and will then be included in the maximum count of faculty positions as determined by the Board of Trustees and President. Review of Tenure Track Positions Scheduled Review During the fall semester prior to the scheduled tenure evaluation of an individual occupying a tenure track position on the faculty, a position review will be conducted in the manner described below. The department(s) in which the position resides will be directly consulted as set forth below. No later than the early fall semester, the Provost (or the Provost’s designee) will assess the continuing need for each tenure track position scheduled for tenure review. On the basis of the Provost’s assessment, the Provost will advise the Academic Planning and Allocation Committee on the findings and conclusions. In cases where the Provost has concluded that the tenure track position be confirmed, the Academic Planning and Allocation Committee may join the Provost in a joint recommendation to the President, or, if the Committee chooses, it may conduct its own study of the position before determining its recommendation to the President. In cases where the Provost has concluded that the tenure track designation should not be continued, the Academic Planning and Allocation Committee will evaluate the position before any recommendation is transmitted to the President. In cases in which the Academic Planning and Allocation Committee evaluates the position, the evaluation will be conducted insofar as possible with other position evaluations (initial authorizations or re-authorizations) being carried out by the Academic Planning and Allocation Committee during the academic year. During the review, the Academic Planning and Allocation Committee will consult directly with the department or program in which the tenure track position resides before the Committee makes any written recommendation to the President. In arriving at recommendations, the Provost and the Academic Planning and Allocation Committee will utilize the guidelines set forth in Section 5.2.3 above. As a result of this review process, the University may: Confirm the tenure track status initially assigned to the position, in which case the tenure evaluation will proceed as scheduled. Terminate the position at the end of the probationary period of the individual occupying the position. Convert the position to a Visiting Faculty position, effective with the end of the probationary period of the individual occupying the position. It is expected that the actions in (b) and (c) above will be taken only under extraordinary conditions or in cases in which a decision has been made to phase out the program of which the position is a part. Discretionary Review At any time during the probationary period of a person occupying a tenure track position on the faculty, the Provost may charge the Academic Planning and Allocation Committee to review the position or the Committee on its own initiative may conduct such a review. Insofar as possible, the Academic Planning and Allocation Committee will conduct such a review while evaluating other faculty positions for that year. During the review, the Academic Planning and Allocation Committee will consult directly with the department(s) or program(s) in which the position resides before the Committee makes its recommendation to the Provost and President. Following the discretionary review, the President may: Continue the tenure track position. Normally the scheduled review still would be carried out prior to any tenure evaluation of the individual occupying the position. Terminate the position. The individual occupying the position would be notified of the termination of the position and would be offered a terminal appointment in accordance with current policies on notice of termination. Continue the position as a Visiting Faculty position. The person occupying the tenure track position would be eligible to occupy the Visiting Faculty position for no longer than the duration of that individual's probationary period. It is expected that the actions in 2. and 3. above will be taken only under extraordinary conditions or in cases in which a decision has been made to phase out the program of which the position is a part. Appeals Related to Regular and Discretionary Reviews Either the department, program, or the individual faculty member may appeal a decision to terminate a tenure track position or convert a tenure track position to a Visiting Faculty position as follows: If a tenure track position is terminated or converted to a Visiting Faculty position , the department may appeal directly to the President. The President's decision in consideration of the appeal is final. A faculty member whose position has either been terminated or converted to a Visiting Faculty position may appeal the decision. There shall be only two reasons for appeal: Allegation of the violation of academic freedom; or Allegation that established procedures or guidelines were not followed. In the case of violation of academic freedom the appeal shall be to the Faculty Personnel Committee (see Section 3.13.2). In case of allegation of procedural violation, the appeal shall be to the Executive Committee of the Faculty (see Section 3.13.3). The faculty member’s written appeal must be filed with the appropriate committee within ten in session days of receiving the President’s decision. Faculty Selected for Full-time Administrative Positions If a tenured member of the faculty of the University is selected for a full-time administrative position, the faculty member's academic department or program will receive a tenure-track replacement position. The search committee will be responsible for informing candidates of the conditional nature of the tenure-track position (see 3). The probationary period for the tenure-track replacement position will be six years and no credit given for prior service. The faculty member who accepted the full-time administrative position (hereinafter “faculty-administrator”) will retain tenure; however, the faculty-administrator will not be included in the official faculty count and will not be paid out of the faculty salary line in the operating budget. Full-time administrators with tenure will be eligible to return to faculty status in accordance with the procedures below, providing that the faculty member’s original position has not been eliminated pursuant to Section 3.13.6 (2)(b). If the full-time faculty-administrator decides to return to the faculty position before the probationary period for the replacement faculty member has expired (i.e., before the tenure decision has been made), then the replacement position will be discontinued and the person occupying the position so informed. The replacement faculty member will be given notice according to Section 3.12.3 . However, if the replacement faculty member has received tenure by the time the full-time faculty-administrator elects to return to the faculty, then the returning faculty member will not be included in the official faculty count, either for the department or for the University. The returning faculty member’s salary will not be paid out of the faculty salary line in the operating budget. If the replacement faculty member has received tenure by the time the full-time faculty-administrator elects to return to the faculty, it is the department’s responsibility to determine teaching assignments that best suit the needs of students, the department, and the University. Both the returning full-time faculty-administrator and the replacement faculty member should be aware that their teaching assignments may vary from the ideal for their expertise and education, and that they may be asked to retrain in order to meet the department's needs most appropriately. In the event that the full-time faculty-administrator, having returned to full-time teaching, resigns or retires, or the faculty member in the replacement position resigns or retires, then the vacated position will be discontinued. If the department wishes to apply for a continuing position, it must apply for such a position as a new position, and the position must be included in the official faculty count. External Candidate Appointed as Provost and Granted Tenure with That Appointment A Provost who is awarded tenure at the time of initial appointment on the basis of having held tenure at another accredited higher education institution will not be included in the count of authorized faculty positions, and will not be paid out of the faculty salary line in the operating budget. At the time of resignation or is dismissal from office, the Provost may join the faculty in the department and at the rank determined at the time of hire. The Provost will not be included in the count of authorized faculty positions, either for the department or for the University. The Provost’s salary will be established by the Board of Trustees in accordance with Article III, Section 1 of the Code of Regulations, but will not be paid out of the faculty salary line in the operating budget. It is the department’s responsibility to determine the former Provost’s teaching assignments that best suit the needs of students, the department, and the University. The former Provost who is joining the department should be aware that the teaching assignment may vary from the ideal for the Provost’s expertise and education, and that the Provost may be asked to retrain in order to meet the department’s needs most appropriately. In the alternative, the services of the former Provost may be utilized outside the department through other assignments, depending on the needs of the University. In such a case that individual may be assigned other duties, such as teaching, research, service, and/or administrative responsibilities, depending upon the needs of the University and the expertise of the faculty member. However, the individual’s tenured status shall not be affected despite such assignments. 10</s>

<s>[INST] OWU FHB Chapter 6 and Appendices.txt [/INST] Chapter VI – Amendments to the Faculty Handbook and Sanction of the Board of Trustees Amendments to the Faculty Handbook Original Proposed Text Amendments to Chapters Three, Four and Five of the Faculty Handbook may be proposed by Faculty Standing Committees, University Committees, ad-hoc committees or task forces, individual faculty members, the Provost, the President, or the Board of Trustees. Recommendations for such changes are submitted first to the Faculty Executive Committee for review and possible recommendation; then to the Faculty; then to the Provost and President; then to the Academic Affairs Committee of the Board of Trustees; then to the full Board of Trustees. The Board of Trustees must act to effect any substantive change in the Faculty Handbook. The Board of Trustees retains the authority to direct changes in this Handbook at any time but has committed itself to make changes or additions only after giving opportunity for advice and counsel from the Faculty, Provost, and the President. Changes approved by the Board of Trustees are to be reprinted and distributed promptly. Unless otherwise directed by the Board, policies in effect for a given academic year are those published in the Handbook. New Alternative Text Substantive changes to Chapters Three through Six and the appendices of the Faculty Handbook, require the approval of the Board of Trustees. As a general practice, in keeping with principles of shared governance, the Board will approve changes or additions to the Faculty Handbook only after giving opportunity for advice and counsel from the Faculty. Changes approved by the Board of Trustees are to be reprinted and distributed promptly. Unless otherwise directed by the Board, policies in effect for a given academic year are those published in the Faculty Handbook. A “Substantive Change” is defined as an addition, deletion, or revision of policy or procedure in the Faculty Handbook. Whonen proposed amendments to the Faculty Handbook involve simple editing for clarity, the Executive Committee of the faculty will incorporate the revisions in the Faculty Handbook and notify the Faculty and Academic Affairs. Substantive changes to Chapters Three through Six and the appendices of the Faculty Handbook may be initiated by either the faculty or the administration, via Academic Affairs. A proposal from a member of the faculty or standing faculty committee to substantively change the Faculty Handbook will be referred to the Executive Committee. Substantive changes to the Faculty Handbook approved by the vote of the Faculty will be approved in accordance with the procedures below.* Faculty Review and Vote The Executive Committee will publish all proposed substantive changes to the faculty in accordance with the Faculty Bylaws, which will then vote on the matter. If the proposed substantive change was initiated by the administration, the Faculty must vote on the matter within 120 days of receiving the proposed change (excluding the period of time between the end of the traditional nine-month full-time faculty contract period and the beginning of the new nine-month full-time time faculty contract period), unless an extension is agreeable to both the President of the University and the Executive Committee of the faculty and is expressed in writing. A proposed substantive change representing a substantive change that was initially referred by the administration and not voted upon by the faculty within the time prescribed or that was not approved by the faculty may, at the option of the President, move forward to the Board of Trustees. In such a case, both the faculty and the President shall have the right to provide the Board of Trustees with memoranda setting forth their positions on the proposed substantive change. Administration Review The President, upon receipt of a proposed substantive change approved by the faculty, will either accept or reject the proposed change within 120 days of receiving the matter (excluding the period between nine-month full-time faculty contracts). If the administration agrees with the proposed substantive change approved by the faculty, it will be forwarded to the Board of Trustees for final approval. If, however, the President does not accept the proposed substantive change, the President or the President’s designee will state the reasons therefore in writing to the faculty. If a resolution mutually acceptable to the parties cannot be reached and ultimately approved by the faculty, the President will submit the proposed amendment to the Board of Trustees for a final decision. Both the faculty and the President shall have the right to provide the Board of Trustees with memoranda setting forth their positions on the proposed substantive change. Board of Trustees Review Any proposed amendment causing a substantive change to Chapters Three through Six and the appendices of the Faculty Handbook will be submitted by the President to the Board of Trustees for review and approval, which shall have the ultimate authority to adopt the proposed amendment. If the Board of Trustees either (a) does not approve a proposed amendment approved by the faculty; or (b) approves a proposed amendment the faculty has not voted affirmatively to approve, the Board of Trustees will provide the faculty with a memorandum detailing its rationale. In engaging in the procedural processes outlined above and in appreciation of the principles of shared governance and in the interest of the general well-being of the University, the administration and Board of Trustees will weigh heavily the faculty’s recommendations pertaining to the policies published in Chapters Three through Six and the appendices of the Faculty Handbook. The faculty, administration, and Board of Trustees shall work meaningfully and sincerely with each other in addressing these matters of institutional importance. Conflict with Federal, State or Local Law: If any provision of the Faculty Handbook is in conflict with federal, State, or local law, or is otherwise illegal, the remainder of the Faculty Handbook shall not be affected. The Faculty shall make it a priority to meet and resolve the conflict in conjunction with the administration. *Note: These revision procedures do not apply to amendments to the Faculty Bylaws or descriptions of the faculty standing committees published in Chapter Two of the Faculty Handbook. Amendments to the Faculty Bylaws or descriptions of the faculty standing committees are governed by the process published in Article V of the Faculty Bylaws. Sanction of Board of Trustees Subject only to the limitations imposed upon the Board of Trustees by the Constitution and the laws of the State of Ohio, by the Charter of the University and its Code of Regulations, and by the practical exigencies of enrollment and finances available as judged by the Board, the applicable provisions set forth in the Faculty Handbook shall be deemed a part of the University's contractual commitment to each faculty member in consideration of the individual’s faithful adherence to the faculty member’s own contractual commitments to the University. The President of the University or the President’s designee shall employ faculty members and enter into binding contracts with them on this basis, subject to confirmation by the Board of Trustees. Appendices Appendix A: Faculty Personnel Forms Links to be added to current forms Appendix B: Diversity, Equity, and Inclusion Policy Link to policy to be added Appendix C. Policy Statement on Appointment of Librarians Librarians make a significant contribution to the educational program and general academic life of a college. They have an important responsibility for developing library collections, for bibliographical control over these collections, for informing students about library resources and uses, and for advising faculty in the use of the collection. They answer questions, compile bibliographies, and strive to improve library processes and practices. Their work involves high-level skills of communication, analysis, organization, and follow-through, among others. It requires trained intelligence and graduate professional education. Given the close involvement of librarians in support of the faculty's teaching and the student's learning, professional librarians at Ohio Wesleyan will be voting members of the Faculty and will be eligible for election to the committees of that body. Because the duties and responsibilities of librarians are significantly different in important respects from those of the classroom faculty, appointments of librarians will not necessarily be governed by the terms and conditions applicable to classroom faculty, but will, except as explicitly noted herein, be governed by those of the non-faculty professional staff of the University. In addition to membership in the faculty body as noted above, the following special terms and conditions will be applicable to librarians. Performance appraisals of librarians, including the Director of Libraries, will make use of the general staff evaluation process implemented by the Office of Human Resources. Using the information from this process and consulting with the Director of Libraries, except when the Director’s own case is involved, the Provost shall make final personnel recommendations to the President. Performance appraisals of librarians, including the Director of Libraries, will make use of several sources of information including a self-report, evaluations from librarian colleagues, and evaluation by library patrons. The Library Subcommittee of the Committee on Teaching and Assessment will determine appropriate procedures for evaluation by patrons. Using the above information and consulting with the Director of Libraries except, of course, when the director’s own case is involved, the Provost shall make final personnel recommendations to the President. The normal highest degree for professional librarians is the master's degree in library science. Librarians entering employment with this degree will be paid at the level of entering teaching faculty with comparable training and experience. They will also participate in salary increases on the same basis as faculty members and other professional staff. Librarians will be eligible to apply for paid study leaves after six years since start of service or since the last leave. Such leaves will not be automatic, but must be approved by the Provost upon recommendation of the Director of Libraries in consultation with the Teaching and Assessment Committee Library Subcommittee of the Committee on Teaching and Learning for projects which promise to advance the contribution of the library to the academic life of the institution. They normally will be granted for an eight-week period in the summer, which period shall be in addition to the usual one-month annual vacation. A librarian may be the instructor of record for credit bearing student work upon approval of the Provost, who will make an appropriate appointment on the recommendation of the department or program which has responsibility for the course(s) involved. On the recommendation of the Faculty Personnel Committee, this appointment may be a continuing departmental "courtesy appointment." In other cases, it will be for the academic term of the course(s) involved. A librarian may use the appropriate appeal process in the Faculty Handbook for a case he or she believes involves violation of his or her allegations of violations of academic freedom. 10</s>

<s>[INST] OWU FHB Chapters 1 and 2.txt [/INST] Ti tleFACULTY HANDBOOK OHIO WESLEYAN UNIVERSITY Committee Draft Ohio Wesleyan University Faculty Handbook In accordance with its mission to “forever be conducted on the most liberal principles, accessible to all religious denominations and designed for the benefit of our citizens in general,” the University has as its preeminent purpose to be a quality institution for teaching and learning. The University therefore seeks to affirm, preserve, and strive to improve the quality of instruction and mentoring provided to our students and the level of professional expertise and accomplishments of our Faculty. These values take form in policies and procedures in the Faculty Handbook that impact decisions creating and sustaining faculty positions, in faculty appointments, through professional development, in the application of criteria and standards during evaluations for reappointment, tenure, promotion, and merit increases, and in the provision of fair, inclusive, and equitable working conditions, salaries, and benefits. In adopting the Faculty Handbook, the Board of Trustees affirms its commitment to maintaining a strong faculty whose primary responsibility is to provide the best educational opportunities to our students by imparting knowledge, developing and enhancing certain important capabilities of our students, and placing education in the context of values. The policies and procedures set out in the Faculty Handbook define the respective contractual duties and responsibilities of the Faculty and the University in accordance with this central tenet in the University’s mission. Faculty Committee Advice In every case involving the application of the policies and procedures pertaining to faculty personnel matters contained in Chapters Two and Three of the Faculty Handbook, the President or the Provost may call upon the Faculty Personnel Committee for advice and recommendations. Such advice is to be interpreted and understood within the context of the University’s mission and aims. Chapter One: Code of Regulations of the Trustees of the Ohio Wesleyan University Insert link to current Code of Regulations Chapter Two: Faculty Governance Faculty Bylaws Article I: Organization of the Faculty Section 1. Members of the Faculty shall be (a) the President, the Provost, the Vice Presidents; (b) all persons appointed with the ranks of professor, associate professor, assistant professor, or instructor; (c) professional librarians; and (d) others admitted to membership by vote of the Faculty. Voting members shall be those of the above who hold full-time University appointments. When voting takes place at meetings of the Faculty, voting members must be present if they wish to vote. However, in the event a person is unable to attend a faculty meeting due to illness or a family or medical emergency, that person may either vote by absentee ballot or electronic ballot for elections to faculty committees only. The person must arrange with the Office of the Provost both to pick up and deliver the absentee ballot. . If the person is to vote in the election by electronic ballot, the Office of the Provost will email the electronic ballot to the eligible faculty member’s official University email address. Section 2. The permanent officers of the Faculty shall be the President of the University, the Provost, the Secretary, and the Parliamentarian of the Faculty. The Secretary shall be elected by the Faculty at the regular April meeting for a term of two years commencing on the June first following such election. The Parliamentarian may be elected by the Faculty at the regular April meeting for a term of two years commencing on the June first following such election. The Parliamentarian shall give interpretations of procedure when requested to do so by the presiding officer, or on the Parliamentarian’s own volition. Any interpretation by the Parliamentarian shall hold unless it is overruled by a two-thirds majority of those Faculty members present and voting. In the event of a vacancy, the Parliamentarian shall be elected by the Faculty at the next regular meeting of the Faculty. Section 3. The Provost shall be the presiding officer over all faculty meetings except when the President of the University chooses to preside. In the event neither the President of the University nor the Provost can preside at a regular meeting of the Faculty, the senior full professor, in terms of service, on the Executive Committee shall be the presiding officer of the meeting . Section 4. The Secretary of the Faculty shall prepare and keep full and complete minutes of all faculty meetings. If, for any reason, the Secretary is unable to perform the secretarial duties, the Provost shall appoint a secretary pro term who shall perform the functions of the Secretary. Article II: Committees of the Faculty Section 1. Standing Committees of the Faculty shall be designated, elected and directed by the Faculty and shall have as ex officio members the President of the University and the Provost. Ad hoc committees of the Faculty are to be established by the Faculty only when the subject matter is outside the area of responsibility of a standing committee. Section 2. Except as may otherwise be provided in these Faculty Bylaws, the term of office for committee members shall be six semesters and shall commence on July 1 and end on June 30 of the sixth semester thereafter, or when successors have been elected or appointed. Leave time of up to one year is included as part of a faculty member's term. In the event that a faculty member takes leave time in excess of one year, the faculty member is required to relinquish committee assignments. No member of the Faculty shall serve more than 14 consecutive semesters on the same standing committee of the Faculty. A faculty member may not serve on a committee on which the faculty member has served 14 consecutive semesters until two consecutive semesters have elapsed. If a faculty member vacates a term of office on any standing committee because of election to another standing committee, the faculty member may not resume service on the first committee when the term on the second committee expires. Section 3. Normally, a faculty member shall serve on no more than one standing committee. Exceptions to this rule may be adopted as provisions in the official descriptions of particular committees. Section 4. Except as otherwise provided, it shall be the duty of each committee of the Faculty: 1. To keep the Faculty informed of agenda items on which the committee is working that may affect the long-term future of the institution, its faculty or students. The committee shall provide opportunity for Faculty response and questions where feasible and appropriate, whether at the time of an oral report to the Faculty, at an open meeting, in surveys or by other means. 2. To act for the Faculty when and as directed by the Faculty. 3. To make recommendations to the Faculty on matters of policy relevant to its area of responsibility. Section 5. Except as otherwise provided, each committee of the Faculty shall elect its chair and vice chair and be responsible to the Faculty for its own organization and procedures. Section 6. A committee of the Faculty can, upon a majority vote of its members, invite other persons to participate in its deliberations, but only members of the committee shall be permitted to vote. Section 7. With the exception of the Faculty Reappointment Appeals Committee and the Academic Conduct Review Board, each committee of the Faculty shall make a full and complete report of its activities during the academic year at the regularly scheduled meeting in April. Section 8. In the event an elected member of a standing or ad hoc committee of the Faculty is unable to complete the faculty member’s full term of office, the Executive Committee of the Faculty shall seek a replacement at the earliest opportunity, applying the methods outlined in Chapter II, Article II, Section 2 above and Article IV., Section 3., below. A faculty member elected to fill a vacancy shall serve the unexpired committee term of the individual whom the newly elected faculty member succeeds. Section 9. Whenever provision is made for faculty representation on Trustee, Administration, University, Divisional, or Departmental Councils, Boards, or Committees, it shall be the responsibility of such faculty representatives to keep the Faculty informed of the activities of these bodies and act as liaison between them and the Faculty. Section 10. In consultation with the President and the Provost, the Executive Committee will set the initial meeting time for new faculty committees prior to the election of faculty committee members. For all existing faculty committees except the Wesleyan Council on Student Affairs (“WCSA”), the initial meeting time may be changed, beginning the following academic year, by 1) a unanimous vote of all faculty and administrators with a continuing term of office and 2) a majority vote of the Faculty. Faculty committee meeting dates and times for the remainder of the academic year are scheduled by the unanimous vote of the members of the respective committees, reported to the Executive Committee, and shared with the Faculty. Article III: Meetings Section 1. Regular monthly meetings of the University Faculty shall be held during the academic year. No regular monthly meeting shall last longer than ninety minutes unless it is extended by a majority vote of those present. At the last regular meeting of each academic year, a schedule of meeting dates for the coming year shall be adopted by the Executive Committee, provided that the time or place of meetings may be changed or the meeting may be canceled by the presiding officer or the Executive Committee, when it is deemed in the interest of the Faculty to do so. If ten members of the Faculty requests by written petition that a cancelled meeting be reinstated, the presiding officer of the Faculty shall call the meeting. Section 2. Special meetings of the Faculty shall be held at the call of the presiding officer or the Executive Committee or upon the request of 10 members of the Faculty transmitted in writing to the Secretary of the Faculty. Section 3. In-person meetings are the usual method for conducting Faculty meetings, with electronic meetings held when circumstances make it advisable that the Faculty not gather as a whole in person. Determinations of whether the meeting shall be held electronically are made by the presiding officer in consultation with the Chair of the Executive Committee. When meetings of the Faculty are to be conducted electronically, they shall be through use of an electronic meeting services designated by the Executive Committee. When a meeting is held electronically, that meeting will function as a regular meeting of the Faculty and all actions and deliberations within such a meeting will have the same standing as an in-person meeting. A vote conducted through the designated electronic meeting service shall be deemed a ballot vote, fulfilling any requirement in these Bylaws that a vote be conducted by ballot. Section 4 Consistent with our shared governance system, attendance at Faculty meetings is expected of all members of the Faculty with voting privileges. Section 5 Except for executive sessions, faculty meetings shall be open to all members of the Ohio Wesleyan University staff and guests invited by a majority vote of the Faculty. Reporters, whether affiliated with the university or not, shall not be admitted as guests to the monthly meetings of the Ohio Wesleyan University faculty. Minutes of the meeting shall be documented by the Secretary and distributed to the Faculty within seven business days of the meeting. Section 6. After the completion of the regular order of business, the Faculty shall go into executive session at the request of any member of the Faculty; it may vote to do so at any other time on motion to that effect. Section 7. The agenda of each faculty meeting shall include the following items in the order specified: 1. Call to order. 2. Introduction of guests. 3. Approval of minutes. 4. Old business. 5. New business. 6. Reports of Faculty committees. 7. Report of University officers. 8. Announcements. 9. Adjournment. The agenda of each faculty meeting shall be emailed 96 hours in advance of the meeting. On any subject requiring a vote, a detailed report should accompany the agenda, such report should include the proposal to be voted on and substantiating statements. On a subject not requiring a vote, advance materials for the Faculty are desirable but optional. The Faculty shall have the right to waive the 96 hour rule by majority vote. The motion to waive must be accompanied by a rationale for suspending the rule. The motion to waive is debatable. Section 8. A majority of the voting members of the Faculty who are not on approved leave shall constitute a quorum for the transaction of business. Unless otherwise provided in these Bylaws, when a vote is taken on any matter at a meeting of the Faculty, a quorum being present, a majority of the votes of the members present shall determine the outcome. If voting is by electronic ballot, a majority of votes cast shall determine the outcome. Section 9. The proceedings and deliberations of the Faculty shall be governed by Robert's Rules of Order, except that upon the request of a voting member of the meeting the body will vote by secret or electronic ballot. Section 10. Faculty action within an area of primary responsibility as defined in the Article VIII, Section 2 of the Code of Regulations shall be transmitted to the Board of Trustees by the President, along with any administrative recommendations. Article IV: Nominations and Election Procedures Section 1. The Executive Committee of the Faculty shall act as a Nominating Committee of the Faculty. The agenda of the February faculty meeting shall include a slate of nominees for those faculty committees the members of which do not, under the provisions of Bylaws Article II, Section 3, normally serve on more than one standing committee of the Faculty. The elections for these committees will occur in the March faculty meeting. For all other committees or other responsibilities to which faculty members are elected, the Executive Committee will prepare a slate of nominees for the March faculty meeting; the elections for these positions shall be in the April faculty meeting. In preparing all ballots, the slate will consist of, insofar as possible, at least fifty percent more nominees than positions to be filled. After the Executive Committee's slate has been presented, there shall be a call for nominations from the floor. Section 2. At all elections, each member of the Faculty shall have as many votes as there are positions to be filled for each office. Depending upon the number of offices to be filled, the candidate, or candidates, receiving the greatest number of votes shall be certified as elected by the Chair of the Executive Committee of the Faculty or the Chair’s designate. In the event of ties, a runoff election will be held by mail ballot. The official announcement of the election results shall be made by the presiding officer as soon as possible after each of the March and April elections. Section 3. The Executive Committee shall fill, or cause to be filled by election, vacancies on committees created when members cannot serve some or all of their terms of service. A vacancy for an unexpired term of one or more full academic years shall be filled by election in the spring or at the earliest possible fall meeting of the Faculty, depending on when the vacancy becomes known to the Executive Committee. Vacancies of less than a full academic year on all committees other than Faculty Personnel Committee shall be filled by appointment by the Executive Committee, unless such partial year vacancies can be summed to one or more full academic years, in which case each summed vacancy shall be filled by election. When such summed vacancies are known in time, the election(s) shall be held in the spring. Otherwise, summed vacancies shall be filled by special election at the first possible faculty meeting in the fall. Pending the election, the Executive Committee may temporarily appoint a replacement faculty member so as to not delay the work of the committee. Section 4. The President or Provost may appoint, in consultation with Executive Committee, members of the Faculty to administrative committees, ad hoc committees, task forces, and working groups as determined by the written statement or charter establishing the committee, task force or working group. A written statement of the purpose, scope, and expected timetable of administrative committees, ad hoc committees, task forces, or working group will be presented to Executive Committee, and reports will be distributed to Executive Committee and to any appropriate Faculty committees at the conclusion of the work of the ad hoc committee, task force, or working group. Article V: Amendments Upon the motion of any members of the Faculty at any one of its regularly scheduled meetings, a motion to amend, alter, or abolish any bylaw of the Faculty or description of faculty committee may be entertained. No vote shall be taken on any such motion, however, until it has been submitted in written form to the Secretary of the Faculty and, by the Secretary, circulated among the Faculty at least 12 full class days before the vote at the next regularly scheduled Faculty meeting or at a meeting called especially for that purpose. If approved by a three-fifths majority of the members present and voting where a quorum is present, the amendment shall have carried. Descriptions of Faculty Committees For the purpose of determining eligibility for membership on Faculty Committees, the word "faculty" appearing under Membership or Membership Qualifications shall be understood to include all persons appointed with the ranks of professor, associate professor, assistant professor, instructor, or professional librarian and to not include all persons that serve half-time or more in the administration. The committees described below are considered non-overlap committees. Faculty may not serve on two non-overlap committees at the same time: Committee on University Governance Duties It shall be the responsibility of the Chair and Vice Chair to meet with the Executive Committee of the Board of Trustees and for the total committee to meet with the full Board and to cooperate with the officers of the University in fiscal planning and budgeting. Such responsibility shall include consideration of the size of the administration and of the number of faculty in relation to the number of students, seen from the overall institutional perspective. On matters affecting academic programs, the committee shall work together with the Committee on Academic Programs and the Academic Planning and Allocation Committee. The Committee on University Governance shall also act as liaison between faculty and administration on such matters of faculty welfare as pensions, insurance programs, sick leaves, group health, retirement, tuition benefits, and faculty aid. Membership Four faculty members. Membership Qualification A member of the Ohio Wesleyan University Faculty. Faculty Personnel Committee Duties To develop for faculty consideration and Board of Trustees approval recommendations on policies related to the employment and reappointment of faculty members, their promotions, tenure, merit increases, and leaves of absence. To evaluate faculty members for retention, promotion, tenure, merit increases, and leaves of absences, and to make recommendations on individual cases to the administration; To recommend to the administration appointments to vacant endowed or named chairs. To evaluate the performance of the Provost and to report these evaluations to the President of the University. An evaluation will be performed in the 2nd, 3rd, and 4th years of service and every four years thereafter, unless more frequent evaluations is deemed necessary by the Committee. A review also will be performed in years when a search is being conducted for a new President. Alternative Model Text To provide Faculty feedback to the President regarding the Provost’s performance. Feedback will be provided every three years, unless more frequent feedback is deemed necessary by the President. As a full committee, to interview candidates for the senior ranks (full and associate professors) and to make recommendations in regard to their appointment. To provide a member of the committee to work with two faculty members appointed by the Provost to interview all candidates in other than senior ranks for each particular position or vacancy. To recommend to the President of the University the recipients of the Welch Award for Scholarly or Artistic Achievement and for the Sherwood Dodge Shankland Award for Encouragement of Teachers. To contribute to the annual performance evaluation of the people who report directly to the Provost by collecting evaluative comments from selected faculty and reporting a summary to the Provost. Comments will be collected beginning in the second year of service and every three years thereafter unless a greater frequency is deemed necessary by the Committee. Membership Seven faculty members, with inclusive and diverse representation. Administrative members are not considered voting member when the issue on the floor of the committee concerns a recommendation to the administration. If a member cannot serve in either semester in any year of an unexpired term (due to a leave or for other reasons), that member must be replaced for the entire year. The one-year vacancy will be filled by election as described in Article IV, Section 3 of the Faculty Bylaws. The committee’s actions shall have full force and effect during the period of vacancy. Membership Qualification A member of the Ohio Wesleyan University Faculty. Executive Committee of the Faculty Duties To review the structure, and function of all existing faculty committees when deemed necessary by the committee, but at least once every ten years; to review the structure and function of all proposed faculty committees; to review the annual reports of all existing faculty committees once per year; to recommend such changes as seem desirable. To work with the Provost on updating the Faculty Handbook as necessary. To nominate members of standing and ad hoc committees and to fill committee vacancies of less than one year's duration. To conduct the necessary elections of members to all faculty committees. To make available and count secret ballots at faculty meetings. To be responsible for assigning to the appropriate standing committee, or committees, any problem or issue not already allocated as a regular function of any existing committee, when consideration of such problem or issue has been requested by appropriate faculty action or deemed advisable by the Executive Committee. To provide the election process for faculty members to serve on administrative committees, task force or working group outside the Faculty Standing Committee structure of Ohio Wesleyan University that require elected faculty members pursuant to the charge of the committee or task force. Administrative committees, task forces, or working groups whose charge call for the appointment of faculty members shall be appointed by the President or Provost after consultation with the Executive Committee. To consider a grievance, brought by any member of the Faculty, for which no regular committee channel or University policy is available, providing attempts have been made to resolve the matter informally through the good offices of the Chair, or Provost (as appropriate). In such matters, the Executive Committee will operate in an advisory capacity to the President. To act as liaison between faculty and administration on matters not specifically assigned to other regular standing committees. To act for the Faculty during extended vacation periods or in an emergency of such urgency as to make impractical the timely assembly of the Faculty. Membership Seven faculty members. Membership Qualification A member of the Ohio Wesleyan University Faculty. Committee on Academic Programs An academic program is any set of courses that leads to a degree granted by the institution. Duties To review the functioning of academic programs as needed, taking into consideration the academic plan of the institution; and to bring recommendations to the Faculty and administration regarding: changes in course offerings; including temporary, permanent, summer, and online courses; changes to a major or minor; University wide requirements and policies including competency and distribution requirements; changes in the academic program structure of the University, including the creation or termination of academic programs. To collect program reviews from all academic programs, to work with the Provost’s office to ensure that all program reviews are stored securely and accessible to the Faculty. Membership Seven faculty members, one member of the administration, and one student. Administrative members are not considered voting members when the issue on the floor of the committee concerns a recommendation to the administration. Membership Qualifications Faculty: A member of the Ohio Wesleyan University Faculty. Administration: By virtue of the office or appointment by the President. Students: As selected by WCSA. Academic Planning and Allocation Committee The total academic program is the aggregate of all academic programs. Duties To review the functioning of the total academic program across the previous two academic years; to provide a report on the review to the Faculty. To review the academic plan of the institution reported by the administration in the previous academic year; to provide a report on the review of the Faculty. To develop short- and long-term policy goals for advancing the total academic program, taking into consideration the functioning of the total academic program and the academic plan of the institution; to provide a report on the goals the Faculty. To convene an academic planning meeting twice each year with all APAC members and the faculty chairs of all non-overlap committees for the purposes of sharing information and providing feedback: In September, the committee chairs shall provide an update on planned committee actions that affect the academic programs; In March, the administration shall provide an update on the academic plan of the institution. To keep under continuing review the resources required for the total academic program and for proposed or adopted changes in academic programs as follows: To consult with the Committee on University Governance during the preparation of the University budget, especially concerning those portions which may affect the academic programs. Such responsibility shall include consideration of the number of Faculty om relation to the number of students, seen from a program perspective. To recommend for faculty consideration and appropriate action policies and procedures regarding changes in faculty positions, after the necessary review, consultation, and analysis of relevant data. To recommend for the administration’s approval allocations of faculty positions among teaching areas, taking into account the potential effects of such allocations on the total academic program. To report to the Faculty on the work of the committee regarding faculty position changes, as fully as is compatible with the confidentiality of personnel information. Membership Seven faculty members. Administrative members are not considered voting members when the when the issue on the floor of the committee concerns a recommendation to the administration. Membership Qualifications A member of the Ohio Wesleyan University Faculty. Teaching and Assessment Committee Duties Taking into consideration the learning assessment report collected from each academic program every two years, analyze the educational environment at Ohio Wesleyan University and encourage and assist Faculty in reaching the education goals of the University. This is accomplished by supporting and assessing the educational efforts of the Faculty and academic programs in the following ways: Promote faculty development, support the teaching and learning goals of academic programs, support efforts to create and maintain inclusive learning environments. Develop and promote on-campus programs and workshops; advocate for resources to support these initiatives. Review the recommendations made by the Director of International and Off Campus Programs on the awarding of Theory to Practice Grants, and make changes deemed necessary by the committee to these recommendations. Review the policies and adequacy of academic facilities including the library, information services and bookstore, and recommend priorities regarding University pedagogical resources. Review the policies and procedures for international, domestic, and summer off-campus programs in consultation with the Director of International and Off Campus Programs. Encourage faculty involvement in international off-campus education and faculty development in international issues through their own international study and research. Assessment of student learning within and across academic programs; assessment of the educational goals of the University. To collect and evaluate a learning assessment report from each academic program once every two years. To offer assistance to academic programs and administrative units in the construction and implementation of assessment plans and assessment instruments. To develop and implement, in consultation with academic departments and others, an assessment plan for the University’s general education program. To respond to the Higher Learning Commission’s initiatives regarding assessment. To communicate in a timely manner with the Chair of the Committee on Academic Programs regarding assessment issues that are pertinent to the work of the committee. Membership Five faculty members, at least one from each academic division (Social Sciences, Humanities, Fine and Performing Arts, Natural Sciences/Mathematics), the Academic Administrator who oversees assessment, the Director of Libraries, the Director of International and Off-Campus Programs, and two students. Membership Qualifications Faculty: A member of the Ohio Wesleyan University Faculty. Administration: By virtue of the office. Students: As selected by WCSA. Academic Status Committee Duties To serve in an advisory capacity for policies and procedures related to academic counseling, academic advising and new student registration and orientation. To formulate and recommend for faculty consideration and to implement all policies governing academic warning, academic standing, dismissal of students for academic reasons, and re-admittance of students following academic dismissal. To review student petitions for exceptions to university academic policies and procedures. These include, but are not limited to, course registration and graduation requirements. To review appeals of academic dismissals and applications for re-admittance following dismissal. Membership Five faculty members, the Registrar, one administrator involved in advising from the office of Academic Affairs, and one administrator from the Division of Student Affairs, and two student members. Membership Qualifications Faculty: A member of the Ohio Wesleyan University Faculty. Administration: By virtue of the office or appointment by the Provost or Vice President of Student Affairs. Students: As selected by WCSA. Committee on Enrollment and Communications Duties To exercise primary responsibility over academic standards and policies for the admission of students to the university. To advise the Vice President for Enrollment and Communications and, as needed, the President and Provost on enrollment-related issues. To collaborate with Enrollment and Communications to optimize admission, financial aid, and communication practices. To serve as a liaison to the faculty by communicating (1) how policy is established and managed by the Offices of Admission, Financial Aid and Communications, and (2) other enrollment-related information relevant to teaching and to faculty policy decisions. To support and ensure accurate and robust representation of OWU’s academic offerings and faculty members in on- and off-campus programs and marketing initiatives for prospective students. To advise the administration on student retention issues that pertain to enrollment management. Membership Five faculty members, the Vice President for Enrollment and Communications, and two students. Administrative members are not considered voting members when the issue on the floor of the committee concerns a recommendation to the administration. Membership Qualifications Faculty: A member of the Ohio Wesleyan University Faculty. Administration: By virtue of the office. Students: As selected by WCSA. Committee on Women and Gender Duties To review all policies and procedures insofar as they affect faculty, staff, administration, or students on the basis of their sex, gender, or sexual orientation. To recommend to the Faculty and appropriate committees such changes as seem desirable. To act as liaison between the faculty, administration, and all other interested groups on issues related to women, gender, and sexual orientation. To collect and communicate data and other information related to women, gender, and sexual orientation. Membership Five faculty members, one administrator, two staff members one selected from the clerical staff and one from the housekeeping staff - and two students. The Coordinator of the Women's Resource Center shall be invited to serve as an ex officio member. Membership Qualifications Faculty: A member of the Ohio Wesleyan University Faculty. Administration: By appointment of the President. Staff: As selected by appropriate staff action. Students: As selected by appropriate student action. The committees described below are considered overlap committees. Faculty may serve on both an overlap committee and other faculty committees at the same time: Committee on Intercollegiate Athletics Duties To recommend to the administration and faculty policies under which the intercollegiate athletics program of the University shall be maintained. To participate in and approve of the scheduling of all intercollegiate athletic events and post-season competition. To formulate policy guidelines for the scheduling of intercollegiate athletic events. To formulate policies for the review and approval of athletic awards to student participants in the intercollegiate athletic program. To establish recommend procedures by which groups or clubs apply for varsity sport status, and to make recommendations to the administration and faculty regarding approval of a sport for varsity status. To recommend and review policies and procedures regarding the use of university recreational and athletic facilities. Membership The chair of the Department of Health and Human Kinetics. Three faculty members not in the Department of Health and Human Kinetics, one of whom shall serve as chair. The Men's and Women's Faculty Athletic Representatives (FARs) to the North Coast Athletic Conference. Two University administrators. The University’s Title IX Representative for Athletics. Two Athletic administrators. Two students, one woman and one man. Two alumni, one woman and one man, shall be non-voting members. Membership Qualifications Department of Health and Human Kinetics chair: By virtue of the office. Other Faculty: A member of the Ohio Wesleyan University Faculty, but not a member of the Department of Health and Human Kinetics. Faculty may simultaneously be members of other standing committees of the Faculty, Article II, Section 3 of the Faculty Bylaws notwithstanding. Faculty Representatives to the North Coast Conference: By virtue of the office. University Administration: By appointment of the President. The University’s Title IX Representative for Athletics: By virtue of the position. Athletic Administration: Director of Athletics Ranking male athletic administrator if Director of Athletics is a woman; or Senior Women’s Administrator if Director of Athletics is a man. Students: A student in the University appointed by WCSA; one woman and one man. Alumni: A member of the “W” Association appointed by the Director of Alumni Relations. Term limit of 3 years (renewable). Reappointment Appeals Committee Duties To entertain appeals from faculty members who have been denied reappointment (including denials of tenure) according to procedures and policies developed by the Faculty, approved by the Board of Trustees, and described in the Faculty Handbook. Membership Five faculty members and three faculty alternates elected for overlapping three-year terms. The alternates shall replace faculty members who disqualify themselves for consideration of specific individual appeal cases. Membership Qualification A member of the Ohio Wesleyan Faculty. Members and alternates may simultaneously be members of other standing committees of the Faculty (except current members and members elect of the Faculty Personnel Committee), Article II, Section 3 of the Faculty Bylaws notwithstanding. Trustee-Faculty Committee Duties To fulfill the responsibilities designated in the Code of Regulations to the Trustee-Faculty Liaison Committee and the Committee on Honorary Degrees. Membership Six faculty members. Membership Qualifications A member of the Ohio Wesleyan University Faculty. Ohio Wesleyan Council on Student Affairs Duties To formulate basic policies on all matters related to student life outside the classroom. To make regular written reports to the President, to the Faculty at its regular meeting, and to the Board of Trustees through the President. To prepare an annual report to be made available to all constituencies prior to the end of the academic year. Membership Thirty-two students. One faculty member, non-voting. Two members of the administration, non-voting. Membership Qualifications Faculty: A member of the Ohio Wesleyan University Faculty. Administration: By appointment of the President. Students: As selected by appropriate student action. Academic Conduct Review Board Duties To hear and rule on alleged cases of academic dishonesty according to procedures and policies in the Academic Honesty Policy. Membership Three faculty members and one faculty alternate, the Dean of Academic Affairs, and two students. Membership Qualifications Faculty: A member of the Ohio Wesleyan University Faculty. Faculty may simultaneously be members of other standing committees of the Faculty, Article II, Section 3 of the Faculty Bylaws notwithstanding. Administration: By appointment of the President. Students: As selected by WCSA. 10 viii</s>

<s>[INST] OWU HR Policies Proposal - Final.txt [/INST] </s>

<s>[INST] OWU HR Policies Proposal.txt [/INST] </s>

<s>[INST] OWU PEER SCHOOLS.txt [/INST] OWU PEER SCHOOLS https://www.wesleyan.edu/acaf/faculty/faculty-handbook/_files/2020-2021-faculty_handbook.pdf</s>

<s>[INST] OWU Proposal - FInal (Three Segments).txt [/INST] </s>

<s>[INST] OWU Proposal - FInal Three Segments w- Revised OWU Terms).txt [/INST] </s>

<s>[INST] OWU Proposal - FInal.txt [/INST] </s>

<s>[INST] OWU Proposal - Proposed Three Segments w- Revised OWU Terms).txt [/INST] </s>

<s>[INST] OWU Updated Faculty HB (Draft 1) (8.10).txt [/INST] </s>

<s>[INST] OWU Updated Faculty HB (Draft 3 TOC) (11.22).txt [/INST] </s>

<s>[INST] Pacifica Faculty Ranking System (Draft 1).txt [/INST] </s>

<s>[INST] PAYMENT CARD INFORMATION SECURITY POLICY (SS Comments).txt [/INST] </s>

<s>[INST] Peer Evaluation Summaries.txt [/INST] </s>

<s>[INST] Peer Listing.txt [/INST] Peer Listing Northeast 9 Comparison Group Bates College Colby College Connecticut College (Not Available) Hamilton College Haverford College Hobart & William Smith College Muhlenberg College Trinity College NSSE Peer Group Bryn Mawr College (Not Available) Connecticut College (Not Available) Dickinson College Franklin & Marshall College (Not Available) Hobart & William Smith College Lawrence University (Not Available) Ohio Wesleyan Ursinus College Washington & Jefferson College Wofford College (Not Avaliable)</s>

<s>[INST] Peer Memo.txt [/INST] 22 June 28, 2022 TO: Karlyn Crowley and Dale Brugh FROM: Stephen Lazarus Sr. Consultant Stevens Strategy RE: Faculty Handbook Content and Identification of Comparison Institutions During the June 1, 2022, Zoom session with the Review Team, a request was made to provide examples of faculty handbooks that in my judgement are well organized and limited in content to faculty governance, faculty status matters, and other policies addressing employment rights or responsibilities unique to the faculty. In response to the team’s request, I briefly set forth in this memorandum the reasoning why I advocate that faculty handbooks be limited in scope to the aforementioned areas. Thereafter, I identify and summarize the content of peer and other comparison institution handbooks that adhere to the content guidelines referenced above and/or make use of hyperlinks to avoid duplication of policies that have wider application to other campus community members. Inclusion of Human Resource, Campus Community, and Other Policies While many colleges and universities, including most of Ohio Wesleyan’s comparison institutions, continue to publish or paraphrase select employment and/or campus-community policies in their faculty handbooks or manuals, doing so promotes obsolescence and confusion about what constitutes an area of primary faculty responsibility. Such a practice also creates potential risk management issues. The latter commonly manifests itself in the context of a faculty handbook that includes dated policy that potentially conflicts with or, at a minimum, does not mirror current university policy. Indeed, this appears to be the case at St. Mary’s. For example, the Equity Discrimination Resolution Process for Resolving Allegations of Harassment and Discrimination published in Appendix H-2 does not exactly mirror the Equity Dispute Resolution Process published on the University’s website. Worth noting, the tradition of publishing select general human resource policies, campus community policies, student academic policies, and/or descriptions of campus resources in faculty handbooks emanated from a time when policies were not published online and therefore were often included for the faculty’s ease of reference. With today’s technology, however, this is no longer a concern and I urge clients to make use of hyperlinks to minimize unnecessary risk associated with publishing policies in multiple policy publications. It should also be noted that faculty handbooks typically only include a small portion of the institutional policies applicable to all employees, including the faculty. This may give rise to the misimpression that only the policies in the faculty handbook are applicable to the faculty. A faculty handbook should not be intended to state all institutional employment and campus community policies. Rather, better practice is to remind faculty of their professional ethics obligation (see paragraph 4 of the AAUP Statement on Professional Ethics) to observe institutional policies applicable to them (assuming they are not violative of academic freedom) and then reference and/or hyperlink to policy publications and/or webpages that house such policies. Finally, limiting faculty handbook content in accordance with the recommended guidelines above helps create clarity regarding whether a formal faculty vote is required to amend the policy at issue. At most institutions, revisions to the Faculty Handbook require a formal faculty vote. This in turn creates confusion whether a faculty vote is required to modify a community or HR policy published in the handbook for ease of reference that is within the delegated authority of the administration as opposed to the faculty. For example, the administration should be able to amend a policy such as the FMLA policy, which is a legally mandated policy, without a formal vote of the entire faculty. Unless the institution adopts text clarifying that some sections of a handbook may be amended via alternative processes (see e.g., Section 1.4 of the University of Redlands’ Faculty Handbook and Section 1.5 of the Augustana College Faculty Handbook), the better practice, in my view, is to simply limit the faculty handbook to material that directly address faculty governance, faculty status, and core faculty employment rights and responsibilities. The determination regarding whether a policy falls within an area of faculty responsibility or unique faculty right is guided by the institution’s overarching governance documents. At Ohio Wesleyan, these are University’s Code of Regulations and Faculty Bylaws. Of course, following the suggested guidelines above should not diminish the faculty’s ability, in the spirt of shared governance, to provide consultative recommendations or input on policy matters outside of the faculty’s primary area of responsibilities. Such consultative input is typically provided via faculty committee recommendations, faculty membership on standing university committees and task forces, and constructive dialogue with university administrators. Comparison Group Institutions Below I list comparison and other institutions that organize their faculty personnel documents in a manner consistent with the guidelines recommended above. University of Puget Sound The University of Puget Sound’s Faculty Code is an example of a faculty policy document that is specifically limited in scope to faculty governance and faculty status matters. The code includes the following distinct chapters: Chapter One – General Policies Categories of Faculty Role of Faculty Professional Duties and Responsibilities Academic Freedom Amendments to Faculty Code Chapter Two – Faculty Appointments Chapter Three – Evaluation of Faculty Chapter Four - Tenure and Promotion Chapter Five – Separation from the University Chapter Six - Grievances General employee benefit, human resource, and campus community policy content are not included in the code. Rather, applicable policies in these areas are published electronically on the Office of University Counsel and Human Resources webpages. For example, the Office of University Counsel maintains a Faculty Policies webpage that links to the following policies unique to the faculty: Compensation for Sponsored Agreements/Grants Early Retirement and Career Change Faculty Medical Leave and Disability Policies Faculty Opportunity Hire Financial Conflict of Interest Policy for Federally-Sponsored Research Part-time Teaching for Retired Faculty Post-Retirement Medical Benefits Shared Faculty Appointments Phased Retirement Program for Full-time Faculty In addition to the above, the Office of University Counsel maintains a Campuswide Policies webpage with links to policies that apply to all members of the campus community and the Code of Conduct. Employee benefits are published on the Human Resources webpage. This includes a link to a PDF document entitled “Summary of Benefits for Faculty Members.” Rhodes College Rhodes College has adopted an online College Handbook, which serves as a “reference for information” for all Rhodes employees. The handbook includes a stand-alone section entitled “Faculty Policies,” which links to policies addressing a wide variety of topics important to the faculty, ranging from academic advising to textbooks. The key subsection, however, is entitled “Statement of Policies and Procedures in Regard to Faculty.” Amendments to this subsection requires Board approval and in my view the subsection is tantamount to a traditional Faculty Handbook as it focuses on academic governance and “faculty status” matters (e.g., faculty recruitment, contracts, professional duties and responsibilities, reappointment, promotion, tenure, dismissal, etc.). With respect to leaves, the subsection is limited to policies addressing sabbaticals and faculty leaves of absence without salary. Employee benefit, non-professional development leaves, and human resource policies are not published or hyperlinked in the Statement of Policies and Procedures in Regard to Faculty; rather, these policies are linked in the Employee Policies tab of the College Handbook. Beloit College Beloit College has adopted an electronic Administrative Policy Manual that links to the following chapters: Chapter I - Board Bylaws Chapter II - Goals of the College Chapter III - Members of the College Community and Their Roles Chapter IV - General College Policies Chapter V - General Employment Policies Chapter VI – Special Provisions Governing Faculty Employment Chapter VII - Special Provisions Governing Administrative Staff Employment Chapter VIII – Policies and Procedures Governing Academic Senate, Divisions, and Departments Chapter IX – General Academic Regulations Chapter X – Academic Regulations Governing Specific Programs Chapter VI of the manual, entitled “Special Provisions Governing Faculty Employment,” houses faculty status policies. The chapter is organized by section as follows: Procedures for Authorizing Faculty Line Guidelines for Faculty Search Committees Faculty Appointments (Initial Rank, Initial Period of appointment, Notifications, Timing of Promotions, Limitation on Terms of Appointments, Other Limitations) Faculty Employment Obligations Permanent Tenure (Criteria for Tenure, Timing for Consideration) Appeals Process for Contract Termination or Non-Renewal Promotion to Rank of Professor (Criteria for Promotion, Timing for Consideration) Dismissal for Cause and Release for Reasons of Extraordinary Economic Exigency Evaluation of Performance Faculty Sabbaticals and Professional Development Leaves Policy on Endowed Professorships Employee benefit, leaves, and human resource policies are not published or hyperlinked in Chapter VI. Instead, these policies are published in Chapter V (General Employment Policies) of the administrative manual. Other policies applicable to College employees are set forth in Chapter IV-General College Policies and address topics such as equal employment, disability, drug-free workplace, consensual relations, conflicts of interest, harassment, whistleblower, sexual harassment, computer and information resources, personnel information, etc.. Spellman College Spellman College’s Faculty Handbook is an example of a faculty handbook that publishes faculty governance and faculty status policies and utilizes hyperlinks or cross-references to refer readers to other policies that apply to all College employees and directly impact faculty. More specifically, Section One of the handbook summarizes general College information, reprinting the College’s mission statement, statement of purpose, standards of excellence, College history, and statement of accreditation. Section Two sets forth the Faculty Bylaws, which includes procedures for updating the Faculty Handbook. The third section of the handbook is entitled “Faculty Structure” and includes five subsections: academic unit: departments and programs; policies on academic rank, tenure and termination of appointments; promotions and tenure; faculty duties and responsibilities; and grievances and dispute resolution. Section Four of the handbook is entitled “Policies” and addresses leaves of absence, selected workplace policies, and standards of professional conduct. Changes to Section Four may not be made without prior consultation with the Faculty Council and the relevant Faculty Standing Committee. As noted above, Spellman makes use of hyperlinks in Section Four to not repeat policies in more than one College publication. With respect to leaves, Spellman publishes only those leave policies that are unique to the faculty in the handbook and otherwise references readers via hyperlinks to leave policies in the Employee Handbook that apply to all employees. So, for example, there is a link to the FMLA policy since it applies to all College employees. Conversely, faculty specific parental leave, personal leave, academic leave, and sabbatical leave policies are published in the Faculty Handbook. The “Selected Workplace” subsection of Section Four addresses employee conduct, ethics, and work roles; benefits; emergency response procedures; and laboratory safety. For each category, applicable college policy is either referenced or hyperlinked. Full policies are not reprinted. Similarly, in the “Standards of Professional Conduct” subsection of Section Four, the College, except for a computer security and password policy, utilizes links to refer readers to the following policies: FERPA, Acceptable Use, Consulting, Scientific Misconduct, IRB, Intellectual Property, Log Use, Website/Social Media, and Conflicts of Interest policies are provided. Cornell College Cornell College’s Faculty Handbook is devoted to faculty governance, faculty status, and academic responsibilities matters, as well as professional development benefits and leaves that are unique to Faculty (e.g., sabbatical and unpaid leaves). General employee benefit, salary, human resource, and campus community policies are not included in the Faculty Handbook. Similar to other schools identified in this memorandum, the College publishes these policies in the “Employee Handbook and College Policies” document linked on the HR Webpage (password protected). Links to both the Employee Handbook and the HR Webpage are provided in the Faculty Handbook. Cornell College organizes its Faculty Handbook as follows: I – The Corporate Faculty The Faculty Department Chairs Faculty Meetings Faculty Meetings: Rule of Procedure Faculty Elections II – The Committee System Committee System Committee Organization Faculty, Divisional and Provost’s Advisory Councils Major Committees Other Committees Ad Hoc Committees Other Elected Representatives Elections III – Personal Policies Academic Freedom Professional Ethics Faculty Grievance Policy and Procedure Descriptions of the Several Faculty Ranks Procedures: Initial Appointment of Faculty Expectations and Evaluation of Faculty Members at Cornell College Criteria for Pre-Tenure, Tenure and Promotion Faculty Review Schedule Procedures: Faculty Reviews Procedures: Termination of Appointments Emeritus Faculty Part-Time Faculty Procedures: Appointment of Administrative Officers with Faculty Status Procedures: Appointment of a Provost Procedures: Appointment of a President of the College IV – Academic Regulations: The Academic Regulation section of the handbook includes information pertaining to and clarifying specific faculty academic responsibilities, particularly those related to teaching and advising. As noted below, where applicable, hyperlinks are utilized to refer the reader to an academic policy published in the College’s Catalogue or other policy location. Absence from Campus (Faculty) Absence from Class (Faculty) Advising Cheating (links to policy in Catalogue) Class and Office Hours Class Lists Classroom Class Size College-Sponsored Trips Commencement and Convocation Confidentiality of Student Records (links to College’s FERPA Policy) Course Evaluation Faculty Responsibilities Final Examinations First-year Academic Program Grades Grade of Incomplete (links to policy in Catalogue) Grade of Withdrawal (links to policy in Catalogue) Petitions Student with Disabilities (links to Students with Disabilities webpage) Syllabi Registration V - Faculty Benefits: This section of the Cornell College Faculty Handbook includes an introductory clause stating that benefits available to all employees of the College (i.e., health care, business travel, life and disability insurance, employee assistance program, fitness club membership, FMLA, TIAA retirement benefits) are described on the HR Website and in the College’s Employee Handbook. Links to both are provided in the introductory text to the section. Thereafter, the following faculty-specific benefit and leave policies are published. Faculty Development Leaves of Absence Sabbaticals Ursinus College The Ursinus College Faculty Handbook includes policies pertaining faculty governance, faculty status and research activities. Benefit policies are limited to faculty professional development leaves. Titles of general HR policies and campus resources are listed and linked in an Appendix to the handbook. Ursinus College organizes its Faculty Handbook as follows: History and Mission Part One: Faculty Benchmarks Recruitment and Appointment of Faculty Tenure-Track Faculty Non-Tenure Track Faculty Contracts and Salary Notification Outside Employment Evaluation Purpose Procedures for Faculty Evaluation Evaluation Materials Evaluation Criteria Guidelines for Faculty Evaluation Promotion and Tenure Review Schedule and Sequence of Faculty Review and Assessment Dismissal of Faculty and Right of Appeal Leave of Absence, Pre-Tenure Leave, and Sabbatical Leave: The policies published in this subsection are unique to faculty and address faculty professional development leaves. Leaves of Absence policies applicable to all College Faculty are linked in Part Four – Appendices of the handbook. Retirement Part Two: Faculty Governance and Responsibilities Faculty Meetings Academic Convocations Academic Administrative Units Administration and Governance Part Three: Academic Responsibilities and Procedures Academic Standards and Instructional Responsibilities Advising Course Management Part Four: Appendices Confidentiality of Student Records Research Compliance Guidelines – Federal Compliance; Ethical Standards: This appendix links to the IRB Policy, as well as publishes in full a policy addressing Scholarly Misconduct. Links to College Policies: Direct links to Campus Safety, IRB, the Institutional Animal Care and Use, Environmental Health & Safety, and general HR Policies applicable to all employees are provided in this Appendix. Links to Campus Resources: Links to the Academic Affairs, Business Office, Diversity and Inclusion, IT, Institutional Research, Instructional Technology, Teaching and Learning Institute, Institute for Student Success, and Wellness Center webpages are provided. In addition, there are links to the College Directory and College Catalog. Carleton College Similar to Rhodes and Beloit, Carleton College publishes all College policies electronically on the Campus Handbook homepage. Readers are then instructed to click on either the Student Handbook, Faculty Handbook, or Staff Handbook to view those policies specifically applicable to the applicable reader. The Faculty Handbook tab links to all policies applicable to the faculty, including a section entitled “Faculty Appointments” that, similar to Rhodes, houses faculty status policies. Amendments to the policies in the “Appointment to Faculty” and “Appointments and Tenure” subsections both require approval from the Faculty and Board of Trustees. Drew University Drew University has two central faculty policy documents: The Faculty Personnel Policy and the University Faculty Handbook – Faculty Reviews. As summarized below, both faculty documents include various faculty status and governance policies. General human resource policies applicable to all employees, including faculty, are published in the Drew University Employee Handbook. In addition, other important employee-related policies (i.e., Whistleblower, Family Leave, FMLA, Human Rights, Minors on Campus, Sexual Harassment and Misconduct, Tuition, etc.) are linked on the Human Resources webpage. The Faculty Personnel Policy addresses the following faculty status and governance matters: I. Officers Concerned with Faculty Personnel Policy II. Academic Freedom III. Equal Opportunity and Affirmative Action IV. Faculty Structure V. Initial Appointment Procedures VI. Procedures for Reappointment and Promotion VII. Academic Tenure VIII. Leaves IX. Non-university Employment X. Salary Letters XI. Termination of Appointment by Faculty Member XII. Termination of Appointment by the University A. Financial Exigency B. Discontinuance of Program or Department not mandated by Financial Exigency C. Medical Reasons D. Dismissal for Cause XIII. Procedures for Imposition of Sanctions Other than Dismissal XIV. Grievance Procedures XV. Retirement XVI. Amendment *Each of the links above are active for ease of reference.) Of note, Section VIII – Leaves is limited in scope to sabbaticals and faculty leaves without pay to teach at another institution, to complete a major research project, to attend to pressing family business, or for parental leave. Leaves applicable to all employees are set forth in the Employee Handbook, as well as the HR webpage referenced above. The “Faculty Handbook – Faculty Reviews” document sets forth more specific information regarding faculty evaluations at Drew University. The first section of the document is devoted to faculty evaluation criteria utilized in all faculty reviews, as well as standards for reappointment and promotion. Section Two articulates general university guidelines regarding the reappointment, tenure, and promotion review process. Senior Faculty reviews are addressed in Section Three and the annual review process is briefly summarized in Section Four of the document. The latter two sections are very brief and not detailed oriented. Wabash College Wabash College’s Faculty Handbook is devoted to college governance, faculty status, and faculty research and professional development matters. The handbook also includes salary policies and benefit explanations that are specific to faculty or of “particular interest to faculty.” Readers are otherwise referred to the Human Resources webpage to access policies and information regarding benefits applicable to all college employees (i.e., comprehensive group health coverage, disability benefits, Family and Medical Leave Policy, Life Insurance, and similar policies). The Wabash Faculty Handbook is organized by chapter as follows: Chapter 1: College Governance College Administrative Structure Faculty Meetings Committees Chapter 2: The Faculty: Expectations and Responsibilities 2.1 Expectation of Faculty Excellence 2.2 Teaching Responsibilities 2.3 Academic Honesty 2.4 Accommodations for Students with Disabilities 2.5 Copyright Compliance in Teaching and Learning 2.6 Faculty Statement on Harassment Chapter 3: Policies on Academic Appointments, Tenure and Promotion 3.1 Conditions of Appointment 3.2 Tenure Track Faculty Reviews (First Year, Second Year, Fourth Year and Tenure Reviews) 3.3 Promotion to Professor 3.4 Associated Faculty Status and Review of Associated Faculty 3.5 Review of Contingent Faculty 3.6 Appointment of Department/Division Chairs 3.7 Termination of Appointment or Dismissal Chapter 4: Faculty Research and Professional Development 4.1 Commitment to Faculty Development 4.2 Professional Travel Fund 4.3 John J. Coss Faculty Development Funds 4.4 BKT Research Grants 4.5 Sabbatical Leave Program 4.6 McClain-McTurnan-Arnold Research Scholar Program 4.7 Outside Grant Proposals 4.8 Institutional Policies and Procedures Relating to Research Misconduct Chapter 5: Faculty Salary and Benefits (Faculty Specific Policies) 5.1 Salary Review Procedure (outlines merit review procedures) 5.2 Pleacher Fund Salary Supplement 5.3 Regular Leave of Absence (One Year Unpaid Leaves specific to Faculty) 5.4 Leave of Absence for Untenured Faculty Members 5.5 Parental Leave (Note: This is a Faculty specific policy) Other Institutions Below are links to examples of other non-peer faculty handbooks that are limited in scope to faculty governance, faculty status, and policies of unique application to the faculty. Duquesne University The Duquesne University Faculty Handbook is a very well organized handbook that focuses upon faculty governance and faculty status matters. It incorporates by reference the University’s administrative policies (“TAPs”), which are binding obligations for all University employees, including faculty, rather than reprint the policies in their entirety in the handbook. The TAPs policies are summarized and linked in the Appendix of the handbook. A truncated version of the Table of Contents is reprinted below for ease of reference: Introduction Governance Structure Academic Freedom and Faculty Standards of Conduct 3.1 Freedom and Responsibility as Citizens 3.2 Freedom and Responsibility in Teaching 3.3 Freedom and Responsibility in Scholarship 3.4 The Balance Between Academic Freedom and Responsibilities University-Wide Faculty Ranks and Appointment 4.1 Diversity and Inclusion 4.2 Faculty Appointments 4.3 Classification of Faculty 4.4 Full-Time Faculty Ranks 4.5 Joint Appointments 4.6 Part-Time Faculty 4.7 Faculty Hiring 4.8 Expectations of Faculty 4.9 Annual Performance Evaluation 4.10 Compensation 4.10.1 Salary: This policy delineates faculty payment installments, factors that contribute to the determination of faculty salaries, and the annual issuance of written notification of any salary adjustments. 4.10.2 Stipends: This policy outlines that faculty may receive stipends to compensate them for performing specific tasks. 4.10.3 Benefits: Benefits are not listed; rather, the reader is instructed to review the HR webpage and applicable TAPs policies 4.10.4 Compensation from Grants University-wide Faculty Tenure and Promotion 5.1 Tenure-Track and Tenured Faculty 5.2 Non-Tenure Track Faculty 5.3 Library Faculty 5.4 Part-Time Faculty 5.5 Other Appointments 5.6 Funded Faculty Positions 5.7 Faculty Fellowships 5.8 Professors Emeriti and Emeritae Leave 6.1. Leave for Professional Advancement 6.1.1 Sabbatical Leave 6.1.2 Pre-Tenure Leave 6.1.3 Uncompensated Leave 6.1.4 Grant-Supported Leave Other Privileges and Responsibilities 7.1 Use of University Title and Affiliation 7.2 Conflicts of Interest 7.3 Conflict of Commitment Voluntary and Involuntary Termination of Employment Disciplinary Actions and Dismissal Grievances Appendix A: Summary of The Administration Policies Appendix B: Definitions and Interpretive Conventions Appendix C: Title IX - Note: I am not clear why the University published this policy in the document since it is already referenced and summarized in Appendix A. Northeastern University Northeastern University’s Faculty Handbook is also worth a closer look in terms of its organization structure. It consists of the following five modules and is limited in scope to faculty governance, faculty status and policies applicable to a unique faculty right or responsibility: Governance Statement of the Faculty Senate Faculty Senate Bylaws Dismissal Proceedings: Tenured and Tenure-Track Faculty Faculty Discipline Full-Time Faculty Grievance Procedure Non-retaliation for Participation in Faculty Governance Appointments, Promotions and Tenure Rights and Responsibilities Performance Expectations Compensation (Faculty Merit and Equity Review Procedures) Appointments, Terms and Reappointments Tenure Tenure and Promotion of Jointly Appointed Faculty Sabbatical Leaves of Absence and Vacation Professional Leaves Leaves of Absence for Academic Study Other Leaves (readers are referred to the Human Resources Management website and University Policies website) Rights in Teaching, Research and Scholarship Academic Freedom Patent and Copyright Instructional Media Conflict of Commitment and Interest (addresses conflicts unique to faculty) Personnel Policies Faculty Workloads Presence at University Faculty Outside Professional Activities Retirement Academic Organization The General University Faculty Advisory Board and Bylaws The College Faculties Procedural Guidelines in the Appointment and Evaluation of University Administrators The following text is published on the bottom of the homepage of the handbook: Additional information affecting faculty can be found in the Faculty Senate Resolutions and in policies in the Undergraduate Student Handbook, the Undergraduate Catalog and the Northeastern University Policy Page. University of Seattle https://www.seattleu.edu/media/academic-affairs/Faculty-Handbook.pdf Ithaca College https://www.ithaca.edu/policy-manual/volume-iv-faculty-handbook Loyola Chicago https://www.luc.edu/media/lucedu/academicaffairs/pdfs/Faculty-Handbook-LoyolaUniversityChicago_2015.pdf Dillard University (former client) https://www.dillard.edu/academics/faculty-handbook.php John Carrol University http://faculty.jcu.edu/handbook/files/2019/06/Faculty_Handbook_Spring_2019_6-3-19_reprinting.pdf P.O. Box 72 12 Island View Grantham, NH 03753 phone: 603.863.4704 fax: 603.863.0531 web: stevensstrategy.com P.O. Box 72 12 Island View Grantham, NH 03753 phone: 603.863.4704 fax: 603.863.0531 web: stevensstrategy.com</s>

<s>[INST] Phased Retirement - 2nd Model.txt [/INST] Voluntary Phased Retirement Eligibility Tenured faculty members who are in a full-time teaching status, who (1) have completed at least fifteen years of full-time teaching service at Ohio Wesleyan University and (2) reached the age of 62 are eligible to apply for Phased Retirement. Participation in the program is strictly voluntary. Application To apply, an eligible tenured faculty member should prepare a written request to the Provost by submitting an application on or before October 15th for the year preceding the beginning of the academic year for which the applicant requests to begin the Phased Retirement. The request, which can be in the form of a letter or e-mail, should express intent to enter into a phased-in retirement agreement, should state proposed starting and ending dates, and should describe proposed activities, in terms of teaching, scholarly or creative work, and service, during the phase-in period, including whether the teaching load will be spread over the academic year or concentrated in one semester. Phase-in Period A tenured faculty member may opt to transition from a full teaching load to retirement over a phase-in period of one or two years, in accordance with the Phased Retirement Plan Options Table below. Phased Retirement Plan Options Plan Year 1 Pay and Load Percent Year 2 Pay and Load Percent 1-year Plan 50 / 50 N/A 2-year Plan 50 / 50 50 / 50 Pay % = percent of full compensation payable; Load % = percent of full-time teaching load.  Written Agreement The tenured faculty member and Provost, in consultation with the faculty member’s Department Chair, shall execute a written agreement setting out the terms of the phased-in retirement. The faculty member will have 30 calendar days to consider the agreement. Final approval is made by the Provost. Tenure and Related Matters Participation in Phased Retirement leads to retirement and the end of employment and the end of tenure at the conclusion of the phase-in period. The tenured faculty member will retain status as a full-time tenure-line member of the faculty during the phase-in period and retain faculty rank. Compensation During Phase-in Period The compensation for a participant in the phase-in period will be that percentage of full compensation described in the Retirement Table above. Full compensation means the amount that the faculty will be compensated during the applicable year had the faculty member maintained a full-time teaching load, including any adjustments that would have been applied to such faculty member’s salary. The full teaching load is that number of courses per academic year which is considered a standard full teaching load for the faculty member’s department. A participant will be entitled to consideration for salary increases consistent with the pay raises for other full-time faculty. Scholarship Grants, Development Funds, and Summer Teaching A participant is not eligible to receive a scholarship grant or research stipend or any other form of remuneration from a fund set aside for distribution to faculty for scholarship support. However, the faculty member may continue to receive individual professional development account funds available to all full-time faculty members. The faculty member may teach during the summer, either during the on-campus program or in a study-abroad program and receive the same summer rate as other faculty members. Benefits Except as otherwise provided in this section, participants in the program remain eligible to participate in University benefits as a full-time faculty member, in accordance with the terms of the applicable plan documents. All benefit participation components are subject to and governed exclusively by the applicable benefit plan terms and laws governing these plans, including any plan amendment or change in law. Prior to entering into the program, the faculty member should meet with Human Resources and consult a tax advisor. In the event of conflict between this policy and the actual benefit plan terms, the benefit plan terms will prevail. Part-time Teaching After Retirement After the conclusion of the phase-in period, a retired faculty member may teach on a per-course basis at the University, if the Provost agrees and there is departmental need. Workload During Phased-in Period Teaching: A participant will be expected to teach the percentage of a full teaching load described in the Retirement Table above. The courses may be taught in the same semester, if approved by the Provost, after consultation with the Department Chair. Advising: Unless otherwise agreed by the Provost, a participant’s advising load will be commensurate with the faculty member’s teaching load. Sabbaticals and Leaves Faculty participating in the program are not eligible for a regular leave (sabbatical) or other paid leave. A participant may be eligible, however, for an unpaid leave in accordance with established University policy. Time spent on unpaid leave of absence will not count as part of the Phase-in Period. Chairs and Administrative Appointments During the Phase-in Period, the faculty member will typically not be eligible to hold a chair or administrative appointment, absent unusual and compelling circumstances warranting such an appointment. Such an appointment must approved by the Provost. The level and extent of service on committees and engagement in other faculty activities (other than advising) will be negotiated by and between the faculty member and the Provost, but in all instances will be proportionate to the faculty member’s teaching load. Disclaimer The University retains the right to modify this Voluntary Phased Retirement Plan. The Plan may be reviewed, modified, or terminated at any time by the Board of Trustees without affecting already existing arrangements. Participation in the program does not confer any additional employment rights upon the participant.</s>

<s>[INST] Phased Retirement - djb comments.txt [/INST] Below is a model Phase Retirement Program policy from a prior client. I am also linking to St. Mary’s Voluntary Phase Retirement Policy, which is more generous than the model from a former client set forth below. If you prefer one over the other, please let me know. See https://www.stmarytx.edu/policies/academic-affairs/voluntary-phased-retirement-faculty/ Model Tenured Faculty Voluntary Phased Retirement Program All tenured full-time faculty having 15 or more years of full-time service at Ohio Wesleyan University and have reached the age of 62 are eligible to participate in the Tenured Faculty Voluntary Phased Retirement Program (“VPRP”). By voluntarily electing to enter into the VPRP, the faculty member understands that a terminal contract will be offered for a period of one year in duration, renewable for a second year at the sole discretion of the University, provided the faculty member completes all teaching obligations during the course of the first VPRP academic year. The faculty member agrees to teach three courses during the academic year selected and will in turn receive an annual salary equal to one half of the base salary received in their contract for the period of the VPRP, paid in equal semi-monthly payments over the period selected. Any standard salary increments will be made available to the faculty member as they are to all full-time faculty. The teaching schedule for the faculty member may be for one semester per year or for two determined mutually by the Department Chair and the individual and subject to the approval of the Provost. The specific courses taught will depend upon departmental needs. The faculty member will not be assigned any mandatory responsibilities related to student advising, committee assignments, or other service-related activities. The faculty member is invited to attend commencement, orientation, recruiting, and other University events. At the time of entering into the VPRP, the faculty member will no longer be able to vote at faculty and department meetings. The faculty member accepting this plan will remain eligible for all fringe benefits. Out-of-pocket cost will not exceed the amount of the current medical benefit contribution at the time of the faculty member’s entry into the program, but are subject to any annual percentage increases that impact full-time faculty. TIAA contributions will be based on salary earned. All tax obligations and other financial implications incurred by any individual as a result of accepting this offer are the sole responsibility of the faculty member. Acceptance of the plan is entirely voluntary and open only to qualified faculty members as stated above. The faculty member understands that when voluntarily agreeing to enter into this program, the faculty member is relinquishing all tenure rights with the University, is permanently forfeiting status as a tenured professor, and is voiding pre-existing employment agreements with the University. The University reserves the right to accept or deny any request for participation in the VPRP due to budgetary reasons or allocation of faculty resources. In exchange for the payments under the plan, a faculty member expressly agrees not to apply for unemployment compensation. A VPRP participating faculty member also waives and releases all claims against the University existing prior to the date of the faculty member’s entrance into the program, including but not limited to claims for breach of contract. Faculty accepting a VPRP remain eligible to teach part-time at the current per-course rate for part-time instruction, subject to approval of the Provost. Any faculty member interested in the VPRP should send a request to the Provost. It is preferred that this request be submitted by August preceding the final year of full-time employment to allow departments to accommodate the transition. If approved, the Provost will generate an agreement for participation in the VPRP. The faculty member has seven days from the date of signing to revoke the agreement by informing the Provost in writing of such revocation. Voluntary Phased Retirement Eligibility Tenured faculty members who are in a full-time teaching status, who (1) have completed at least ten (10) years of full-time teaching service at Ohio Wesleyan University and (2) reached the age of 62 are eligible to apply for Phased Retirement. Participation in the program is strictly voluntary. Application To apply, an eligible faculty member should prepare a written request to the Provost. Eligible faculty may choose to voluntary phased retirement may apply to enter into year one of voluntary phased retirement beginning by submitting an application by August 15th for the year preceding the beginning of academic year for which the applicant requests to begin the Phased Retirement. The request, which can be in the form of a letter or e-mail, should express intent to enter into a phased-in retirement agreement, should state proposed starting and ending dates, and should describe proposed activities, in terms of teaching, scholarship, and service, during the phase-in period, including whether the teaching load will be spread over the academic year or concentrated in one semester. Phase-in Period A faculty member may opt to transition from a full teaching load to retirement over a phase-in period of one or two years, in accordance with the Phased Retirement Plan Options Table below. Phased Retirement Plan Options Plan Year 1 Pay and Load Percent Year 2 Pay and Load Percent 1-year Plan 100 / 50 N/A 2-year Plan 75 / 50 50 / 50 Pay % = percent of full compensation payable load % = percent of full-time teaching load.  Written Agreement The faculty member and Provost shall execute a written agreement setting out the terms of the phased-in retirement. The faculty member will have 30 calendar days to consider the agreement. Tenure and Related Matters Participation in Phased Retirement leads to retirement and the end of employment and the end of tenure at the conclusion of the phase-in period. The faculty member will retain status as a full-time member of the faculty during the phase-in period and retain faculty rank. Compensation During Phase-in Period The compensation for a participant in the phase-in period will be that percentage of full compensation described in the Retirement Table above. Full compensation means the amount that the faculty will be compensated during the applicable year had the faculty member maintained a full-time teaching load, including any adjustments that would have been applied to such faculty member’s salary. The full teaching load is that number of courses per academic year which is considered a standard full teaching load for the faculty member’s department or program. A participant will be entitled to consideration for salary increases consistent with the pay raises for other full-time faculty. Scholarship Grants, Summer Teaching, and Development Funds A participant will be not be eligible to receive a scholarship grant or research stipend or any other form of remuneration from a fund set aside for distribution to faculty for scholarship support. The faculty member may continue to receive any individual faculty development funds generally provided to full-time faculty. The faculty member may teach during the summer, either during the on-campus program or in a study-abroad program and receive the same summer rate as other faculty members.. Benefits Except as otherwise provided in this section, a participant shall remain eligible to participate in university benefits as a full-time faculty member, in accordance with the terms of the applicable plan documents. All benefit participation components of this policy are subject to and governed exclusively by the applicable benefit plan terms and laws governing these plans, including any plan amendment or change in law. Before initiating participation, faculty members considering phased retirement are encouraged to both meet with Human Resources and consult a tax advisor. In the event of conflict between this policy and the actual benefit plan terms, the benefit plan terms will in all cases prevail. Part-time Teaching After Retirement After the conclusion of the phase-in period, a retired faculty member may teach on a part-time basis on a per-course basis, if the Provost agrees. Workload During Phased-in Period Teaching: A participant will be expected to teach the percentage of a full teaching load described in the Retirement Table. The courses may be taught in the same semester, if approved by the Provost. Advising: Unless otherwise agreed by the Provost, a participant’s advising load will be commensurate with the faculty member’s class load. Sabbaticals and Leaves A participant will not be eligible for a sabbatical or paid leave. A participant may be eligible for an unpaid leave in accordance with established University policy. Time spent on unpaid leave of absence shall not count as part of the Phase-in Period. Chairs and Administrative Appointments During the Phase-in Period, the participant will typically not be eligible to hold a chair or administrative appointment, absent unusual and compelling circumstances warranting such an appointment and the agreement of the Provost to permit it. The level and extent of service on committees and engagement in other faculty activities (other than advising) will be negotiated by and between the faculty member and the Provost, but should be proportionate to teaching load. Disclaimer The University retains the right to modify this Voluntary Phased Retirement Plan. The Plan may be reviewed, modified or terminated at any time without affecting already existing arrangements. Participation in the Program does not confer any additional employment rights upon the participant. Phased Retirement Plan Options Plan Year 1 Pay and Load Percent Year 2 Pay and Load Percent 1-year Plan 100 / 50 N/A 2-year Plan 75 / 50 50 / 50 Pay % = percent of full compensation payable load % = percent of full-time teaching load.</s>

<s>[INST] Phased Retirement - St. Marys Model.txt [/INST] Voluntary Phased Retirement Eligibility Tenured faculty members who are in a full-time teaching status, who (1) have completed at least ten (10) years of full-time teaching service at Ohio Wesleyan University and (2) reached the age of 62 are eligible to apply for Phased Retirement. Participation in the program is strictly voluntary. Application To apply, an eligible faculty member should prepare a written request to the Provost. Eligible faculty may choose to voluntary phased retirement may apply to enter into year one of voluntary phased retirement beginning by submitting an application by August 15th for the year preceding the beginning of academic year for which the applicant requests to begin the Phased Retirement. The request, which can be in the form of a letter or e-mail, should express intent to enter into a phased-in retirement agreement, should state proposed starting and ending dates, and should describe proposed activities, in terms of teaching, scholarship, and service, during the phase-in period, including whether the teaching load will be spread over the academic year or concentrated in one semester. Phase-in Period A faculty member may opt to transition from a full teaching load to retirement over a phase-in period of one or two years, in accordance with the Phased Retirement Plan Options Table below. Phased Retirement Plan Options Plan Year 1 Pay and Load Percent Year 2 Pay and Load Percent 1-year Plan 100 / 50 N/A 2-year Plan 75 / 50 50 / 50 Pay % = percent of full compensation payable load % = percent of full-time teaching load.  Written Agreement The faculty member and Provost shall execute a written agreement setting out the terms of the phased-in retirement. The faculty member will have 30 calendar days to consider the agreement. Final approval is made by the Provost. Tenure and Related Matters Participation in Phased Retirement leads to retirement and the end of employment and the end of tenure at the conclusion of the phase-in period. The faculty member will retain status as a full-time member of the faculty during the phase-in period and retain faculty rank. Compensation During Phase-in Period The compensation for a participant in the phase-in period will be that percentage of full compensation described in the Retirement Table above. Full compensation means the amount that the faculty will be compensated during the applicable year had the faculty member maintained a full-time teaching load, including any adjustments that would have been applied to such faculty member’s salary. The full teaching load is that number of courses per academic year which is considered a standard full teaching load for the faculty member’s department or program. A participant will be entitled to consideration for salary increases consistent with the pay raises for other full-time faculty. Scholarship Grants, Development Funds, and Summer Teaching A participant is not eligible to receive a scholarship grant or research stipend or any other form of remuneration from a fund set aside for distribution to faculty for scholarship support. However, the faculty member may continue to receive individual professional development account funds available to all full-time faculty members. The faculty member may teach during the summer, either during the on-campus program or in a study-abroad program and receive the same summer rate as other faculty members. Benefits Except as otherwise provided in this section, participants in the program remain eligible to participate in University benefits as a full-time faculty member, in accordance with the terms of the applicable plan documents. All benefit participation components are subject to and governed exclusively by the applicable benefit plan terms and laws governing these plans, including any plan amendment or change in law. Prior to entering into the program, the faculty member should meet with Human Resources and consult a tax advisor. In the event of conflict between this policy and the actual benefit plan terms, the benefit plan terms will prevail. Part-time Teaching After Retirement After the conclusion of the phase-in period, a retired faculty member may teach on a per-course basis at the University, if the Provost agrees and there is departmental need. Workload During Phased-in Period Teaching: A participant will be expected to teach the percentage of a full teaching load described in the Retirement Table above. The courses may be taught in the same semester, if approved by the Provost, after consultation with the Department Chair. Advising: Unless otherwise agreed by the Provost, a participant’s advising load will be commensurate with the faculty member’s teaching load. Sabbaticals and Leaves Faculty participating in the program are not be eligible for a sabbatical or other paid leave. A participant may be eligible, however, for an unpaid leave in accordance with established University policy. Time spent on unpaid leave of absence will not count as part of the Phase-in Period. Chairs and Administrative Appointments During the Phase-in Period, the faculty member will typically not be eligible to hold a chair or administrative appointment, absent unusual and compelling circumstances warranting such an appointment. Such an appointment must approved by the Provost. The level and extent of service on committees and engagement in other faculty activities (other than advising) will be negotiated by and between the faculty member and the Provost, but in all instances will be proportionate to the faculty member’s teaching load. Disclaimer The University retains the right to modify this Voluntary Phased Retirement Plan. The Plan may be reviewed, modified, or terminated at any time by the Board of Trustees without affecting already existing arrangements. Participation in the program does not confer any additional employment rights upon the participant.</s>

<s>[INST] Phased Retirement.txt [/INST] Below is a model Phase Retirement Program policy from a prior client. I am also linking to St. Mary’s Voluntary Phase Retirement Policy, which is more generous than the model from a former client set forth below. If you prefer one over the other, please let me know. See https://www.stmarytx.edu/policies/academic-affairs/voluntary-phased-retirement-faculty/ Model Tenured Faculty Voluntary Phased Retirement Program All tenured full-time faculty having 15 or more years of full-time service at Ohio Wesleyan University and have reached the age of 62 are eligible to participate in the Tenured Faculty Voluntary Phased Retirement Program (“VPRP”). By voluntarily electing to enter into the VPRP, the faculty member understands that a terminal contract will be offered for a period of one year in duration, renewable for a second year at the sole discretion of the University, provided the faculty member completes all teaching obligations during the course of the first VPRP academic year. The faculty member agrees to teach three courses during the academic year selected and will in turn receive an annual salary equal to one half of the base salary received in their contract for the period of the VPRP, paid in equal semi-monthly payments over the period selected. Any standard salary increments will be made available to the faculty member as they are to all full-time faculty. The teaching schedule for the faculty member may be for one semester per year or for two determined mutually by the Department Chair and the individual and subject to the approval of the Provost. The specific courses taught will depend upon departmental needs. The faculty member will not be assigned any mandatory responsibilities related to student advising, committee assignments, or other service-related activities. The faculty member is invited to attend commencement, orientation, recruiting, and other University events. At the time of entering into the VPRP, the faculty member will be given the choice of opting in or opting out of voting at faculty and department meetings. The faculty member accepting this plan will remain eligible for all fringe benefits. Out-of-pocket cost will not exceed the amount of the current medical benefit contribution at the time of the faculty member’s entry into the program, but are subject to any annual percentage increases that impact full-time faculty. TIAA contributions will be based on salary earned. All tax obligations and other financial implications incurred by any individual as a result of accepting this offer are the sole responsibility of the faculty member. Acceptance of the plan is entirely voluntary and open only to qualified faculty members as stated above. The faculty member understands that when voluntarily agreeing to enter into this program, the faculty member is relinquishing all tenure rights with the University, is permanently forfeiting status as a tenured professor, and is voiding pre-existing employment agreements with the University. The University reserves the right to accept or deny any request for participation in the VPRP due to budgetary reasons or allocation of faculty resources. In exchange for the payments under the plan, a faculty member expressly agrees not to apply for unemployment compensation. A VPRP participating faculty member also waives and releases all claims against the University existing prior to the date of the faculty member’s entrance into the program, including but not limited to claims for breach of contract. A VPRP agreement is offered as a final contract with no offer of full-time or continued part-time re-employment at the end of the contract period. Any faculty member interested in the VPRP should send a request to the Provost. It is preferred that this request be submitted by August preceding the final year of full-time employment to allow departments to accommodate the transition. If approved, the Provost will generate an agreement for participation in the VPRP. The faculty member has seven days from the date of signing to revoke the agreement by informing the Provost in writing of such revocation.</s>

<s>[INST] Policies Recommended to be Deleted.txt [/INST] Policies Recommended to be Deleted Chapter III U. Statement on Retirement It is my understanding that the policy is not current. W. Library Staff Member with Faculty Rank Based on conversations with Dale, there are no longer any Librarians at OWU with faculty rank and the University no longer appoints faculty librarians with faculty standing. Chapter VI – Benefits, Leaves, and Professional Support Programs I recommend that two new sections be developed in a revised Chapter III. A section devoted to Professional Development Programs, which should include the Pre-Tenure Regular Paid Leave for Full-Time Faculty, Regular Paid Leaves for Tenured Full-Time Faculty, Special Released Time for Scholarly Production, Retraining Leaves, Leaves without Pay, and Assistance with Travel and Other Professional Expenses policies. A. Pension and Insurance Benefits I recommend that these policies be referenced and replaced with a link to the Employee Handbook being developed by HR. B. Tuition and Room Benefits Same as above. C.6. Personal Leaves a. Pregnancy I recommend this policy be replaced with the Faculty Parental Leave policy currently in development. Appendices D. University Policy on Harassment, Including Sexual Harassment E. Policy on Voluntary Sexual Relationships Between Faculty/Staff and Students</s>

<s>[INST] Policy 9.1 (SL Edits).docx (jv).txt [/INST] </s>

<s>[INST] Policy_Medical_Parent_proposed final version JAN 28 2022 (SS Comments).txt [/INST] Proposed Policy Manual Language to appear in 4.12.3. Faculty Leave Policies following 4.12.3.1. Leave of Absence replacing 4.12.3.2. Medical Leave Periods of a brief illness of a faculty member are usually covered by colleagues on an informal basis. There is, however, an official medical leave policy, which at times may be invoked. Any full-time member of the faculty requesting medical leave is entitled either: up to one semester of full leave at full pay and benefits and, if necessary, up to a second semester of disability leave coverage through the College insurance carrier; or up to two semesters at half duty for full pay and benefits. Regardless of the option chosen, faculty are entitled to extend medical leave for up to a second year of unpaid leave. During this second year, all benefits may be continued at the level in effect prior to the medical leave of absence with the total cost borne by the individual. Faculty on the tenure-track may request a pause in the six-year timeline outlined in 4.7.1., without prejudice, if on medical leave during this time. Moreover, the College will provide pro-rated overload compensation (in line with 4.11.1.2.) for coverage of the course load assigned to the faculty member on medical leave, or will provide for temporary replacement (4.1.1.3.) in cases where full semesters of medical leave are required. It should be explicitly noted that medical leave may be requested on a per malady basis, upon receipt of documentation of incapacitating illness or injury, and does not need to be reset. For example, a leave of absence for chemotherapy treatments does not preclude a leave of absence for involvement in a vehicle accident the following year. A member of the faculty who, because of illness or any other emergency, finds it impossible to participate in a College activity shall make a demonstrable effort to make prior arrangements. Medical leave may also be invoked to attend to injured or ill persons related to the faculty member by blood or marriage or whose relationship with the faculty member is similar to that of persons who are related by blood or marriage. and including 4.12.3.3. New Parent Leave Any full-time member of the faculty requesting new parent leave to provide primary maternal, paternal, or new adoptive parent care is entitled either up to one semester of full leave at full pay and benefits; or up to two semesters at half duty for full pay and benefits. Moreover, clean, quiet lactation or pumping rooms will be made available if no private office is available. Regardless of the option chosen, when two members of the faculty request leave for care of the same child, full-semester New Parent Leave should be taken in sequential semesters rather than simultaneously. Faculty on the tenure-track may request a pause in the six-year timeline outlined in 4.7.1., without prejudice, if on New Parent Leave during this time. Moreover, the College will provide pro-rated overload compensation (in line with 4.11.1.2.) for coverage of the course load assigned to the faculty member on New Parent Leave, or will provide for temporary replacement (4.1.1.3.) in cases where full semesters of New Parent Leave are required. Paid Medical and Paternal Leave for Full-time Faculty Members In support of Bethany College’s commitment to supporting members of the full-time faculty as they balance the demands of the workplace with family obligations, it is the policy of the College to provide paid medical and parental leave and job protection to full-time faculty when eligibility requirements are met. Periods of a brief illness of a faculty member are usually covered by colleagues on an informal basis. Family and medical leave are available for full-time faculty members who need to take time off work due to: The faculty member’s own serious health condition The care of a sick family member Childbirth or adoption Such leave may be a combination of paid and unpaid FMLA leave, but in all cases ensures members of the full-time faculty, including faculty librarians, with job protection and maintenance of group health benefits as set forth below. Eligibility All members of the full-time faculty, including faculty librarians, are eligible for paid leave under this policy (hereinafter “full-time faculty” or “members of the full-time faculty”). Medical Leave A. Medical Leave for a Faculty Member’s Serious Health Condition For a faculty member’s own serious health condition(s), a member of the full-time faculty is qualified for the following paid leave medical leave during any 12-month period, conditional upon certification by a licensed health care provider: Up to one semester of full leave at full pay and benefits and, if necessary, up to a second semester of disability leave coverage through the College insurance carrier; or Up to two semesters at half duty for full pay and benefits. B. Medical Leave for the Care of a Family Member with a Serious Health Condition All members of the full-time faculty, including faculty librarians, may take up to four (4) weeks of paid family medical leave to care for a family member (i.e., spouse, child, or parent as defined in this policy below) with a serious health condition as defined by the Family and Medical Leave Act. This leave may also be taken as a 3 or 4 credit course release during one semester. If additional leave is needed, faculty members may supplement the four (4) weeks of paid leave with eight (8) additional weeks of unpaid leave, assuming FMLA eligibility requirements have been met (see Volume III, Section 3.3.4.1). Note: The Provost has the discretion to reassign teaching duties and assign alternate appropriate duties to an eligible faculty member taking Medical Leave under this Policy when medically advised or to serve the integrity of the academic or administrative program. The duration of such reassignment of duties will depend on when return from the leave occurs during the course of the academic semester. Parental Leave Full-time faculty members are eligible for parental leave in the event of the birth, adoption, or state placement of a child for whom the faculty member has parental responsibilities. An eligible faculty member will be granted one (1) full semester of paid leave within twelve (12) months of the birth, adoption, or state placement of a child. Should both parents be eligible faculty members, the leave allowed is a total of one (1) semester for both parents, not one (1) semester each. All leave following the date of birth, adoption, or placement must be taken within twelve (12) months following the event. All leave following the date of birth, adoption, or placement must be taken in consecutive days or weeks. No intermittent leave is available for birth, adoption, or state placement. Whether leave is taken as full time or equivalent prorated part-time, leave shall be determined by the faculty member and the Provost, in consultation with the Department Chair. The Provost has the discretion to reassign teaching duties and assign alternate appropriate duties to an eligible faculty member taking Parental Leave under this Policy when medically advised or to serve the integrity of the academic or administrative program. The duration of such reassignment of duties will depend on when the birth, adoption, or placement occurs during the course of the academic semester. Note: Surrogate mothers and sperm donors are excluded from coverage under this policy. Relationship to Federal Family and Medical Leave Act If a faculty member is eligible for leave under the College’s FMLA Policy (see Volume III, Section 3.3.4.1), then any paid medical or parental leave pursuant to this policy shall count toward the twelve (12) weeks of leave guaranteed under FMLA. Specifically, FMLA leave and paid leave taken under this policy will run concurrently, not cumulatively. If a faculty member is not eligible for leave under the FMLA, that faculty member is still eligible for paid medical or parental leave under this policy, but such leave shall not count as leave under the FMLA. Any leave taken under the FMLA, after exhaustion of the paid leave available under this policy shall be unpaid leave. How to Request Medical or Parental Leave A. Medical Leave Faculty members should schedule an appointment with Human Resources to discuss their unique situation and how College policies can accommodate their needs. Human Resources will determine whether the faculty member is eligible for paid and/or unpaid leave and will notify the faculty member, Department Chair, and Provost of its determination. The faculty member should then submit a written request for medical and/or parental leave to the Department Chair and Provost. Approval of the medical leave is made by the Provost. If the reason for requested medical leave is foreseeable, the faculty member is required to provide 30 days notice of intent to take leave. If the need for leave is not foreseeable, the faculty member is required to provide as much notice as possible. Faculty members requesting a paid medical leave under this policy must submit a written request to the faculty member’s department chair, which includes a start date and an end date for the leave. Medical certification may accompany the written request or it may be sent directly to the Provost. B. Parental Leave Faculty should provide the Department Chair and Provost with advance written notice of the intent to take parental leave as soon as practicable and, in no event later than June 1st for the Fall semester and October 1st for the Spring semester. The College recognizes that, in the case of adoption or state placement, the timeframe for such placement or adoption may not be known that far in advance. In such event, faculty should provide the College with notice of the possible adoption or state placement as specified above and must promptly notify the College once the date of such adoption or placement is known. Any failure to give a timely notice may cause the leave to be delayed. Medical Documentation Faculty members will be required to furnish appropriate medical documentation to Human Resources. If the faculty member is eligible for FMLA leave, the FMLA medical certification requirements will govern. The medical documentation must be completed and signed by the individual’s health care provider. The College has the right to ask for a second opinion if it has reason to doubt the certification. The College will pay for the faculty member’s family member to get a certification from a second doctor, which the College will select. The College may deny medical leave to a faculty member whose family member refuses to release relevant medical records to the health care provider designated to provide a second or third opinion. If necessary to resolve a conflict between the original certification and the second opinion, the College will require the opinion of a third doctor. The College and the faculty member will mutually select the third doctor, and the College will pay for the opinion. This third opinion will be considered final. The employee will be provisionally entitled to paid leave pending the second and/or third opinion. Adoption Documentation Faculty members seeking parental leave due to the adoption or state placement of a child will be required to furnish appropriate adoption documentation to Human Resources, such as a letter from an adoption agency, the attorney in cases of private adoptions, or the state in case of state placements. Reinstatement A faculty member will be reinstated to the same position held when medical or parental leave began with equivalent pay, benefits, and other terms and conditions of employment, provided the faculty member can perform the essential functions of the position. The College’s obligation to restore the faculty member to the same position ceases if and when: 1) the employment relationship would have terminated if the faculty member had not taken medical or parental leave; 2) the faculty member informs the College in writing of the faculty member’s intent not to return to work at the expiration of the Parental Leave; or 3) the faculty member fails to return to work at the expiration of the Parental Leave. Note: The Provost has the discretion to reassign teaching duties and assign alternate appropriate duties to an eligible faculty member taking leave under this policy, when medically advised or to serve the integrity of the academic program. Tenure Extensions Faculty on the tenure-track may request a pause in the six-year timeline outlined in 4.7.1., without prejudice, if on Medical or Parental Leave during this time. Protection from Discrimination, Harassment or Retaliation No faculty member will face discrimination, harassment, or retaliation as a result of the faculty member’s use of paid medical or parental leave consistent with this Policy. Benefits During an approved paid medical or parental leave, all benefits remain in effect. Return from Medical Leave The College reserves the right to require a physician's statement indicating a faculty member returning from medical leave is fit to resume the employee's responsibilities. If requested, the physician’s statement must be provided to the Provost before the faculty member is allowed to return to work. Failure to Return Unless waived by the Provost, a faculty member who takes Medical or Parental Leave is obligated to return to active status for at least an equivalent period immediately following such leave in order to retain the benefits of the leave, including salary paid. If the faculty member who has taken paid Medical or Parental Leave does not return, the faculty member shall be responsible to return the pay received under this policy unless otherwise waived by the Provost. Voluntary Separation The College considers a voluntary termination by the faculty member when the following incidents occur: If the faculty member fails to return from the leave at the specified time without contacting the faculty member’s Department Chair and Provost. If the faculty member seeks or accepts any work with another employer during the paid leave. If the faculty member operates a personal business during the paid leave. Definitions Family Member: Covered family members under this policy are the faculty member’s spouse, son, daughter, or parent as defined in the FMLA regulations. "Spouse" means a husband or wife, including those in same-sex marriages. "Son or daughter" means a biological, adopted or foster child; a stepchild; a legal ward; or a child of a person standing in loco parentis who is either under age 18 or age 18 or older and "incapable of self-care because of a mental or physical disability." "Parent" means a “biological, adoptive, step or foster father or mother, or any other individual who stood in loco parentis to the employee when he or she was a minor.” Serious Health Condition: a condition that requires inpatient care at a hospital, hospice, or residential medical care facility, including any period of incapacity or any subsequent treatment in connection with such inpatient care or a condition that requires continuing care by a licensed health care provider.</s>

<s>[INST] Ponce IWPM Pro.txt [/INST] </s>

<s>[INST] PoP Review Framework (DRAFT).txt [/INST] FRAMEWORK FOR THE REVIEW PROCESS OF PROFESSORS OF THE PRACTICE TIMELINE 1st appointment: 1 year (PoP) In May of appointment year, course evals & self evaluation reviewed for reappointment Provost Office decision of renewal based on review & curricular need Satisfactory review = second 1-year contract Service is not expected 2nd appointment: 1 year (PoP) In May of appointment year, review of course evals, self evaluation content, service, etc reviewed for reappointment Provost Office decision of renewal based on review & curricular need Satisfactory review = first 2-year contract Service is expected 3rd appointment: 2 years (PoP) In May of final appointment year, review of course evals, self evaluation content, & service reviewed for reappointment Faculty Scholarship & Promotion Committee involved with review and recommendation Review: if positive review and curricular need, 3-year contract for Senior Professor of the Practice (with salary increase) 4th+ appointment: 3 years (Senior PoP) In May of final appointment year, review of course evals, self evaluation content, & service reviewed for appointment Renewal at discretion of Provost Office based on review & curricular need OUTLINE OF SERVICE EXPECTATIONS Contributions to the institution may be weighed differently and do not need to fulfill all three categories. Any stipended or course equivalency work does not count as service. Examples of service (not exhaustive) Program/Departmental Service, such as: Department meetings (expected) Other meetings Major curricular initiatives Programming Search committees Student supervision Advising Teaching observations for colleagues Recommendation letters for students Institutional Service, such as: Attendance at Commencement and Convocation (expected) Committees Curricular initiatives Interdisciplinary collaborations Admissions participation Advising Field and Community Service, such as: National organizations External reviews Journal/editorial work Pro bono deployment of expertise SELF-EVALUATION CONTENT A document of approximately two pages noting: Courses taught Number of students taught Average grade per course Course reassignments/releases Service A peer teaching observation A statement of support from the department chair/program coordinator Evidence of teaching effectiveness, which may include but is not limited to assignment guidelines, student work, a selection of course evaluations, or other student feedback The PoP will have access to the chair’s statement and may respond to it, if desired. The response will be included as part of the yearly evaluation.</s>

<s>[INST] Possible Recommendations.txt [/INST] Faculty Forum Questions – 1st Draft 2, 4, 6 Evaluation System vs. Annual/Mid-Probationary System: Should the current 2/4/6-year evaluation system remain (as opposed to an annual/mid-probationary system), but with a strengthened annual review component that emphasizes formative evaluation and goal setting? Annual Administrative Evaluation(s): Should CLU refine the current Faculty Policies Handbook section addressing annual evaluations by including text requiring the submission of a written self-evaluation report by all faculty to include goal setting, followed by a written evaluation by the Chair/Program Director and an in-person meeting with the faculty member? Faculty Self-Evaluation Report: The Self-Evaluation report should include evidence from the then-current academic year of faculty member’s work in the areas of each evaluative criteria as defined by the University (and each respective academic division), noting strengths and weaknesses and the degree to which stated performance goals have been met by the faculty member. Chair/Program Director Written Evaluation: The Chair/Program Director’s written evaluation should evaluate the faculty member’s performance, including an assessment of progress towards achieving the goals identified by the faculty member in the prior year’s evaluation. Specifically, the chair/program director’s annual written evaluation should provide feedback so that the faculty member may maintain or improve subsequent performance and be based in part on identifying with the faculty member individual goals that are in alignment with and consistent with the faculty member’s current or aspirational rank, as well as University and division missions, goals, and long-range plans. It should also establish a realistic program for obtaining these goals and evaluating them. The results of the evaluation should then serve as a basis for reappointment and promotion and tenure decisions and provide formative feedback regarding the quality of the faculty member’s professional performance. Conference with Chair/Program Director: The Chair/Program Director should meet with the faculty member to share the results of the written evaluation and discuss and formulate next year’s goals. Faculty Member Comment: The faculty member should have the right to submit a written response to the chair/program director’s evaluation. Note: The Chair/Program Director evaluation should be considered mandatory. If not conducted, this should be highlighted by the Dean or Provost in the annual evaluation of the chair/program director’s administrative evaluation. Teaching Observation Process Should CLU develop a comprehensive policy addressing the teaching observation process? If so, we recommend that the policy clearly delineate the frequency of teaching observations (including peer and administrator classroom evaluations) and outline in procedural detail how peer evaluators and courses to be observed are selected. To provide more formative feedback, we also recommend that after the peer has conducted the classroom observation, the policy allow for a meeting to be scheduled to share the results of the observation with the faculty member. Student Course and Instruction Evaluations Should CLU revise the current Student Course and Instruction Evaluations policy in the Faculty Policies Handbook to: (a) Modify the timing of when the evaluations are conducted to account for undergraduate/graduate students; (b) Remove the student comments from the promotion and tenure process; (c) Amend the questionnaire to include course evaluation questions for statistical analysis; (d) Include text noting that student evaluations are used in combination with other measures of teaching effectiveness. Evaluation Criteria Adoption of Academic Discipline Evaluation Guidelines Because the nature of teaching effectiveness, scholarly productivity/professional service/creative works, and service differs in some respects across academic disciplines, should CLU adopt a policy that requires academic units to develop discipline-specific guidelines for tenure and promotion? If so, the policy text should require that the division guidelines (a) conform to the general University standards published in the Faculty Policies Handbook; (b) make clear what each discipline values in pedagogy, scholarly productivity/professional service/creative works, and service; and (c) be used by all evaluators in the annual, promotion, and tenure evaluation processes. Moreover, the procedural guidance regarding the development and approval of the academic division guidelines should be developed. Teaching Effectiveness Should CLU adopt formal university-wide benchmarks for teaching effectiveness and a corresponding teaching evaluation rubric comparable to those developed by the University of Kansas (see e.g., https://cte.ku.edu/benchmarks-teaching-effectiveness-project)? Advising/Mentoring Given the recent CLU policy shift away from advising and towards mentoring responsibilities, the current advising clause in the Faculty Policies Handbook will need to be removed and replaced with a formal definition of mentoring, including a listing of corresponding examples of mentoring activities. Should mentoring be considered a “stand-alone” evaluation criterion or a component of service responsibilities? Scholarly Activity and Professional Development Should CLU refine the University Scholarly Activity and Professional Development section to more clearly define “scholarship” and “professional development”* and provide a listing of examples of acceptable “peer review” activities? Additionally, (a) Should the Boyer text, which is currently published in the “Guidelines for Candidates” document, be reprinted in the Scholarly Activity and Professional Development section of the Faculty Policies Handbook? (b) Should specific examples of activities be listed for each Boyer category? (c) Should attendance at professional conferences be listed as a mandatory professional development requirement? (d) Should applied, public scholarship, and community-engaged scholarship be included as additional evidence of Scholarly Activity and Professional Development activities? * There has been some discussion regarding whether professional development should be moved to the service category. Service Should CLU refine the University Service and Community Service section by developing a formal definition of “community service” and providing additional examples of corresponding activities? Administrative Service Recognition Should CLU adopt a clause indicating that promotion and tenure evaluations shall be conducted relative to each candidate’s administrative workload assignments as may be applicable? For example, if a candidate’s workload assignment requires more administrative service (such as serving as department chair/program director, director of a center, etc.) and less teaching and scholarly activities, the expectation for teaching effectiveness and scholarship or creative work shall not be compromised, but the expected volume of teaching and research may be reduced and taken into consideration by promotion and tenure evaluators. If so, faculty asked to fill significant administrative roles should negotiate their performance evaluation criteria and workloads with their Dean and the Provost before taking on such roles; these workload assignments should be documented and considered in evaluating these faculty members’ achievements in teaching and scholarship/creative works. Moreover, external reviewers (if utilized) should be informed of the candidate’s workload assignment and provided with additional data as needed to ensure proper evaluation of the accomplishments of the candidate. Addition of Diversity, Equity, and Inclusivity Standard Should CLU include contributions to Diversity, Equity, and Inclusion as a faculty evaluation standard under the Faculty Evaluation Criteria and Documentation section of the Faculty Policies Handbook? If so, faculty should be required to submit personal statements in the Annual Activity Report and promotion and tenure dossiers detailing their specific individual and/or collaborative activities aimed at supporting diversity, equity, an inclusion, discussing the context, importance, and impact of their contributions in teaching, scholarly productivity/professional service/creative works, and service activities during the evaluation period. Note: We recommend that the University adopt a staged roll-out of the DEI criteria and provide DEI training to both faculty and evaluators. Addition of Collegiality or Campus Citizenship Clause Consistent with the University’s values, should CLU include “collegiality” or “campus citizenship” as a component of faculty promotion and tenure evaluations? If so, the text should emphasize that the evaluator’s focus solely relates to collaboration and constructive cooperation associated with a faculty member’s overall performance. The text should also note that an assessment of collegiality must not be confused with conformity, sociability, or likability and may not be interpreted in a way that violates the principles of academic freedom. Second- and Fourth-Year Reviews Should the evaluation procedures for second- and fourth-year reviews be amended to provide more narrative detail regarding the current stepwise evaluation process? For example, should text be added addressing in greater detail the department chair/program director evaluation, ART Committee deliberations and reporting requirements, etc.? Should the evaluation procedures for second- and fourth-year reviews include text indicating that the review culminates in a recommendation for reappointment or non-reappointment and include a written explanation outlining the reasons for the recommendation? If so, where reappointment is recommended, the ART Committee evaluation should discuss the faculty member’s strengths and weaknesses and identify areas that require development for continued progress toward tenure (if any). The Dean (or Provost) should discuss the written evaluation with the faculty member. Promotion Policies, Eligibility, and Criteria Should the criteria for each academic rank be refined to more clearly articulate and define the standards that must be met for the applicable rank? For example, for the Assistant Professor rank, should narrative text describing what constitutes “good teaching” be developed? For the Associate Professor rank, should text be developed further outlining expectations regarding scholarship or creative work expectations? For each rank, should a clause be added indicating that the candidate must also successfully provide evidence of congruence with the university’s mission and exhibit conduct in accordance with the standards of ethical professional conduct? Note: For the latter, a clarifying sentence should be included noting that unless evidence to contrary is presented in the evaluation file, it will be assumed that the candidate has exhibited conduct in accordance with ethical standards. Criteria for Tenure Should the individual requirements subsection be refined to better articulate and define the standards that must be met for tenure? Should a clause be added indicating that the candidate must also successfully provide evidence of congruence with the university’s mission and exhibit conduct in accordance with the standards of ethical professional conduct? Should the Institutional Need clause be refined to include detailed procedures regarding how such determinations are made and implemented? Procedures for Promotion and Tenure Review For formative purposes, should some (or all) of the content in the confidential file be reclassified to allow candidate access (i.e., teaching evaluations, copies of student course evaluations, and course loads and grade distributions)? Should candidates be afforded an opportunity to respond in writing to recommendation letters that are not included in the confidential file? Should the evaluation procedures for promotion and tenure review be amended to provide more narrative detail regarding the current stepwise evaluation process? For example, should text be developed which clearly explains how tenured faculty inside and outside the department conduct their evaluations, how the department chair/program director and dean conduct their respective evaluations and document the results, the manner in which the ART Committee deliberates and arrives at a recommendation and how it documents the results, etc.? Should external reviews be a mandatory requirement for promotion and tenure evaluations or remain optional at the discretion of the candidate? Regardless of whether external reviews are optional or mandatory, should detailed procedures regarding the external evaluation process be developed to address how and when external evaluators are contacted, receive materials, etc.? Should the current department evaluation procedure (i.e., submission of letters) be amended? Specifically, (a) Should the current process of soliciting letters from all full-time, tenured department faculty remain in place? Or should this process be opened to full-time, continuing faculty at a rank equal to and higher than the candidate? OR (b) Should departments, academic divisions or the schools/colleges be required to appoint a promotion and tenure committee to evaluate dossiers of division candidates for promotion and tenure and provide a written recommendation? OR (c) Should the Chair/Program Director be charged with polling members of the department (or division), recording the vote numerically. For example, for tenure candidates, the chair would poll all tenured full-time members of each candidate’s department, recording that vote numerically. For promotion candidates, the chair would poll all tenured full- time members of the candidate’s department with rank above that of the candidate, recording the vote numerically. Promotion to the rank of professor requires at the department level the vote of a least three (3) professors. The results of the polls, along with a narrative from the chair and/or department faculty setting forth a recommendation and summarizing the candidate’s accomplishments in teaching, scholarship, and service, and the candidate’s narrative and supporting documentation would then be forwarded to the next evaluator. Note: For departments with small numbers, faculty from outside the department may be brought in. A minority of CLU peer institutions have the Dean’s evaluation occur after the ART Committee evaluation (see e.g., Redlands and Valparaiso). Others, such as Loyola Marymount, Chapman, St. Mary’s of California, University of the Pacific, and Santa Clara, have an approach like CLU where the Dean evaluates the candidate before the ART Committee. Should CLU keep its current approach? Should a clause be developed indicating that evaluations will be based solely on the content of the evaluation file (dossier and confidential file) and the results of the ART Committee’s interview with the candidate, which are considered in light of the applicable criteria and standards? Note: If the ART Committee seeks additional content, the faculty member will be notified and be afforded an opportunity to respond. Should a policy addressing an evaluator’s conflict of interest be developed? Should a Promotion and Tenure Evaluation Appeals process be developed in lieu of the current use of the Faculty Grievance Policy? Post-tenure/Post-6th Year Review Policy and Procedures Should CLU revise Section B – Evaluation and Action of the Post-tenure/Post-6th Year Review Policy and Procedures to include possible outcomes of the evaluation – positive, improvement necessary, and a commendation for distinguished performance? For example, the the following definitions and detailed procedures may be introduced: Positive Review: If the ART Committee determines that the faculty member’s performance during the period of review meets or exceeds applicable standards for the rank currently held by the faculty member, then the faculty member receives a positive review and the evaluation is concluded. Improvement Necessary: If the ART Committee determines that the faculty member’s performance during the period of review falls below applicable standards in one or more evaluation criteria for the rank currently held by the faculty member, then the faculty member will design, in consultation with the chair of the ART Committee and Dean, a two-year development plan to address the area(s) in need of improvement. Commendation for Distinguished Performance: If the ART Committee determines that the faculty member’s performance during the period of review is outstanding in all evaluation criteria categories, then the faculty member will receive a commendation for distinguished performance. Miscellaneous Should the Provost continue to be a member of the ART? Some interviewees questioned whether the Provost should remain an ex-officio member of the ART. This is a matter of institutional preference. A sampling of peer institution reflects no uniformity. For example, the provost is not a member of the applicable promotion and tenure committees at University of the Redlands, Chapman, Loyola Marymount, and Santa Clara University. At Pacific Lutheran and St. Mary’s, however, the provost is an ex-officio, non-voting advisory member of their respective rank and tenure committees. RAISE ISSUE ABOUT ART MAKEUP IN GENERAL – CHARGE TO FACULTY SENATE – OUTSIDE PURVUE OF TASK FORCE The following clause regarding appointment with tenure is published in the Faculty Policies document: “In rare cases, tenure may be granted on appointment of a faculty member who has been tenured or has held equivalent faculty status elsewhere.” Should CLU adopt a more comprehensive policy permitting initial appointment with tenure which articulates how such decisions are made and approved? OR Should the above text be removed from the handbook? Should CLU adopt a policy permitting allowance for the submission of an application for tenure prior to the expiration of the probationary period? Should CLU refine its policy address the pausing of “tenure clock” to more clearly articulate circumstances that warrant the extension of the probationary period and how such applications are approved? Note re: Training: While not a policy issue, it should be noted that several faculty members during the interview process expressed a desire for additional university training. For example, some interviewees expressed a need for chairs to be trained on evaluation best practices. Moreover, junior faculty indicated that there is a need for dossier writing training, as well as the need for mentoring to help in navigating the process. If DEI is incorporated into the evaluative process, there is a recognition that training will be needed. Finally, some expressed the need for new ART members to be trained when they come onboard, particularly given the introduction of the ART subcommittees.</s>

<s>[INST] Post tenure Examples.txt [/INST] Post tenure/Periodic Review F. Periodic Review of Tenured Faculty Whitman College Each tenured faculty member shall be evaluated in every fifth year following tenure. The evaluation shall be conducted by the Provost and Dean of the Faculty in consultation with the faculty member’s Division Chair. (Faculty Code CH 1, Art IV, Sec 5.A.) (08/08/2002) The faculty member being evaluated is responsible for the collection of the following materials to be used by the Provost and Dean of the Faculty and the appropriate Division Chair: ActivityReportsfromthefive-yearperiodprecedingthereview.The faculty member being evaluated is responsible for submitting a current activity report. Past activity reports will be supplied by the Office of the Provost and Dean of the Faculty. Three letters from colleagues from within the institution who have observed the candidate's teaching through at least two classroom visits and are familiar with the candidate's instructional aims, organization and materials. Student evaluations from two-thirds of the courses taught in the preceding four years of teaching. Anupdatedvita. A self-assessment regarding teaching, professional activity and service to the College in the preceding five-year period as well as plans in each of these three areas for the next five-year period. The Provost and Dean of the Faculty will invite all departmental colleagues to submit letters regarding the candidate’s performance in the areas of teaching, professional activity, and service to the department, College and community. The Provost and Dean of the Faculty shall notify the candidate of the source of any letter in their file before that letter is considered by the Provost and Dean of the Faculty and the appropriate Division Chair. The content of letters from internal and external reviewers are kept confidential by the Faculty Personnel Committee. (04/19/2017) AfterconsultingwiththeappropriateDivisionChair,theProvostandDean of the Faculty will arrange a meeting with the faculty member being reviewed, and, at the discretion of the faculty member, the appropriate Division Chair. In the event that the faculty member is a division Chair, that person may elect to have the Chair of the Faculty at this meeting. The meeting will provide the opportunity for the faculty member and the Provost and Dean of the Faculty to have a dialogue about the evaluation. Within three weeks of the meeting, the faculty member will receive a written letter from the Provost and Dean of the Faculty summarizing their conversation. The faculty member may respond in written form. The Provost and Dean of the Faculty’s letter and any written response from the faculty member will be added to the faculty member’s file for consultation in subsequent reviews. (12/07/2016) In the event that the faculty member disagrees with the assessment made by the Provost and Dean of the Faculty, the faculty member may petition the Division Chairs and the Chair of the Faculty, who will conduct an independent evaluation. Any review by the Division Chairs and Chair of the Faculty will result in a written report that will be sent to the President of the College, the Provost and Dean of the Faculty and the faculty member, and will be added to the faculty member’s file. (Faculty Code Ch. 1, Art. IV, Sec. 5C.) In the event a faculty member receives negative criticism, the College will make available faculty development opportunities that are appropriate for correcting the perceived deficiency.</s>

<s>[INST] Pre Draft - Appt Types - djb comments.txt [/INST] Faculty Classifications Full-Time Teaching Faculty The Full-time Teaching Faculty at Ohio Wesleyan University is comprised of those individuals appointed to either a Tenure-Line or Term (Non-Tenure Track) position in one of the University’s academic departments. Members of the full-time teaching faculty have teaching, scholarship or creative work, and service responsibilities equal to a full-time teaching load as defined in Section - . Positions are classified as Tenure Line or Term by the President in consultation with established faculty governance processes (See Handbook, Section IV). Tenure-Line Faculty Tenure-Line faculty are full-time teaching faculty members who either hold a tenure-track or tenured appointment and are appointed to the rank of Instructor, Assistant Professor, Associate Professor or Professor. Tenure Track Faculty Tenure-track faculty members hold regular appointments, which is defined as a University commitment for a probationary period of service leading to permanent tenure on the teaching faculty unless the appointment is terminated by the appointee or by action of the University as hereinafter provided. At the time of initial appointment to Ohio Wesleyan University, tenure track faculty members are issued an initial contract that is subject to renewal after two years of service. Subsequent contracts are issued [annually or every two years]. Reappointments are preceded by an evaluation by the Faculty Personnel Committee and Provost. Tenured Faculty Tenured faculty hold tenured appointments at the rank of Associate Professor or Professor. A tenure appointment, once conferred by the Board of Trustees, is subject only to modifications pertaining to rank, salary, and academic assignments in accordance with the provisions of this Faculty Handbook. Non-Tenure Track Term Faculty Non-tenure track term faculty hold full-time temporary appointments approved for a specifically limited time, normally one to three years, and are appointed to the academic title of Visiting Faculty or Faculty-in-Residence. Individuals appointed to a non-tenure track term position are not eligible for tenure, promotion, or sabbatical; however, they have the same academic freedom and responsibilities in the management of courses as Tenure-Line Faculty. Non-tenure track term appointments are renewable only to the expiration date of the position approval and in no case are renewable as a term appointment beyond the individual's seventh year of full-time faculty service at the University. Renewal of appointment is preceded by an evaluation by the Faculty Personnel Committee and Provost. Visiting Faculty The title of Visiting Faculty is accorded to a term faculty member appointed on a temporary basis to fill a need for a short-term full-time teaching position, serve as a leave replacement, or teach courses when time has not permitted a full search to conducted or the search has not yielded a suitably regular tenure-trach appointee. The University reserves the right to make temporary appointments as Visiting Instructor, Visiting Assistant Professor, Visiting Associate Professor, or Visiting Professor in accordance with qualifications and ranks earned through review at a comparable regionally accredited four- year college or university. Faculty-in-Residence The title of Faculty-in-Residence is accorded to a full-time non-tenure track term faculty member appointed on a temporary basis to teach courses within an area of special expertise or training. This designation is reserved for individuals whose research, publication, or other accomplishments are recognized as authoritative in such areas as the arts, industry, politics, or other domains outside the academic profession. Examples of Faculty-in-Residence include, but are not limited to, Scholar-in-Residence, Writer-in-Residence, and Artist-in-Residence. Continuation of Faculty in Term Positions Seen in the light of the University's general responsibility to hire and keep the best Faculty available, the following policy shall apply: If a person appointed to a full-time non-tenure track term position wishes to be appointed to a vacant regular tenure track position, the individual must apply as a candidate and compete in a national search for the best qualified person to fill the position. This policy will apply when the vacant position is the result of "converting" the term position presently occupied by the individual into a regular tenure track position, as well as when it is a new tenure track position or one created by retirement, resignation, or dismissal for adequate cause. The Provost, in consultation with the Faculty Personnel Committee and the department concerned, may in special cases approve exceptions to the above policy such that a non-tenure track term faculty member may be simply appointed to the tenure track position without competing in a search. Such exceptions will be considered only after the tenure track vacancy has been approved and will require convincing evidence that that the individual in all likelihood is the best available person for the position. The thoroughness of the search which resulted in hiring the individual, including its adequacy in reaching an inclusive candidate pool, will be a consideration. This policy will not necessarily apply when a term position is reestablished as a "new" term position. In such cases the occupant of the position may, by simple renewal of appointment, be appointed. Rationale: Some faculty members are appointed to positions which are scheduled to terminate at a definite time. It is reasonable to assume that such an appointment, being by definition temporary, is less desirable from the faculty member's point of view than is a regular appointment. It follows that on the average the pool of applicants will be smaller for such positions and that some potential candidates who are of such quality as to be able to secure regular positions elsewhere will not be in the pool. Part-Time Faculty Part-time faculty members are appointed on a part-time contractual basis, teaching less than a fifty percent full-time teaching load for the academic year or less than a one hundred percent full-time teaching load for half of the academic year, as determined by the Provost. They are appointed to the rank of Part-time Instructor, Part-time Lecturer, or Part-time Senior Lecturer. Part-time appointments are subject to the approval of the department and the Provost. Before any part-time faculty may be appointed to teach, the department(s) or program(s) seeking faculty for part-time teaching must have submitted a request to the Provost and received approval from the same. Part-time faculty members are not tenurable and they are not eligible for sabbatical. When eligibility requirements are met, they may be promoted to the ranks of Part-time Lecturer and Part-time Senior Lecturer as specified in Chapter IV. All initial part-time appointments are made to Part-Time Instructorships. See Chapter IV for additional information regarding the terms, rights, and responsibilities applicable to part-time faculty. Appointment to a part-time position does not confer membership in the Faculty as defined in the Faculty Bylaws. Accordingly, part-time faculty are not voting members of the Faculty. They are, however, invited to attend the Faculty meetings, with voice, but not vote. In addition, part-time faculty do not participate in the Faculty or University standing committee structure. Part-time Instructor The title of Part-time Instructor is accorded to a person who teaches courses limited to a specific area of expertise. To be appointed as an instructor, the individual must meet the minimum faculty qualifications as defined in Section 3.5.5 of this Handbook. Lecturer The title of Lecturer is accorded to a person who has served effectively as a Part-Time Instructor at the University for a period of six years and completed a minimum of twelve regular full units of teaching. Senior Lecturer The title of Senior Lecturer is accorded to a person who has served effectively as a Lecturer at the University for a period of six years and completed a minimum of twelve regular full units of teaching since their last promotion. Administrators with Faculty Status Pursuant to Article I, Section 1 of the Faculty Bylaws, the following administrators are members of the Faculty: President Provost Vice Presidents Chaplain The above individuals are considered administrators for employment purposes, under terms and conditions of employment as stated in the University’s staff personnel policies. However, they have the privilege of vote at meetings of the Faculty in accordance with Article I, Section 1 of the Faculty Bylaws. Librarians The policies and provisions described in the paragraphs with respect to a member of the teaching faculty shall apply to a faculty member engaged in fulltime professional service on the staff of the University Library, professional library service being substituted for teaching services wherever mentioned. University librarians are members of the University’s professional staff and are guided by those policies applicable to staff as set forth in the Staff Employee Handbook. However, given the close involvement of librarians in support of the faculty's teaching and the student's learning, professional librarians at the University are afforded voting privileges at Faculty meetings and are eligible for election to Faculty standing committees. In addition, librarians may use the appropriate appeal process in the Faculty Handbook for cases involving alleged violations of their academic freedom. See the Policy Statement on Appointment of Librarians in the Appendix. Affiliate Professorships The main duties of an Affiliate Professor are to give advice to students who have professional goals in or related to the expertise of the Affiliate Professor and to serve as a resource person with whom both staff and students can consult. Affiliate Professors are permitted to supervise departmental honors programs and independent study projects and to serve in the apprenticeship program. Selection, Appointment, and Review Departments may make application on behalf of the person they wish to recruit. The application is to include the regular Ohio Wesleyan University application form, a vita, and a supporting document from the department. The application is to be presented for approval to the Provost and to the Faculty Personnel Committee. All Affiliate Professorships shall be reviewed by the Faculty Personnel Committee every three years. Compensation Normally, Affiliate Professors will serve without remuneration. However, if lectures or courses are given by the Affiliate Professor, separate honoraria or part-time contracts can be arranged as they exist for part-time personnel from outside the University. Benefits are not included in such arrangements. Privileges Affiliate Professors are listed in the University catalog and directory, are placed on faculty mailing lists, and are admitted to general University activities during their period of appointment. Adjunct Professors can be admitted to may attend faculty and committee meetings and to appropriate committees by invitation. Honorific Faculty Professor Emeritus/a The special status of Professor Emeritus/a is awarded by the Board of Trustees to those persons who meet the following qualifications: Have completed at least ten (10) academic years of ranked faculty service to Ohio Wesleyan and held the rank of Associate Professor or Professor at retirement (in exceptional circumstances, documented by the appropriate Department Chair Provost, candidates may be advanced who do not meet these qualifications); Have fulfilled the responsibilities of a faculty member with consistency and effectiveness; Have received a positive recommendation for such appointment from the appropriate department, the Faculty Personnel Committee, the Provost, and the University President. Professor Emeritus/a are not considered employees of the University and therefore are not entitled to fringe benefits. As members of the broader University community, Professor Emeritus/a are welcome to advise the community in all University assemblies, colloquia, and other academic events. However, they are not afforded voting privileges in faculty governance. Professor Emeritus/a faculty are entitled to the following recognitions and privileges: Listing in the Catalog and other University publications and directories that collectively list the Faculty. The right to participate in formal and informal academic events and other University events and social functions with other faculty colleagues. Use of the University Library facilities and the resources housed within. Use of office space and/or laboratories if recommended by the Department Chair and approved by the Provost. Use of the University’s recreational facilities. Use of University identification card and parking permit. Attendance at University events and use of services under the same conditions and at the same cost as other regular appointment faculty. Revocation of Status Once awarded, Professor Emeritus/a status continues in perpetuity unless the recipient either requests to have status rescinded or violates the intent and spirit of emeritus/a status by engaging in serious dishonorable conduct in violation of law, rule, or policy and/or causes harm to the University’s reputation. To revoke Professor Emeritus/a status without the consent of the individual, a petition must be made by a member of the University community to the President, and subsequently to the Board of Trustees, which has the final authority to revoke the individual’s Professor Emeritus/a status. Actions or conduct protected by academic freedom and unlawful discrimination shall not be used to revoke such status. Endowed or Named Chairs The University reserves the right to make faculty appointments that carry the additional title of endowed or named chair. The holder of an endowed or named chair must satisfy the conditions associated with the chair. Appointments to endowed chairs are made by the President with the advice of the Provost and Faculty Personnel Committee and expire at the conclusion of the specified term. The terms of the appointment to an endowed or named chair will be specified in the chair holder’s letter of initial appointment to the chair. The holder of an endowed or named chair will receive an annual salary stipend if so stipulated in the charter document establishing the chair. A tenure track or tenured faculty member currently employed by the University retains rank and tenure upon appointment to the chaired position. An endowed or named chair is relinquished at the time of retirement, resignation, dismissal for cause, or termination. Types of Faculty Contracts The following types of contracts are issued to individuals granted faculty status at Ohio Wesleyan University: Tenure-Track Contracts, Regular Appointments Tenure-Line faculty members eligible for tenure receive tenure-track contracts and hold a regular appointment until they either receive tenure or separate from the University. A probationary appointment is made with the understanding that both the University and the faculty member will engage in a period of mutual evaluation—the probationary period—leading to the tenure decision. A tenure-track appointment is normally renewable up to a total of six years. A tenure-track faculty member’s time to the tenure decision will be stated in the initial letter of appointment. Faculty members holding tenure-track contracts undergo reappointment review as specified in Section --. A faculty member undergoing an unsuccessful tenure review will receive notice and a terminal contract for the following academic year. Tenured Contracts Tenure contracts are awarded to full-time tenure track faculty who have attained tenured status (see Section -). The granting of tenure can only be effected by the procedures specified in the University’s Tenure Policy (see Section ) and upon the affirmative vote of the Board of Trustees. A tenure contract is subject only to annual modifications pertaining to academic rank, salary, and academic and/or administrative assignments in accordance with the provisions of this Faculty Handbook. Full-Time Term Contracts Full-time term contracts are offered to faculty members holding temporary appointments in a Non-Tenure Track Term position and are limited to the term of employment outlined in the contract. Term appointments do not confer upon the faculty member an expectation of tenure or a right of continuing employment beyond the expiration date of the position approval. A term contract may also be issued to a faculty member holding a tenure track position where the appointee serves as a leave replacement, or when time has not permitted a full search to be conducted or the search has not yielded a suitable regular appointee. In latter kinds of cases, a new search will be conducted the next year, in which search the temporary appointee may compete. Part-Time Term Contracts Part-time term contracts are issued to part-time faculty for a designated period or course and automatically expires at the end of that period. Reemployment of the faculty member after expiration of the contract is solely within the discretion of the University. Terminal Contracts A terminal contract is a final annual term contract issued to a full-time faculty member following notice of non-renewal of appointment or denial of tenure.</s>

<s>[INST] Pre Draft - Appt Types.txt [/INST] Faculty Classifications Full-Time Teaching Faculty The Full-time Teaching Faculty at Ohio Wesleyan University is comprised of those individuals appointed to either a Tenure-Line or Term (Non-Tenure Track) position in one of the University’s academic departments or programmatic areas. Members of the full-time teaching faculty have teaching, scholarship or creative work, and service responsibilities equal to a full-time teaching load as defined in Section - . Positions are classified as Tenure Line or Term by the President in consultation with established faculty governance processes (See Handbook, Section IV). Tenure-Line Faculty Tenure-Line faculty are full-time teaching faculty members who either hold a tenure-track or tenured appointment and are appointed to the rank of Instructor, Assistant Professor, Associate Professor or Professor. Tenure Track Faculty Tenure-track faculty members hold regular appointments, which include a University commitment for a probationary period of service leading to permanent tenure on the teaching faculty unless the appointment is terminated by the appointee or by action of the University as hereinafter provided. At the time of initial appointment to Ohio Wesleyan University, tenure track faculty members are issued an initial contract that is subject to renewal after two years of service. Subsequent contracts are issued annually. Reappointments are preceded by an evaluation by the Faculty Personnel Committee and Provost. Tenured Faculty Tenured faculty hold tenured appointments at the rank of Associate Professor or Professor. A tenure appointment, once conferred by the Board of Trustees, is subject only to modifications pertaining to rank, salary, and academic assignments in accordance with the provisions of this Faculty Handbook. A Full-time faculty member with a tenure appointment has the right to continuous appointments until death, resignation, retirement, failure to accept a written assignment of appropriate duties for the ensuing academic year within sixty days following receipt of such assignment, or discontinuance of the individual's teaching position. Non-Tenure Track Term Faculty Non-tenure track term faculty hold full-time temporary appointments approved for a specifically limited time, normally one to three years, and are appointed to the academic title of Visiting Faculty or Faculty-in-Residence. Individuals appointed to a non-tenure track term position are not eligible for tenure, promotion, or sabbatical; however, they otherwise enjoy the same rights and responsibilities as their Tenure-Line colleagues. Non-tenure track term appointments are renewable only to the expiration date of the position approval and in no case are renewable as a temporary appointment beyond the individual's seventh year of full-time faculty service at the University. Renewal of appointment is preceded by an evaluation by the Faculty Personnel Committee and Provost. If the appointment is not renewed prior to expiration date of the position approval, the University will provide notice as specified in Section --. Visiting Faculty The title of Visiting Faculty is accorded to a term faculty member appointed on a temporary basis to fill a need for a short-term full-time teaching position, serve as a leave replacement, or teach courses when time has not permitted a full search to conducted or the search has not yielded a suitably regular tenure-trach appointee. The University reserves the right to make temporary appointments as Visiting Instructor, Visiting Assistant Professor, Visiting Associate Professor, or Visiting Professor in accordance with qualifications and ranks earned through review at a comparable regionally accredited four- year college or university. Faculty-in-Residence The title of Faculty-in-Residence is accorded to a term faculty member appointed on a temporary basis to teach courses within an area of special expertise or training. This designation is reserved for individuals whose research, publication, or other accomplishments are recognized as authoritative in such areas as the arts, industry, politics, or other domains outside the academic profession. Examples of Faculty-in-Residence include, but are not limited to, Scholar-in-Residence, Writer-in-Residence, Artist-in-Residence, and Pastor-in-Residence. Continuation of Faculty in Term Positions Seen in the light of the University's general responsibility to hire and keep the best Faculty available, the following policy shall apply: If a person appointed to a full-time non-tenure track term position wishes to be appointed to a vacant regular tenure track position, the individual must apply as a candidate and compete in a search for the best qualified person to fill the position. This policy will apply when the vacant position is the result of "converting" the term position presently occupied by the individual into a regular tenure track position, as well as when it is a new tenure track position or one created by retirement, resignation, or dismissal for adequate cause. The Provost, in consultation with the Faculty Personnel Committee and the department concerned, may in special cases approve exceptions to the above policy such that a non-tenure track term faculty member may be simply appointed to the tenure track position without competing in a search. Such exceptions will be considered only after the tenure track vacancy has been approved, and will require convincing evidence that the individual in all likelihood is the best available person for the position. The thoroughness of the search which resulted in hiring the individual, including its adequacy in reaching a diverse and inclusive pool of candidates minorities and women, will be a consideration. If awarded a tenure-track appointment, the individual's maximum probationary period will be stated in the initial contract of employment. This policy will not necessarily apply when a term position is reestablished as a "new" term position. In such cases the occupant of the position may, by simple renewal of appointment, be appointed. Rationale: Some faculty members are appointed to positions which are scheduled to terminate at a definite time. It is reasonable to assume that such an appointment, being by definition temporary, is less desirable from the faculty member's point of view than is a regular appointment. It follows that on the average the pool of applicants will be smaller for such positions and that some potential candidates who are of such quality as to be able to secure regular positions elsewhere will not be in the pool. Part-Time Faculty Part-time faculty members are appointed on a part-time term contractual basis, teaching less than a normal full-time faculty teaching load over the course of an academic year as determined by the Provost, and having total responsibilities that are partial rather than full. They are appointed to the rank of Part-time Instructor, Lecturer, or Senior Lecturer. Part-time appointments are subject to the approval of the department and the Provost. Before any part-time faculty may be appointed to teach, the department(s) or program(s) seeking faculty for part-time teaching must have submitted to the Provost and received approval of a statement of need for part-time support for the semester or term the appointment would cover. Part-time faculty members are not tenurable and they are not eligible for sabbatical. When eligibility requirements are met, they may be promoted to the ranks of Lecturer and Senior Lecturer as specified in Chapter IV. All initial part-time appointments are made to Part-Time Instructorships. See Chapter IV for additional information regarding the terms, rights, and responsibilities applicable to part-time faculty. Appointment to a part-time position does not confer membership in the Faculty as defined in the Faculty Bylaws. Accordingly, part-time faculty are not voting members of the Faculty. They are, however, invited to attend the Faculty and department meetings, with voice, but not vote. In addition, part-time faculty do not participate in the Faculty or University standing committee structure. Part-time Instructor The title of Part-time Instructor is accorded to a person who teaches courses limited to a specific area of expertise. To be appointed as an instructor, an individual must hold a minimum of the master's degree in the discipline that they will be teaching, or a master’s in another related discipline, with at least 18 semester hours of graduate work in the discipline that they will be teaching; in special cases the Provost may grant an exception to this degree requirement based on “tested experience” (see Faculty Qualifications). Lecturer The title of Lecturer is accorded to a person who has served effectively as a Part-Time Instructor at the University for a period of six years and completed a minimum of twelve regular units of teaching. Senior Lecturer The title of Senior Lecturer is accorded to a person who has served effectively as a Lecturer at the University for a period of six years and completed a minimum of twelve regular units of teaching since their last promotion. Administrators with Faculty Status Pursuant to Article I, Section 1 of the Faculty Bylaws, the following administrators are members of the Faculty: President Provost Vice Presidents Chaplain The above individuals are considered administrators for employment purposes, under terms and conditions of employment as stated in the University’s staff personnel policies. However, they have the privilege of vote at meetings of the Faculty in accordance with Article I, Section 1 of the Faculty Bylaws. Librarians The policies and provisions described in the paragraphs with respect to a member of the teaching faculty shall apply to a faculty member engaged in fulltime professional service on the staff of the University Library, professional library service being substituted for teaching services wherever mentioned. University librarians are members of the University’s professional staff and are guided by those policies applicable to staff as set forth in the Staff Employee Handbook. However, given the close involvement of librarians in support of the faculty's teaching and the student's learning, professional librarians at the University are afforded voting privileges at Faculty meetings and are eligible for election to Faculty standing committees. In addition, librarians may use the appropriate appeal process in the Faculty Handbook for cases involving alleged violations of their academic freedom. See the Policy Statement on Appointment of Librarians in the Appendix. Adjunct Faculty The main duties of an Adjunct Professor are to give advice to students who have professional goals in or related to the expertise of the Adjunct Professor and to serve as a resource person with whom both staff and students can consult. Adjunct Professors are permitted to supervise departmental honors programs and independent study projects and to serve in the apprenticeship program. Selection, Appointment, and Review Departments may make application on behalf of the person they wish to recruit. The application is to include the regular Ohio Wesleyan University application form, a vita, and a supporting document from the department. The application is to be presented for approval to the Provost and to the Faculty Personnel Committee. All Adjunct Professorships shall be reviewed by the Faculty Personnel Committee every three years. Compensation Normally, Adjunct Professors will serve without remuneration. However, if lectures or courses are given by the Adjunct Professor, separate honoraria or part-time contracts can be arranged as they exist for visiting and part-time personnel from outside the University. Fringe benefits are not included in such arrangements. Privileges Adjunct Professors are listed in the University catalog and directory, are placed on faculty mailing lists, and are admitted to general university activities during their period of appointment. Adjunct Professors can be admitted to may attend faculty and committee meetings and to appropriate committees by invitation. Honorific Faculty Professor Emeritus/a The special status of Professor Emeritus/a is awarded by the Board of Trustees to those persons who meet the following qualifications: Have completed at least ten (10) academic years of ranked faculty service to Ohio Wesleyan and held the rank of Associate Professor or Professor at retirement (in exceptional circumstances, documented by the appropriate Department Chair Provost, candidates may be advanced who do not meet these qualifications); Have fulfilled the responsibilities of a faculty member with consistency and effectiveness; Have received a positive recommendation for such appointment from the appropriate department, the Faculty Personnel Committee, the Provost, and the University President. Professor Emeritus/a are not considered employees of the University and therefore are not entitled to fringe benefits. As members of the broader University community, Professor Emeritus/a are welcome to advise the community in all University assemblies, colloquia, and other academic events. However, they are not afforded voting privileges in faculty governance. Professor Emeritus/a faculty are entitled to the following recognitions and privileges: Listing in the Catalog and other University publications and directories that collectively list the Faculty, The right to participate in formal and informal academic events and other University events and social functions with other faculty colleagues, Use of the University Library with faculty privileges. Use of office space and/or laboratories if recommended by the Department Chair and approved by the Provost. Use of University identification card and parking permit, and Attendance at University events and use of services under the same conditions and at the same cost as other regular appointment faculty. Revocation of Status Once awarded, Professor Emeritus/a status continues in perpetuity unless the recipient either requests to have status rescinded or violates the intent and spirit of emeritus/a status by engaging in serious dishonorable conduct in violation of law, rule, or policy and/or causes harm to the University’s reputation. To revoke Professor Emeritus/a status without the consent of the individual, a petition must be made by a member of the University community to the President, and subsequently to the Board of Trustees, which has the final authority to revoke the individual’s Professor Emeritus/a status. Actions or conduct protected by academic freedom and unlawful discrimination shall not be used to revoke such status. Endowed or Named Chairs The University reserves the right to make faculty appointments that carry the additional title of endowed or named chair. The holder of an endowed or named chair must satisfy the conditions associated with the chair. Appointments to endowed chairs are made by the President with the advice of the Provost and Faculty Personnel Committee and expire at the conclusion of the specified term. The terms of the appointment to an endowed or named chair will be specified in the chair holder’s letter of initial appointment to the chair. A tenure track or tenured faculty member currently employed by the University retains rank and tenure upon appointment to the chaired position. Types of Faculty Contracts The following types of contracts are issued to individuals granted faculty status at Ohio Wesleyan University: Tenure-Track Contracts, Regular Appointments Tenure-Line faculty members eligible for tenure receive tenure-track contracts and hold a regular appointment until they either receive tenure or separate from the University. A probationary appointment is made with the understanding that both the University and the faculty member will engage in a period of mutual evaluation—the probationary period—leading to the tenure decision. A tenure-track appointment is normally renewable up to a total of seven (7) years—i.e., a maximum of six (6) years prior to and including the year of the tenure decision, plus one (1) additional terminal year in the case of a negative tenure decision. A tenure-track faculty member’s time to the tenure decision will be stated in the initial letter of appointment. Faculty members holding tenure-track contracts undergo reappointment review as specified in Section --. A faculty member undergoing an unsuccessful tenure review will receive notice and will be allowed to complete the final year of the probationary appointment pursuant to a Terminal contract. Tenured Contracts Tenure contracts are awarded to full-time tenure track faculty who have attained tenured status (see Section -). The granting of tenure can only be effected by the procedures specified in the University’s Tenure Policy (see Section ) and upon the affirmative vote of the Board of Trustees. A tenure contract is subject only to annual modifications pertaining to academic rank, salary, and academic and/or administrative assignments in accordance with the provisions of this Faculty Handbook. Full-Time Term Contracts Full-time term contracts are offered to faculty members holding temporary appointments in a Non-Tenure Track Term position and are limited to the term of employment outlined in the contract. Term appointments do not confer upon the faculty member an expectation of tenure or a right of continuing employment beyond the expiration date of the position approval. A term contract may also be issued to a faculty member holding a tenure track position where the appointee serves as a leave replacement, or when time has not permitted a full search to be conducted or the search has not yielded a suitable regular appointee. In latter kinds of cases, a new search will be conducted the next year, in which search the temporary appointee may compete. Part-Time Term Contracts Part-time term contracts are issued to part-time faculty for a designated period or course and automatically expires at the end of that period. Reemployment of the faculty member after expiration of the contract is solely within the discretion of the University. Terminal Contracts A terminal contract is a final annual term contract issued to a full-time faculty member following notice of non-renewal of appointment or denial of tenure.</s>

<s>[INST] Pre-Draft - Faculty Evaluation Criteria.txt [/INST] Faculty Evaluation The University’s faculty evaluation system is designed to encourage self-appraisal as well as foster professional development through constructive feedback on performance. As a system for supporting sound personnel recommendations regarding re-appointment, promotion, tenure, and merit increases, it defines the criteria, standards, and evidence used in making these recommendations, as well as takes a comprehensive approach to the documentation and assessment of faculty performance. The criteria and standards by which faculty are evaluated reflect, and are shaped by, the mission, aims, and unique character of Ohio Wesleyan University. To preserve the integrity of the evaluation process, those who are involved in it are expected to conduct themselves in accordance with standards of professionalism and confidentiality. Evaluations should express judgments about a faculty member's performance, using the principles of equity, which considers each faculty member’s unique talents, abilities, and accomplishments in relation to the University’s established criteria and standards for personnel decisions. Evaluation Criteria for Personnel Decisions Decisions regarding initial appointments, merit increases, and promotions at Ohio Wesleyan University are based on an individual faculty member’s performance in the following performance categories: Effectiveness in teaching, Scholarly, creative, or other professional engagement contributions as evidenced through research, publication or performance, and professional participation, and Service to the University and community based on professional qualifications. Each of the three categories for evaluation will be considered within the broader context of the mission and aims of the University. Each faculty member is expected to exhibit values consistent with this purpose by having respect for persons who differ, a readiness to engage open-mindedly in the search to impart knowledge, and an attentiveness to place education in the context of values. The professional behavior of each faculty member should evidence a demonstrated concern to develop in students an understanding of themselves, appreciation of others, and willingness to meet the responsibility of citizenship in a free society. Evaluation of performance in these categories shall be made by the Faculty Personnel Committee on referral by the Provost and transmitted back to the Provost for consideration and for the Provost’s recommendation to the President. Neither the Provost nor the President are bound to accept the evaluations of the Faculty Personnel Committee, but the Provost, in making recommendations to the President, and the President, in making recommendations to the Board of Trustees (when applicable), are governed by the same evaluation criteria as agreed upon jointly by the Administration and the Faculty. Decisions on reappointment and tenure are made as described above except, as noted in G above, such decisions may also be made on the basis of a review of the institution's need for the position. For the latter reviews, the President shall make the final decision, in consultation with the Faculty, according to established procedures and criteria. The jointly agreed upon criteria used by the Faculty Personnel Committee, Provost, and President for evaluation of full-time members of the teaching faculty instructional staff in each of the categories of performance are summarized below, as well as stated on the current Faculty Personnel Information sheets and the Rating Scales employed in the evaluation process (see Appendices). In applying the criteria below, evaluators assign the following weight to each category: 60% for teaching; 30% for research, creative, or other professional engagement activities; and 10% for service. Category I - Effectiveness in Teaching (60%) Evaluation and Evidence of Teaching Effectiveness As an undergraduate liberal arts university, Ohio Wesleyan places the greatest emphasis upon effectiveness in teaching, weighting teaching as 60% of the overall evaluation. The University recognizes the existence of diverse paths toward effective teaching, even within a discipline. While effective teaching practices vary considerably among disciplines, courses, and instructors, evaluation of teaching at the University considers the following characteristics of effectiveness in teaching: Subject Matter Expertise: Effective teachers stay informed and current regarding the knowledge base necessary to design and deliver the courses being taught. More specifically, effective teaching presents a discipline or an interdisciplinary framework—in the current state of its development—to students through a faculty member’s own interpretative and evaluative perspective. Preparation for Teaching: A course whose content is well designed, planned and structured has integrity with a discipline or across disciplines and reflects the University’s academic standards and expectations. Student learning is facilitated by the careful selection of course content, sequencing of learning experiences, identification and development of effective course materials, and use of techniques for evaluating student learning (i.e., crafting of examinations, assignments, laboratory exercises, individual and group activities, etc.). Effective teaching leads students to improve their mastery of critical, analytical, creative, or other skills appropriate to the subject matter. The components of a course—e.g., the organizational structure of course material, course expectations, and grading standards—should be represented clearly and accurately to students in course syllabi. In cases where courses are jointly designed, the faculty member’s ability to contribute to such joint efforts enhances successful teaching and learning. Finally, effective teaching requires the renewal of existing courses and the preparation of new ones over time as may be informed by personal interests and expertise, developments in a field, and the curricular needs of academic programs. Course Management: Effective teachers demonstrate the ability to organize and manage the tasks of maintaining and operating a course, such as keeping grade records, providing timely return of exams/assignments, sufficient opportunity for out-of-class contact between the faculty member and students, submitting final grades, and other necessary course management duties and responsibilities. Course Conduct Skills: Effective teachers employ techniques, activities, and strategies that enable them to present ideas effectively and explain complex concepts clearly. They make effective use of communication and human interaction skills to promote learning in the classroom, including the use a variety of approaches to teaching (e.g., lecture, discussion, small-group activities, writing, etc.) to reflect the diverse learning styles and backgrounds of their students and achieve the learning objectives of their courses. Moreover, they create learning environments that encourage students to participate and enable critical discourse to occur, as well as listen well to students, understanding their queries and confusions, and responding in creative and constructive ways. Motivating and Mentoring Skills: Through their commitment to and enthusiasm for their subject matter, effective teachers stimulate their students’ intellectual curiosity or artistic vision and enable them to become independent learners. They model for their students the standards of performance and professionalism appropriate to their discipline and guide and hold them accountable toward attaining those standards. Effective teaching engenders enthusiasm and appreciation in students to participate actively in the process of learning across differences in, e.g., level of ability, interest, life experience, learning style, sexual orientation, and gender, racial or ethnic background. It assists students to excel as learners, stimulates students' intellectual curiosity, and provides the inspiration, guidance, and support that students need for self-directed research, independent study, and senior projects, as well as for successful learning in courses. Quality of Advising: Hallmarks of quality, effective advising include, but are not limited to, familiarity with curricular requirements, an understanding of special programs and curricular opportunities (e.g., OWU Connections, Off-Campus Study, Sagan National Colloquium, etc.), availability to students by maintaining adequate open office hours and responding in a timely manner to all communications or questions either from a student or from colleagues about a student, helping students select a course of study, referring students to available University resources, accepting a proportionate share of advisees, guiding students to integrate co-curricular and extra-curricular activities into their academic and career planning, and providing students in the faculty member’s classes with additional consultation and guidance outside of class. Evidence of Teaching Effectiveness Informed judgments about a colleague’s teaching are based on evidence relating to the preceding features of effective teaching that takes into consideration the arc of a candidate’s career and development, and work done at the various levels of the curriculum. Such evidence of effectiveness in teaching may be provided through a variety of means, including but not limited to: Documentation of teaching activities, philosophy, materials (e.g., coarse goals, syllabi, sample course materials, representations of student products/materials, etc.), and techniques and methods utilized Documentation of efforts to improve teaching Student course evaluation feedback Products of student research or creative work Student Board evaluations Peer teaching observation reviews Evaluation by department and other faculty peers Documentation of teaching success across a range of students Documentation of an established campus presence (e.g., office hours) Awards or commendations The University recognizes that the above listing does not exhaust the ways effective teaching might manifest itself and candidates may wish to present other evidence. See also the Faculty Personnel Committee Statement of Policies and Practices in the Faculty Evaluation Process for further information. Category II – Scholarly Contributions As Evidenced Through Research, Publication, and Professional Participation (30%) Within their area(s) of expertise, full-time faculty members are expected to remain productive scholars or artists, maintain an ongoing program of scholarly, creative, or professional engagement activities that enable them to grow as teacher-scholars or artists and keep informed of developments in their fields, and maintain engagement with the discipline at a professional level. Such activities are weighted 30% of an overall evaluation. At the time of a review, the University expects all members of the full-time faculty to produce tangible evidence of scholarly productivity and professional growth accomplishments that have contributed to the faculty member’s growth as a teacher-scholar. Examples of activities considered by the Faculty Personnel Committee, as documented in Category II of the Self-Report, include: Completed Publication and Other Scholarly or Creative Accomplishments Leadership in Professional Organizations and Organizations of Conferences Presentations at Professional Conferences Attendance at Professional Conferences Memberships in Professional Organizations Overall Research and/or Creative Agenda and Changes Thereto Works in Progress Professional Training that Impacts Scholarship Note that faculty are not necessarily expected to address every element listed above. Broad Definition of Scholarly Contributions In evaluating Category II contributions, the University defines scholarly productivity broadly given the breadth of disciplines, the differences among teaching contexts, and the diversity of the faculty. The University endorses an inclusive view of scholarship, recognizing that scholarly, creative, or professional engagement activities-whether they are individual or collaborative - may originate in any of the non-prescriptive broad categories set forth below: Scholarship of Discovery: encompasses traditional research that creates new knowledge through original investigation that may be theoretical or empirical, disciplinary or interdisciplinary, or some combinations of these. Construed broadly, this dimension of professional development also encompasses the creation of new works of art or musical composition and writing works of fiction, poetry, or creative nonfiction. Scholarship of Integration: encompasses the critical evaluation, synthesis, analysis, integration, or interpretation of the research or creative work produced by others. It may be disciplinary, interdisciplinary, or multidisciplinary in nature and includes the varieties of artistic interpretation and performance. Scholarship of Application/Practice/Engagement: encompasses applying disciplinary expertise or the results of existing scholarship or creative works (produced by oneself or others) to the investigation or solution of intellectual, social, or institutional problems. In the arts it can involve mastering a new performance repertory or exploring a style of creative activity (e.g., unique approach to artmaking) developed by someone else. Such work involves activities that make use of one’s special areas of knowledge or expertise, and it demands the same levels of rigor and accountability traditionally associated with the scholarship of discovery or the scholarship of integration. Application may also include a scholarly focus on the nature and best practices of delivering the materials of one’s discipline to students and other audiences. The scholarship of application/practice/engagement is measured by impact on the discipline and/or community, the scope of the project, the originality of design and methodology, the extent to which results can be generalized, the connection to industry, visibility gained for the researcher and the University through the dissemination process, the significance of the work to the discipline, and the peer review processes. original creations of literary, fine, performing, or applied arts and other expressions or activities of creative disciplines or fields that are made available to or generated in collaboration with a public (non-university) audience Scholarship of Teaching and Learning: encompasses scholarly activities that focus on transforming and extending knowledge about pedagogy. The scholarship of teaching is not equivalent to teaching. It involves the discovery, evaluation, and transmission of information about the learning process. Conversely, classroom teaching and remaining current in the discipline are not relevant criteria for evaluating teaching scholarship. Teaching, in contrast, involves the application of that information through actual instruction. The specific form and intensity of scholarly productivity and professional growth activities appropriately varies between academic departments and program areas due to inherent differences among the disciplines. In some academic disciplines, for example, refereed journals and research monographs, scientific or technical reports, clinical reviews, scholarly books, treatises, chapters in larger books, and publications on teaching and learning, etc. are the traditional media for documenting scholarly productivity; in others, art exhibitions, concerts, novels, essays, short stories, poems, web publications, and theatrical or musical performances are the appropriate form. In still other fields, scholarly or creative productivity, including, but limited to digital scholarship, may result in original software, inventions on which patents are obtained, mathematical and scientific formulas, or emerging technologies resulting in entirely new media and interactive works that are impossible to publish in print form. Scholarly and creative productivity may also be validated and communicated through conference presentations and invited lectures. Other professional activities such as holding offices in a professional organization, editorial work, consulting, peer-reviewed grant proposals, conference attendance, professional training that impacts scholarship, etc. may represent evidence of scholarly productivity and professional growth. Refer to the Faculty Personnel Committee Statement of Policies and Procedures in the Faculty Evaluation Process for further guidance. Accordingly, the judgments of the members of Faculty Personnel Committee, Provost, and President regarding the quality of a faculty member’s scholarly productivity and professional growth will be informed by the advice of department/program peer colleagues (as expressed in Rating Sheets) and other knowledgeable peers (if external letters are provided), especially regarding such factors as disciplinary norms and other relevant conditions within the discipline. Moreover, such judgments will be informed by any applicable discipline-specific descriptions of appropriate forms of scholarly and/or artistic productivity documented in a Memorandum of Understanding between the department and Provost, in consultation with the Faculty Personnel Committee. Such advice is particularly important in setting expectations for the quantity of scholarly, artistic, or professional productivity in the various disciplines. Evidence of scholarly productivity and professional growth is provided through: Reporting of scholarly productivity and professional growth activities as documented in the Self Report and tenure or promotion narratives Rating sheets submitted by department peer colleagues Optional evaluations by external disciplinary peers Examples of the products of one's scholarship and professional growth activities Documents evidencing the impact of scholarly or creative activities in terms of depth, duration, and/or persistence of influence or use (e.g., citations, adaptations or use by others), as well as its public and critical appreciation Awards, grants, or commendations. The University recognizes that the above listing does not exhaust the ways scholarly productivity and professional growth activities might manifest itself and candidates may wish to present other evidence. See also the Faculty Personnel Committee Statement of Policies and Practices in the Faculty Evaluation Process for further information. Category III – Service to the University and Community (10%) Effective service involves utilizing one’s time, skills, and expertise to benefit the University in activities such as supporting the faculty or university governance systems or enhancing the co-curriculum and/or making professional disciplinary-related contributions to the community. Service has traditionally been weighted as 10% in the overall evaluation and are evaluated holistically with a preference towards campus service. The type and level at which University service performed should be commensurate with the rank of the faculty member, with the expectation that, as a faculty member rises in rank, the level at which service is performed is expected to rise. For example, the University expects that a faculty member’s record of service will eventually incorporate participation and positions of leadership (e.g., service as a committee chair or a leader or Board member in a community organization related to the faculty member’s discipline). Elected positions of major responsibility are viewed as evidence that a candidate’s service has earned the esteem of peers. Evaluation and Evidence of Service In personnel evaluations, the University evaluates the quantity and, more importantly, of the quality of a faculty member’s contribution to service. For example, in addition to attending the meetings of a committee to which one has been elected or appointed, a faculty member is expected to contribute to the work the committee is charged to perform. Thus, evaluators look for specific contributions that the colleague has made. Evidence of effective service is provided through: Reporting of scholarly productivity and professional growth activities as documented in the Self Report and tenure or promotion narratives Supporting materials, as appropriate to the type of service provided Rating sheets submitted by department peer colleagues Awards or commendations The University recognizes that the above listing does not exhaust the ways effective service manifest itself and candidates may wish to present other evidence. See also the Faculty Personnel Committee Statement of Policies and Practices in the Faculty Evaluation Process for further information. Contributions to Diversity, Equity, and Inclusion In keeping with the University’s Diversity, Equity and Inclusion Policy (see Appendix), Ohio Wesleyan University is committed to creating an environment where underrepresented populations have equal access to resources and opportunities to learn and grow both personally and professionally. In support of this commitment, faculty contributions that enhance diversity, equity, and inclusion (DEI) are recognized and valued in appointment, reappointment, tenure, promotion, and merit evaluations. Faculty are encouraged to document in the Self-Report, as appropriate in any of the three performance categories, their contributions to Ohio Wesleyan’s goal of building a diverse and inclusive campus community.</s>

<s>[INST] Pre-Draft - Separation from Service (Edited).txt [/INST] Separation from Service Faculty members may end their employment relationship with the University through: resignation (Section 3.13.1) or retirement (Section 3.13.2). The University may end its employment relationship with a member of the faculty through: non-renewal of appointment (Section 3.13.3), dismissal for cause (Section 3.13.4), or termination (Section 3.13.5). This section of the Faculty Handbook sets out the procedures to be followed in such cases in order to preserve the rights and interests of both faculty members and the University. Resignation Resignation is a means of separation by which a faculty member ends their employment relationship with the University either at or prior to the end of a contractual term. Faculty members intending to resign should notify the appropriate Dean in writing at the earliest possible opportunity. Except in unusual circumstances, members of the faculty intending to resign will be expected to serve to the end of an academic year. Faculty members may properly request a waiver of this expectation of notice in case of hardship or in a situation where they would otherwise be denied substantial professional advancement or other opportunity. Retirement Retirement is a means of separation by which a faculty member ends their employment relationship with the University. Faculty members who intend to retire should submit a letter to the Provost stating their intention to retire and specifying an effective date. In consideration of the welfare of students and colleagues, a faculty member should provide notification to the University of intent to retire no less than nine (9) months prior to the effective date of the retirement. Nonrenewal of Appointment Nonrenewal of a regular or temporary nontenure appointment to the teaching faculty may occur at the close of any contract period. Such nonrenewal occurs when the individual's work does not meet the applicable standards for reappointment or tenure as determined by the process of a faculty review or because the position occupied by the individual has been discontinued as provided for in Chapter V of this Handbook. Notification of Non-Renewal Written notice that a non-tenure full-time appointment is not to be renewed will be given to the faculty member as follows: not later than March 1 of the first academic year of service if the appointment expires at the end of that year; or, if a one-year appointment is not renewed during an academic year, at least three months in advance of its expiration; not later than December 15 of the second academic year of service, if the appointment expires at the end of that year; or, if an initial two-year appointment expires during the academic year, at least six months in advance of its expiration; not later than Commencement before the expiration of an appointment after two or more years in the institution. After completion of two years of service, nonrenewal of a regular non-tenured appointment to the teaching faculty will be accompanied by the offer of a one-year temporary appointment in the year following notification of nonrenewal. This period of employment is known as the terminal period as described in Section C.1.b. Policies and Procedures Governing Dismissal For Cause l. Dismissal Defined Dismissal is a severance action by which the University ends its professional relationship with a tenured or non-tenured faculty member for adequate cause. Dismissal may remove a member from service, for adequate cause, either at or before the end of a current appointment. Dismissal will not be used by the University to restrain faculty members from exercising their academic freedom. 2. Adequate Cause Defined Except in those instances where there has been a final judicial determination of a faculty member's legal conviction on a felony charge or on a charge involving moral turpitude, the faculty member has waived a right to a hearing, or agrees to voluntary resign, a faculty member shall be dismissed for cause only if after a hearing according to the provisions set forth below, the preponderance of evidence shall establish the faculty member’s unfitness to teach continue in a professional capacity as a teacher, scholar, or creative artist because of: Incompetence: the faculty member either lacks, or is unwilling to demonstrate, the skills and abilities necessary to fulfill the duties of a faculty member, Continued neglect of duties in spite of written warnings, Lack of scholarly objectivity or integrity, Inability to perform the essential or inherent duties and responsibilities of a faculty position, with or without reasonable accommodation(s) by the University, upon exhaustion or declination of all authorized leaves, Serious misuse of the classroom or of academic prestige, or Gross personal misconduct rendering the faculty member unfit for association with students or colleagues (e.g., physical assault, sexual or unlawful discrimination or harassment, violation of standards of professional ethics or conduct in teaching, scholarship, and service, such as would evoke general condemnation from the academic community generally.) The burden of proof to establish the existence of adequate cause for dismissal rests with the administration of the University. Note: The parties may mutually stipulate in writing to modify the timelines set forth below in extraordinary circumstances and for good cause shown in order to achieve full and fair evaluations or resolution of disputes. 3. Provost Consultation with the Faculty Member If the Provost has evidence that a faculty member has demonstrated or is demonstrating conduct that may constitute adequate cause for dismissal defined above, the Provost will meet with the faculty member to discuss the concerns and to consider the faculty member’s response. A faculty member may decline to attend the meeting. At the Provost’s discretion, the Provost may request further investigation into the matter by appropriate University staff or external agents before or after meeting with the faculty member. However, before moving beyond this stage, the Provost will afford the faculty member a reasonable opportunity to respond to any information that the Provost believes would constitute adequate cause for dismissal and, if possible, to arrive at a mutually agreeable settlement. 4. Notification to Faculty Member of Intent to Dismiss for Cause In those instances where a mutual resolution cannot be reached and the Provost deems it in the best interests of the University to recommend the dismissal of a faculty member's employment for adequate cause, the following procedures shall apply: At least thirty (30) days prior to the date on which the Provost plans to present to the President of the University a recommendation for dismissal of a faculty member's contract, the Provost shall notify the faculty member of the intended action either by registered mail (return receipt requested) to the faculty member’s home address or personal delivery, with signature required for delivery. The Provost’s notification will set forth in specific terms the basis for the proposed action and inform the faculty member of the right to a formal hearing and adjudication of the case. If the faculty member refuses to acknowledge the personal delivery or certified mailing by signature, the University will email the notice to the faculty member’s University email address, which shall be considered receipt of the notice. 5. Faculty Member's Right to a Hearing Assured At the request of the faculty member charged, a hearing will be held, provided that the accused faculty has, within 30 days of receipt of the original notification of intent from the Provost, provided the Provost with a written request for such a hearing. A faculty member who does not request a hearing within 30 days of receipt of the Provost’s correspondence waives all appeal and grievance rights pertaining to the dismissal action. If the faculty member fails to request a hearing within the 30 day deadline, the Provost will present to President of the University a recommendation that the faculty member be dismissed for cause. If the President concurs with the Provost’s recommendation, the President will notify the faculty member in writing of the effective date of dismissal. Such notice may be given either by registered mail (return receipt requested) to the faculty member’s home address or personal delivery, with signature required for delivery. If the faculty member refuses to acknowledge the personal delivery or certified mailing by signature, the University will email the notice to the faculty member’s University email address, which shall be considered receipt of the notice. Dismissal will take effect in accordance with the terms specified in the notice of dismissal, a hearing will not take place, and the faculty member will have waived all rights to a hearing or appeal. 6. Appointment, Composition and Duties of the Hearing Panel In every case where an accused faculty member requests a formal hearing, the President of the University will assemble from the full-time teaching faculty a Faculty Hearing Panel (“Panel”). The Panel shall consist of three (3) persons selected by the President from among the elected members of the Standing Faculty Committees for that year, two (2) members of the Faculty appointed by the President from a list of nominees submitted by the accused faculty member, and two (2) members of the Faculty appointed by the President from a list of nominees submitted by the Provost. The Panel shall select its own chair from among the participating members of the Standing Faculty Committees for that year. It is the duty of the Panel to: hear the charges against the faculty member, ascertain as nearly as possible all the relevant facts, deliberate upon the matters before it, and recommend to the President of the University a course of action not inconsistent with the highest academic, ethical, and moral ends of the University. 7. Interim Suspension of Faculty Member Under authority delegated to the President by the Board of Trustees (Code Article VII, Section 1B (1)), the President, pending the outcome of a dismissal for cause hearing, may summarily suspend the faculty member upon finding that there is good cause to believe that the continued presence of the faculty member on campus would endanger the safety or well-being of the faculty member or the safety and well-being of students, other Faculty, staff, or University property. The faculty member's salary will continue during any suspension imposed by the President. 8. Pre-Hearing Conference The Panel will schedule and commence a pre-hearing meeting. Purpose: The purpose of the pre-hearing is to: Simplify the issues, Effect stipulations of facts, Provide for the exchange of documentary or other information, Achieve such other appropriate pre-hearing objectives as will make the hearing fair, effective, and expeditious, Hear any challenges brought by the faculty member or the Provost regarding the disqualification of a Panel member for bias or a conflict of interest. Notice: All parties shall be notified of the pre-hearing date at least five academic days in advance, and such notice shall include: A statement as to the appointment and members of the Panel, and A statement of the time, place, and nature of the pre-hearing. Committee Member Challenges: Challenges brought by the parties regarding the disqualification of a Panel member for a conflict of interest must be submitted on or before two academic days of the pre-hearing date. The chair of the panel shall decide any such challenge. If the chair is challenged for disqualification based on an alleged conflict of interest, the President shall arbitrate the challenge. In the event of a disqualification, the President will appoint a replacement for each member excused in advance of the hearing date. 9. Time and Place of Hearing The Panel shall issue notice to the parties and commence the hearing within ten academic days of the pre-hearing meeting. The hearings of the Panel shall be held on the Ohio Wesleyan University campus in Delaware at such a time and place as may be designated by the chair of the Panel, after consultation with the faculty member charged and the Provost. 10. Conduct of the Hearing In the conduct of its hearing, the Faculty Hearing Panel shall be guided by such rules of procedure as will be most likely to elicit pertinent and accurate information relative to the facts at issue. It is not intended that hearing adhere to legal procedures of a court. The chair of the Panel will conduct the proceedings and rule on all objections. The hearing shall be concluded in two days or less, except in rare extenuating circumstances as determined by the Panel. The parties shall present their respective positions and testimony from relevant witnesses in a concise, clear and focused manner, with due regard to completion of the hearing in an efficient, fair, and timely manner. The faculty member accused and the administrator assigned by the President to present the case for dismissal on behalf of the University will each be allowed to have outside legal aid (at the faculty member and University’s respective expense) and/or such faculty counsel as they may desire and shall have the right, directly or through counsel, to call and question witnesses in support of their case and to cross-examine all adverse witnesses presented. Upon request of the faculty member and at no personal cost, a daily copy of the record or a video or audio recording of the proceedings will be made available prior to the commencement of the proceedings for the following day. Recording failures that occur notwithstanding good faith attempts will not require a delay or affect the validity of the proceedings, but in such event the chair will prepare a written summary of the hearing. In the event that a deaf or hard of hearing person is involved in the hearing or is a witness, the University will provide and arrange for a sign language interpreter with comprehensive skills certification, if requested by the faculty member(s) or other participants who are deaf or hard of hearing. Likewise, at the completion of the hearing, the Panel will deliver to the faculty member at no personal cost a full and complete copy of the proceedings. and of the Hearing Panel's opinions and judgments, and recommendations to the President of the University. The chair of the Panel has discretion to grant adjournments to enable either party time for discovery, so long as such requests are reasonable and relate substantively to the hearing proceedings. Within five academic days of the conclusion of the hearing, the Chair of the Panel will present to the President written findings of fact and recommendations as to the review of the faculty member's dismissal; copies must at the same time be sent to the faculty member and the Provost. The Panel’s report must contain recommendations regarding whether adequate cause for dismissal has or has not been established by the preponderance of the evidence. The Panel’s written findings of fact and recommendation will be based on a simple majority vote. Any dissenting opinions will be included in the written report. 11. President’s Review and Decision Within five academic days after receipt of the Panel’s findings and recommendations, the President, in light of the documented evidence and hearing record, will issue an independent written decision on the matter, with copies to the Panel, the faculty member, and Provost. If the President does not accept the Panel’s decision, the President will state the reasons for doing so in the written decision. If the President sustains the Panel’s recommendation that adequate cause to dismiss the faculty member does not exist, the matter will be concluded. If the President determines that additional consideration by the Panel is necessary, the President will remand the case back to the Panel with specific objections. If the President concludes that the administration has established adequate cause for a dismissal, but that a sanction(s) less than dismissal or suspension would be more appropriate, the sanction(s) and effective date of sanction(s) will be stated in the President’s letter to the faculty member with supporting reasons. If the President concludes that adequate cause for a dismissal exists and that dismissal or suspension is appropriate, the effective date of termination or suspension will be stated in the President’s letter to the faculty member. On written request of the faculty member, which must be submitted within three academic days of receipt of the President’s decision, the President shall transmit to the Board of Trustees the record of the case, the full report of the Panel, and the President’s recommendation in accordance with Step 12 below. The faculty member’s request to a review by the Board of Trustees must be made in writing to the President within five academic days of receiving the President’s letter of termination or suspension. 12. Faculty Member's Right to Appeal If the recommendations of the Faculty Hearing Panel which are adverse to the faculty member are accepted by the President with a recommendation to the Board of Trustees or its Executive Committee that the faculty member be dismissed for cause, the faculty member accused may request and shall be entitled to a review of the case before the Board of Trustees or its Executive Committee or a special committee designated by one of these bodies. If requested by the faculty member, a review of the case before the Board of Trustees, its Executive Committee, or a special committee designated by either will be based upon the record made before the Faculty Hearing Panel and shall not constitute a rehearing of the evidence. However, the faculty member accused and/or their counsel, as well as the administration’s representative(s), will be given the opportunity to present oral arguments on such review. The reviewing committee, in its discretion, may consider newly discovered evidence as part of its deliberations. The Board of Trustees or its designated committee may approve the faculty member’s dismissal, disapprove the faculty member’s dismissal, recommend to the President a lesser penalty if it believes that the conduct of the faculty member is sufficiently grave to justify such a sanction, or direct that further proceedings take place. The final decision of the Board of Trustees or its designated committee shall not be subject to review. If the Board of Trustees or its designated committee approves dismissal or recommends a lesser penalty to the President, the President is responsible for carrying out the Board’s decision. 13. Panel Hearings Closed The hearing proceedings of the Panel shall be closed to all but the parties involved, their advisers and aides, provided always that the National Office of the American Association of University Professors may have an official observer present during the hearings. 14. Salary for Faculty Member Dismissed for Cause Current University Text A faculty member dismissed for cause under the foregoing hearing procedure shall in every instance be paid his or her salary for one full year from the date of notification that the President has accepted the Panel's recommendations of dismissal in 6 above. Alternative Model A faculty member whose contract is terminated due to inability to perform the essential functions of the position due to physical or mental illness shall receive notice or normal salary in accordance with Section 3.13.3. If the faculty member’s contract, however, is terminated due to a legal conviction on a felony charge or on a charge involving moral turpitude, incompetence, continued neglect of University duties and responsibilities, lack of scholarly objectivity or integrity, serious misuse of the classroom or of academic prestige, or gross personal misconduct, there are no requirements for provision of either notice or severance salary. Policies and Procedures Governing Imposition of Sanctions Other than Dismissal for Cause Current University Policy Major Sanctions There may be instances in which the conduct of a faculty member, although not constituting adequate grounds for institution of dismissal proceedings, is nevertheless sufficiently inappropriate as to warrant imposition of a major sanction, such as suspension from service for a stated period without pay. A major sanction may be imposed only as a result of the due process proceeding specified in 1 through 12 of Section 3.13.3 above, the policies and procedures of which will apply with the proposed major sanction being substituted for dismissal throughout. The conduct judged by due process proceedings to be "sufficiently inappropriate" (above) shall be confined to the areas of professional incompetence, neglect of obligations and responsibilities as set forth in the Handbook or faculty legislation, and gross personal misconduct. It is understood that major sanctions shall not be imposed to deny, restrict, or otherwise inhibit the exercise of academic freedom, as specified in the 1940 AAUP Statement of Principles of Academic Freedom and Tenure. The President, Provost, Faculty Personnel Committee, and the Hearing Panel (if it is brought to bear) have joint responsibility for assuring that major sanction proceedings are neither initiated nor pursued in violation of academic freedom. Minor Sanctions If the Provost believes that the conduct of a faculty member warrants imposition of a minor sanction such as, but not limited to, a written reprimand, the Provost will, after informal consultation with the Faculty Personnel Committee, notify the faculty member of the basis for the proposed sanction and provide the individual with an opportunity to persuade the Provost that the proposed minor sanction letter of reprimand should not be sent implemented. A faculty member who believes that a minor sanction has been unjustly imposed may petition file a grievance with the Faculty Executive Committee Faculty Personnel Committee to seek the rescinding of the reprimand in accordance with the Faculty Grievance Policy (see Section --). The provisions protecting academic freedom relative to major sanctions apply to minor sanctions as well. Alternative Model Informal Action If the Provost receives or initiates a complaint about a faculty member involving alleged professional incompetence, neglect of obligations and responsibilities as set forth in the Handbook, or gross personal misconduct, the first step should be for the faculty member and Provost to determine whether the complaint appears to have merit and then to address the matter informally through conversation and mentoring, provided the nature of the complaint permits informal resolution. Informal actions in response to a complaint may include, but are not limited to: clarification of the standards of conduct written warning recommendation for counseling or mentoring monitoring of the situation support for self-help mediation by a third party. Sanctions If the faculty member persists in failing to correct the behavior that has elicited the complaint, or if the basis of the complaint is sufficiently serious in the judgment of the Provost to warrant immediate formal action, the Provost will informally consult with the Faculty Personnel Committee regarding the proposed disciplinary sanction. The Provost may then either issue another warning letter, impose a sanction(s), or end the matter. If the Provost imposes a sanction(s), the Provost will notify the faculty member of the basis for the proposed sanction and provide the individual with an opportunity to provide evidence that the proposed sanction should not be implemented. When the disciplinary action involves the imposition of a minor sanction--such as a written reprimand, denial of specific faculty privileges such as sabbatical, or removal from committee assignments or administrative duties--the faculty member may grieve the imposition of the sanction in accordance with the policies and procedures in Section --. If the Provost believes that the conduct of a faculty member is sufficiently grave to justify suspension or dismissal, the faculty member shall have an opportunity of a hearing in accordance with the procedures set forth in Section 3.13.3. Termination Current University Text 1. Termination Defined Termination is a severance action by which the University ends the service of a probationary faculty member before the expiration of a contract, or of a tenured faculty member at any time, without prejudice. 2. Causes for Termination Prolonged mental or physical illness or The elimination of faculty positions are the only causes for termination of faculty. a. Prolonged Mental or Physical Illness Termination for medical reasons of an appointment with tenure, or of a nontenured appointment before the end of the contract period, will be based on clear and convincing medical evidence that the individual cannot continue to fulfill the terms and conditions of the appointment. The decision to terminate will be made by the President only after there has been appropriate consultation with the individual's department and the Faculty Personnel Committee, and after the individual, or someone representing the individual (say, a family member), has been informed of the basis of the proposed action and been afforded an opportunity to present the individual's position and to respond to the evidence. If the individual so requests, the Faculty Personnel Committee will review the matter and report its conclusions to the President before the President makes the final decision and notifies the faculty member. Prior to the President's final decision, the individual concerned may, if eligible, elect to retire under the early retirement program with such severance payments as that program entails, making moot the matter of separation. Or the individual may be eligible for salary continuation or insurance payments under the University's disability program. Finally, upon the President's final decision to terminate the faculty member's appointment for medical reasons, the individual will receive earned salary or severance pay for three months from that date if the decision has been reached within the individual's first six months of service, for six months if the decision has been reached after six months but before 18 months of service, and for one academic year (nominal nine months) if the decision has been reached after 18 months of service. b. Elimination of Faculty Positions Termination of a faculty appointment may occur through the elimination of a position by means of (1) the conclusion of a term appointment and the discontinuation of the position, (2) review of a tenure track position and discontinuation of the position, as provided for in Chapter V of this Handbook. Written notice or salary in lieu of notice at the discretion of the University that a faculty appointment has been terminated due to elimination of a position will be given to the faculty member on the same schedule as for non-renewal (See Section 3.13.2.1 – Notification of Non-Renewal), except that for the final year of a term position the initial contract letter specifying the termination of the position shall constitute notice of termination. Notification of a decision to continue the position will be provided as soon as it is made. Alternative Model 1. Termination Defined Termination is a means of separation by which the University ends its employment relationship with a tenured faculty member or, prior to the end of the term of appointment, with a tenure-track faculty member. 2. Causes for Termination Termination may occur because of (1) a financial contingent situation or (2) the discontinuance of an academic program or department of instruction due to educational considerations. a. Termination Due to Financial Contingencies and Resource Allocation Termination of a tenured faculty member or, prior to the end of the term of appointment, of a tenure-track faculty member may occur because of the declaration of a financial contingent situation as described below. Criteria The criteria to be employed in financially contingent situations in allocating resources to University programs and services fall under three headings: Mission, Cost Effectiveness Marketability, and Quality. These will at times compete and at other times converge. If and when Ohio Wesleyan University meets contingencies that require institutional contraction, these sets of criteria will be used in complementary fashion as guidelines. The order of their enumeration should not be taken to indicate their order of priority. Neither should it be presumed that all four will be weighed equally in making particular decisions. Particular circumstances may encourage the assignment of greater weight to one or another in particular cases, even though in financially contingent situations it is to be expected that fiscal pressure may emphasize reference to the criterion of cost effectiveness. What is important is that the campus community, in considering financial contingency reductions, identify and grapple directly with what are likely to be very difficult choices from among options that all carry significant costs and/or benefits in terms of Mission, Cost Effectiveness and Marketability, and Quality. The objective must be to arrive at wise judgments. MISSION Because Ohio Wesleyan University is a specific private university with a specific heritage, a major consideration associated with any reduction or change in size will be to preserve its essential character by maintaining those programs and activities judged to be more central to that character. To do so will require reference to several questions, including but not limited to the following: How closely does the program or service in question fit the stated mission of Ohio Wesleyan University? How importantly does it contribute toward a non-curricular campus ambience vital to Wesleyan's liberal arts heritage? Is it essential in serving other programs? COST EFFECTIVENESS & MARKETABILITY Attentiveness to the cost effectiveness and marketability of programs and services is a key characteristic of a well-run institution. Cost-effectiveness must be one guideline in determining staffing levels and whether or not to maintain programs or services. The University must therefore be sensitive to the constituencies it serves and to their preferences. While Ohio Wesleyan cannot mindlessly add or subtract staff or programs or services to track short-term fluctuations in cost effectiveness, neither can it ignore longer term or more profound shifts as it decides which subject areas, programs, or services to maintain and at what staffing levels. It must ask what is the relationship between direct expenses and revenues in a given area? What is the actual and relative cost of a graduation unit (or, in the case of non-academic areas, other service unit)? What is the trend line for both, and for enrollments and student/staff ratio? Is the program or service a "native recruiter?" Is it duplicative? What is the present and future demand for the program among existing and protentional student populations as measured by labor market projections, external stakeholder feedback, and national and state policy/economic projections and placement data? QUALITY Since the primary purpose of Ohio Wesleyan University is to provide excellent instruction in the liberal arts and selected career options, and comparable quality in non-academic services, it must consider program or service quality in making program, service, and staffing decisions. In dealing with any financially contingent situation, it will seek to retain its best personnel, programs, and services, as one top priority. It will strive to adjust programs and services and retain or retrain individuals so as to maintain the best possible teaching and learning environment. Major issues associated with this guideline are complex and difficult. Among them include, but are not limited to, the following: Is the program or service and its staff generally perceived by Faculty (staff, where non-academic services may be involved) and students to be of high quality? Do students, in or associated with it, perform throughout the University at average or higher levels? Is the staff versatile as well as strong? The guidelines of Mission, Cost Effectiveness and Marketability, and Quality are contradictory. Any one of them used exclusively could lead to very serious imbalances in the focus and operation of the University. Recognition that each of these three needs to be considered and that each provides an outward boundary for the decision process will encourage an intelligent and equitable response to financially contingent situations as well as to ordinary conditions. Making Contingency Decisions If financially contingent situations require reductions in personnel and/or programs or services, the University will balance a need for timely action with the need for shared decision-making. In both determining whether such a situation exists and in shaping difficult decisions that contingencies might require, the President will engage in extensive consultation with appropriate faculty committees, administrators, and where conditions allow, students, before making a recommendation to the Board of Trustees. The Board of Trustees retains ultimate authority for declaring that a financial contingency situation exists. Responsibility for framing a proposal for program or services and/or personnel reductions to deal with a financial contingency will rest with the President. The proposal, when it pertains to academic programs and/or personnel, will be referred to the Committee on Academic Programs as to curricular impact, to the Academic Planning and Allocation Committee as to the implications for the academic plan, to the Faculty Personnel Committee as to personnel implications, and to the affected programs. When the proposal pertains to non-academic programs, services, and/or personnel, it will be forwarded to the Governance Committee and the Senior Leadership Team Cabinet for consideration. These bodies will hold hearings as part of their deliberations. At the discretion of the President, an advisory student committee may also be created. These groups will severally consider the proposal(s) and in doing so may consult widely with faculty, students, and, where appropriate, with staff. They are to complete their deliberations within 30 calendar days of receipt of the President's proposal(s) and report their findings and recommendations to the President immediately upon finishing their deliberations. They may recommend acceptance, alteration, or otherwise, of the President's proposal(s). If and when they are unable to achieve concurrence with the President, and the President yet judges that reductions must be made, the President will report to the Board of Trustees the proposed course of action. If there is a difference of views between the President and the committees, the President will ensure that the committees' proposals are forwarded to the Trustees with the President’s proposal(s). The Board of Trustees retains ultimate authority for approving proposals as to program and position reductions and terminations responding to financial contingency situations. After the completion and implementation of decisions for institutional contraction to deal with financial contingencies, the President will make available to the campus community a full report on the actions taken. b. Program or Department Discontinuance Due to Educational Decisions Termination of an appointment with tenure, or of a probationary faculty member before the end of the specified term, may occur as a result of the formal discontinuance of a program or department of instruction due to educational considerations. Criteria The decision to discontinue an academic program or department of instruction will be based on long-range judgements that the educational mission of the University as whole will be enhanced by the discontinuance of an academic program or department. Such a decision will not be based upon cyclical or temporary variations in enrollment. For purposes of this policy, departments are defined as an academic department or unit of instruction offering majors and minors that existed prior to the decision to discontinue them. The term program means a group of courses leading to a major or minor, a sequence of courses with a common prefix, a service, or support area, or any curriculum area identified as such. Making Academic Program or Department Discontinuation Decisions A proposal to discontinue an academic program or department is reviewed according to the following procedures: A proposal may be initiated by the Committee on Academic Program, the Provost, the President, or the Board of Trustees. Upon receipt of a proposal, the Provost shall call together a joint committee, comprising the Committee on Academic Programs and the Academic Planning and Allocation Committee (hereinafter referred to as the Joint Committee), which shall evaluate the proposal considering criteria used in the normal, periodic review of academic programs and departments. As part of the evaluation, the Joint Committee will consult with the faculty of the impacted program or department. At the discretion of the President, an advisory student committee may also be created. The recommendations of the Joint Committee concerning discontinuance of an academic program or department will be reported to the Faculty as a whole for review. The Faculty will then make a final recommendation on the matter to the Provost. In the event the Provost disagrees with the Faculty’s recommendation, the Provost will meet with the Faculty to discuss the reasons for such disagreement, before making a final recommendation on the matter to the President. The Provost will then communicate a final decision and the reasons therefor in writing to the Faculty. Having considered the recommendations above and considered the vote of the Faculty, the Provost will make a final written recommendation to the President on the matter. If the Provost disagrees with the Faculty recommendation, the Provost will forward the Faculty’s proposal to the President. The President will then transmit the above recommendation(s), along with the President’s independent recommendation, to the Board of Trustees for final action. If the Board of Trustees approves the discontinuation of the program or department, the President will charge the Provost, in consultation with the Faculty Personnel Committee, to recommend names of faculty members to be reduced. The President shall render the final decision on terminations for reasons of formal reduction or discontinuance of a degree or program area and shall notify the faculty member(s). Notice Notification of termination under Section 3.13.6 will be sent from the President to the faculty member by certified mail or personal delivery, with signature required for delivery. The notice will specify the reasons for such termination, the effective date of termination, the faculty member's right to retraining (if applicable), and right to an appeal. Appeal A tenured faculty member may appeal a proposed termination pursuant to the Faculty Grievance Policy. Such an appeal will be limited to whether the Termination Policy and procedures were adhered to and must be filed with Provost no later than fifteen (15) academic days from the receipt of notice of reassignment or termination. Benefits for Faculty Whose Positions Are Terminated Certain services and benefits are provided by the University to persons whose full-time tenured or probationary employment is terminated because of the elimination of their positions due to financial contingencies and program or department discontinuations. In what follows, "termination" refers to the ending date of an appointment which ceases because the position has been eliminated. Planning Assistance. One or more staff persons capable of providing career planning services will be available to work with terminated faculty, such services to include individual counseling, workshops, access to career literature, help with search skills, and contacts with alumni and other friends of the University. Reassignment and Retraining. Subject to a review of qualifications (see Section 3.5.2 - Faculty Qualification) and retraining possibilities (see Section 3.10.3 – Retraining Leave), faculty members in positions to be eliminated will be considered for suitable vacancies at the University in administrative or teaching positions before the University issues notice of its intention to terminate an appointment. Tenured faculty who will receive preference in such consideration over non-tenured faculty., may explore such possibilities before electing early retirement or as an alternative to receiving termination payments (see below). The Provost will coordinate the identification of possible alternative assignments and the review of individual qualifications, making known the applicable procedures. When no position is available within the University, with or without retraining, and the faculty member is not agreeable to any optional alternative courses of action (i.e., change in status to part-time), the faculty member’s appointment may be terminated. Medical Coverage. Normal medical coverage will remain in force at University expense through December 31 of the next academic year, and can be continued at the individual's expense in accordance with the Consolidated Omnibus Budget Reconciliation Act for the remainder of two years, after termination. Termination Payments. Current Handbook Text The University provides tenured faculty with termination payments to help offset costs of retraining and relocation in positions outside the University as well as to recognize services rendered. Such payments are made in lieu of providing unemployment compensation payments for such faculty. The plan is based in general terms on the system of severance payments under the University's early retirement plan, but involves payment on a foreshortened schedule and includes calculations involving years of service and the salary the person would have received for fulltime service in the year following termination. The termination payments for an eligible tenured faculty member are determined as follows: The calculation begins with the monthly rate of pay corresponding to 45% of the salary the individual would have received in the year following termination. Because the terminated individual will not pay Social Security taxes on the faculty member’s termination benefit, the rate in 1 is reduced by the FICA (Social Security) individual tax rate at the time of termination. The adjusted rate in 2 is hypothetically cumulated for 60 months (5 years), which total amount is then converted to an equivalent lump sum value by calculating its discounted present value (DPV) using the rate of interest on 5 year government securities in effect at the time of termination. The proportion of the lump sum value in 3 to which the individual is entitled is calculated as the proportion of 20 years the individual has served the University, this proportion not to exceed unity. This proportion is multiplied by the lump sum benefit of 3 to obtain the adjusted lump sum benefit. The adjusted lump sum benefit in 4 will be paid to the individual at a monthly rate equal to the individual's full salary rate that would have obtained in the year following termination reduced by the current FICA individual tax rate used in 2 above. The payments in 5 above will continue for as many months as the adjusted lump sum entitlement provides, discounted (adjusted upwards) for the lower value of future income payments using the rate in 3 above. The monthly payments will begin ordinarily with the academic year following the year of termination. If employment is obtained outside the University, severance payments from the University will be reduced one dollar for each two dollars per month earned in that employment. Alternative Model Text Termination Notice/Payment: Written notice or salary in lieu of notice that a faculty appointment has been terminated because of (1) a financial contingent situation or (2) the discontinuance of an academic program or department of instruction due to educational considerations will be given to the faculty member on the same schedule as for non-renewal (See Section 3.13.2.1 – Notification of Non-Renewal). On the recommendation of the Faculty Personnel Committee or the President, the Board of Trustees, in determining what, if any, payments will be made beyond the effective date of termination, may take into account the length and quality of service of the faculty member. Tuition Benefits. The same tuition benefits (OWU tuition remission and GLCA tuition exchange) available to children of tenured faculty shall be available to those already in college or high school (grades 9 through 12) at the time the tenured faculty parent or legal guardian is terminated. Other Benefits. No fringe benefits will be paid by the University except those specifically provided for in this policy.</s>

<s>[INST] Pre-Draft - Separation from Service.txt [/INST] Separation from Service Faculty members may end their employment relationship with the University through: resignation (Section 3.13.1) or retirement (Section 3.13.2). The University may end its employment relationship with a member of the faculty through: non-renewal of appointment (Section 3.13.3), dismissal for cause (Section 3.13.4), or termination (Section 3.13.5). This section of the Faculty Handbook sets out the procedures to be followed in such cases in order to preserve the rights and interests of both faculty members and the University. Resignation Resignation is a means of separation by which faculty members ends their employment relationship with the University either at or prior to the end of a contractual term. Faculty members intending to resign should notify the appropriate Dean in writing at the earliest possible opportunity. Except in unusual circumstances, members of the faculty intending to resign will be expected to serve to the end of an academic year. Faculty members may properly request a waiver of this expectation of notice in case of hardship or in a situation where they would otherwise be denied substantial professional advancement or other opportunity. Retirement Retirement is a means of separation by which faculty members ends their employment relationship with the University. Faculty members who intend to retire should submit a letter to the Provost stating their intention to retire and specifying an effective date. In consideration of the welfare of students and colleagues, a faculty member should provide notification to the University of intent to retire no less than nine (9) months prior to the effective date of the retirement. Nonrenewal of Appointment Nonrenewal of a regular or temporary nontenure full-time appointment to the teaching faculty may occur at the close of any contract period. Such nonrenewal occurs when the individual's work does not meet the applicable standards for reappointment or tenure as determined by the process of a faculty review or because the position occupied by the individual has been discontinued as provided for in Chapter V of this Handbook. Notification of Non-Renewal Written notice that a non-tenure full-time appointment is not to be renewed will be given to the faculty member as follows: not later than March 1 of the first academic year of service if the appointment expires at the end of that year; or, if a one year appointment is not renewed during an academic year, at least three months in advance of its expiration; not later than December 15 of the second academic year of service, if the appointment expires at the end of that year; or, if an initial two year appointment expires during the academic year, at least six months in advance of its expiration; not later than Commencement before the expiration of an appointment after two or more years in the institution. After completion of two years of service, nonrenewal of a regular non-tenure appointment to the teaching faculty will be accompanied by the offer of a one-year temporary appointment in the year following notification of nonrenewal. This period of employment is known as the terminal period as described in Section C.1.b. Policies and Procedures Governing Dismissal For Cause l. Dismissal Defined Dismissal is a severance action by which the University ends its professional relationship with a tenured or non-tenured faculty member for adequate cause. Dismissal may remove a member from service, for adequate cause, either at or before the end of a current appointment. Dismissal will not be used by the University to restrain faculty members in their exercise of academic freedom. 2. Adequate Cause Defined Except in those instances where there has been a final judicial determination of a faculty member's legal conviction on a felony charge or on a charge involving moral turpitude, a faculty member shall be dismissed for cause only if after a hearing according to the provisions set forth below, the preponderance of evidence shall establish the faculty member’s unfitness to teach because of: Incompetence: the faculty member either lacks, or is unwilling to demonstrate, the skills and abilities necessary to fulfill the duties of a faculty member, Continued neglect of duties in spite of written warnings, Lack of scholarly objectivity or integrity, Inability to perform the essential or inherent duties and responsibilities of a faculty position, with or without reasonable accommodation(s) by the University, upon exhaustion or declination of all authorized leaves, Serious misuse of the classroom or of academic prestige, or Gross personal misconduct rendering the faculty member unfit for association with students or colleagues (e.g., physical assault, sexual or unlawful discrimination or harassment, violation of standards of professional ethics or conduct in teaching, scholarship, and service, such as would evoke general condemnation from the academic community generally. The burden of proof to establish the existence of adequate cause for dismissal rests with the administration of the University. A faculty member accused of an action or actions that would constitute grounds for dismissal will be presumed innocent until adequate cause is established through a dismissal proceedings as described below. Note: The parties may mutually stipulate in writing to modify the timelines set forth below in extraordinary circumstances and for good cause shown in order to achieve full and fair evaluations or resolution of disputes. 3. Steps Prior to Dismissal A decision to seek dismissal of a faculty member will be preceded by: Consultation between the Provost and the faculty member toward the goal of achieving a mutually agreeable settlement, and Written notification to the faculty member of a statement of charges, framed with reasonable particularity, by the Provost. The Provost’s Consultation with the Faculty Member If the Provost has evidence that a faculty member has demonstrated or is demonstrating conduct that may constitute adequate cause for dismissal defined above, the Provost will meet with the faculty member to discuss the concerns and to consider the faculty member’s response. At the Provost’s discretion, the Provost may request further investigation into the matter by appropriate University staff or external agents before or after meeting with the faculty member. However, before moving beyond this stage, the Provost will afford the faculty member a reasonable opportunity to respond to any information that the Provost believes would constitute adequate cause for dismissal and, if possible, to arrive at a mutually agreeable settlement. 4. Notification to Faculty Member of Intent to Dismiss for Cause In those instances where a mutual resolution cannot be reached and the Provost deems it in the best interests of the University to recommend the dismissal of a faculty member's employment for cause, the following procedures shall apply: At least thirty (30) days prior to the date on which the Provost plans to present to the President of the University a recommendation for dismissal of a faculty member's contract, the Provost shall notify the faculty member of the intended action either by registered mail (return receipt requested) to the faculty member’s home address or personal delivery, with signature required for delivery. The Provost’s notification will set forth in specific terms the basis for the proposed action and inform the faculty member of the right to a formal hearing and adjudication of the case. An email will also be sent to the faculty member’s University email address notifying the faculty member of the fact that a notice required by this Policy has been sent by one of the methods described above. If the faculty member refuses to acknowledge the personal delivery or certified mailing by signature, the University will email the notice to the faculty member’s University email address, which shall be considered receipt of the notice. 5. Faculty Member's Right to a Hearing Assured At the faculty member’s request, a hearing will be held, provided that the accused faculty has, within 30 days of receipt of the original notification of intent from the Provost, provided the Provost with a written request for such a hearing. A faculty member who does not request a hearing within 30 days of receipt of the Provost’s correspondence waives all appeal and grievance rights pertaining to the dismissal action. If the faculty member fails to request a hearing within the 30 day deadline, the Provost will present to President of the University a recommendation that the faculty member be dismissed for cause. If the President concurs with the Provost’s recommendation, the President will notify the faculty member in writing of the effective date of dismissal. Such notice may be given either by registered mail (return receipt requested) to the faculty member’s home address or personal delivery, with signature required for delivery. An email will also be sent to the faculty member’s University email address. If the faculty member refuses to acknowledge the personal delivery or certified mailing by signature, the University will email the notice to the faculty member’s University email address, which shall be considered receipt of the notice. Dismissal will take effect in accordance with the terms specified in the notice of dismissal, a hearing will not take place, and the faculty member will have waived all rights to a hearing or appeal. If, on the other hand, the faculty member waives a hearing, but replies in writing either denying the charges or asserting that the charges do not support a finding of adequate cause, the hearing panel will evaluate all available evidence and rest its recommendation upon the evidence in the record. 6. Appointment, Composition and Duties of the Hearing Panel In every case where an accused faculty member requests a formal hearing, the President of the University will assemble from the full-time teaching faculty a Faculty Hearing Panel (“Panel”). The Panel shall consist of three (3) persons selected by the President from among the elected members of the Standing Faculty Committees for that year, two (2) members of the Faculty appointed by the President from a list of nominees submitted by the accused faculty member, and two (2) members of the Faculty appointed by the President from a list of nominees submitted by the Provost. The Panel shall select its own chair from among the participating members of the Standing Faculty Committees for that year. It is the duty of the Panel to: hear the charges against the faculty member, ascertain as nearly as possible all the relevant facts, deliberate upon the matters before it, and recommend to the President of the University a course of action not inconsistent with the highest academic, ethical, and moral ends of the University. 7. Interim Suspension of Faculty Member Under authority delegated to the President by the Board of Trustees (Code Article VII, Section 1B (1), the President, pending the outcome of a dismissal for cause hearing, may summarily suspended the faculty member upon a finding of the President that there is good cause to believe that the continued presence of the faculty member on campus would endanger the safety or well-being of the faculty member or the safety and well-being of students, other Faculty, staff, or University property. The faculty member's salary will continue during any suspension imposed by the President. 8. Pre-Hearing Conference The Panel will schedule and commence a pre-hearing meeting within ten academic days of being populated. Purpose: The purpose of the pre-hearing is to: Simplify the issues, Effect stipulations of facts, Provide for the exchange of documentary or other information, Achieve such other appropriate pre-hearing objectives as will make the hearing fair, effective, and expeditious, Hear any challenges brought by the faculty member or the Provost regarding the disqualification of a Panel member for bias or a conflict of interest. Notice: All parties shall be notified of the pre-hearing date at least five academic days in advance, and such notice shall include: A statement as to the appointment and members of the Panel, and A statement of the time, place, and nature of the pre-hearing. Committee Member Challenges: Challenges brought by the parties regarding the disqualification of a Panel member for a conflict of interest must be submitted on or before five academic days of the pre-hearing date. The chair of the panel shall decide any such challenge. If the chair is challenged for disqualification based on an alleged conflict of interest, the President shall decide the challenge. In the event of a disqualification, the President will appoint a replacement for each member so excused in advance of the hearing date. 9. Time and Place of Hearing The Panel shall issue notice to the parties and commence the hearing within ten academic days of the pre-hearing meeting. The hearings of the Panel shall be held on the Ohio Wesleyan University campus in Delaware at such a time and place as may be designated by the chair of the Panel, after consultation with the faculty member charged and the Provost. 10. Conduct of the Hearing In the conduct of its hearing, the Faculty Hearing Panel shall be guided by such rules of procedure as will be most likely to elicit pertinent and accurate information relative to the facts at issue. It is not intended that hearing adhere to legal procedures of a court. The chair of the Panel will conduct the proceedings and rule on all objections. The faculty member accused and Provost or other administrator assigned by the President to present the case for dismissal on behalf of the University will each be allowed to have outside legal aid (at the parties’ respective expense) and/or such faculty counsel as they may desire and shall have the right, directly or through counsel, to call and question witnesses in support of their case and to cross-examine all adverse witnesses presented. Upon request of the faculty member and at no personal cost, a daily copy of the record or a video or audio recording of the proceedings will be made available prior to the commencement of the proceedings for the following day. Recording failures that occur notwithstanding good faith attempts will not require a delay or affect the validity of the proceedings, but in such event the chair will prepare a written summary of the hearing. In the event that a deaf or hard of hearing person is involved in the hearing or is a witness, the University will provide and arrange for a sign language interpreter with comprehensive skills certification, if requested by the faculty member(s) or other participants who are deaf or hard of hearing. Likewise, at the completion of the hearing, the Panel will deliver to the faculty member at no personal cost a full and complete copy of the proceedings. and of the Hearing Panel's opinions and judgments, and recommendations to the President of the University. The chair of the Panel has discretion to grant adjournments to enable either party time for discovery, so long as such requests are reasonable and relate substantively to the hearing proceedings. Within ten academic days of the conclusion of the hearing, the Chair of the Panel will present to the President written findings of fact and recommendations as to the review of the faculty member's dismissal; copies must at the same time be sent to the faculty member and the Provost. The Panel’s report must contain recommendations regarding whether adequate cause for dismissal has or has not been established by the preponderance of the evidence. The Panel’s written findings of fact and recommendation will be based on a simple majority vote. Any dissenting opinions will be included in the written report. 11. President’s Review and Decision Within five academic days after receipt of the Panel’s findings and recommendations, the President, in light of the documented evidence and hearing record, will issue an independent written decision on the matter, with copies to the Panel, the faculty member, and Provost. If the President does not accept the Panel’s decision, the President will state the reasons for doing so in the written decision. If the President sustains the Panel’s recommendation that adequate cause to dismiss the faculty member does not exist, the matter will be concluded. If the President determines that additional consideration by the Panel is necessary, the President will remand the case back to the Panel with specific objections. If the President concludes that the administration has established adequate cause for a dismissal, but that a sanction(s) less than dismissal or suspension would be more appropriate, the sanction(s) and effective date of sanction(s) will be stated in the President’s letter to the faculty member with supporting reasons. If the President concludes that adequate cause for a dismissal exists and that dismissal or suspension is appropriate, the effective date of termination or suspension will be stated in the President’s letter to the faculty member. On written request of the faculty member, the President shall transmit to the Board of Trustees the record of the case, the full report of the Panel, and the President’s recommendation in accordance with Step 12 below. The faculty member’s request to a review by the Board of Trustees must be made in writing to the President within five academic days of receiving the President’s letter of termination or suspension. 12. Faculty Member's Right to Appeal If the recommendations of the Faculty Hearing Panel which are adverse to the faculty member are accepted by the President with a recommendation to the Board of Trustees or its Executive Committee that the faculty member be dismissed for cause, the faculty member accused may request and shall be entitled to a review of the case before the Board of Trustees or its Executive Committee or a special committee designated by one of these bodies. If requested by the faculty member, a review of the case before the Board of Trustees, its Executive Committee, or a special committee designated by either will be based upon the record made before the Faculty Hearing Panel and shall not constitute a rehearing of the evidence. However, the faculty member accused and/or their counsel, as well as the administration’s representative(s), will be given the opportunity to present oral arguments on such review. The reviewing committee, in its discretion, may consider newly discovered evidence as part of its deliberations. The Board of Trustees or its designated committee may approve the faculty member’s dismissal, disapprove the faculty member’s dismissal, recommend to the President a lesser penalty if it believes that the conduct of the faculty member is sufficiently grave to justify such a sanction, or direct that further proceedings take place. The final decision of the Board of Trustees or its designated committee shall not be subject to review. If the Board of Trustees or its designated committee approves dismissal or recommends a lesser penalty to the President, the President is responsible for carrying out the Board’s decision. 13. Panel Hearings Closed The hearing proceedings of the Panel shall be closed to all but the parties involved, their advisers and aides, provided always that the National Office of the American Association of University Professors may have an official observer present during the hearings. 14. Salary for Faculty Member Dismissed for Cause Current University Text A faculty member dismissed for cause under the foregoing hearing procedure shall in every instance be paid his or her salary for one full year from the date of notification that the President has accepted the Panel's recommendations of dismissal in 6 above. Alternative Model A faculty member whose contract is terminated due to inability to perform the essential functions of the position due to physical or mental illness shall receive notice or normal salary in accordance with Section 3.13.3. If the faculty member’s contract, however, is terminated due to a legal conviction on a felony charge or on a charge involving moral turpitude, incompetence, continued neglect of University duties and responsibilities, lack of scholarly objectivity or integrity, serious misuse of the classroom or of academic prestige, or gross personal misconduct, there are no requirements for provision of either notice or severance salary. Policies and Procedures Governing Imposition of Sanctions Other than Dismissal for Cause Current University Policy Major Sanctions There may be instances in which the conduct of a faculty member, although not constituting adequate grounds for institution of dismissal proceedings, is nevertheless sufficiently inappropriate as to warrant imposition of a major sanction, such as suspension from service for a stated period without pay. A major sanction may be imposed only as a result of the due process proceeding specified in 1 through 12 of Section 3.13.3 above, the policies and procedures of which will apply with the proposed major sanction being substituted for dismissal throughout. The conduct judged by due process proceedings to be "sufficiently inappropriate" (above) shall be confined to the areas of professional incompetence, neglect of obligations and responsibilities as set forth in the Handbook or faculty legislation, and gross personal misconduct. It is understood that major sanctions shall not be imposed to deny, restrict, or otherwise inhibit the exercise of academic freedom, as specified in the 1940 AAUP Statement of Principles of Academic Freedom and Tenure. The President, Provost, Faculty Personnel Committee, and the Hearing Panel (if it is brought to bear) have joint responsibility for assuring that major sanction proceedings are neither initiated nor pursued in violation of academic freedom. Minor Sanctions If the Provost believes that the conduct of a faculty member warrants imposition of a minor sanction such as, but not limited to, a written reprimand, the Provost will, after informal consultation with the Faculty Personnel Committee, notify the faculty member of the basis for the proposed sanction and provide the individual with an opportunity to persuade the Provost that the proposed minor sanction letter of reprimand should not be sent implemented. A faculty member who believes that a minor sanction has been unjustly imposed may petition file a grievance with the Faculty Executive Committee Faculty Personnel Committee to seek the rescinding of the reprimand in accordance with the Faculty Grievance Policy (see Section --). The provisions protecting academic freedom relative to major sanctions apply to minor sanctions as well. Alternative Model Informal Action If the Provost receives or initiates a complaint about a faculty member involving alleged professional incompetence, neglect of obligations and responsibilities as set forth in the Handbook, or gross personal misconduct, the first step should be for the faculty member and Provost to determine whether the complaint appears to have merit and then to address the matter informally through conversation and mentoring, provided the nature of the complaint permits informal resolution. Informal actions in response to a complaint may include, but are not limited to: clarification of the standards of conduct written warning recommendation for counseling or mentoring monitoring of the situation support for self-help mediation by a third party. Note: Allegation of sexual harassment or discrimination rendered against a faculty member will be investigated and resolved in accordance with either the University’s Title IX and Sexual Harassment Policy or the Non Title IX, Sexual Misconduct Policy as determined by the Title IX administrator(s). Sanctions If the faculty member persists in failing to correct the behavior that has elicited the complaint, or if the basis of the complaint is sufficiently serious in the judgment of the Provost to warrant immediate formal action, the Provost will informally consult with the Faculty Personnel Committee regarding the proposed disciplinary sanction. The Provost may then either issue another warning letter, impose a sanction(s), or end the matter. If the Provost imposes a sanction(s), the Provost will notify the faculty member of the basis for the proposed sanction and provide the individual with an opportunity to persuade the Provost that the proposed sanction should not be implemented. When the disciplinary action involves the imposition of a minor sanction--such as a written reprimand, denial of specific faculty privileges such as sabbatical, or removal from committee assignments or administrative duties--the faculty member may grieve the imposition of the sanction in accordance with the policies and procedures in Section --. If the Provost believes that the conduct of a faculty member is sufficiently grave to justify suspension or dismissal, the faculty member shall have an opportunity of a hearing in accordance with the procedures set forth in Section 3.13.3. Termination Current University Text 1. Termination Defined Termination is a severance action by which the University ends the service of a probationary faculty member before the expiration of a contract, or of a tenured faculty member at any time, without prejudice. 2. Causes for Termination Prolonged mental or physical illness or The elimination of faculty positions are the only causes for termination of faculty. a. Prolonged Mental or Physical Illness Termination for medical reasons of an appointment with tenure, or of a nontenured appointment before the end of the contract period, will be based on clear and convincing medical evidence that the individual cannot continue to fulfill the terms and conditions of the appointment. The decision to terminate will be made by the President only after there has been appropriate consultation with the individual's department and the Faculty Personnel Committee, and after the individual, or someone representing the individual (say, a family member), has been informed of the basis of the proposed action and been afforded an opportunity to present the individual's position and to respond to the evidence. If the individual so requests, the Faculty Personnel Committee will review the matter and report its conclusions to the President before the President makes the final decision and notifies the faculty member. Prior to the President's final decision, the individual concerned may, if eligible, elect to retire under the early retirement program with such severance payments as that program entails, making moot the matter of separation. Or the individual may be eligible for salary continuation or insurance payments under the University's disability program. Finally, upon the President's final decision to terminate the faculty member's appointment for medical reasons, the individual will receive earned salary or severance pay for three months from that date if the decision has been reached within the individual's first six months of service, for six months if the decision has been reached after six months but before 18 months of service, and for one academic year (nominal nine months) if the decision has been reached after 18 months of service. b. Elimination of Faculty Positions Termination of a faculty appointment may occur through the elimination of a position by means of (1) the conclusion of a term appointment and the discontinuation of the position, (2) review of a tenure track position and discontinuation of the position, as provided for in Chapter V of this Handbook. Written notice or salary in lieu of notice at the discretion of the University that a faculty appointment has been terminated due to elimination of a position will be given to the faculty member on the same schedule as for non-renewal (See Section 3.13.2.1 – Notification of Non-Renewal), except that for the final year of a term position the initial contract letter specifying the termination of the position shall constitute notice of termination. Notification of a decision to continue the position will be provided as soon as it is made. Alternative Model 1. Termination Defined Termination is a means of separation by which the University ends its employment relationship with a tenured faculty member or, prior to the end of the term of appointment, with a tenure-track faculty member. 2. Causes for Termination Termination may occur because of (1) a financial contingent situation or (2) the discontinuance of an academic program or department of instruction due to educational considerations. a. Termination Due to Financial Contingencies and Resource Allocation Termination of a tenured faculty member or, prior to the end of the term of appointment, of a tenure-track faculty member may occur because of the declaration of a financial contingent situation as described below. Criteria The criteria to be employed in financially contingent situations in allocating resources to University programs and services fall under three headings: Mission, Cost Effectiveness and Marketability, and Quality. These will at times compete and at other times converge. If and when Ohio Wesleyan University meets contingencies that require institutional contraction, these sets of criteria will be used in complementary fashion as guidelines. The order of their enumeration should not be taken to indicate their order of priority. Neither should it be presumed that all three will be weighed equally in making particular decisions. Particular circumstances may encourage the assignment of greater weight to one or another in particular cases, even though in financially contingent situations it is to be expected that fiscal pressure may emphasize reference to the criterion of cost effectiveness. What is important is that the campus community, in considering contingency reductions, identify and grapple directly with what are likely to be very difficult choices from among options that all carry significant costs and/or benefits in terms of Mission, Cost Effectiveness and Marketability, and Quality. The objective must be to arrive at wise judgments. MISSION Because Ohio Wesleyan University is a specific private university with a specific heritage, a major consideration associated with any reduction or change in size will be to preserve its essential character by maintaining those programs and activities judged to be more central to that character. To do so will require reference to several questions. How closely does the program or service in question fit the stated mission of Ohio Wesleyan University? How importantly does it contribute toward a non-curricular campus ambience vital to Wesleyan's liberal arts heritage? Is it essential in serving other programs? COST EFFECTIVENESS & MARKETABILITY Attentiveness to the cost effectiveness and marketability of programs and services is a key characteristic of a well-run institution. Cost-effectiveness must be one guideline in determining staffing levels and whether or not to maintain programs or services. The University must therefore be sensitive to the constituencies it serves and to their preferences. While Ohio Wesleyan cannot mindlessly add or subtract staff or programs or services to track short-term fluctuations in cost effectiveness, neither can it ignore longer term or more profound shifts as it decides which subject areas, programs, or services to maintain and at what staffing levels. It must ask what is the relationship between direct expenses and revenues in a given area? What is the actual and relative cost of a graduation unit (or, in the case of non-academic areas, other service unit)? What is the trend line for both, and for enrollments and student/staff ratio? Is the program or service a "native recruiter?" Is it duplicative? What is the present and future demand for the program among existing and protentional student populations as measured by labor market projections, external stakeholder feedback, and national and state policy/economic projections and placement data? QUALITY Since the primary purpose of Ohio Wesleyan University is to provide excellent instruction in the liberal arts and selected career options, and comparable quality in non-academic services, it must consider program or service quality in making program, service, and staffing decisions. In dealing with any financially contingent situation, it will seek to retain its best personnel, programs, and services, as one top priority. It will strive to adjust programs and services and retain or retrain individuals so as to maintain the best possible teaching and learning environment. Major issues associated with this guideline are complex and difficult. Among them are the following: Is the program or service and its staff generally perceived by Faculty (staff, where non-academic services may be involved) and students to be of high quality? Do students, in or associated with it, perform throughout the University at average or higher levels? Is the staff versatile as well as strong? The guidelines of Mission, Cost Effectiveness and Marketability, and Quality are contradictory. Any one of them used exclusively could lead to very serious imbalances in the focus and operation of the University. Recognition that each of these three needs to be considered and that each provides an outward boundary for the decision process will encourage an intelligent and equitable response to financially contingent situations as well as to ordinary conditions. Making Contingency Decisions If financially contingent situations require reductions in personnel and/or programs or services, the University will balance a need for timely action with the need for shared decision-making. In both determining whether such a situation exists and in shaping difficult decisions that contingencies might require, the President will engage in extensive consultation with appropriate faculty committees, administrators, and where conditions allow, students, before making a recommendation to the Board of Trustees. The Board of Trustees retains ultimate authority for declaring that a financial contingency situation exists. Responsibility for framing a proposal for program or services and/or personnel reductions to deal with a financial contingency will rest with the President. The proposal, when it pertains to academic programs and/or personnel, will be referred to the Committee on Academic Programs as to curricular impact, to the Academic Planning and Allocation Committee as to the implications for the academic plan, to the Faculty Personnel Committee as to personnel implications, and to the affected programs. When the proposal pertains to non-academic programs, services, and/or personnel, it will be forwarded to the Governance Committee and the Senior Leadership Team Cabinet for consideration. These bodies will hold hearings as part of their deliberations. At the discretion of the President, an advisory student committee may also be created. These groups will severally consider the proposal(s) and in doing so may consult widely with faculty, students, and, where appropriate, with staff. They are to complete their deliberations within 30 calendar days of receipt of the President's proposal(s) and report their findings and recommendations to the President immediately upon finishing their deliberations. They may recommend acceptance, alteration, or otherwise, of the President's proposal(s). If and when they are unable to achieve concurrence with the President, and the President yet judges that reductions must be made, the President will report to the Board of Trustees the proposed course of action. If there is a difference of views between the President and the committees, the President will ensure that the committees' proposals are forwarded to the Trustees with the President’s proposal(s). The Board of Trustees retains ultimate authority for approving proposals as to program and position reductions and terminations responding to financial contingency situations. After the completion and implementation of decisions for institutional contraction to deal with financial contingencies, the President will make available to the campus community a full report on the actions taken. b. Program or Department Discontinuance Due to Educational Decisions Termination of an appointment with tenure, or of a probationary faculty member before the end of the specified term, may occur as a result of the formal discontinuance of a program or department of instruction due to educational considerations not related to a financial contingent situations. Criteria The decision to discontinue an academic program or department of instruction will be based on long-range judgements that the educational mission of the University as whole will be enhanced by the discontinuance of an academic program or department. Such a decision will not be based upon cyclical or temporary variations in enrollment. Rather, the criteria of Mission, Cost Effectiveness and Marketability, and Quality will inform the University’s decision (see Financial Contigencies and Resource Allocation above). For purposes of this policy, departments are defined as an academic department or unit of instruction offering majors and minors that existed prior to the decision to discontinue them. The term program means a group of courses leading to a major or minor, a sequence of courses with a common prefix, a service, or support area, or any curriculum area identified as such. Making Academic Program or Department Discontinuation Decisions A proposal to discontinue an academic program or department is reviewed according to the following procedures: A proposal may be initiated by the Committee on Academic Program, the Provost, the President, or the Board of Trustees. Upon receipt of a proposal, the Provost shall call together a joint committee, comprising the Committee on Academic Programs and the Academic Planning and Allocation Committee (hereinafter referred to as the Joint Committee), which shall evaluate the proposal considering criteria used in the normal, periodic review of academic programs and departments. As part of the evaluation, the Joint Committee will consult with the faculty of the impacted program or department. At the discretion of the President, an advisory student committee may also be created. The recommendations of the Joint Committee concerning discontinuance of an academic program or department will be reported to the Faculty as a whole for review. The Faculty will then make a final recommendation on the matter to the Provost. In the event the Provost disagrees with the Faculty’s recommendation, the Provost will meet with the Faculty to discuss the reasons for such disagreement, before making a final recommendation on the matter to the President. The Provost will then communicate a final decision and the reasons therefor in writing to the Faculty. Having considered the recommendations above and considered the vote of the Faculty, the Provost will make a final written recommendation to the President on the matter. If the Provost disagrees with the Faculty recommendation, the Provost will forward the Faculty’s proposal to the President. The President will then transmit the above recommendation(s), along with the President’s independent recommendation, to the Board of Trustees for final action. If the Board of Trustees approves the discontinuation of the program or department, the President will charge the Provost, in consultation with the Faculty Personnel Committee, to recommend names of faculty members to be reduced. The President shall render the final decision on terminations for reasons of formal reduction or discontinuance of a degree or program area and shall notify the faculty member(s). Notice Notification of termination under Section 3.13.6 will be sent from the President to the faculty member by certified mail or personal delivery, with signature required for delivery. The notice will specify the reasons for such termination, the effective date of termination, the faculty member's right to retraining (if applicable), and right to an appeal. Commitment to Reinstate Terminated Ranked Faculty Members In all cases of termination of appointment because of financial contingency, the place of the faculty member concerned will not be filled by a replacement within a period of three years, unless the released faculty member has been offered reinstatement and at least thirty days in which to accept or decline it. Appeal A tenured faculty member may appeal a proposed termination pursuant to the Faculty Grievance Policy. Such an appeal will be limited to whether the Termination Policy and procedures were adhered and must be filed with Provost no later than fifteen academic days from the receipt of notice of reassignment or termination. Benefits for Faculty Whose Positions Are Terminated Certain services and benefits are provided by the University to persons whose full-time tenured or probationary employment is terminated because of the elimination of their positions due to financial contingencies and program or department discontinuations. In what follows, "termination" refers to the ending date of an appointment which ceases because the position has been eliminated. Planning Assistance. One or more staff persons capable of providing career planning services will be available to work with terminated faculty, such services to include individual counseling, workshops, access to career literature, help with search skills, and contacts with alumni and other friends of the University. Reassignment and Retraining. Subject to a review of qualifications (see Section 3.5.2 - Faculty Qualification) and retraining possibilities (see Section 3.10.3 – Retraining Leave), faculty members in positions to be eliminated will be considered for suitable vacancies at the University in administrative or teaching positions before the University issues notice of its intention to terminate an appointment. Tenured faculty who will receive preference in such consideration over non-tenured faculty., may explore such possibilities before electing early retirement or as an alternative to receiving termination payments (see below). The Provost will coordinate the identification of possible alternative assignments and the review of individual qualifications, making known the applicable procedures. When no position is available within the University, with or without retraining, and the faculty member is not agreeable to any optional alternative courses of action (i.e., change in status to part-time), the faculty member’s appointment may be terminated. Medical Coverage. Normal medical coverage will remain in force at University expense through December 31 of the next academic year, and can be continued at the individual's expense in accordance with the Consolidated Omnibus Budget Reconciliation Act for the remainder of two years, after termination. Termination Payments. Current Handbook Text The University provides tenured faculty with termination payments to help offset costs of retraining and relocation in positions outside the University as well as to recognize services rendered. Such payments are made in lieu of providing unemployment compensation payments for such faculty. The plan is based in general terms on the system of severance payments under the University's early retirement plan, but involves payment on a foreshortened schedule and includes calculations involving years of service and the salary the person would have received for fulltime service in the year following termination. The termination payments for an eligible tenured faculty member are determined as follows: The calculation begins with the monthly rate of pay corresponding to 45% of the salary the individual would have received in the year following termination. Because the terminated individual will not pay Social Security taxes on the faculty member’s termination benefit, the rate in 1 is reduced by the FICA (Social Security) individual tax rate at the time of termination. The adjusted rate in 2 is hypothetically cumulated for 60 months (5 years), which total amount is then converted to an equivalent lump sum value by calculating its discounted present value (DPV) using the rate of interest on 5 year government securities in effect at the time of termination. The proportion of the lump sum value in 3 to which the individual is entitled is calculated as the proportion of 20 years the individual has served the University, this proportion not to exceed unity. This proportion is multiplied by the lump sum benefit of 3 to obtain the adjusted lump sum benefit. The adjusted lump sum benefit in 4 will be paid to the individual at a monthly rate equal to the individual's full salary rate that would have obtained in the year following termination reduced by the current FICA individual tax rate used in 2 above. The payments in 5 above will continue for as many months as the adjusted lump sum entitlement provides, discounted (adjusted upwards) for the lower value of future income payments using the rate in 3 above. The monthly payments will begin ordinarily with the academic year following the year of termination. If employment is obtained outside the University, severance payments from the University will be reduced one dollar for each two dollars per month earned in that employment. Alternative Model Text Termination Notice/Payment: Written notice or salary in lieu of notice that a faculty appointment has been terminated because of (1) a financial contingent situation or (2) the discontinuance of an academic program or department of instruction due to educational considerations will be given to the faculty member on the same schedule as for non-renewal (See Section 3.13.2.1 – Notification of Non-Renewal). Notification of a decision to continue the position will be provided as soon as it is made. On the recommendation of the Faculty Personnel Committee or the President, the Board of Trustees, in determining what, if any, payments will be made beyond the effective date of termination, may take into account the length and quality of service of the faculty member. Tuition Benefits. The same tuition benefits (OWU tuition remission and GLCA tuition exchange) available to dependents sons and daughters of continuing (tenured) faculty shall be available to those already in college or high school (grades 9 through 12) at the time the tenured faculty parent or legal guardian is terminated. Other Benefits. No fringe benefits will be paid by the University except those specifically provided for in this policy.</s>

<s>[INST] Pre-Draft 2 - Faculty Compensation.txt [/INST] Faculty Compensation Salary Administration Salary administration for members of the full-time faculty is developed in accordance with the following guidelines: The Board of Trustees establishes the percentage of the University budget to be used for faculty salaries. The Board of Trustees bases its decision on the recommendation of the President, who consults with the Committee on University Governance in developing an annual budget proposal for faculty salary adjustments and/or increases. The method for the annual distribution faculty salary pool dollars, which is based on the Board of Trustee’s established budget percentage, is set forth in Section – below. The Provost shall make available to the faculty a summary of full-time ranked faculty salaries for the current academic year; this summary will identify the range and median salary of faculty at each rank. Payroll and Direct Deposits Faculty salary payments are made in accordance with the Human Resources payroll calendar. Please refer to Human Resources for current University policy regarding direct deposits, salary deductions, and other compensation policies applicable to all employees of the University. One-twelfth of the annual salary will be paid each month on the first day following the month in which the salary has been earned. If the first of the month is on Saturday or Sunday, payroll checks will be distributed on the preceding Friday. Checks for the month of December will always be paid on the first working day of the new year. This provision is made for income tax purposes so that one does not have thirteen paychecks in a calendar year. Prior to the completion of an academic year, the faculty member will receive written official notice from the Provost regarding the following year's appointment. If an offer of employment is made for the following year (for those faculty members who have not received tenure), this information as well as the salary terms for the next year are included. To accept, the faculty member signs and returns one copy to the Office of the Provost. This action constitutes a mutual agreement, binding upon both parties for the period involved. The payroll is prepared by the Payroll Human Resources Office and any questions of a specific nature, including but limited to salary deductions, should be referred to that source. Salary Guidelines for Initial Appointment Guidelines for starting salaries for full-time faculty are approved by the Board of Trustees on a periodic basis upon the recommendation of the President. The Provost, in consultation with the Faculty Personnel Committee, develops proposed salary guidelines for the President’s approval based on an examination of recent national salary data from institutions similar to Ohio Wesleyan University for various ranks and disciplines. Upon the Board of Trustee’s approval, the salary guidelines are reported to all faculty. Salary Guidelines for Continuing Appointments The following general principles govern salary increments for full-time faculty, subject always to the availability of financial resources for such purposes. All faculty members in good standing should be able to advance at regular intervals from their starting salaries. There should be recognition for outstanding accomplishment which takes the form of merit raises and promotions, based on known criteria, and arrived at by methods which are as objective as possible. Full-time faculty members shall be eligible for consideration for merit increments every third year beginning with their third year of service. As a means of implementing the above principles, the following sequence is applied with reference to the allocation of money approved by the Board of Trustees annually for faculty salary increments. To provide promotions,To provide increments in salary that are equal in percentage for all full-time faculty. To provide merit increments, and To provide increments in salary that are equal in percentage for all full-time faculty. Increments in salary for each item in the above sequence above shall be is established the allocated annually by the Provost, in consultation with the Faculty Personnel Committee and announced to all faculty. Per Course Rate of Compensation The per course rate of compensation for per-course, overload, and summer school teaching is be determined annually by the Provost, in consultation with the Faculty Personnel Committee, based on the percentage of the University budget approved by the Board of Trustees to be used for faculty salaries.</s>

<s>[INST] Pre-Draft 2 - Faculty Recruitment.txt [/INST] Faculty Recruitment, Initial Appointment, and Placement in Rank Ohio Wesleyan University seeks to recruit and appoint candidates who: Demonstrate a willingness to commit to and support the University’s mission, aims, and values, Meet the qualifications specified in the position description, Are committed to diversity, equity, and inclusion and value teaching students from diverse backgrounds (e.g., first-generation students, students from low-income families, students of color, LGBT students, students with disabilities), and Have potential for excellence in teaching, scholarship or creative work, and service to the University. Position Authorization Before any search may begin, the position must be authorized by the President in accordance with the Initial Authorization of Positions Policy (see Chapter V, Section 5.2.1). Search Procedures When the President authorizes a search for a new full-time faculty member, the procedures published in the Faculty Search Guide shall be employed. The Faculty Search Guide is available on the Academic Affairs’ website. Key details of the search process as summarized below: Constituting the Search Committee Search committees should strive to be diverse with regard to gender, race, ethnicity, sexual orientation and identity inasmuch as that is possible. The final composition of the search committee must be approved by the Provost, in consultation with the Academic Planning and Allocation Committee. Each search committees must include an external Inclusion Advocate trained to help the committee evaluate candidates fairly and who functions as a voting member of the committee. In general, Search Committees will be made up of those members who will be working with a new colleague into the future. Retiring faculty may not be voting members of the committee. Search Committees should also include representation from at least two students, who will act as non-voting members. All members of the Search Committee are required to complete an online training module in order to serve on the committee. The role of the search committee is to engage in an active search. Launching the Search and Development of Search Plan When the search committee is ready to begin its work, the search committee chair will schedule an initial search committee meeting to develop a search plan, establish a timeline for the search, and select criteria and procedures for screening, interviewing candidates, and keeping records. All search plans must be approved by the Provost. Advertisements All advertisements must include a description that the position is part of a cluster of positions with which Ohio Wesleyan seeks to further diversify its curriculum and faculty; a description of Ohio Wesleyan University, a diversity/inclusion statement, required documents, and instructions how to apply. Evaluation of Candidates and Creation of Short List Search Committees should evaluate candidates using agreed-upon criteria. Once the search committee has evaluated candidates, they should rank order candidates on a short list. At this point, Search Committees will evaluate the list to ensure that they will be interviewing a diverse pool of candidates. Short lists must be submitted to the Provost, who will notify the search chair once the list of candidates has been approved to ensure that the process has been as inclusive as possible. Preliminary Candidates on the short list will be invited to a virtual interview. Once these interviews have been completed, search chairs will update the Selection Report and re-share with the Provost. The Selection Report must be approved by the Provost before finalists is invited to campus for interviews. The typical finalist pool includes three candidates. Departments are not authorized to bring in a fourth finalist without prior approval of the Provost. Campus Interviews Campus interviews are arranged by the hiring department in conjunction with the Provost's Office. At a minimum, all final candidates must be interviewed by the individuals set forth in the most current iteration of the Faculty Search Guide. During these interviews, candidates will be notified that any job offer is contingent upon successful completion of employment eligibility verification, background, academic credential and/or or tested experience verification, and reference checks, as well documentation of U.S. citizenship or appropriate visa status and work authorization. Moreover, notice of the availability of the University’s Annual Security Report will be provided to the interviewees if the position was externally advertised. Final Selection Following the campus interviews, the search team will discuss the interview results and “rank” the candidates according to the ranking method(s) outlined in the approved search plan. Search Chairs will submit the final rankings to the Provost and recommend a candidate to hire, but they may not make the final decision. Prior to submitting a final candidate, the committee must verify that the candidate meets or exceeds the Higher Learning Commission (“HLC”) Assumed Practice B.2 requirements for faculty qualifications (see Section 3.5.5). A final candidate must be approved by the Provost before an offer of employment is made to the candidate. Offer With the approval of the Provost, the Search Chairs may phone candidates to let them know to expect a formal offer from the Provost. Written employment offers may only be generated by the Provost Office. Rank and Salary of Initial Appointment Initial appointment to the full-time teaching faculty of Ohio Wesleyan shall be at a rank and salary commensurate with the individual's training in terms of degree or equivalents and the extent of experience in terms of the number of years of successful higher education teaching or its equivalent. The salary of initial appointment at each rank shall be within a narrow range established by the Provost in consultation with the Faculty Personnel Committee and reported to all faculty. Salary at the time of a faculty member’s initial appointment shall be within the salary guidelines approved by the Board of Trustees (see Section 3.12.1.3) and determined as a result of negotiation between the individual faculty member and the Provost. Such factors as education, training, experience, impact, and equity will be considered in determining the faculty member’s appropriate salary level. Prior Service Credit After receiving and considering recommendations from the search committee, the Provost may award credit toward fulfillment of tenure for faculty appointed to tenure-track positions. The decision to grant prior service credit shall take into account the relevancy of the prior service to the University’s needs, the type of institution(s) at which service was provided, and the nature of the position being filled by the faculty member. Evidence as to the quality of the prior service shall be entered into the individual's permanent personnel. A maximum of two years of prior service credit may be awarded; exceptions to this maximum may be approved by the Provost after receiving and considering a recommendation from the Faculty Personnel Committee. The amount of credit awarded will be stated in the faculty member’s initial contract of employment. Faculty Qualifications The University adheres to Higher Learning Commission (“HLC”) Assumed Practice B.2 requirements for faculty qualifications. At Ohio Wesleyan, faculty qualifications are determined primarily by educational credentials, although exceptions to graduate work can be made for persons the University determines have additional certifications and/or significant work experience. Qualifications Based on Academic Credentials When determining acceptable academic credentials of its faculty, the University will require the following as evidence of acceptable academic qualifications: Tenure Track faculty members are expected to have earned the highest degree appropriate for their discipline (typically a PhD, though in some fields a terminal master’s degree is appropriate). Faculty who have not completed all of the requirements for the culminating degree in the discipline may be hired at the Instructor rank, but are expected to complete their degree within the first year of their employment. When the culminating degree in the discipline has been completed, the faculty member’s rank will be immediately advanced to Assistant Professor. Term and part-time faculty members will normally be expected to have earned at least a master’s degree in the discipline that they will be teaching, or a master’s in another related discipline, with at least 18 semester hours of graduate work in the discipline that they will be teaching. Note: Term or part-time faculty teaching laboratory sections or other class meetings (similar to recitations) who are not the primary instructor for the course may supervise student learning, but not design the learning experiences. In these circumstances the instructor may have less than 18 semester hours of graduate work in the discipline, as they would be functioning as graduate assistants do at research institutions. Such instructors will be supervised and mentored by full-time tenure track or tenured faculty. Qualifications Based on Tested Experience The Higher Learning Commission recognizes that “tested experience” may substitute for an earned credential or portions thereof. Therefore, exceptions to the specified graduate work above can be made for persons the University determines have additional certifications and/or significant work experience equivalent to the degree it would otherwise require for the faculty position. Such experience must include a breadth and depth of experience outside of the classroom in real-world situations relevant to the discipline in which the faculty member will be teaching. Candidates whose eligibility is based on a combination of credentials and tested experience must hold at least the lesser degree (i.e., a degree one level lower than those indicated above) and appropriate experience. In these cases, Department Chairs, after consultation with department faculty who teach related courses, must submit a written request to the Provost explaining how the individual meets qualification requirements. The Provost will approve or deny assigning the course(s) to the proposed faculty member. Current University Guidelines The following guidelines may be used in the approval process: Certifications such as a CPA can substitute for an advanced degree when the content knowledge and skill level required to pass the certification is related to at least 75% of the content of the course(s) that will be taught. Alternatively, a minimum of five years’ work experience is expected in a field related to the course(s) that will be taught. In addition, skills and information needed for 75% of the course content should have been used by the potential non-credentialed candidate in their work setting. Term or part-time faculty teaching laboratory sections or other class meetings (similar to recitations) who are not the primary instructor for the course may supervise student learning, but not design the learning experiences. In these circumstances the instructor may have less than 18 semester hours of graduate work in the discipline, as they would be functioning as graduate assistants do at research institutions. Such instructors will be supervised and mentored by full-time tenure track or tenured faculty. Alternative Guidelines Model Text The following guidelines may be used in the approval process: Professional Experience –a minimum of five years of professional experience as evidenced by job title, or a minimum of three years of supervisory experience over professionals in the field Professional Accomplishment –additional evidence of exemplary work and accomplishment as a practitioner Clinical and Student Teaching Credentials – Appropriate licensure, registration, and/or certification for the discipline and nature of the assignment Third-party Credential – High-level industry certification, such as the CPA, resulting from rigorous training and at least five years of experience working in the field Artistic talent – Validation of expertise, ability, and talent through publications or wide and public acclaim Proficiency in a foreign language – Demonstration of qualifications as native or superior proficiency in a foreign language (for lower-level courses only) Pedagogical training – Evidence of training specifically related to the course or discipline. Documentation Any appointment offer is contingent upon verification of the candidate’s required academic credentials or tested experience. The candidate is responsible for having the official transcript(s) confirming the highest degree sent directly from the institution to Academic Affairs. The candidate may also be required to verify other licensures or certifications as may be applicable. Documentation received in response to such a request will be placed in the faculty member’s personnel file. With the exception of foreign academic credentials, only course work and degrees granted by a regionally accredited college or university will be accepted for credentialing purposes. In the event the institution ceases to exist and there are no records or method of verification, references to support academic course work must be provided by candidate. In those instances where a candidate holds a degree and/or graduate credit hours from an institution in another country that is not accredited by regional accrediting agency, it will be necessary for the individual to obtain an independent evaluation of the teaching credentials. The evaluation must be completed by an evaluation service acceptable to the University. Costs, if any, associated with this service will be the responsibility of the candidate. Appointment of Foreign Nationals The appointment of a foreign national to a faculty position at Ohio Wesleyan University is contingent upon the appointee’s continuing ability to comply with verification requirements of the Immigration Reform and Control Act of 1986. Loss of appropriate authorization to work in the United States may result in automatic termination of the faculty appointment, regardless of the kind of position or appointment.</s>

<s>[INST] Pre-Draft Faculty Compensation.txt [/INST] Faculty Compensation Salary Administration Salary administration for members of the full-time faculty is developed in accordance with the following guidelines: The Board of Trustees establishes the percentage of the University budget to be used for faculty salaries. The Board of Trustees bases its decision on the recommendation of the President, who consults with the Committee on University Governance in developing an annual budget proposal for faculty salary adjustments and/or increases. The method for the annual distribution faculty salary pool dollars, which is based on the Board of Trustee’s established budget percentage, is set forth in Section – below. The Provost shall make available to the faculty a summary of full-time ranked faculty salaries for the current academic year; this summary will identify the range and median salary of faculty at each rank. Payroll Period One-twelfth of the annual salary will be paid each month on the first day following the month in which the salary has been earned. If the first of the month is on Saturday or Sunday, payroll deposits will take place on the preceding Friday. Deposits for the month of December will always be paid on the first working day of the new year. This provision is made for income tax purposes so that one does not have thirteen paychecks in a calendar year. Prior to the completion of an academic year, the faculty member will receive written official notice from the Provost regarding the following year's appointment. If an offer of employment is made for the following year (for those faculty members who have not received tenure), this information as well as the salary terms for the next year are included. To accept, the faculty member signs and returns one copy to the Office of the Provost. This action constitutes a mutual agreement, binding upon both parties for the period involved. The payroll is prepared by the Payroll Office and any questions of a specific nature, including but limited to salary deductions, should be referred to that source. Salary Guidelines for Initial Appointment Guidelines for starting salaries for full-time faculty are approved by the Board of Trustees on a periodic basis upon the recommendation of the President. The Provost, in consultation with the Faculty Personnel Committee, develops proposed salary guidelines for the President’s approval based on an examination of recent national salary data from institutions similar to Ohio Wesleyan University for various ranks and disciplines. Upon the Board of Trustee’s approval, the salary guidelines are reported to all faculty. Salary Guidelines for Continuing Appointments The following general principles govern salary increments for full-time faculty, subject always to the availability of financial resources for such purposes. All faculty members in good standing should be able to advance at regular intervals from their starting salaries. There should be recognition for outstanding accomplishment which takes the form of merit raises and promotions, based on known criteria, and arrived at by methods which are as objective as possible. Full-time faculty members shall be eligible for consideration for merit increments every third year beginning with their third year of service. As a means of implementing the above principles, the following sequence shall apply with reference to the allocation of money available for salary increments. To provide promotions,To provide increments in salary that are equal in percentage for all full-time faculty. To provide merit increments, and To provide increments in salary that are equal in percentage for all full-time faculty. Increments in salary for each item in the sequence above shall be established annually in accordance with the salary pool approved by the Board of Trustees by the Provost, in consultation with the Faculty Personnel Committee and announced to all faculty. Per Course Rate of Compensation The per course rate of compensation for per-course, overload, and summer school teaching is be determined annually by the Provost, in consultation with the Faculty Personnel Committee, based on the percentage of the University budget approved by the Board of Trustees to be used for faculty salaries.</s>

<s>[INST] Pre-Draft Faculty Personnel Records.txt [/INST] Faculty Personnel Records The University maintains the following faculty employment and personnel files under secure conditions to protect both the confidentiality and integrity of these records. Access to the files is restricted according to the policies described below. Human Resources Employment Files Human Resources maintains the University’s official permanent employment records for each employee, including faculty. These files contain routine human resource related documents that are accumulated over the course of the faculty member’s employment at the University (e.g., direct deposit information, information concerning participation in the University retirement and health insurance plans, etc.). A faculty member’s employment records are maintained in Human Resources and are accessible only to the Director of Human Resources, other designated personnel in Human Resources, appropriate University administrators, and the faculty member. With reasonable notice, faculty members may review their employee personnel files during business hours on any working day. At the request of the faculty member, materials may be copied from the human resources personnel file by designated personnel in Human Resources. The University may permit access to and copying from the faculty member’s employment records as soon as a subpoena is received pursuant to lawful orders of federal or state agencies relevant to investigations, hearings, or other proceedings pending before such agencies or the courts. Human Resources will notify in writing any faculty member(s) whose employment records has/have been lawfully subpoenaed. Faculty Personnel Files Because the maintenance of an excellent Faculty is essential to the vitality of the University, there must be collected and preserved documentation as to the appointment and performance of each faculty member. Documentation may be collected in any format (on paper, electronic, etc.) and subsequently reproduced in any format necessary or convenient for review. Academic Affairs maintain an official personnel file for each faculty member. The personnel file includes records in both physical and electronic format documenting the appointment and performance of a member of the faculty. Such records may subsequently be reproduced in any format necessary or convenient for review. The official personnel file for each faculty member contains but need not be limited to the following: (a) the permanent file, containing confidential pre-employment materials such as the confidential dossier and/or letters of reference; and (b) the Faculty Personnel Committee evaluation file, containing confidential materials collected in the completion of usual University performance reviews. Permanent File The permanent file contains, but is not limited to: original signed copies of the letter of initial appointment and all subsequent contractual correspondence and contracts, copies of official transcripts and other such formal records pertaining to credentials, confidential pre-employment materials such as the confidential dossier and/or letters of reference, a current curriculum vitae (updated at the time of evaluation or more frequently at the initiative of the faculty member), Letters and memoranda related to reappointment, promotion, or tenure application, final judgments, and feedback letters resulting from reappointment evaluations, promotion, tenure, and merit increment decisions, correspondence relating to sabbaticals or other leaves of absence, correspondence relating to awards (internal or external) or research grants (internal or external), sabbatical or faculty scholarly leave reports, official letters of commendation or reprimand, other correspondence pertinent to the faculty member’s academic employment at the University, and other items added at the request of the faculty member. Faculty Personnel Committee Evaluation File The following items are considered part of the Faculty Personnel Committee evaluation file: (a) self-report; (b) the tenure narrative; (c) the promotion narrative; (d) reviews by peers; (e) a curricula vitae; (f) course syllabi; (g) course evaluations; (h) reports of peer teaching observation reviews and responses to the reports; and (i) copies of or links to products of scholarly or creative work (journal articles, books, performances, etc.). The Faculty Personnel Committee may add other relevant materials. The curriculum vitae (item e) and course syllabi (item f) are not confidential and may be provided to others at the Provost’s discretion. Items (a), (b), (c), (e), (f), and (i) will be made available to peer evaluators. Student boards will be provided with the first section of item (a). It is the responsibility of the Provost to maintain the official faculty personnel files and to ensure their confidentiality. They may be inspected, in strictest confidence, only by the Provost, Faculty Personnel Committee, and President. Portions of the file will be provided to reviewers, who will treat all information from the personnel file as confidential.The official personnel file for each faculty member shall contain but need not be limited to the following: (a) the permanent file, containing confidential pre-employment materials such as the confidential dossier and/or letters of reference; (b) the Faculty Personnel Committee evaluation file, containing confidential materials collected in the completion of usual University performance reviews. For a valid reason, a faculty member may authorize in writing access to the file for a person not indicated here. With reasonable notice to Academic Affairs, faculty members may review their personnel file during business hours on any working day. Faculty may also request copies, at their own cost, of any material contained in the file. However, faculty may not remove items from the file or the file itself from the Office of Academic Affairs. Individual faculty members enjoy the option of forwarding to the Provost for inclusion in their official personnel files any additional material. When this is done, such materials must contain a notation as to their inclusion at the request of the faculty member, and such materials are thereafter incorporated into the files. The University may permit access to and copying from official faculty personnel files as soon as a subpoena is received pursuant to lawful orders of federal or state agencies relevant to investigations, hearings, or other proceedings pending before such agencies or the courts. The Provost or an agent of the Provost must notify in writing any faculty member(s) whose official personnel file(s) has/have been lawfully subpoenaed. Each faculty member's personnel file, including but not limited to materials collected for the Faculty Personnel Committee's yearly evaluation process, will be retained in accordance with the University’s record retention schedule. for ten years, available only to the Provost, the President, and the Faculty Personnel Committee. After ten years these materials will be destroyed. On the other hand, each faculty member's permanent personnel file will be kept by the Provost until three years after the faculty member has separated from service at Ohio Wesleyan University, at which time it will be transferred to permanent secure storage, available only to the Provost, the President, and the Faculty Personnel Committee.</s>

<s>[INST] Pre-Draft Faculty Qualifications Guidelines.txt [/INST] Faculty Qualifications The University adheres to Higher Learning Commission (“HLC”) Assumed Practice B.2 requirements for faculty qualifications. At Ohio Wesleyan, faculty qualifications are determined primarily by educational credentials, although exceptions to graduate work can be made for persons the University determines have additional certifications and/or significant work experience. Qualifications Based on Academic Credentials When determining acceptable academic credentials of its faculty, the University will require the following as evidence of acceptable academic qualifications: Tenure Track faculty members are expected to have earned the highest degree appropriate for their discipline (typically a PhD, though in some fields a terminal master’s degree is appropriate). Faculty who have not completed all of the requirements for the culminating degree in the discipline may be hired at the Instructor rank, but are expected to complete their degree within the first year of their employment. When the culminating degree in the discipline has been completed, the faculty member’s rank will be advanced to Assistant Professor at the beginning of the next academic year. Term and part-time faculty members will normally be expected to have earned at least a master’s degree in the discipline that they will be teaching, or a master’s in another related discipline, with at least 18 semester hours of graduate work in the discipline that they will be teaching. Note: Term or part-time faculty teaching laboratory sections or other class meetings (similar to recitations) who are not the primary instructor for the course may supervise student learning, but not design the learning experiences. In these circumstances the instructor may have less than 18 semester hours of graduate work in the discipline, as they would be functioning as graduate assistants do at research institutions. Such instructors will be supervised and mentored by full-time tenure track or tenured faculty. Qualifications Based on Tested Experience The Higher Learning Commission recognizes that “tested experience” may substitute for an earned credential or portions thereof. Therefore, exceptions to the specified graduate work above can be made for persons the University determines have additional certifications and/or significant work experience equivalent to the degree it would otherwise require for the faculty position. Such experience must include a breadth and depth of experience outside of the classroom in real-world situations relevant to the discipline in which the faculty member will be teaching. Candidates whose eligibility is based on a combination of credentials and tested experience must hold at least the lesser degree (i.e., a degree one level lower than those indicated above) and appropriate experience. In these cases, Department Chairs, after consultation with department faculty who teach related courses, must submit a written request to the Provost explaining how the individual meets qualification requirements. The Provost will approve or deny assigning the course(s) to the proposed faculty member. Current University Guidelines The following guidelines may be used in the approval process: Certifications such as a CPA can substitute for an advanced degree when the content knowledge and skill level required to pass the certification is related to at least 75% of the content of the course(s) that will be taught. Alternatively, a minimum of five years’ work experience is expected in a field related to the course(s) that will be taught. In addition, skills and information needed for 75% of the course content should have been used by the potential non-credentialed candidate in their work setting. Term or part-time faculty teaching laboratory sections or other class meetings (similar to recitations) who are not the primary instructor for the course may supervise student learning, but not design the learning experiences. In these circumstances the instructor may have less than 18 semester hours of graduate work in the discipline, as they would be functioning as graduate assistants do at research institutions. Such instructors will be supervised and mentored by full-time tenure track or tenured faculty. Alternative Guidelines Model Text The following guidelines may be used in the approval process: Professional Experience –a minimum of five years of professional experience as evidenced by job title, or a minimum of three years of supervisory experience over professionals in the field Professional Accomplishment –additional evidence of exemplary work and accomplishment as a practitioner Clinical and Student Teaching Credentials – Appropriate licensure, registration, and/or certification for the discipline and nature of the assignment Third-party Credential – High-level industry certification, such as the CPA, resulting from rigorous training and at least five years of experience working in the field Artistic talent – Validation of expertise, ability, and talent through publications or wide and public acclaim Proficiency in a foreign language – Demonstration of qualifications as native or superior proficiency in a foreign language (for lower-level courses only) Pedagogical training – Evidence of training specifically related to the course or discipline. Documentation Any appointment offer is contingent upon verification of the candidate’s required academic credentials or tested experience. The candidate is responsible for submitting an official transcript to confirm that they hold an appropriate degree. The candidate may also be required to verify other licensures or certifications. A faculty member who completes a degree after beginning employment at the University must provide an official transcript to verify the awarding of the degree. Documentation received in response to such a request will be placed in the faculty member’s personnel file. With the exception of foreign academic credentials, only course work and degrees granted by a regionally accredited college or university will be accepted for credentialing purposes. In the event the institution ceases to exist and there are no records or method of verification, references to support academic course work must be provided by candidate. In those instances where a candidate holds a degree and/or graduate credit hours from an institution in another country that is not accredited by regional accrediting agency, it will be necessary for the individual to obtain an independent evaluation of the teaching credentials. The evaluation must be completed by an evaluation service acceptable to the University. Costs, if any, associated with this service will be the responsibility of the candidate.</s>

<s>[INST] Pre-Draft Faculty Recruitment.txt [/INST] Faculty Recruitment, Initial Appointment, and Placement in Rank Ohio Wesleyan University seeks to recruit and appoint candidates who: Demonstrate a willingness to commit to and support the University’s mission, aims, and values, Meet the qualifications specified in the position description, Are committed to issues of diversity, equity, and inclusion and value teaching students from diverse backgrounds (e.g., first-generation students, students from low-income families, students of color, LGBT students, students with disabilities), and Have potential for excellence in teaching, scholarship or creative work, and service to the University. Position Authorization Before any search may begin, the position must be authorized by the President in accordance with the Initial Authorization of Positions Policy (see Chapter V, Section 5.2.1). Search Procedures When the President authorizes a search for a new full-time faculty member, the procedures published in the Faculty Search Guide shall be employed. The Faculty Search Guide is available on the Academic Affairs’ My OWU portal. Key details of the search process as summarized below: Constituting the Search Committee Search committees should strive to be diverse with regard to gender, race, ethnicity, sexual orientation and identity inasmuch as that is possible. The final composition of the search committee must be approved by the Provost, in consultation with the Academic Planning and Allocation Committee. Each search committees must include an external Inclusion Advocate trained to help the committee evaluate candidates fairly and who functions as a voting member of the committee. In general, Search Committees will be made up of those members who will be working with a new colleague into the future. Retiring faculty may not be voting members of the committee. Search Committees should also include representation from at least two students, who will act as non-voting members. All members of the Search Committee are required to complete an online training module in order to serve on the committee. The role of the search committee is to engage in an active search. Launching the Search and Development of Search Plan When the search committee is ready to begin its work, the search committee chair will schedule an initial search committee meeting to develop a search plan, establish a timeline for the search, and select criteria and procedures for screening, interviewing candidates, and keeping records. All search plans must be approved by the Provost. Advertisements All advertisements must include a description that the position is part of a cluster of positions with which Ohio Wesleyan seeks to further diversify its curriculum and faculty; a description of Ohio Wesleyan University, a diversity/inclusion statement, required documents, and instructions how to apply. Evaluation of Candidates and Creation of Short List Search Committees should evaluate candidates using agreed-upon criteria. Once the search committee has evaluated candidates, they should rank order candidates on a short list. At this point, Search Committees will evaluate the list to ensure that they will be interviewing a diverse pool of candidates. Short lists must be submitted to the Provost, who will notify the search chair once the list of candidates has been approved to ensure that the process has been as inclusive as possible. Preliminary Candidates on the short list will be invited to a virtual interview. Once these interviews have been completed, search chairs will update the Selection Report and re-share with the Provost. The Selection Report must be approved by the Provost before finalists is invited to campus for interviews. The typical finalist pool includes three candidates. Departments are not authorized to bring in a fourth finalist without prior approval of the Provost. Campus Interviews Campus interviews are arranged by the hiring department in conjunction with the Provost's Office. At a minimum, all final candidates must be interviewed by the individuals set forth in the most current iteration of the Faculty Search Guide. During these interviews, candidates will be notified that any job offer is contingent upon successful completion of employment eligibility verification, background, academic credential and/or or tested experience verification, and reference checks, as well documentation of U.S. citizenship or appropriate visa status and work authorization. Moreover, notice of the availability of the University’s Annual Security Report will be provided to the interviewees if the position was externally advertised. Final Selection Following the campus interviews, the search team will discuss the interview results and “rank” the candidates according to the ranking method(s) outlined in the approved search plan. Search Chairs will submit the final rankings to the Provost and recommend a candidate to hire, but they may not make the final decision. Prior to submitting a final candidate, the committee must verify that the candidate meets or exceeds the Higher Learning Commission (“HLC”) Assumed Practice B.2 requirements for faculty qualifications (see Section 3.5.5). A final candidate must be approved by the Provost before an offer of employment is made to the candidate. Offer With the approval of the Provost, the Search Chairs may phone candidates to let them know to expect a formal offer from the Provost. Written employment offers may only be generated by the Human Resources Department and Provost Office. Rank and Salary of Initial Appointment Initial appointment to the full-time teaching faculty of Ohio Wesleyan shall be at a rank and salary commensurate with the individual's training in terms of degree or equivalents and the extent of experience in terms of the number of years of successful higher education teaching or its equivalent. At the time of initial appointment, the Provost will approve academic rank in consultation with the search committee. The salary of initial appointment at each rank shall be within a narrow range established by the Provost in consultation with the Faculty Personnel Committee and reported to all faculty. Salary at the time of a faculty member’s initial appointment shall be within the salary guidelines approved by the Board of Trustees (see Section 3.12.1.3) and determined as a result of negotiation between the individual faculty member and the Provost. Such factors as education, training, experience, impact, and equity will be considered in determining the faculty member’s appropriate salary level. Prior Service Credit After receiving and considering recommendations from the search committee, the Provost may award credit toward fulfillment of tenure and/or promotion eligibility for faculty appointed to tenure-track positions. The decision to grant prior service credit shall take into account the relevancy of the prior service to the University’s needs, the type of institution(s) at which service was provided, and the nature of the position being filled by the faculty member. Evidence as to the quality of the prior service shall be entered into the individual's permanent personnel. A maximum of two years of prior service credit may be awarded; exceptions to this maximum may be approved by the Provost after receiving and considering a recommendation from the Faculty Personnel Committee. The amount of credit awarded will be stated in the faculty member’s initial contract of employment. Faculty Qualifications The University adheres to Higher Learning Commission (“HLC”) Assumed Practice B.2 requirements for faculty qualifications. At Ohio Wesleyan, faculty qualifications are determined primarily by educational credentials, although exceptions to graduate work can be made for persons the University determines have additional certifications and/or significant work experience. Qualifications Based on Academic Credentials When determining acceptable academic credentials of its faculty, the University will require the following as evidence of acceptable academic qualifications: Tenure Track faculty members are expected to have earned the highest degree appropriate for their discipline (typically a PhD, though in some fields a terminal master’s degree is appropriate). Faculty who have not completed all of the requirements for the culminating degree in the discipline may be hired at the Instructor rank, but are expected to complete their degree within the first year of their employment. When the culminating degree in the discipline has been completed, the faculty member’s rank will be immediately advanced to Assistant Professor. Term and part-time faculty members will normally be expected to have earned at least a master’s degree in the discipline that they will be teaching, or a master’s in another related discipline, with at least 18 semester hours of graduate work in the discipline that they will be teaching. Note: Term or part-time faculty teaching laboratory sections or other class meetings (similar to recitations) who are not the primary instructor for the course may supervise student learning, but not design the learning experiences. In these circumstances the instructor may have less than 18 semester hours of graduate work in the discipline, as they would be functioning as graduate assistants do at research institutions. Such instructors will be supervised and mentored by full-time tenure track or tenured faculty. Qualifications Based on Tested Experience The Higher Learning Commission recognizes that “tested experience” may substitute for an earned credential or portions thereof. Therefore, exceptions to the specified graduate work above can be made for persons the University determines have additional certifications and/or significant work experience equivalent to the degree it would otherwise require for the faculty position. Such experience must include a breadth and depth of experience outside of the classroom in real-world situations relevant to the discipline in which the faculty member will be teaching. Candidates whose eligibility is based on a combination of credentials and tested experience must hold at least the lesser degree (i.e., a degree one level lower than those indicated above) and appropriate experience. In these cases, Department Chairs, after consultation with department faculty who teach related courses, must submit a written request to the Provost explaining how the individual meets qualification requirements. The Provost will approve or deny assigning the course(s) to the proposed faculty member. Current University Guidelines The following guidelines may be used in the approval process: Certifications such as a CPA can substitute for an advanced degree when the content knowledge and skill level required to pass the certification is related to at least 75% of the content of the course(s) that will be taught. Alternatively, a minimum of five years’ work experience is expected in a field related to the course(s) that will be taught. In addition, skills and information needed for 75% of the course content should have been used by the potential non-credentialed candidate in their work setting. Term or part-time faculty teaching laboratory sections or other class meetings (similar to recitations) who are not the primary instructor for the course may supervise student learning, but not design the learning experiences. In these circumstances the instructor may have less than 18 semester hours of graduate work in the discipline, as they would be functioning as graduate assistants do at research institutions. Such instructors will be supervised and mentored by full-time tenure track or tenured faculty. Alternative Guidelines Model Text The following guidelines may be used in the approval process: Professional Experience –a minimum of five years of professional experience as evidenced by job title, or a minimum of three years of supervisory experience over professionals in the field Professional Accomplishment –additional evidence of exemplary work and accomplishment as a practitioner Clinical and Student Teaching Credentials – Appropriate licensure, registration, and/or certification for the discipline and nature of the assignment Third-party Credential – High-level industry certification, such as the CPA, resulting from rigorous training and at least five years of experience working in the field Artistic talent – Validation of expertise, ability, and talent through publications or wide and public acclaim Proficiency in a foreign language – Demonstration of qualifications as native or superior proficiency in a foreign language (for lower-level courses only) Pedagogical training – Evidence of training specifically related to the course or discipline. Documentation Any appointment offer is contingent upon verification of the candidate’s required academic credentials or tested experience. The candidate is responsible for having the official transcript(s) confirming the highest degree sent directly from the institution to Academic Affairs. The candidate may also be required to verify other licensures or certifications as may be applicable. Documentation received in response to such a request will be placed in the faculty member’s personnel file. With the exception of foreign academic credentials, only course work and degrees granted by a regionally accredited college or university will be accepted for credentialing purposes. In the event the institution ceases to exist and there are no records or method of verification, references to support academic course work must be provided by candidate. In those instances where a candidate holds a degree and/or graduate credit hours from an institution in another country that is not accredited by regional accrediting agency, it will be necessary for the individual to obtain an independent evaluation of the teaching credentials. The evaluation must be completed by an evaluation service acceptable to the University. Costs, if any, associated with this service will be the responsibility of the candidate. Appointment of Foreign Nationals The appointment of a foreign national to a faculty position at Ohio Wesleyan University is contingent upon the appointee’s continuing ability to comply with verification requirements of the Immigration Reform and Control Act of 1986. Loss of appropriate authorization to work in the United States may result in automatic termination of the faculty appointment, regardless of the kind of position or appointment.</s>

<s>[INST] Pre-Draft of Faculty Professional Development Policies.txt [/INST] Faculty Professional Development Regular Paid (Sabbatical) Leave Current University Policy Pre-Tenure Regular Paid Leave for Full-Time Faculty Members of the faculty with a full-time regular appointment who have not attained permanent tenure are eligible for a one-semester leave with pay in their fourth year following a successful retention review in their third year. The course load for an untenured faculty member during a year with a Pre- Tenure Regular Paid Leave for Full-Time Faculty should be no less than three (3), except where adjustments must be made for department chairpersons or for other special duties. The recipient of a Pre-Tenure Regular Paid Leave for Full-Time Faculty shall not accept full-time employment elsewhere. Each faculty member shall submit a complete report of the leave-semester activity within the first five (5) weeks of the following semester to the Faculty Personnel Committee. This report will be considered in the next review of the faculty member. A Pre-Tenure Regular Paid Leave for Full-Time faculty may not be taken by a faculty member with a terminal contract. Tenured members of the faculty who have not received a Pre-Tenure Regular Paid Leave for Full-Time Faculty are eligible for a one-semester leave with pay (Regular Paid Leave for Tenured Full-Time Faculty) after they have served with the University for a period of six years as a full-time faculty member. Regular Paid Leaves for Tenured Full-Time Faculty Tenured members of the full-time faculty are eligible for a one semester sabbatical leave with pay in the sixth year of full-time service at the University following their previous Regular Paid Leave for Tenured Full-Time Faculty or Pre-Tenure Regular Paid Leave for Full-Time Faculty. A tenured faculty member in his/her last regular year of service is eligible for a Regular Paid Leave for Full-Time Faculty during the first semester only. Department chairs should submit an approximate six year plan of leaves to the Faculty Personnel Committee by January 15 of the year preceding a six year cycle. The plan should spread leaves over the two semesters of the academic year so as to provide approximately an equal number of courses in each semester. The course load for a faculty member during a leave year should be no less than three (3), except where adjustments must be made for department chairs or for other special duties. Course adjustments should seek to minimize the impact on course options for students. A recipient shall not accept full-time employment elsewhere. Each faculty member shall submit a complete report of the leave semester activity within the first five (5) weeks of the following semester to the Faculty Personnel Committee. This report will be considered in the merit increment review of the faculty member. Faculty will be ineligible for a subsequent Regular Paid Leave until a report of the leave semester is submitted to the Faculty Personnel Committee. Alternative Model The purpose of the sabbatical leave program is to provide probationary and tenured faculty the opportunity to pursue scholarly, creative, or pedagogical activity that will contribute to their effectiveness as teaching scholars. A sabbatical leave is an investment in the future and a privilege granted to tenure track faculty who meet the eligibility requirements set forth below. It is not a reward for past service. Eligibility Pre-Tenure Faculty Non-tenured tenure track faculty are eligible to apply for a one-semester pre-tenure sabbatical leave with pay in their fourth year of full-time service at the University following a successful retention review in their third year. A pre-tenure sabbatical leave may not be taken by a faculty member with a terminal contract. A faculty member granted two or more years credit toward the probationary period for tenure at the time of initial appointment to Ohio Wesleyan University is not eligible for the pre-tenure sabbatical leave. However, tenured members of the faculty who do not receive a pre-tenure sabbatical are eligible for a one-semester post-tenure sabbatical leave with pay after they have served with the University for a period of six years as a full-time faculty member. Tenured Faculty Tenured faculty members are eligible to apply for a one semester sabbatical leave with pay in the sixth year of full-time service at the University following their previous post-tenure or pre-tenure sabbatical leave. A tenured faculty member in the last regular year of service at the University is eligible for the leave during the first semester only. In the event a tenured faculty member elects not to take advantage of the eligibility for a sabbatical leave after six years of teaching at the University, the faculty member may elect apply any year thereafter. Six-Year Plan of Leaves Department Chairs are expected to submit an approximate six-year plan of leaves to the Faculty Personnel Committee by January 15 of the year preceding a six-year cycle. The plan must spread leaves over the two semesters of the academic year so as to provide approximately an equal number of courses in each semester. Procedures Faculty seeking a sabbatical leave must submit a written proposal for the sabbatical leave. The proposal should include a project title, a short description of the project, budget requirements, a statement on how the project will impact the faculty member’s scholarly, creative, or pedagogical work (i.e., goals and objectives), and a clear indication of the semester in which the leave will be taken. Faculty will be informed between December 1 and April 1 of the status of their leave application for the following academic year. Requests for leaves will be approved as a matter of routine by the Provost, provided that the eligibility requirements set forth above are met and the faculty member applies for the leave by documenting a scholarly, creative, or pedagogical project with goals and objectives. When eligibility questions arise or the Provost has concerns regarding the goals or objectives of a faculty member’s proposal, the Provost shall consult with the Faculty Personnel Committee. Faculty members are expected to take the approved leave as scheduled unless extraordinary circumstances require a change. Any change to an approved leave schedule requires written approval of the Provost, who will consult with the faculty member’s Department Chair to determine the impact of a change. Upon return from leave, the faculty member’s course load during the academic year the leave is taken will be no less than three (3), except where adjustments must be made for Department Chairs or for other special duties (see Section --). Course adjustments should seek to minimize the impact on course options for students. Obligations and Conditions Acceptance of a sabbatical leave entails the following obligations and conditions: Agreement to pursue the approved leave project and refrain from serving as the instructor of record for any Ohio Wesleyan course, including but not limited to independent studies, directed readings, and internships. Faculty on leave also agree not to carry service duties, such as serving Department Chair or serving as a member or chair of a faculty or University committee or task force. Similarly, faculty on leave may not accept full-time employment elsewhere during the leave without written approval from the Provost. If some employment is a necessary component of the leave-semester activity, this must be detailed in the faculty member’s leave proposal application. Submission of a complete report of the leave-semester activity to the Faculty Personnel Committee within the first five (5) weeks of the following semester. This report will be considered in the next review of the faculty member. Continued full-time service to the University for at least one year after returning from the leave unless other arrangements are agreed to in writing by the parties. Special Released Time for Scholarly Production The purpose of the special scholarly leave program is to encourage eligible tenure track faculty members to participate in grant supported research or outstanding creative endeavors that require rigorous time commitments. The program is administered by the Provost, in consultation with Faculty Personnel Committee. Program Funding The special scholarly leave program is funded annually as part of the University’s budget process. In preparation of the University budget, certain professional development monies are set aside in a special account for the express purpose of encouraging faculty members with recognized expertise to enter into grant supported research or outstanding creative endeavors requiring rigorous commitments. When the University’s financial condition permits, these funds shall be adequate to replace one faculty member per year for one semester paid leave. As applicable, the funds shall provide a replacement up to the average salary level of a full professor. The total remuneration during any semester for which a reduced load is granted, or during any semester for which special leave is granted, may not, however, exceed the regular salary of the grantee. Eligibility Support under the program is reserved for major and unique projects and must meet the following criteria: Normally, consideration will be given to those who have invested at least two years in their projects; T he project must hold promise for significant contribution to the University Community; The project must entail commitment to responsibilities, duties, time schedules or other obligations which cannot be accommodated within the framework of the University’s regular sabbatical leave program. Note: Applicants holding grants may not seek paid leave in violation of the conditions of their grants. Procedures Application for support shall be made jointly by the faculty member and the Department Chair, who will submit to the Provost and Faculty Personnel Committee, on or before the deadline published annually by Academic Affairs, a statement indicating the special nature of the proposed activity, the unique conditions requiring special leave, and a plan setting for the time span for which the request is made, as well as a proposal for coverage of teaching and other responsibilities. Applications will be considered jointly by the The program is administered by the Provost, in consultation with Faculty Personnel Committee. Provost and Faculty Personnel Committee (FPC). If the Provost and FPC are in agreement regarding the final candidate, the Provost will issue a written recommendation to the President for final approval. If the Provost and FPC do not agree on a final candidate, the Provost and Chair of the FPC shall issue separate written recommendations to the President, whose decision shall be final. Obligations and Conditions Acceptance of a special scholarly leave entails the following obligations and conditions: Agreement to pursue the approved leave project and refrain from serving as the instructor of record for any Ohio Wesleyan course, including but not limited to independent studies, directed readings, and internships. Faculty on leave also agree not to carry service duties, such as serving Department Chair or serving as a member or chair of a faculty or University committee or task force. Similarly, faculty on scholarly leave may not accept full-time employment elsewhere during the leave without written approval from the Provost. If some employment is a necessary component of the leave-semester activity, this must be detailed in the faculty member’s leave proposal application. Submission of a complete report of the leave-semester activity to the Faculty Personnel Committee within the first five (5) weeks of the following semester. This report will be considered in the next review of the faculty member. Continued full-time service to the University for at least one year after returning from the leave unless other arrangements are agreed to in writing by the parties. Retraining Leaves Upon application, full-time faculty members may be granted up to one year of paid leave to undergo professional retraining to equip them to take on new assignments which contribute to, or are the result of, reduction in faculty positions (see Section 3.13.5). Upon receipt of the faculty member’s application, the Provost shall consult with the potential receiving department(s) to determine whether a limited period of additional training (i.e., one year or less) would lead to acceptance of the faculty member in the department(s). In arriving at a recommendation, the Provost and department(s) must determine whether the faculty member, after receiving training, will be able to meet applicable accreditation guidelines with respect to faculty credentials. If the Provost, after consultation with the affected department(s), determines that a limited period of additional training would lead to acceptances of the faculty member in another department(s), the Provost will recommend such leave to the Faculty Personnel Committee, which shall consult as necessary with the Academic Policy Committee and forward a recommendation to the President for final action. The decision of the President is final. Any retraining permitted by such leaves shall be counted in faculty personnel evaluations as enhancement of the individual's expertise and credited under teaching, professional development, and/or service as appropriate and agreed at the time the leave is granted. Professional Development Leaves Without Pay The University recognizes that under some circumstances, extended faculty leaves for tenure track faculty members to pursue activities that enhance a faculty member’s professional development can benefit both the individual faculty member and the institution. They may involve, but are not limited to, gainful employment in the academic world or elsewhere, retraining, or professional development. Applications for professional development leaves without pay for a period of one, two, or three years shall be made in writing to the Provost a minimum of eight months prior to the beginning of the leave. The faculty member’s application must include a short description of the scholarly, creative or professional development activities to be pursued during the leave, a statement on how the leave will impact the faculty member’s scholarly, creative, or pedagogical work (i.e., goals and objectives), and a clear indication of the length of the proposed leave. Upon receipt of the application, the Provost shall consult with the affected department(s) and then make a written recommendation to the Faculty Personnel Committee, which shall in turn issue a written recommendation on the request to the President. In its deliberations, the committee and President will consider the costs and benefits of the leave to the University, including both tangible and intangible consequences. The decision of the President is final. If the President does not accept the committee’s recommendation, the President will convey the reasons therefore to both the applicant and the committee chair. Professional development leaves without pay are generally limited to one year in duration. Requests beyond one year require special justification and unusual circumstances such as those that result in exceptional professional opportunities for the faculty member or those that clearly benefit the University. They may involve gainful employment in the academic world or elsewhere, retraining, or professional development. During the leave, the faculty member will continue to accrue step increases to base salary and accumulate service toward promotion to Professor if the leave activities have been approved in advance by the Faculty Personnel Committee and President as bona fide professional development. Time toward tenure, however, will not accrue. Moreover, the leave of absence shall defer eligibility for regular paid (sabbatical) leave by an equivalent period. Tuition, life insurance, and health insurance benefits will be provided by the University as usual unless they are provided to the faculty member by another employer. Faculty members on leave for a year or more must notify the Provost at least eleven months prior to the beginning of the semester of scheduled return from leave as to whether or not they are returning to the University. The Provost will provide a reminder of that obligation and notice of the impending deadline thirty (30) days prior to the deadline. Failure to respond by the deadline will be treated as a resignation from the faculty effective at the end of the contract period. The position occupied by the faculty member will be considered vacated immediately. Although that resignation will serve to vacate the position immediately, the faculty member will continue to receive, until the end of the contract year, the same tuition, life insurance, and health insurance benefits as described above (unless they are being provided to the faculty member by another employer). Assistance With Faculty Travel Faculty Travel Professional development activities by faculty members may appropriately involve travel. This includes such travel as to conventions and conferences, to libraries or other resources not available locally, and to sites where the faculty member will work during a paid leave. The University makes available to each full-time faculty member a travel allowance in each fiscal year to assist with expenses for major travel for purposes of professional development. Major travel is defined as travel to points more than 100 miles from Delaware, except that travel to conventions and conferences is included without distance limit. Legitimate expenses for such travel include transportation costs up to the amount of air coach fare; associated meals and lodging; and conference registration fees. Please refer to the University’s Travel Policy for additional information. Travel advances and reimbursements are secured from the University Cashier. Reserved to the Cashier is the right to refer cases to the Provost when in doubt about whether the travel is supportable under this policy. A Travel Fund Report Form must be completed and taken to the Cashier within 10 days of return from a trip. Manuscript Preparation A modest sum of money is available to assist full-time faculty members with the preparation of final manuscripts of scholarly work. (Ordinarily costs for typing of speeches, notes, or informal papers should not be submitted, since the intent is to assist with preparation for publication.) A faculty member who has financial assistance from the University for typing, publication, or other costs, and who receives remuneration from sale or royalties for the work, is expected to repay the University. Out of Pocket Costs A modest sum of money is available for assistance with out of pocket costs of faculty research or creative projects (such as materials, microfilming, publication, postage, etc.). Proposals submitted to the Provost will be received at any time as long as money in this category is available. Ordinarily, the amounts of grants will be limited. A faculty member who has financial assistance from the University in this category, and who received remuneration from sale or royalties in connection with the work done, is expected to repay the University. Doctoral Tuition Costs A modest sum of money is available to assist faculty members on regular full-time appointment with tuition costs for doctoral study. Maxima by quarter or semester, and per degree, will be set. Assistance will be granted in order of application to the Provost (since advance planning is often difficult) up to the budget limit.</s>

<s>[INST] Pre-Draft OWU Updated Faculty HB (8.10).txt [/INST] </s>

<s>[INST] Pre-Draft OWU Updated Faculty HB(August).txt [/INST] </s>

<s>[INST] Pre-Draft Program Discontinuance.txt [/INST] Program Discontinuance Due to Educational Decisions Termination of an appointment with tenure, or of a probationary faculty member before the end of the specified term, may occur as a result of the formal discontinuance of a program or department of instruction due to educational considerations not related to a financial contingent situations. a. Criteria The decision to discontinue an academic program or department of instruction will be based on long-range judgements that the educational mission of the University as whole will be enhanced by the discontinuance of an academic program or department. Such a decision will not be based upon cyclical or temporary variations in enrollment. Rather, the criteria of Mission, Cost Effectiveness and Marketability, and Quality will inform the University’s decision (see Section – ). Note: For purposes of this policy, departments are defined as an academic department or unit of instruction offering majors and minors that existed prior to the decision to discontinue them. The term program designates a related cluster of credit-bearing courses that constitute a coherent body of study within a discipline or set of related disciplines. b. Making Academic Program or Department Discontinuation Decisions Model 1 – Drew U In the case of termination resulting from the discontinuance of a program or department, the following procedures will apply: The decision to discontinue formally an academic program or department of instruction will be based upon educational considerations as determined by the Faculty or appropriate committees thereof. If, through the processes of review and final decision, the President and Board of Trustees differ with the faculty judgment, the reasons for the disagreement shall be stated and the Faculty shall have an opportunity for further consideration and further communication of its views. Before the President issues notice to a faculty member of the intention to terminate an appointment because of formal discontinuance of a program or department of instruction, the University will make every effort to place the faculty member concerned in another suitable position. If placement in another position would be facilitated by a reasonable period of training, financial and other support for such leave training may be proffered in accordance with the Retraining Leave Policy. If no such position is available or the faculty member does not possess the appropriate credential even with appropriate training, the faculty member’s appointment may then be terminated, with provision for notice or salary in lieu of notice in accordance with Section 3.13.6.3 below. A faculty member may appeal a proposed relocation or termination resulting from a discontinuance and has a right to a grievance in accordance with Section --. The hearing need not conform in all respects with a Dismissal for Cause proceeding, but the essentials of an on-the-record adjudicative hearing will be observed. The issues in such a hearing may include the University’s failure to satisfy any of the conditions specified in this section. In such a hearing, a faculty determination that a program or department is to be discontinued will be considered presumptively valid, but the burden of proof on other issues will rest on the administration. Model 2 A proposal to discontinue an academic program or department is reviewed according to the following procedures: A proposal to discontinued an academic program or department based on educational consideration may be initiated by the Committee on Academic Program, the Provost, the President, or the Board of Trustees. Upon receipt of a proposal, the Provost shall call together a joint committee, comprising the Committee on Academic Programs and the Academic Planning and Allocation Committee (hereinafter referred to as the Joint Committee), which shall evaluate the proposal considering criteria used in the normal, periodic review of academic programs and departments. As part of the evaluation, the Joint Committee will consult with the faculty of the impacted program or department. The recommendations of the Joint Committee concerning discontinuance of an academic program or department will be reported to the Faculty as a whole for review. The Faculty will then make a final recommendation on the matter to the Provost. In the event the Provost disagrees with that recommendation, the Provost will meet with the Faculty to discuss the reasons for such disagreement, before making a final recommendation on the matter to the President. The Provost will then communicate a final decision and the reasons therefor in writing to the Faculty. Having considered the recommendations above and considered the vote of the Faculty, the Provost will make a final written recommendation to the President on the matter. If the Provost disagrees with the Faculty recommendation, the Provost will forward the Faculty proposal to the President. The President will then transmit the above recommendations, along with the President’s independent recommendation, to the Board of Trustees for final action. If the Board of Trustees approves the discontinuation of the program or department, the President will charge the Provost, in consultation with the Faculty Personnel Committee, to recommend names of faculty members to be reduced. The President shall render the final decision on terminations for reasons of formal reduction or discontinuance of a degree or program area and shall notify the faculty member(s).</s>

<s>[INST] PREGNANT AND PARENTING STUDENT POLICY.txt [/INST] PREGNANT AND PARENTING STUDENT POLICY Effective Date: Policy Number: VI – 6. Supersedes: Not Applicable. Issuing Authority: President Responsible Officer: Applicability: Students participating in all aspects of the College’s education programs and activities. History:   PURPOSE The purpose of this policy is to ensure compliance with Title IX of the Education Amendments of 1972, which prohibits discrimination against students on the basis of pregnancy and parenting. POLICY Canisius College strives to provide an educational environment that is free from all forms of discrimination and harassment and is committed to providing an environment that values diversity and emphasizes the dignity and worth of every individual, and an environment in which every individual is treated with respect. In furtherance of this commitment and in accordance with Title IX of the Education Amendments of 1972, Canisius College prohibits discrimination against any student, or the exclusion of any student from participation in any part of a college education program or activity based on a student’s pregnancy or parental status. The benefits and services provided to students affected by pregnancy will be no less than those provided to students with temporary disabilities. The college will treat pregnancy, childbirth, false pregnancy, termination of pregnancy, and recovery therefrom the same as any other temporary disability with respect to any hospital or medical benefit, service, plan, or policy for students. Moreover, as detailed in the Procedures/Guidelines section below, the college will provide leave to a student for pregnancy, childbirth, false pregnancy, termination of pregnancy, or recovery therefrom, for as long as the student’s physician deems medically necessary. Harassment or discrimination in any form is inimical to these goals and fundamentally at odds with the values of Canisius College. It is an unacceptable behavior and will not be tolerated. Accordingly, faculty, staff, and other college employees are prohibited from interfering with a student’s right to take leave, seek reasonable accommodation, or otherwise exercise their rights under this policy. Further, members of the college community are prohibited from retaliating against students for exercising the rights articulated by this policy. Reports of harassment, discrimination or retaliation should be reported pursuant to the to the college’s Title IX Coordinator (see Reporting Procedures below). DEFINITIONS Pregnant—means pregnancy, childbirth, false pregnancy, termination of pregnancy or recovery therefrom. Parenting—means recovery from any of the above conditions, breast feeding and pumping. Pregnant and parenting students are entitled to reasonable accommodations under the following circumstances: When necessary to ensure pregnant and parenting student access to an educational program or activity, the college must make reasonable adjustments responsive to a student’s pregnancy or parenting status. These adjustments may include providing modification to the physical environment (such as accessible seating), appropriate restroom breaks, or mobility support (such as temporary access to elevators) Any special services, exceptions, or assistance provided to students with temporary medical conditions must also be provided to pregnant or parenting students. A pregnant or parenting student will only be required to obtain the certification of a physician that the student is physically and emotionally able to participate in an educational program or activity when such certification is required of all students for other physical or emotional conditions requiring the attention of a physician. For example, a student who has been hospitalized for childbirth will not be required to submit a medical certificate to return from leave unless a certificate is required of students who have been hospitalized for other physical conditions. The college may provide pregnant or parenting students with information or instructions of any health risks of participating in an educational program or activity, only if a description of those risks will also be provided to non-pregnant or parenting students. PROCEDURES/GUIDELINES Reasonable Accommodation of Students Affected by Pregnancy, Childbirth, or Pregnancy Related Conditions Canisius College does not require pregnant or parenting students to limit their studies or participate in college activities due to a pregnancy or pregnancy-related condition. Students who are pregnant may request reasonable accommodations so that they will not be disadvantaged in their course of study or research and may seek assistance from the Title IX Coordinator. Although a student is not required to disclose a pregnancy, it is the student’s responsibility to disclose pregnancy status to request desired pregnancy accommodations or adjustments to ensure successful completion of the student’s education program. The University encourages pregnant students to work with the Title IX Coordinator as early as possible to develop an appropriate plan for meeting the student’s education needs. The Title IX Coordinator will communicate all reasonable accommodations granted under this policy to student’s faculty (which may necessitate, at times and in the college’s reasonable discretion, communicating the student’s pregnancy status) and coordinate accommodation/adjustment-related efforts with the advisors and faculty. Students are encouraged to work with their advisors and faculty members to reschedule course assignments, lab hours, examinations, or other requirements, and/or to reduce their overall course load, as appropriate, once authorization is received from the Title IX Coordinator. Any reasonable accommodations or adjustments that have been agreed upon will be documented in an Education Plan and signed by the student and the Title IX Coordinator. A leave of absence may also be available if a student chooses. Reasonable accommodations may include, but are not limited to: Providing accommodations/adjustments requested by a pregnant student to protect the health and safety of the student and/or pregnancy (such as allowing the student to maintain a safe distance from hazardous substances); Making adjustments to the physical environment (such as accessible seating); Extending deadlines and/or allowing the student to make up tests or assignments missed for pregnancy-related absences; Excusing medically necessary absences; and Granting leave or implementing incomplete grades for classes that will be resumed at a future date. College personnel are available to advise pregnant students of the impact of any reasonable accommodations on the student’s ability to complete the student’s educational program. Breastfeeding students will be provided reasonable time and space to express breast milk in a location that is private, clean, and reasonably accessible. Dedicated permanent lactation space may be found in the basement level of Old Main, OM 009. Students who wish to request alternative spaces should contact the Title IX Coordinator or the Griff Center for Student Success, Student Accessibility Services (SAS) Office. Requesting Pregnant and Parenting Related Accommodations Disclosure of pregnant or parenting status is voluntary, and it is the pregnant or parenting student’s obligation to disclose and affirmatively seek any necessary accommodations and adjustments. Once a student discloses pregnant or parenting status, the College will collaborate with the student to develop an appropriate plan for continuation of the student’s education. A student seeking pregnant or parenting related accommodations or adjustments should contact the College’s Title IX Coordinator. The Canisius College Title IX Coordinator is Debbie Owens Title IX Coordinator/Associate Dean of Students Frisch Hall 006 716-888-3781 owens30@canisius.edu Specific accommodations or adjustments will be handled on a case-by-case basis and will depend on the circumstances, including but not limited to, the medical need and academic requirements involved. The Title IX Coordinator (or designee) will discuss the pregnant or parenting individual’s needs and may ask for documentation that supports the requested accommodations. The Title IX Coordinator (or designee) and appropriate staff will work with the student and any faculty members to create a plan for completion of course work and continuation of the student’s education. Individual plans may be adjusted as circumstances change. Requesting Disability-Related Reasonable Accommodations In certain situations, pregnancy-related complications or disabilities may make it appropriate for the college to provide additional disability-related reasonable accommodations which are separate and apart from pregnant and parenting accommodations. In order for students to receive such accommodations, students must self-identify and register with the Griff Center for Student Success, Student Accessibility Services (SAS) Office by completing the appropriate Student Accessibility Services Intake Form and providing current documentation from a licensed or certified official that states the disability. Modified Academic Responsibilities for Parenting Students Students with parenting responsibilities who wish to remain engaged in their coursework while adjusting their academic responsibilities because of the birth or adoption of their child or placement of a foster child or other extraordinary parenting responsibilities may request an academic modification period of up to two weeks beginning with the first six months of either the child entering the home or when the extraordinary circumstances arose. Extensions may be granted where additional time is required due to medical necessity or extraordinary parenting responsibilities. During a granted modification period, the student’s academic requirements will be reasonably adjusted, and deadlines postponed as deemed appropriate by the college. Students seeking a period of modified academic responsibilities should consult with the Title IX Coordinator to determine appropriate academic modification requests. The Title IX Coordinator will communicate all granted modifications under this policy to the student’s faculty and coordinate modification-related efforts with the student’s advisors. Students are encouraged to work with their advisors and faculty members to reschedule course assignments, lab hours, examinations, or other requirements, and/or to reduce their overall course load, as appropriate once authorization is received from the Title IX Coordinator. Any reasonable modifications that have been agreed upon will be documented in an Education Plan and signed by the student and the Title IX Coordinator. Students may request modified academic responsibilities under this policy regardless of whether they elect to take a leave of absence. Academic Leave of Absence As long as students can maintain appropriate academic progress, Canisius will not require them to take a leave of absence, or withdraw from or limit their studies as the result of pregnancy, childbirth, or related conditions, but nothing in this policy requires modification of the essential elements of any academic program. The college will excuse a student’s absences due to pregnancy or pregnancy related conditions, including recovery from childbirth, for as long as the student’s doctor deems the absences to be medically necessary.  A student’s absences due to medical necessity of child or extraordinary parenting issues, such as caring for a sick child, are also excused (this includes mothers and fathers) as deemed appropriate by the college. Students seeking a leave of absence should consult with the Title IX Coordinator to determine appropriate requests. As appropriate and depending on the student’s academic plan, faculty will work with students (and the Title IX Coordinator) to determine how to best make up missed work and points. Granted academic leave of absences supersede any school or instructor-based attendance policies regarding allowable numbers of absences or ability to make up missed academic work. To the extent possible, the college will take reasonable steps to ensure that upon return from leave, students will be reinstated to their program in the same status as when the leave began, with no tuition penalty. Student-Employee Leave All student-employees will be entitled to the protections of the Family and Medical Leave Act. Pregnancy and related conditions will be treated as any other temporary disability for job purposes, including leave and benefits. Housing-Related Accommodations Pregnant students on-campus housing status will not be altered based on pregnancy status unless requested by the pregnant student(s). Related Policy or Rights Violations Reporting to the College Violations of this policy or any rights associated with it should be reported to the Title IX Coordinator. More information regarding the policy and process for violations can be found in the Sexual and Gender-Based Misconduct Policy. Reports can be made to the Title IX Coordinator in several ways: Bias Reporting Form Bias Reporting Hotline: 716-888-BIAS (2427) By mail or in person: Debbie Owens Title IX Coordinator/Associate Dean of Students Frisch Hall 006 716-888-3781 owens30@canisius.edu Please refer to the Title IX Coordinator and Reporting webpage for additional information. Reporting to the Office of Civil Rights Members of the College community may also file reports with the United States Department of Education, Office for Civil Rights (OCR) by utilizing this form. Under OCR’s Case Processing Manual, complaints typically must be filed within 180 days of when the discrimination took place. To ask OCR to provide language access services or resources, which may include oral technical assistance or written translation of a publicly available OCR document, free of charge, contact OCR at 1-800-421-3481 (TDD: 1-800-877-8339), or email OCR@ed.gov. For information about the Department’s interpretation or translation services, please call 1-800-USA-LEARN (1-800-872-5327) (TTY: 1-800-437-0833) or email Ed.Language.Assistance@ed.gov. To request documents in alternate formats such as Braille or large print, please contact the Department at 202-260-0852 or om_eeos@ed.gov. Training A copy of this policy will be made available to faculty, staff, and employees in annually required training and posted on the Canisius website. In addition, the College will alert all new students about this policy and the location of this policy as part of orientation. The Title IX Coordinator will make educational materials available to all members of the college community to promote compliance with this policy and familiarity with its procedures. RELATED POLICIES Anti-Discrimination and Harassment Policy Sexual Harassment Prevention Policy Sexual and Gender-Based Misconduct (Title IX) Policy</s>

<s>[INST] Procedures of the Committee on Tenure.txt [/INST] Procedures of the Committee on Tenure In evaluating a candidate for tenure, the Committee shall follow the then current "Procedural Guidelines of the Committee on Tenure," including the provisions therein with respect to seeking information in writing about the candidate from such sources as professionals in the candidate's field within and beyond the College and from each tenured member of the candidate's department/program from the Provost, and from the President. The Committee shall also appropriately evaluate student feedback. Any faculty member may at any time upon request obtain from the Office of the Provost a copy of the then current "Procedural Guidelines of the Committee on Tenure," as reviewed annually by the faculty and in addition the Committee shall furnish a copy thereof to each candidate for tenure six months in advance of its consideration of such candidate or upon learning that the faculty member is a candidate for tenure, whichever is later. As part of its deliberations, the Committee shall review and discuss the faculty member’s performance in each category of performance, utilizing the evaluation criteria set forth in Article IV, Section 2.2.1, applicable academic unit criteria, and the standards for tenure (see Article IV, Section 4.2.1). At the conclusion of its deliberations, the Committee will issue a written letter to the President and candidate indicating whether the faculty member has met the performance standards for tenure and promotion to Associate Professor, including a recommendation as to whether tenure and promotion should be granted or denied. The final votes of the individual members of the Committee, as well as any dissenting opinions will be included in the Committee’s written recommendation letter. For a recommendation of tenure, it shall be necessary that at least five three members of the voting members of the Committee affirmatively vote that the candidate has met the applicable tenure standards in favor of such a recommendation. If a member abstains from voting, such abstention shall have the force of a negative vote. If tenure is not recommended, the candidate may request, and the Committee shall provide, additional written clarification of the Committee's decision, including the final votes of the individual members of the Committee. The Committee's files with respect to a candidate shall be kept intact after the Committee decides whether to recommend such candidate for tenure. However, in order to avoid unnecessary harm to the candidate and encourage full and frank expression of opinion, all confidential minutes and records shall be sealed, maintained, and disposed of in accordance with the College’s Record Retention Schedule and inaccessible, except to members of the Committee that heard the case, the President, and the Provost and except as may be otherwise provided by the College's then current "Review and Appeals Procedures for Certain Faculty Grievances," for a period of 30 years. After 30 years, these records shall be reviewed by the Provost, who shall decide, depending on the sensitivity of the records, whether they should be opened at that time or should be resealed or otherwise restricted for a further period not to exceed 20 years, provided that records regarding the case of an individual still an active member of the faculty, shall not be opened. Once no longer restricted, the records shall be opened for the use of researchers. [October 7, 1983, p. 3631] Board of Trustees Review The President shall submit the Committee on Tenure’s vote, written report, and any minority report to the Board of Trustees, which shall vote in executive session whether to award the candidate tenure and promotion to Associate Professor. The Provost, acting for the Board of Trustees, informs the faculty member in writing of the Board of Trustees’ decision. The Provost also informs the campus community of all positive tenure cases. Tenure, if granted, will become effective with the next academic year.</s>

<s>[INST] Process Text from Proposal.txt [/INST] The Process Context The Higher Education Community Vendor Assessment Tool (HECVAT) is a higher-education specific tool designed to help colleges and universities measure vendor risk. A completed HECVAT allows colleges and universities to assess whether a third-party solution provider has the appropriate cybersecurity and privacy controls in place to protect institutional information. The HECVAT was intended to be a tool that is mutually beneficial to higher education institutions and the vendors that serve higher education. For colleges and universities, it provides a streamlined assessment of the security and privacy offered by service providers and shortens the procurement process. For vendors, it reduces the burden faced in responding to request for security assessments from higher education institutions. While the HECVAT is a security assessment tool, there is no denying that vendors that can quickly share a completed, passing score HECVAT for their products may have a competitive advantage in the higher education procurement process. Grit Digital Health (Grit) offers several psychology-based well-being apps, some of which are marketed to colleges and universities. Having an accurate and complete HECVAT to share with colleges and universities, that reflects a passing HECVAT score, is critical to Grit Digital Health’s success within the higher education market. Deliverables Through our flexible and collaborative approach, we will provide Grit Digital Health with: A detailed understanding of the HECVAT and its uses. A workshop with the Grit technology and information security teams to walk through the HECVAT and complete it for the You @ College student well-being portal and Nod application. We will use our knowledge and understanding of the higher education technology environment to ensure that the You @ College and Nod HECVAT responses are technically accurate and focus on the most relevant details for the campus information security analyst. Implementation activities performed by a team of experienced information security professionals, with expertise in operational security activities, information security project management, training and awareness programs, policy and compliance implementation, and strategy assessment; and If necessary, updating and/or developing appropriate policies and procedures/controls on an as needed basis. Vantage’s deliverables to Grit Digital Health will include: A completed HECVAT for the You @ College student well-being portal and Nod application. Completion of implementation activities as agreed upon (e.g., completing an information security training and awareness presentation for Grit Digital Health use, advice regarding information security products needed for threat assessment and monitoring, etc.). Stevens Strategies’ deliverables to Grit Digital Health (if necessary) will include: Updating and/or developing appropriate policies and procedures/controls as needed based. Task 1: Project Start and Information Gathering (Led by Vantage) It is essential that each institutional project get off to a strong start. This task will ensure that all parties involved have a mutual understanding of the project scope and direction, thus reducing the possibility of misunderstandings and preventing lost time due to any false starts. Specifically, our goals are to: Determine the composition of the core project team and how it will coordinate efforts. Confirm the project scope and revise the methodology and approach as necessary. Confirm deliverables, time frames, and project milestones for the project plan. Set dates for the HECVAT workshop activities. Establish information flows and reporting procedures. Discuss the information required for the project and start the data-gathering processes. As part of this task, Vantage will provide a list of desired documentation, but at a minimum, will request: Organizational charts Grit Digital Health’s information security policy and/or security program charter Information security and privacy policies, standards, guidelines, and procedures Relevant security architecture and configuration documents for the You @ College student well- being portal and Nod application. A list of services and/or service providers that support the You @ College student well-being portal and Nod application. Note that Vantage is not asking Grit Digital Health to create new data in response to the documentation request. We understand that some documentation is not available and may need to be prepared as part of this engagement to help Grit Digital Health improve its HECVAT score. Estimated Vantage Hours: 6-10 depending on the level of effort needed to meet with the Grit Digital Health team and review documentation, includes project kickoff meeting between Vantage staff and the Grit Digital Health project team. Task 2: HECVAT Workshop (Led by Vantage) This task work is designed to work with the Grit technology and information security teams to walk through the HECVAT and complete it for the You @ College student well-being portal and Nod application. We will use our knowledge and understanding of the higher education technology environment to ensure that the You @ College and Nod HECVAT responses are technically accurate and focus most on the details that colleges and universities expect. To accomplish this task, we expect to spend 8 hours with the Grit technology and information security teams, walking through the full HECVAT questionnaire, discussing each question, and documenting Grit’s response. If necessary, we will ask additional questions to ensure that the data use, cybersecurity, and privacy status of the You @ College student well-being portal and Nod application are accurately and completely represented. We will use our knowledge of the HECVAT, our familiarity with higher education IT operations, and industry cybersecurity and privacy best practices to facilitate a thorough conversation with the Grit team. Estimated Vantage Hours: 22 (prep, workshop time, and review for 2 Vantage staff members) Task 3: Implementation Activities (Led by Vantage) We understand that implementation engagements need to be flexible to focus on immediate information security priorities, while still moving forward in a strategic manner. We will work with Grit Digital Health to complete the additional implementation activities needed to improve their baseline HECVAT score (e.g., completing an information security training and awareness presentation for Grit Digital Health use, advice regarding information security products needed for threat assessment and monitoring, etc.) We expect regular communication with the Grit Digital Health project team to ensure that implementation activities are completed in a manner that will be useful and sustainable for Grit Digital Health. Estimated Vantage Hours: To be estimated and provided to Grit Digital Health at the start of each implementation activity. General estimates for implementation activities include: Preparation of a general information security training and awareness reusable PowerPoint deck based on Grit Digital Health’s information security policies, ~10 hours Mapping Grit Digital Health’s information security policies to ISO 27002:2013 and NIST 800-53, ~10 hours Security services and operations/tools advice applicable to the Grit Digital Health IT environment (including threat assessment tools), ~5 hours Task 4: Updating and/or Developing Appropriate Policies and Procedures/Controls (If Necessary) (Led by Stevens Strategy) Stevens Strategy will update the policies and procedure/controls previously developed by Stevens Strategy if updates are needed based on the results of the HECVAT workshop and/or mapping activity (including addressing MAPP standards 01, 01 and 04 if needed). Moreover, Stevens Strategy will develop new policy and procedures/controls as needed based on the results of the HECVAT workshop and/or mapping activity.</s>

<s>[INST] Professional Development Section (2nd Draft).txt [/INST] Alternative Model The purpose of the sabbatical leave program is to provide probationary and tenured faculty the opportunity to pursue scholarly, creative, or pedagogical activity that will contribute to their effectiveness as teaching scholars. A sabbatical leave is an investment in the future and a privilege granted to tenure track faculty who meet the eligibility requirements set forth below. It is not a reward for past service. Eligibility Pre-Tenure Faculty Non-tenured tenure track faculty appointed to the faculty without prior service credit are eligible to apply for a one-semester pre-tenure sabbatical leave with pay in their fourth year of full-time service at the University following a successful retention review in their third year. Eligibility and scheduling of leaves for faculty who come to the University with one to two years of prior teaching experience will be determined at the time of appointment. A faculty member granted three or more years credit toward the probationary period for tenure at the time of initial appointment to the University is not eligible for the pre-tenure sabbatical leave. Moreover, a pre-tenure sabbatical leave may not be taken by a faculty member with a terminal contract. Tenured members of the faculty who do not receive a pre-tenure sabbatical are eligible for a one-semester post-tenure sabbatical leave with pay after they have served with the University for a period of six years as a full-time faculty member. Tenured Faculty Tenured faculty members are eligible to apply for a one semester sabbatical leave with pay in the sixth year of full-time service at the University following their previous post-tenure or pre-tenure sabbatical leave. A tenured faculty member in the last regular year of service at the University is eligible for the leave during the first semester only. In the event a tenured faculty member elects not to take advantage of the eligibility for a sabbatical leave after six years of teaching at the University, the faculty member may elect apply any year thereafter. Procedures Faculty seeking a sabbatical leave must submit a written proposal to Academic Affairs on or before September 1st. The proposal should include a project title, a short description of the project, budget requirements, a statement on how the project will impact the faculty member’s scholarly, creative, or pedagogical work (i.e., goals and objectives), and a clear indication of the semester in which the leave will be taken. Faculty will be informed of the status of their leave application for the following academic year on before October 15th. It is the intent that requests for leaves will be approved by the Provost, provided that the eligibility requirements set forth above are met and the faculty member applies for the leave by documenting a scholarly, creative, or pedagogical project with goals and objectives. Faculty members are expected to take the approved leave as scheduled unless extraordinary circumstances require a change. Any change to an approved leave schedule requires written approval of the Provost, who will consult with the faculty member’s Department Chair to determine the impact of a change. Upon return from leave, the faculty member’s course load during the academic year the leave is taken will be no less than three (3), except where adjustments must be made for Department Chairs or for other special duties (see Section --). Course adjustments should seek to minimize the impact on course options for students. Obligations and Conditions Acceptance of a sabbatical leave entails the following obligations and conditions: Agreement to pursue the approved leave project. Faculty on leave may not serve as the instructor of record for any Ohio Wesleyan course, including but not limited to independent studies, directed readings, and internships. Faculty on leave also agree not to carry service duties, such as serving Department Chair or serving as a member or chair of a faculty or University committee or task force. Similarly, faculty on leave may not accept full-time employment elsewhere during the leave without written approval from the Provost. If some employment is a necessary component of the leave-semester activity, this must be detailed in the faculty member’s leave proposal application. Submission of a complete report of the leave-semester activity to the Faculty Personnel Committee within the first five (5) weeks of the following semester. This report will be considered in the next review of the faculty member. Continued full-time service to the University for at least one year after returning from the leave unless other arrangements are agreed to in writing by the parties. If this commitment is not fulfilled, it is expected that the faculty member will then refund the salary received from the University during the leave, in full in case of no return, or in part according to negotiated, pro-rated basis for shorter periods. Special Released Time for Scholarly Production The purpose of the special scholarly leave program is to encourage eligible tenure track faculty members to participate in grant supported research or outstanding creative endeavors that require rigorous time commitments. The program is administered by the Provost, in consultation with the Faculty Personnel Committee. Program Funding The special scholarly leave program is funded annually as part of the University’s budget process. In preparation of the University budget, certain professional development monies are set aside in a special account for the express purpose of encouraging faculty members with recognized expertise to enter into grant supported research or outstanding creative endeavors requiring rigorous commitments. When the University’s financial condition permits, these funds shall be adequate to replace one faculty member per year for one semester paid leave. Should it be necessary, the funds shall provide a replacement up to the average salary level of a full professor. The total remuneration during any semester for which a reduced load is granted, or during any semester for which special leave is granted, may not, however, exceed the regular salary of the grantee. Eligibility Support under the program is reserved for major and unique projects and must meet the following criteria: Normally, consideration will be given to those who have invested at least two years in their projects; The project must hold promise for significant contribution to the University Community; The project must entail commitment to responsibilities, duties, time schedules or other obligations which cannot be accommodated within the framework of the University’s regular sabbatical leave program. Note: Applicants holding grants may not seek paid leave in violation of the conditions of their grants. Procedures Application for support shall be made jointly by the faculty member and the Department Chair , who will submit to the Provost and Faculty Personnel Committee, on or before September 1st of the academic year preceding the leave, a statement indicating the special nature of the proposed activity, the unique conditions requiring special leave, and a plan setting for the time span for which the request is made, as well as a proposal for coverage of teaching and other responsibilities. Applications will be considered jointly by the Provost and Faculty Personnel Committee (FPC). If the Provost and FPC are in agreement regarding the final candidate, the Provost will issue a written recommendation to the President for final approval. If the Provost and FPC do not agree on a final candidate, the Provost and Chair of the FPC shall issue separate written recommendations to the President, whose decision shall be final. Obligations and Conditions Acceptance of a special scholarly leave entails the following obligations and conditions: Agreement to pursue the approved leave project and refrain from serving as the instructor of record for any Ohio Wesleyan course, including but not limited to independent studies, directed readings, and internships. Faculty on leave also agree not to carry service duties, such as serving Department Chair or serving as a member or chair of a faculty or University committee or task force. Similarly, faculty on scholarly leave may not accept full-time employment elsewhere during the leave without written approval from the Provost. If some employment is a necessary component of the leave-semester activity, this must be detailed in the faculty member’s leave proposal application. Submission of a complete report of the leave-semester activity to the Faculty Personnel Committee within the first five (5) weeks of the following semester. This report will be considered in the next review of the faculty member. Continued full-time service to the University for at least one year after returning from the leave unless other arrangements are agreed to in writing by the parties. If this commitment is not fulfilled, it is expected that the faculty member will then refund the salary received from the University during the leave, in full in case of no return, or in part according to negotiated, pro-rated basis for shorter periods. Retraining Leaves Upon application, full-time faculty members may be granted up to one year of paid leave to undergo professional retraining to equip them to take on new assignments which contribute to, or are the result of a reduction in faculty positions (see Section 3.13.5). Upon receipt of the faculty member’s application, the Provost shall consult with the potential receiving department(s) to determine whether a limited period of additional training (i.e., one year or less) would lead to acceptance of the faculty member in the department(s). In arriving at a recommendation, the Provost and department(s) must determine whether the faculty member, after receiving training, will be able to meet applicable accreditation guidelines with respect to faculty credentials. If the Provost, after consultation with the affected department(s), determines that a limited period of additional training would lead to acceptances of the faculty member in another department(s), the Provost will recommend such leave to the Faculty Personnel Committee, which shall consult as necessary with the Academic Policy Committee and forward a recommendation to the President for final action. The decision of the President is final. Any retraining permitted by such leaves shall be counted in faculty personnel evaluations as enhancement of the individual's expertise and credited under teaching, professional development, and/or service as appropriate and agreed at the time the leave is granted. Professional Development Leave Without Pay The University recognizes that under some circumstances, extended faculty leaves for tenure track faculty members to pursue activities that enhance a faculty member’s professional development can benefit both the individual faculty member and the institution. They may involve, but are not limited to, gainful employment in the academic world or elsewhere, retraining, or professional development. Applications for professional development leaves without pay for a period of one, two, or three years shall be made in writing to the Provost on or before September 1st the academic year prior to the beginning of the leave. The faculty member’s application must include a short description of the scholarly, creative or professional development activities to be pursued during the leave, a statement on how the leave will impact the faculty member’s scholarly, creative, or pedagogical work (i.e., goals and objectives), and a clear indication of the length of the proposed leave. Upon receipt of the application, the Provost shall consult with the affected department(s) and then make a written recommendation to the Faculty Personnel Committee, which shall in turn issue a written recommendation on the request to the President. In its deliberations, the committee and President will consider the costs and benefits of the leave to the University, including both tangible and intangible consequences. The decision of the President is final. If the President does not accept the committee’s recommendation, the President will convey the reasons therefore to both the applicant and the committee chair. Professional development leaves without pay are generally limited to one year in duration. Requests beyond one year require special justification and unusual circumstances such as those that result in exceptional professional opportunities for the faculty member or those that clearly benefit the University. They may involve gainful employment in the academic world or elsewhere, retraining, or professional development. During the leave, the faculty member will continue to accrue step increases to base salary and accumulate service toward promotion to Professor if the leave activities have been approved in advance by the Faculty Personnel Committee and President as bona fide professional development. Time toward tenure, however, will not accrue. Moreover, the leave of absence shall defer eligibility for regular paid (sabbatical) leave by an equivalent period. Tuition, life insurance, and health insurance benefits will be provided by the University as usual unless they are provided to the faculty member by another employer. Faculty members on leave for a year or more must notify the Provost at least eleven months prior to the beginning of the semester of scheduled return from leave as to whether or not they are returning to the University. The Provost will provide a reminder of that obligation and notice of the impending deadline thirty (30) days prior to the deadline. Failure to respond by the deadline will be treated as a resignation from the faculty effective at the end of the contract period. The position occupied by the faculty member will be considered vacated immediately. Although that resignation will serve to vacate the position immediately, the faculty member will continue to receive, until the end of the contract year, the same tuition, life insurance, and health insurance benefits as described above (unless they are being provided to the faculty member by another employer). Individual Professional Development Accounts Ohio Wesleyan University provides each full-time member of the faculty with an individual professional development account (IPDA). The funds in each IPDA are intended to support the professional development of each faculty member throughout their career. The University annually makes available an annual allotment of funds for deposit in each IPDA. Funds carry over from year to year. Faculty may use these funds at their discretion without application or prior approval. IPDA balances for retiring faculty are returned to the University. Please refer to the Professional Development Policy for additional information. Assistance With Travel and Other Professional Expenses Faculty Travel Professional development activities by faculty members may appropriately involve travel. This includes such travel as to conventions and conferences, to libraries or other resources not available locally, and to sites where the faculty member will work during a paid leave. The University makes available to each full-time faculty member a travel allowance in each fiscal year to assist with expenses for major travel for purposes of professional development. Major travel is defined as travel to points more than 100 miles from Delaware, except that travel to conventions and conferences is included without distance limit. Legitimate expenses for such travel include transportation costs up to the amount of air coach fare; associated meals and lodging; and conference registration fees. Travel advances and reimbursements are secured from the University Cashier. Reserved to the Cashier is the right to refer cases to the Provost when in doubt about whether the travel is supportable under this policy. A Travel Fund Report Form must be completed and taken to the Cashier within 10 days of return from a trip. Manuscript Preparation A modest sum of money is available to assist full-time faculty members with the preparation of final manuscripts of scholarly work. (Ordinarily costs for typing of speeches, notes, or informal papers should not be submitted, since the intent is to assist with preparation for publication.) A faculty member who has financial assistance from the University for typing, publication, or other costs, and who receives remuneration from sale or royalties for the work, is expected to repay the University. Out of Pocket Costs A modest sum of money is available for assistance with out of pocket costs of faculty research or creative projects (such as materials, microfilming, publication, postage, etc.). Proposals submitted to the Provost will be received at any time as long as money in this category is available. Ordinarily, the amounts of grants will be limited. A faculty member who has financial assistance from the University in this category, and who received remuneration from sale or royalties in connection with the work done, is expected to repay the University. Doctoral Tuition Costs A modest sum of money is available to assist faculty members on regular full-time appointment with tuition costs for doctoral study. Maxima by quarter or semester, and per degree, will be set. Assistance will be granted in order of application to the Provost (since advance planning is often difficult) up to the budget limit.</s>

<s>[INST] Projected Project Days Revised CLU.txt [/INST] Projected Project Days CLU Phase One – Project Calendar SL - .25 Faculty HB Analysis SL - .25 OF - .25 Virtual Meeting SL - .25 OF - .25 Best Practices Resources SL – 1.0 OF - .25 Interviews SL – 1.0 OF – 1.0 Survey Review SL - .25 Peer Data SL - .50 Recommendations SL – 3.0 OF - .25 Total 6.5 days for SL 1.75 days for OF Phase Two & Three – Faculty Forum Attendance SL - .25 HB Draft 1 SL – 3.0 OF - .25 Facilitations SL – 1.0 HB Draft 2 SL - .50 HB Draft 3 SL - .50 HB Draft 4 SL - .25 Faculty Forum SL - .25 HB Final SL - .25 Extra SL - .5 Total 6.5 days for SL .25 for OF TOTAL = SL Days = 13 days x 1200 = 15,600 OF Days = 2 x 2000 = 4,000 19600 x25% 4,900 +19,600 Total = $24,500</s>

<s>[INST] Proposed Calendar (1st Draft) .txt [/INST] PROJECT CALENDAR Proposed Date Completion Date Phase I – Introduction, Identify Needs, and Document Collection Project Manager is appointed. March 10 Members appointed to the Working Group. Week of May 2nd May 20 University posts all applicable internal faculty status-related documents (i.e., promotion and tenure guidelines, academic unit guidelines, etc.) and forms (e.g., evaluation forms), as well as a listing of peer schools. Week of May 2nd April 20 Consultant meets with Working Group to provide overview of process, project goals, answer question, gain an understanding of current Faculty Legislation document’s strengths and opportunities for development. Week of May 9 [Exact Date TBD] May 25 Consultant delivers proposed Bylaw Table of Contents to Working Group for consideration and comment. May 16 Consultant presents overview of process at Faculty Meeting. May 19 May 19 Zoom meeting with Working Group to discuss and finalize Table of Contents. May 20 Phase II – Faculty Handbook Preparation Consultant delivers first draft of updated Faculty Handbook. June 20 Working Group members review first draft & prepares for the consultant-run facilitation meetings. June 20 – June 27 Consultant facilitates the Working Group’s review of the 1st draft. These meetings should be scheduled in two-to-three-hour increments and will take roughly 18 to 24 hours to complete. We will have a better sense of this after delivery of the first draft. June 27 – July 1 July 18 - 22 Consultant implements Working Group’s requested revisions and delivers 2nd draft. August 1 Working Group members individually review the 2nd draft and prepare for the consultant-run facilitation meetings. August 1 - 15 Consultant facilitates Working Group’s review of 2nd draft via a series of 2-hour virtual meetings. August 15 - 26 Consultant delivers 3rd draft to Working Group. September 9 Consultant facilitates Working Group’s review of 3rd draft via a series of 2-hour virtual meetings. Weeks of October 3rd & 10th Phase III – Approval Process Projected Date Completion Date Draft 4 is submitted to the President. October 24 President submits comments and suggested revisions to Working Group. October 31 Working Group and consultant meet virtually to discuss and address President’s comments. If the Working Group disagrees with a revisions requested by the President, consultant will facilitate dialogue between parties. Week of November 7 Consultant implements changes requested by the Working Group and delivers final version of the handbook, which is distributed to the Faculty. November 18 The consultant will, upon the College’s request, virtually attend a Faculty forum or meeting to answer any questions regarding the updated Faculty Bylaws document. Week of December 12 [Exact Dates to TBD] Page 1 Page 2</s>

<s>[INST] Proposed Calendar (2nd Draft) .txt [/INST] PROJECT CALENDAR Description Proposed Date Completion Date SEGMENT ONE Consultants deliver preliminary draft of the Code of Regulations analysis report, including any suggested amendments to the Provost & President. April 29 Virtual meeting with Provost & President to discuss report. May 2-3 Consultants deliver final report. May 4 Virtual meeting, if necessary, with the Board’s Faculty Handbook Task Force to discuss report and suggested amendments to the Articles in the Code of Regulations. May 5-6 [Specific Date TBD] Consultants submit final suggested amendments to the Articles in the Code of Regulations. May 9 SEGMENT TWO Phase I – Introduction, Identify Needs, and Document Collection Project Manager is appointed. April 15 Members appointed to the Review Team. Week of April University posts all applicable internal faculty status-related documents (i.e., promotion and tenure guidelines, academic unit guidelines, etc.) and forms (e.g., evaluation forms), as well as a listing of peer schools. May 1 Consultant meets with Review Team (either virtually or on campus at University’s request) to provide overview of process, project goals, answer questions and gain an understanding of current handbook’s strengths and opportunities for development. [Exact Date TBD] Consultant delivers proposed Table of Contents to Review Team and President for consideration and comment. Week of May 30 [Exact Date TBD] Zoom meeting with Review Team and President to discuss Table of Contents. Week of June 6 [Exact Date TBD] Final consensus reached for Table of Contents. If consensus cannot be reached, the Board’s Faculty Handbook Task Force will be consulted. Week of June 27 [Exact Date TBD] Phase II – Faculty Handbook Preparation Consultants delivers first draft of updated Faculty Handbook. August 17 Review Team members review first draft & prepares for the consultant-run facilitation meetings. August 17-Spetember 2 Consultant visits campus to facilitate the Review Team’s review of the 1st draft. Two full days will be required; however, these can be split up between two trips. Many clients prefer to schedule two half-day sessions over the course of two days for each trip. Some of these meetings can be held virtually if preferable. Time should be reserved at the end of the two week window to hold a virtual meeting(s) in the event we do complete the review during the campus meetings. September 5-16 [Exact Dates TBD] Consultant implements Review Team’s requested revisions and delivers 2nd draft. October 3 Review Team members individually review the 2nd draft and prepare for the consultant-run facilitation meetings. October 3-7 Consultant facilitates Review Team’s review of 2nd draft via a series of 2-hour virtual meetings. October 10-11 &-October 17-21 [Exact Dates TBD] Consultant delivers 3rd draft to Review Team. November 7 Review Team and consultant meet virtually to approve/implement changes to handbook in anticipation of delivery of the 4th draft to the Faculty Executive Committee, Faculty Personnel Committee, and President for comments. Week of November 14 Consultant delivers 4th draft, which is distributed to the Faculty Executive Committee, Faculty Personnel Committee, and President for comments. November 28 Faculty Executive Committee, Faculty Personnel Committee, and President deliver their respective comments to Review Team and consultant. December 16 Virtual meeting(s) is held with Review Team to review stakeholders’ comments. Week of January 9 Consultant delivers 5th Draft for Review Team’s final approval. January 19 Virtual meeting(s) held with Review Team to approve 5th draft. Week of January 23 Consultant delivers 5th draft and executive summary of key changes to the Board of Trustees’ Faculty Handbook Task Force. January 30 Board Faculty Handbook Task Force delivers comments/requested changes to consultant. February 6 Consultant and Review Team meet virtually to discuss/implement any revisions requested by the Board Faculty Handbook Task Force. February 6-17 Consultant delivers final draft of the handbook, which is distributed to Faculty at start of Phase III. February 17 Phase III – Approval Process Projected Date Completion Date Review Team approved draft is submitted to the Faculty. February 17 Review Team holds faculty forum(s) to review key changes to the handbook and answer questions. Consultant will attend forum upon client request. Week of March 6 Consultant facilitates virtual meeting(s) with Review Team to discuss any issues raised during faculty forum(s). Week of March 20 Consultant implements changes requested by the Review Team and delivers final version of the handbook. Following delivery, the handbook will be submitted to Project Manager for distribution to the Faculty. The faculty and administration will then work independently from Stevens Strategy towards obtaining Faculty, President, and ultimately Board approval. March 31 Page 1 Page 2</s>

<s>[INST] Proposed Calendar (5.4.22 Draft).txt [/INST] PROJECT CALENDAR Proposed Date Completion Date Phase I – Introduction, Identify Needs, and Document Collection Project Manager is appointed. April 15th Members appointed to the Review Team. Week of May 9 University posts all applicable internal faculty status-related documents (i.e., promotion and tenure guidelines, academic unit guidelines, etc.) and forms (e.g., evaluation forms), as well as a listing of peer schools. Week of May 9 May 3rd Consultant meets with Review Team on campus to provide overview of process, project goals, answer questions and gain an understanding of current handbook’s strengths and opportunities for development. Week of May 30th [Exact Day TBD] Consultant delivers proposed Table of Contents to Review Team and President for consideration and comment at initial meeting. Zoom meeting with Review Team and President to discuss Table of Contents. Final consensus reached for Table of Contents. If consensus cannot be reached, the Board’s Faculty Handbook Task Force will be consulted. Phase II – Faculty Handbook Updating Consultant analyzes Faculty Handbook. During this time frame, the consultant may send questions to the Review Team regarding current University processes June 1 – July 15 Consultant meets with Review Team to solicit the team’s feedback on select policy topics. Week of July 18 [Exact Date TBD] Consultants delivers first draft of updated Faculty Handbook. August 17 Review Team members review first draft & prepares for the consultant-run facilitation meetings. August 17 – September 2 Consultant visits campus to facilitate the Review Team’s review of the 1st draft. Two full days will be required; however, these can be split up between two trips. Many clients prefer to schedule two half-day sessions over the course of two days for each trip. Some of these meetings can be held virtually if preferable. Time should be reserved at the end of the two-week window to hold a virtual meeting(s) in the event we do complete the review during the campus meetings. September 5 – September 16 [Exact Dates TBD] Consultant implements Review Team’s requested revisions and delivers 2nd draft. October 3 Review Team members individually review the 2nd draft and prepare for the consultant-run facilitation meetings. October 3-7 Consultant facilitates Review Team’s review of 2nd draft via a series of 2-hour virtual meetings. October 10-11 – October 17 – 21 [Exact Dates TBD] Consultant delivers 3rd draft to Review Team. November 7 Review Team and consultant meet virtually to approve/implement changes to handbook in anticipation of delivery of the 4th draft to the Faculty Executive Committee, Faculty Personnel Committee, and President for comments. Week of November 14 [Exact Date(s) TBD] Consultant delivers 4th draft, which is distributed to the Faculty Executive Committee, Faculty Personnel Committee, and President for comments. November 28 Faculty Executive Committee, Faculty Personnel Committee, and President deliver their respective comments to Review Team and consultant. December 16 Virtual meeting(s) is held with Review Team to review stakeholders’ comments. Week of January 9 Consultant delivers 5th Draft for Review Team’s final approval. January 19 Virtual meeting(s) held with Review Team to approve 5th draft. Week of January 23 [Exact Date(s) TBD] Consultant delivers 5th draft and executive summary of key changes to the Board of Trustees’ Faculty Handbook Task Force. January 30 Board Faculty Handbook Task Force delivers comments/requested changes to consultant. February 6 Consultant and Review Team meet virtually to discuss/implement any revisions requested by the Board Faculty Handbook Task Force. February 6 – 17 [Exact Dates TBD] Consultant delivers final draft of the handbook, which is distributed to the Faculty at start of Phase III. February 17 Phase III – Approval Process Projected Date Completion Date Review Team approved draft is submitted to the Faculty. February 17 Review Team holds faculty forum(s) to review key changes to the handbook and answer questions. Consultant will attend forum upon client request. Week of March 6 [Exact Dates TBD] Consultant facilitates virtual meeting(s) with Review Team to discuss any issues raised during faculty forum(s). Week of March 20 [Exact Dates TBD] Consultant implements changes requested by the Review Team and delivers final version of the handbook. Following delivery, the handbook will be submitted to Project Manager for distribution to the Faculty. The faculty and administration will then work independently from Stevens Strategy towards obtaining Faculty, President, and ultimately Board approval. March 31 Page 2 Page 1</s>

<s>[INST] Proposed Calendar (Final) .txt [/INST] PROJECT CALENDAR Proposed Date Completion Date Phase I – Introduction, Identify Needs, and Document Collection Project Manager is appointed. March 10 Members appointed to the Working Group. Week of May 2nd May 20 University posts all applicable internal faculty status-related documents (i.e., promotion and tenure guidelines, academic unit guidelines, etc.) and forms (e.g., evaluation forms), as well as a listing of peer schools. Week of May 2nd April 20 Consultant meets with Working Group to provide overview of process, project goals, answer question, gain an understanding of current Faculty Legislation document’s strengths and opportunities for development. Week of May 9 [Exact Date TBD] May 25 Consultant delivers proposed Bylaw Table of Contents to Working Group for consideration and comment. May 16 Consultant presents overview of process at Faculty Meeting. May 19 May 19 Zoom meeting with Working Group to discuss and finalize Table of Contents. May 20 Phase II – Faculty Handbook Preparation Consultant delivers first draft of updated Faculty Handbook. June 20 Working Group members review first draft & prepares for the consultant-run facilitation meetings. June 20 – June 27 Consultant facilitates the Working Group’s review of the 1st draft. These meetings should be scheduled in two-to-three-hour increments and will take roughly 18 to 24 hours to complete. We will have a better sense of this after delivery of the first draft. June 27 – July 1 July 18 - 22 Consultant implements Working Group’s requested revisions and delivers 2nd draft. August 1 Working Group members individually review the 2nd draft and prepare for the consultant-run facilitation meetings. August 1 - 15 Consultant facilitates Working Group’s review of 2nd draft via a series of 2-hour virtual meetings. August 15 - 26 Consultant delivers 3rd draft to Working Group. September 9 Consultant facilitates Working Group’s review of 3rd draft via a series of 2-hour virtual meetings. Weeks of October 3rd & 10th Phase III – Approval Process Projected Date Completion Date Draft 4 is submitted to the President. October 24 President submits comments and suggested revisions to Working Group. October 31 Working Group and consultant meet virtually to discuss and address President’s comments. If the Working Group disagrees with a revisions requested by the President, consultant will facilitate dialogue between parties. Week of November 7 Consultant implements changes requested by the Working Group and delivers final version of the handbook, which is distributed to the Faculty. November 18 The consultant will, upon the College’s request, virtually attend a Faculty forum or meeting to answer any questions regarding the updated Faculty Bylaws document. Week of December 12 [Exact Dates to TBD] Page 1 Page 2</s>

<s>[INST] Proposed Calendar (No TOC Option).txt [/INST] PROJECT CALENDAR Description Proposed Date Completion Date SEGMENT ONE Consultants deliver preliminary draft of the Code of Regulations analysis report, including any suggested amendments to the Provost & President. April 29 Virtual meeting with Provost & President to discuss report. May 2-3 Consultants deliver final report. May 4 Virtual meeting, if necessary, with the Board’s Faculty Handbook Task Force to discuss report and suggested amendments to the Articles in the Code of Regulations. May 5-6 [Specific Date TBD] Consultants submit final suggested amendments to the Articles in the Code of Regulations. May 9 SEGMENT TWO Phase I – Introduction, Identify Needs, and Document Collection Project Manager is appointed. April 15 Members appointed to the Review Team. Week of April University posts all applicable internal faculty status-related documents (i.e., promotion and tenure guidelines, academic unit guidelines, etc.) and forms (e.g., evaluation forms), as well as a listing of peer schools. May 1 Consultant meets with Review Team on campus to provide overview of process, project goals, answer questions and gain an understanding of current handbook’s strengths and opportunities for development. August 29, 30 or 31st [Exact Date TBD] Consultant delivers proposed Table of Contents to Review Team and President for consideration and comment at initial meeting. September 7 Zoom meeting with Review Team and President to discuss Table of Contents. Week of September 19 Final consensus reached for Table of Contents. If consensus cannot be reached, the Board’s Faculty Handbook Task Force will be consulted. By September 30 Phase II – Faculty Handbook Preparation Consultants delivers first draft of updated Faculty Handbook. September 12 Review Team members review first draft & prepares for the consultant-run facilitation meetings. September 12-September 23 Consultant visits campus to facilitate the Review Team’s review of the 1st draft. Two full days will be required; however, these can be split up between two trips. Many clients prefer to schedule two half-day sessions over the course of two days for each trip. Some of these meetings can be held virtually if preferable. Time should be reserved at the end of the two week window to hold a virtual meeting(s) in the event we do complete the review during the campus meetings. September 26-October 7 [Exact Dates TBD] Consultant implements Review Team’s requested revisions and delivers 2nd draft. October 21 Review Team members individually review the 2nd draft and prepare for the consultant-run facilitation meetings. October 24-28 Consultant facilitates Review Team’s review of 2nd draft via a series of 2-hour virtual meetings. October 31 – November 11 Consultant delivers 3rd draft to Review Team. November 21 Review Team and consultant meet virtually to approve/implement changes to handbook in anticipation of delivery of the 4th draft to the Faculty Executive Committee, Faculty Personnel Committee, and President for comments. December 5-9 Consultant delivers 4th draft, which is distributed to the Faculty Executive Committee, Faculty Personnel Committee, and President for comments. December 17 Faculty Executive Committee, Faculty Personnel Committee, and President deliver their respective comments to Review Team and consultant. January 6 Virtual meeting(s) is held with Review Team to review stakeholders’ comments. Week of January 9 Consultant delivers 5th Draft for Review Team’s final approval. January 27 Virtual meeting(s) held with Review Team to approve 5th draft. February 6 – 10 Consultant delivers 5th draft and executive summary of key changes to the Board of Trustees’ Faculty Handbook Task Force. February 20 Board Faculty Handbook Task Force delivers comments/requested changes to consultant. February 27 Consultant and Review Team meet virtually to discuss/implement any revisions requested by the Board Faculty Handbook Task Force. March 6, 7, or 8th Consultant delivers final draft of the handbook, which is distributed to Faculty at start of Phase III. March 15 Phase III – Approval Process Projected Date Completion Date Review Team approved draft is submitted to the Faculty. March 15 Review Team holds faculty forum(s) to review key changes to the handbook and answer questions. Consultant will attend forum upon client request. Week of April 3rd Consultant facilitates virtual meeting(s) with Review Team to discuss any issues raised during faculty forum(s). Week of April 10 Consultant implements changes requested by the Review Team and delivers final version of the handbook. Following delivery, the handbook will be submitted to Project Manager for distribution to the Faculty. The faculty and administration will then work independently from Stevens Strategy towards obtaining Faculty, President, and ultimately Board approval. April 21 Page 1 Page 2</s>

<s>[INST] Proposed Calendar (No TOC-FEC-FPC Steps Option).txt [/INST] Description Proposed Date Completion Date SEGMENT ONE Consultants deliver preliminary draft of the Code of Regulations analysis report, including any suggested amendments to the Provost & President. April 29 April 23 Virtual meeting with Provost & President to discuss report. May 2-3 Consultants deliver final report. May 4 Virtual meeting, if necessary, with the Board’s Faculty Bylaws (Legislation) Task Force to discuss report and suggested amendments to the Articles in the Code of Regulations. May 5-6 [Specific Date TBD] Consultants submit suggested amendments to the Articles in the Code of Regulations. May 9 April 23 SEGMENT TWO Phase I – Introduction, Identify Needs, and Document Collection Project Manager is appointed. April 15 Members appointed to the Review Team. Week of April University posts all applicable internal faculty status-related documents (i.e., promotion and tenure guidelines, academic unit guidelines, etc.) and forms (e.g., evaluation forms), as well as a listing of peer schools. May 10 Consultant meets with Review Team on campus to provide overview of process, project goals, answer questions and gain an understanding of current handbook’s strengths and opportunities for development. August 29, 30 or 31st [Exact Date TBD] Phase II – Faculty Bylaws (Legislation) Preparation Consultants delivers first draft of updated Faculty Handbook. September 19 Review Team members review first draft & prepares for the consultant-run facilitation meetings. September 19-October 7 Consultant visits campus to facilitate the Review Team’s review of the 1st draft. Two full days will be required; however, these can be split up between two trips. Many clients prefer to schedule two half-day sessions over the course of two days for each trip. Some of these meetings can be held virtually if preferable. Time should be reserved at the end of the two week window to hold a virtual meeting(s) in the event we do complete the review during the campus meetings. October 10-14 & October 17-21 [Exact Dates TBD] Consultant implements Review Team’s requested revisions and delivers 2nd draft. November 7 Review Team members individually review the 2nd draft and prepare for the consultant-run facilitation meetings. November 7 –18 Consultant facilitates Review Team’s review of 2nd draft via a series of 2-hour virtual meetings. November 21-23 December 5-16 Consultant delivers 3rd draft to Review Team. December 16 Review Team and consultant meet virtually to approve/implement changes to handbook in anticipation of delivery of the 4th draft to the Faculty Executive Committee, Faculty Personnel Committee, and President for comments. Week of January 9 Consultant delivers 4th draft, which is distributed to the Faculty Executive Committee, Faculty Personnel Committee, and President for comments. Faculty Executive Committee, Faculty Personnel Committee, and President deliver their respective comments to Review Team and consultant. Virtual meeting(s) is held with Review Team to review stakeholders’ comments. Consultant delivers 4th 5th Draft for Review Team’s final approval. Virtual meeting(s) held with Review Team to approve 4th 5th draft. Consultant delivers 4th 5th draft and executive summary of key changes to the Board of Trustees’ Faculty Bylaws (Legislation) Task Force and President. January 20 Board Faculty Bylaws (Legislation) Task Force and President delivers comments/requested changes to Review Team and consultant. February 3rd Consultant and Review Team meet virtually to discuss/implement any revisions requested by the Board Faculty Bylaws (Legislation) Task Force & President. February 6-10 Consultant delivers 5th draft of the handbook, which is distributed to Faculty at start of Phase III. February 17 Phase III – Approval Process Projected Date Completion Date Review Team approved 5th draft is submitted to the Faculty. February 17 Review Team holds faculty forum(s) to review key changes to the handbook and answer questions. Consultant will attend forum upon client request. Weeks of March 6 and 13 Consultant facilitates virtual meeting(s) with Review Team to discuss any issues raised during faculty forum(s). Week of March 20 Consultant implements changes requested by the Review Team and delivers final version of the handbook. The faculty and administration will then work independently from Stevens Strategy towards obtaining Faculty, President, and ultimately Board approval. March 31 Page 2</s>

<s>[INST] Proposed Retirement Policy JAN 28 2022 (SS Comments).txt [/INST] Retirement Policy: Four options for all professors who are at least 60 years old and with at least 12 years of service a choice between: Option A: A final year at prior year’s full salary/full benefits and reduced teaching load to ¾ (16-18 credits) with retirement effective at the conclusion of the year. Option B: A full-time, full salary/full benefits semester (12 credits) followed by a semester without teaching responsibilities with half salary and full benefits. This is essentially a ¾ pay year with only one semester teaching with retirement effective at the conclusion of the year. Option C: Faculty members with sabbatical eligibility could combine a half-time year (12 credits over either one semester or two semesters) with the sabbatical as terminal thus doing half-time teaching at full pay and being retired at the conclusion. Option D: “Step-Down Program” First Year–Full Pay and Benefits Reduced Teaching (16-18 credits) Second Year–Half Pay & Full Benefits, More Reduced Load (8-10 credits). Third Year – Retired Model #1 – Canisius College The Faculty Resource Program (FRP) is offered to full-time faculty who are interested in a phased retirement option. Eligibility to participate in the Faculty Resource Program will begin at age 60 and continue through the age of 76; however, the maximum term is three years. Program participation is reduced by one year for every year past age 73, on a pro rata basis. Faculty members who are 76 years of age are not eligible to enter the program, but those who turn 76 during their participation period will continue through the end of that academic year. The College will provide current full-time contribution levels for medical benefits to faculty in the FRP up to the age of 65. At 65, faculty members in the FRP are considered to be part-time employees and as such eligible for Medicare. The College will fund the cost of supplemental medical insurance for the faculty member so that the combination of Medicare and supplemental insurance provide the same level of coverage as was provided under the full-time employee benefit. A participant’s out-of-pocket cost will not exceed the amount of her/his medical benefit contribution at the time of entry into the program but are subject to any annual percentage increases that impact full-time faculty. Faculty members will remain in the College’s group health insurance plan if their spouse is under the age of 65 or their dependents are under the age of 26. The Faculty Resource Program teaching component is defined as teaching half-time which requires teaching three courses during the academic school year. Accordingly, faculty will receive half salary and TIAA contributions based on salary earned, and salary increments as these are made available to all full-time faculty. The teaching schedule for the faculty member may be for one semester per year or for two determined mutually by the chair and the individual and subject to the approval of the Provost. The specific courses taught will depend upon departmental needs. Non-monetary privileges include: Protection as a full-time, tenured faculty member in any announced "Layoff;” Voting and participation rights in the department; Access to parking, mailbox, library, athletic center, etc.; The option of remaining in the faculty member’s regular office for the duration of participation in the FRP. In extenuating circumstances, comparable space will be offered. The College administration anticipates continuation of the program but reserves the right to suspend the admission of additional members into it at any time. In the event of financial exigency, the program could be eliminated. All inquiries are confidential. Model #2 – Thomas More University All tenured full-time Ranked Faculty having 15 or more years of full-time service at are eligible to participate in the Tenured Faculty Voluntary Phased Retirement Program (“VPRP”). Program Features By voluntarily electing to enter into the VPRP, the faculty member understands that a terminal contract will be offered for a period of one year in duration (i.e., the 2022-2023 academic year), renewable for a second year (i.e., the 2023-2024 academic year) at the sole discretion of the College, provided the faculty member completes all teaching obligations and maintains professional behavior during the course of the first VPRP academic year. The faculty member agrees to teach 12 credit hours during the academic year selected and will in turn receive an annual salary equal to one half of the base salary received in their contract for the period of the VPRP and paid in equal semi-monthly payments over the period selected. The faculty member will not be assigned any mandatory responsibilities related to student advising, committee assignments, or departmental meetings. The faculty member is invited to attend graduation, orientation, recruiting, and other College events. At the time of entering into the VPRP, the Faculty member will be given the choice of opting in or opting out of the faculty assembly. The faculty member accepting this plan will be eligible for all benefits with the exception of continued contributions by the College to the College’s retirement plan. See the Director of Human Resources to learn about the details of the retirement fund. All tax obligations and other financial implications incurred by any individual as a result of accepting this offer are the sole responsibility of the faculty member. Acceptance of the plan is entirely voluntary and open only to qualified faculty members as stated above. The faculty member understands that when voluntarily agreeing to enter into this program, the faculty member is relinquishing all tenure rights with the College, is permanently forfeiting his or her status as a tenured professor, and is voiding his or her pre-existing employment agreement with the College. The College reserves the right to accept or deny any request for participation in the VPRP due to budgetary reasons or allocation of departmental faculty resources. In exchange for the payments under the plan, a faculty member expressly agrees to waive all grievance procedures pertaining to full-time and/or tenured faculty contained in this Volume IV and further agrees not to apply for unemployment compensation. A VPRP participating faculty member also waives and releases all claims against the College existing prior to the date of the faculty member’s entrance into the program, including but not limited to claims for breach of contract. A VPRP agreement is offered as a final contract with no offer of full time or continued part-time re-employment at the end of the contract period. Any faculty member interested in the VPRP should send a request to the Provost. It is preferred that this request be submitted by August preceding the final year of full-time employment to allow departments to accommodate the transition. If approved, the Provost will generate an agreement for participation in the VPRP. The faculty member has seven days from the date of signing to revoke the agreement by informing the Provost in writing of such revocation.</s>

<s>[INST] Provost.txt [/INST] https://www.fmarion.edu/sacscoc/compliancereport/3-2-10-administrative-staff-evaluations/ Washington and Lee https://my.wlu.edu/document/fgc-report-on-dean-and-provost-evaluations Miami University https://miamioh.edu/policy-library/employees/faculty/academic-administrators/faculty-committee-evaluation-administrators.html https://docs.google.com/spreadsheets/d/1EL_JNATtZ5-Jst2vz0w18yO4FmL2j_Om/edit#gid=79395949 Texas Tech Annual evaluation via a survey New Jersey Institute of Technology http://www5.njit.edu/facultysenate/sites/facultysenate/files/NJIT_Faculty_Handbook_July%202020%20FINAL.pdf With the knowledge and cooperation of the President, the Faculty Senate will conduct periodic evaluations (at least every three years) by the faculty of the Provost, Vice Presidents, Deans, and Department Chairpersons. The Council, after consultation with the President, may also evaluate the performance of other administrative officers whose work impacts academic affairs. The President of the Faculty Senate is responsible for transmitting the results of these evaluations to the Pr</s>

<s>[INST] Provost_APR_23_Deans_Eval_Process_3_10_10.txt [/INST] APR: Dean’s Evaluation Process Western Carolina University March 5, 2010 Introduction The evaluation of deans serves two purposes. First, it is a developmental tool to promote effectiveness for both the deans and the university. As such, the elements within the evaluation relate to those activities that assure success for both the individual and the university over time. Second, it is a process to assess individual performance. This portion of the evaluation is sensitive to skills and accomplishments that manifest themselves over both the short-term and long-term. Therefore, the evaluation is organized into annual and three year timeframes that incorporate critical elements of a dean’s leadership and management skill set as well as the role a dean plays in helping the university meet initiatives related to its mission and vision. Annual Evaluation Job Targets Characteristics. In June of each year, the Deans are required to submit to the Provost annual job targets that cover specific areas of work expected during the year. Targets may span a relatively short period of time, several months, or several years. However, the set, usually fewer than 10, should always be high level activities critical to the success of the college and university. They should never include on-going routine activities that all deans are to perform. These routine activities will be covered via survey data. Of course, some routine items may occasionally become a critical activity. For example, hiring a key staff member to resolve an ongoing issue may rise to the level of a job target. These can be submitted to the Provost for discussion. All job targets should be stated as outcomes that can be measured and documented. [Job targets are submitted using the template included in appendix A.] Categories. As shown in appendix A, job targets must address four categories of dean responsibilities: Vision and Leadership Management Resource Development University Initiatives Supporting Mission/Vision Although the meaning of vision and leadership, management, and resource development is rather straight forward, deans are urged to review the annual survey included in appendix B, to better understand how Western defines each conceptually. The fourth category, University Initiatives Supporting Mission/Vision, obviously will change over time. The Provost will notify the deans annually of any changes. Currently, the priorities related to Mission/Vision include the following: Retention Recruitment Engagement QEP UNC-Tomorrow Evidence. Deans must provide evidence to demonstrate the degree to which they accomplished each job target. If the evidence is self evident (e.g. opened a building on a certain date, convened a new advisory group for the college), deans can simply list the event on the job target matrix. If the evidence requires elaboration or is in a form that requires inspection (e.g. new mission and vision for college, new budgeting process for college), the dean should enter “See Portfolio” in the job target template and include the artifact in the portfolio. Survey: Formative Assessment of Dean’s Administrative Attributes The Office of Assessment will administer the survey(s) of administrative attributes [See Appendix B] each April to college/school faculty, department heads and support staff. The summary report(s) will be shared with the dean and the dean and Provost will review the results together. The purpose of the annual survey is to provide constructive feedback from constituents so the deans can effectively lead their units. Occasionally, the dean or Provost may wish to include other constituent groups in the annual survey process should their feedback be time sensitive and important to the dean’s formative development. However, surveying other constituent groups should not be a regular practice because it will be required during the three year evaluation. [Note: These surveys may be tailored to fit the desired feedback from the constituent groups. The dean will work with the Provost and the Office of Assessment to customize the survey instrument(s) to meet your needs.] Third Year Evaluation Deans will undergo an extensive evaluation every three years. This evaluation will include a summary assessment of their accomplishments, as evidenced by their job targets and their administrative performance as evidenced by survey results. The three year evaluation builds upon the annual evaluation and includes most of its information and processes. The major difference between the annual evaluation and the three year evaluation is the focus on cumulative outcomes and breadth of coverage. Oversight of Evaluation The Provost through the Executive Assistant will oversee the dean evaluation process. In addition, the Director of Assessment will provide technical support as needed. Third year evaluations will be led by a dean per as selected by the Provost in consultation with the dean being evaluated. The peer’s role is not to evaluate the dean but to act as liaison to constituent groups (e.g. they may conduct focus groups) and to gather and summarize data. Peers will have the support of the offices of the Provost and Assessment. All deans will be expected to participate as a peer liaison. In addition to providing needed oversight in the evaluation process, peer led evaluation should have the following positive effects: Increases communication Reinforces a team atmosphere Reduces ‘silo’effect Promotes productive interpersonal behavior Rotation. Deans will be placed on a three year rotation according to the schedule below: Third Year Evaluation Schedule Dean Year Dean Year Educational Outreach 2009 Fine and Performing Arts 2010 Graduate School 2009 Health and Human Science 2010 Honors College 2009 Education and Allied Sciences 2012 Arts and Science 2010 Kimmel School* 2011 Business 2010 Library* 2011 *For 2010 only faculty surveys will be administered Primary Accomplishments:Job Targets. Deans will submit results for their third year job targets just as they have for the annual evaluation. In addition, they will also submit a self appraisal [not to exceed two pages] that summarizes their performance over the three year period. This appraisal should highlight the most important accomplishments, explain why some outcomes weren’t reached and indicate the activities they wish to pursue in the future. Administrative Performance: Survey of Key Constituents. During the third year the evaluation of the deans’ administrative performance will be expanded to include all key constituent groups. At minimum the groups will include (1) Faculty, (2) Department Heads, (3)Support Staff of the College and (4) the Council of Deans.Other University Administrators (Includes VCs and Associate VCs from outside the Provost Division) may also be included. Surveys will be developed for each of these constituencies. In addition, each dean will be asked to identify key constituent groups that should assess his/her performance. This could include students, alumni, community partners and the like. Once the deans and provost agree to the groups, a matrix like the following will be completed: Dean of the Graduate School Constituent Group Frequency Required Method Faculty, Dept. Heads., Staff Annual Standard Survey Council of Deans 3rd Year Standard Survey Other University Administrators 3rd Year Standard Survey Graduate Council 3rd Year Mutual Survey Graduate Assistants 3rd Year Optional Focus Groups Portfolio. The portfolio is the vehicle by which deans present their evidence for evaluation. It should be organized into two major sections: Primary Accomplishments and Administrative Performance. Each section should begin with a summary statement that is also a self-appraisal. The remainder of each section should include evidence/documentation that supports the evaluation. Deans should make every effort to prepare concise portfolios. They should provide sufficient evidence to demonstrate their performance, but should avoid superfluous material. Portfolios are due to the Office of the Provost in May of the review year. Portfolio Content Section I: Primary Accomplishments Summary and Self Appraisal (Two page Maximum) Job Target Templates Year 1 Template Evidence Year 2 Template Evidence Year 3 Template Evidence Section II: Administrative Performance Summary and Self Appraisal Two Page Maximum Survey Summaries Survey of Administrative Attributes: Faculty Survey of Administrative Attributes: Department Heads Survey of Administrative Attributes: Support Staff Survey of Administrative Attributes: Provost Council Survey of Administrative Attributes: Other University Administrators Survey of Administrative Attributes: One or more tailored to unique target populations Appendix A: Job Target Template JOB TARGETS For FY 20_ _-20_ _ Name Unit Job Targets Major Strategies Performance Indicator 6 Month Evaluation Final Evaluation Evaluator’s Comments: Employee’s Signature: Date: Supervisor’s Signature: Date: Instructions: List no more than 10 job targets for the planning cycle. Targets should be major tasks that go beyond normal day to day operations. For example, hiring faculty or staff is a typical job expectation of deans whereas developing a new assessment program is not. Job targets should be expressed as a product or outcome. Use action verbs like create, implement, produce, resolve, increase. However, action verbs do not always produce acceptable targets. For example, “Serve on the strategic planning committee” doesn’t produce a product, whereas “create a planning process for academic affairs” is an acceptable target because it produces a specific product/outcome. List the major strategies that you will use to address the target. Although you may have many ideas, only list a couple (maximum of 4) to illustrate your action plan. To fairly evaluate your performance we need to agree on how we will both know when you have accomplished the target. Therefore, in the column labeled evidence, one or more performance indicators that can be used to measure the completion of the target. Examples: Target: Increase the number of international students attending WCU; Performance Indicator: Fall 06 attendance = 120. Target: Implement an assessment program for the College; Performance Indicator: All Departments have acceptable assessment plans on file, No less than 8 departments have filed assessment reports to demonstrate implementation. Appendix B: Dean Evaluation Surveys The evaluation of deans serves two purposes. First, it is a developmental tool to promote effectiveness for both the deans and the university. As such, the elements within the evaluation relate to those activities that assure success for both the individual and the university. Second, it is a process to assess individual performance. This portion of the evaluation is sensitive to skills and accomplishments that manifest themselves over both the short-term and long-term. Therefore, the evaluation is organized into annual and three year timeframes that incorporate critical elements of a dean’s leadership and management skill set as well as the role a dean plays in helping the university meet initiatives related to its mission and vision. The Provost discusses the results of the survey with each dean to promote effective performance and a positive work culture. The areas of evaluation are: Vision and Leadership Management Resource Development University Initiatives Supporting Mission/Vision All surveys items: 1) include a space for comments after each section (Vision and Leadership, Management, etc.) 2) have the rating scale: very satisfied—satisfied—neither satisfied nor dissatisfied—dissatisfied—very dissatisfied—don’t know 3) reference the term “college” to include the Kimmel School and the Library Dean Evaluation by FACULTY (fixed term, tenure track, tenured—no Leadership Team members in this survey) Rate your level of satisfaction with your dean concerning each of the items within the four categories below that define the major expectations of the dean’s responsibilities. IF YOU DO NOT HAVE SUFFICIENT KNOWLEDGE TO RATE AN ITEM, PLEASE INDICATE “DON’T KNOW”. My dean ……. Vision and Leadership Promotes a college culture to support mission and vision Advances clear and appropriate vision for the college Is perceived as an effective leader within the university Fosters a climate of continuous improvement Promotes effective planning and visioning Is perceived to be good problem solver Makes decisions to support the college’s mission and vision Management Interacts and responds in a professional manner Is open to ideas and feedback Keeps faculty informed about important college and university issues Responds timely to business that affects me Allows appropriate levels of independence and decision making at the departmental level Has the capacity to deal with unanticipated events and crises (ex. Budget cuts, personnel issues, bad publicity, etc.) Manages resources effectively to fund college priorities Resource Development Advocates for adequate resources to advance the mission of the college Creates opportunities for faculty professional development Is working to expand extramural funding to support college programs. University Initiatives Supporting Mission/Vision Integrates the college’s strategic goals with the QEP Promotes university enrollment goals, including retention and graduation rates Supports engagement activities consistent with the university mission Summary rating Overall, how satisfied are you with this dean? Open ended: Overall, what are the major strengths of this dean? Overall, how could this dean improve? Dean Evaluation by LEADERSHIP TEAM Rate your level of satisfaction with your dean concerning each of the items within the four categories below that define the major expectations of the dean’s responsibilities. IF YOU DO NOT HAVE SUFFICIENT KNOWLEDGE TO RATE AN ITEM, PLEASE INDICATE “DON’T KNOW”. My dean….. Vision and Leadership Promotes a college culture to support mission and vision Advances a clear and appropriate vision for college Is perceived as an effective leader within the university Fosters a climate of continuous improvement Promotes effective planning Demonstrates leadership during times of crises or challenge Is perceived to be a good problem solver Makes decisions to support the college’s mission and vision Advocates for my department/division Management Encourages me to express my opinions and to offer suggestions about college issues Advocates for and implements retention and recruitment efforts for students Interacts with me in a professional manner Keeps me informed about important college and university issues Responds timely to business that affects me. Allows appropriate levels of independence and decision making at the department/division level Has the capacity to deal with unanticipated events and crises (ex. Budget cuts, personnel issues, bad publicity, etc.) Manages resources effectively to fund college priorities Takes responsibility for his/her actions Gives others appropriate credit for successes Solicits and considers feedback before making decisions Provides me with constructive feedback regarding my performance Is accessible to me (as appropriate) Is responsive to me (as appropriate) Conducts timely and efficient meetings Prioritizes internal funding requests consistent with college mission and objectives Promotes retention of qualified faculty and staff Resource Development Advocates for adequate resources to advance the mission of the college Creates opportunities for faculty professional development Is working to expand extramural funding to support college programs Encourages and assists in my professional development Manages college resources for program effectiveness Develops outside support and visibility for the college and its programs through networking and prospect development University Initiatives Supporting Mission/Vision Integrates the college’s strategic goals with overall goals of the university (e.g., UNC-Tomorrow, QEP, etc.) Promotes university enrollment goals, including retention and graduation rates Supports engagement activities consistent with the university mission Summary Responses: Overall, how satisfied are you with this dean? Open ended: Overall, what are the major strengths of your dean? Overall, how could your dean improve? Dean Evaluation by SUPPORT STAFF (All full time support staff within the college) . IF YOU DO NOT HAVE SUFFICIENT KNOWLEDGE TO RATE AN ITEM, PLEASE INDICATE “DON’T KNOW”. My Dean: Overall, how satisfied are you with this dean? Open ended: Overall, what are the major strengths of this dean? Overall, how could this dean improve? Dean Evaluation by COUNCIL OF DEANS Rate your level of satisfaction with this dean’s effectiveness in the following areas. Maintains good interpersonal relationships with me as a Council of Deans member Interacts with me in a professional manner. Supports university goals Works effectively with me to address Council agendas Keeps me well-informed of college activities as appropriate Provides leadership in solving problems presented to the Council Provides leadership and/or support in developing appropriate agendas for the Council of Deans Provides leadership to the Council concerning enrollment growth issues Advocates effectively for his/her college/division Supports the University mission and Vision Fosters collaboration among the Council members Responds timely to business that affects the Council of Deans Summary Ratings: Overall, how satisfied are you with this dean as a colleague? Open ended: 14. Overall, what are the major strengths of this dean? 15. Overall, how could this dean improve?</s>

<s>[INST] Questions and Notes.txt [/INST] Questions Teaching Faculty (see page 53) vs Ranked Faculty – is there a distinction? Explain the annual evaluation interview process – Applies only to non-tenured faculty? Include Part-time faculty? Do faculty submit an annual Self Evaluation report as part of process? What form is used for the interview process? Are goals set? Does faculty member have an opportunity to review? Interview results are sent to the Dean and Provost. Do either provide commentary? What file are these placed in? Confidential File? Anticipate Special Appointment Faculty Evaluations to be included in this engagement? Evaluated Annually? How? YES 2nd and 4th Year Evaluation: Teaching Evaluations: Any formal policy addressing how these are conducted? These are not shared with the candidate? Should they be for formative purposes? Department Chair and Deans 2nd and 4th year evaluation (p. 56) reference to guidelines & forms – Is this the Chair Evaluation of Advising Form? Does ART use a standard report form? Yes, a standard form. Does Provost add to the evaluation? Department Member evaluations for P&T: How determine who received these? Limited to Tenured faculty for tenure applications? University Contribution Form: Who is this form sent to? Sent to faculty External to department Every department member receives another form CONSEQUENCES IF NOT FILLED OUT General thoughts from Tenured Faculty regarding the 6th year evaluation? Past discussions regarding current procedures? Any consideration ever given to adopting College/School or department-level: Evaluation criteria? ART committees? Why were proposed changes voted down? Addition of Professional Service rejected. Why? Is this considered by the ART presently given the guidelines document? Is the Guidelines Document approved by the Ranked Faculty? Addition of Mentoring rejected under Service. Why?</s>

<s>[INST] RA-Handbook-comments.txt [/INST] Memo To: Prof. Broschart, President of Faculty Senate From: Dr. Raymond Addabbo, Professor Arts and Sciences Re: Faculty Handbook Date: April 21, 2016 As per your request, I have spoken with several faculty members and have collected their opinions regarding the handbook. Professor Broschart has indicated to me that no request was made of RA to speak to faculty members and collect their opinions about the handbook? Given the inaccuracy of the opening statement, I question the validity of much of this document especially the use of the word “we”. In addition, the AAUP has been sent a copy of version 4 of the handbook. We have spoken with a representative of the AAUP who reviewed the handbook. His assessment is that the proposed handbook gets a grade of C/C-. Referring to my first statement, who is “we”? Who did “we” speak to? Any communication with the AAUP should go through proper channels. If we do officially send the handbook to the AAUP, I would expect a written report in return, not some “shooting from the hip” second hand interpretation that is being offered here. Finally, does the AAUP have a grading system or rubric for rating faculty handbooks? No. An AAUP grade of C means that the handbook protects both sides. Having said this, I would love to see what the AAUP chapter would grade the old handbook. The major flaw is that the role of the faculty is replaced by administrators in key areas, such as grievance committees, reduction in force plans and the hiring of faculty. There also needs to be included a statement that the primary responsibility of faculty is in areas related to curriculum. There is no major flaw. In this handbook as opposed to the current handbook the faculty is given a significantly increased role in all of these areas. The role of faculty is not being “replaced”, rather it is being enhanced. I think the central counter to this argument is that in revising the handbook, faculty have been given a far greater role in all of the areas cited. In the prior handbook, there was no faculty grievance policy. Also, there was no reduction in force plan policy in place; rather, the old dismissal policy simply stated that Board may cancel tenure appointments should he college need to reduce the number of faculty positions. Finally, there was no transparent hiring policy in the old handbook. As far as RA’s statement about curriculum, at Vaughn, curriculum has always been developed by the faculty. The most recent examples include our programs in Aeronautical Sciences, Mechanical Engineering, Electrical Engineering and Mechatronics. All of these programs have been developed by faculty. If anyone feels otherwise, I suggest they ask the opinion of the department chairs who manage these programs. Faculty Senate Bylaws clearly recognize the faculty’s role in this regard: “The Faculty Senate, functioning for the faculty through the organizational machinery hereinafter described, makes recommendations to the College President concerning issues of instruction, curriculum, academic policies, faculty welfare and concerns.” See Article 1. “Acting on behalf of the faculty, the Faculty Senate serves the following purposes: To study matters involving educational issues, policies and programs as it relates to the faculty and the overall welfare of Vaughn College…” Also, see also Section 1.8.1.6 (reprinted below), which was added to further expand on the text above: Subject to the authority of the Board of Trustees, full-time members of the faculty, by and through the the Faculty Senate, are responsible for the development, evaluation and improvement of the College’s curriculum. This includes developing and enhancing current courses; participating in course and program review activities; and recommending academic requirements and policy. Full-time faculty members generally engage in these activities via participation in the Faculty Senate, as well as through individual participation in department meetings and membership on applicable standing committees, task forces and working groups. Finally, we feel that issues with the handbook can be rectified within a fairly short amount of time. We are respectfully requesting that any vote regarding the handbook be postponed, until all faculty have the opportunity to review the handbook. In addition, we are also respectfully requesting that a final version of the handbook be voted on by all full time faculty with rank that are not holding administrative appointments. Given the above, RA serves as a faculty member with one opinion. There is no place in this process for self-designated collectors of faculty opinions. What’s more when he speaks of faculty not holding administrative appointments is he referring to chairs and/or department coordinators? If so this is totally indicative of person looking to “stack the deck” of voters in a way unfair to all members of the faculty. Finally, the senate has bylaws indicating the voting process. The senate bylaws are what should be followed. My understanding it that all faculty have had a chance to review the past several drafts of the document. This should be documented. The Senate Bylaws presently in force and effect should be followed. Those permitted to vote at a Senate meeting are the individuals who should vote. The full faculty has the ability to overturn Senate action if the voting threshold is met. To do otherwise would violate the Senate bylaws and violate established shared governance practices at the College. The following specific issues with version 3 of the proposed handbook need to be addressed. Page 3 (1.1.3) - Arts and Sciences is one department, if a change is to be made the members of that department should initiate the change. The first sentence is just a leftover from the old handbook. Arts and Sciences is in fact one department. This is the College’s text and should be edited as necessary to reflect current College practice. The remaining portion of the comment is editorial on the part of RA. The board and the president will always have the option to restructure when it is in the best interest of the institution. Faculty should be involved in program realignment matters, with final decisions made by the Administration and Board; however, this is not something that needs to be addressed in this section of the Handbook. He is simply pointing out an apparent typo in the College’s old text. We should address this here and move on. Page 3 (Paragraph 2) The faculty should be making hiring recommendations. The faculty in the department must be part of the process Page 3 Paragraph 2 does not reference hiring recommendations. I’m not sure what RA getting at. The faculty in the department are always part of the hiring process and this continues as stated in the new handbook. This is the College’s text. The fact of the matter is that faculty are included in the hiring process, which is fully spelled out later in the handbook. It is an easy fix to address this minor point. We should simply reference the faculty search committee in the sentence being referenced and then add a cross-reference to the hiring policy. I will add this. Page 10, (1.3.1.1) Faculty membership consists of all full time faculty with rank in tenure track positions or having tenure. No. Non tenure track faculty such as Rodney Dash, Jacob Glanzman, Deb Hennebery, and George Tracy are also part of the faculty. Nothing to add to this point. The most accurate definition of full-time faculty needs to spelled out in this section of the handbook. Of note, the definition in the current draft was reprinted in part from the Faculty Senate Bylaws. It should be noted that full-time non-tenure track faculty are commonly afforded voting rights as members of the full-time faculty at most institutions. I am certain the AAUP would advocate that they be involved in faculty governance and be permitted to participate in professional development funds, etc. Page 11 (1.3.2) Last paragraph, part time faculty should not be eligible for funds The statement in the handbook is that “in general this is true”, however in some instances the VPA may make exceptions. It is important to allow the most flexibility for the institution. The preference of RA, is completely inflexible and not in the best interests of the institution. It is institutional preference as to whether such funds should be provided to part-time faculty. Certainly if the funds are available and full-time faculty are not being adversely impacted, it is in the interest of the College’s students to have adjunct faculty participate in development activities. This is a territorial issue. What the full-time faculty should be mindful of is the fact that adjunct faculty across the nation are starting to unionize. Any involvement of part-time faculty in managerial matters and the affording of benefits such as development funds will help to deter such efforts. Page 13 (1.4.3) All faculty holding rank (assistant Professor and above) must have a doctorate (Ph.D.,Ed.D) We have several Assistant Professors (and associate) who only hold masters degrees. While in almost all instances, tenure track appointments should go to applicants who hold a doctorate, in the interests of the institution, we should allow for some flexibility for hiring those who may have exceptional expertise (such as former NTSB members) This is contrary to common higher education practice. Obviously, it is preferable that the terminal degree be present. However, policy should allow for the appointment of individuals who have equivalent professional experience to the terminal degree at these ranks. This is very common to find at universities across the nation. Page 14, (1st Paragraph) A Recommendation to the Board for an initial appointment to full professor must come from a recommendation from the appropriate department. Again this speaks to flexibility. I do not agree. The president may feel that an external candidate who brings exceptional experience to the college could also be recommended. The recommendation to the Board will be emanating from the hiring process outlined in 1.6.1, which includes a search committee comprised in part of department faculty members. So, to a certain extent, the department is involved. I have no objection to having the department involved in the initial appointment process. The question really is does the full-time faculty want to have that additional service obligation and are the respective departments large enough to populate such committees? The position being advocated here is followed at larger schools. Again, I have no objection to setting it up this way so long as it is realistic and workable at Vaughn. Page 16 (1.5.2) Must include that if there is low enrollment in a full time faculty members class that gets cancelled the faculty member will be assigned another class that may result in the termination of an adjunct. I have no problem with this. A first priority is that full time faculty have a full time load. I agree. This can be added. Page 17 (1.6.1) Item 2, search committee must be determined by the appropriate department, not the Vice-President of Academic Affairs. Item 3 structure of the search committee must be determined by the faculty in that department. There is no need for members form another department to be on the search committee, if the current policy is followed then all faculty will have input. RA neglects to mention that the statement reads that the VPA will form the search committee in conjunction with the department chair. Collaboration in this process is necessary to insure a fair search process that follows best practices. As far as the second statement goes, given the size of our school and necessary interaction between departments it is essential that key members of other departments serve on the committee. On a personal note, I had significant issues with RA’s approach to chairing several of the committees that he was involved in. Department committee members are represented on the committee. So there is departmental involvement (as there should be). The department faculty are experts in the discipline and best positioned to identify the ideal candidate. When we developed this text, the committee structure was set up based on conversation with Paul to capture what the College has been doing over the past several years. I am not opposed to modifying the makeup of the search committees and we can revise the text if the Review Team or Senate would like - either by having the department select the committee members or having the committee consult with the department about the candidate prior to identifying the final candidates. Again, the approach being advocated by RA is found in larger schools. The question really boils down to whether all the departments have the size to populate such search committees and want to take on this additional service responsibility (in addition to all the other areas where he is advocating departmental involvement). Page 20 (1.6.2) The department chair should determine the selection of adjuncts with consultation form members of the department. Generally, this is true. I’m ok with removing VPA here OK by me. The text simply captured the College’s current practice. If it is erroneous or change wants to be made, that is not a problem. Page 21 (1.6.3) Administrators and staff should not be teaching This again is just the opinion of RA. Vaughn has staff with excellent academic credentials and have for years been used effectively to teach some courses. Allowing for this has been in the best interests of the institution. While an examination of this process from the human resources department is ongoing, a statement by RA that flat out states they should not be teaching is highly inflexible and in my opinion detrimental. This is institutional preference. If an administrator is qualified, then there is no reason why he or she can’t teach. For example, Paul as the VPAA can teach a class. The President at Wesley College regularly teaches online courses. Page 26 (1.7.2) First paragraph Statement must explicitly state that personnel files cannot be accessed except by the employee and human resources for routine use. Any other access must be asked for permission from the faculty member. For routine use this makes complete sense. We addressed this in the 5th draft. Any other access? Does that mean in the case of say a criminal investigation that we need to ask the faculty members permission? The College needs to alert the faculty member of a subpoena so that he or she can determine an appropriate course of action. This is addressed in the policy already. Page 28 (1.8.15, Ad Hoc Grievance) Due to the size of the faculty there should be a committee consisting of three tenured faculty and one alternate selected by each department. The selection must be determined by the faculty. We would be willing to go to a committee of 4 faculty members. 2 selected by the faculty senate president and 2 selected by the VPA. The selection should be shared to reduce the possibility of “stacking the deck” by either side. On a personal note I can think of instances in the past when committees were stacked in such a a way that was obviously unfair to the faculty member and potentially damaging to the institution. Four faculty members is no good – it could result in a tie. Three is fine by me if a change in number needs to be made. I do not object to having the Faculty Senate appoint the committee. In fact, it is not uncommon for a grievance committee to be a standing committee of the faculty senate. Of note, much of the issues being brought up in this memo deal with the population of committees. The Faculty Senate should really have standing committees in place to address these matters. For example, a standing Promotion and Tenure Committee, a Grievance Committee, an Appeals Committee, etc. But if the administration wants the VPAA to make an appointment, there are certainly examples of schools that do this. I would also note that the there is protection for the faculty member imbedded in the policy-as he or she is permitted two challenges. Perhaps a compromise is 3 members, two appointed by the Faculty Senate and one by the VPAA? Page 29 (sec. 2, bullet 1 and 2) Not needed, too much authority given to Vice President Academic Affairs. Disagree, for same reasons as stated in 12. VPA should have this authority to insure proper resolution. The second bullet point is designed to address instances that do not fall within the definition of a grievance set forth earlier in the policy. So, if the VPAA determines that the grievance definition is not met on the face of the grievance (in other words, we are dealing with a complaint as opposed to a grievance), then this bullet point allows for an alternative resolution process. Bullet point needs some slight revision to reflect the accurate makeup of the committee but it should remain as again the purpose of the text is allow for the VPAA to make a determination of whether the definition of a grievance has been met on the face of written grievance. Of note, some schools allow this decision to be made by the Chair of the Faculty Senate and I would not object to making that change. But in general, it appears that RA is not completely understanding the intent of the two bullet points is meant to try to distinguish between whether a grievance or a complaint has been filed. Page 30 (1.8.16) Statement is not strong enough, an essential aspect of academic freedom is for full time faculty to determine curriculum, course content, contact hour and degree requirements. Again, appropriate faculty at Vaughn have always “determined curriculum, course content, contact hour and degree requirements”. We can add this specific text to 1.8.1.6 if it will placate him– it was implied that these items are included in the text we added regarding the curriculum and certainly there was no intent to suggest otherwise. From my personal experience this seems to have to do with the rejection of a former chairs plan to have all calculus courses in the engineering program run at 4 credits while the chair of the engineering department wanted the credits to stay at 3. This was a case of a disagreement between two faculty members that needed to be resolved. Listening in to both sides and referring to research that we had done on best practices at other institutions, as chief academic officer I sided with the engineering chair on this. The former chair was annoyed and in fact the engineering chair commented to me that he did not want to discuss the matter further as the former chair “gets mad”. Page 31 (1.8.2.1 and 1.8.2.1.1) All reference to office hours should be four hours. The full time teaching load for all full time faculty including ATI should be 12 hours independent of the number of lecture or laboratory hours. The current faculty letters of agreement state that there should be one office hour for every three contact hours. Faculty members teaching 12 contact hours are required to have 4 office hours, faculty with 15 contact hours are required to have 5. The reworking of the handbook is not an opportunity to renegotiate office hours. ATI and Academic have different policies concerning a full time schedule. RA is not accurate in his statement about ATI hours. Again the redesign of the faculty handbook is not about renegotiating ATI hours. This is an ‘in house’ issue. Pp. 41-45 (1.9) Most of the policies on faculty evaluations need to be rewritten. The standards of the profession should be taken from AAUP faculty evaluation policies. Tenured faculty do not need to be evaluated yearly. Non tenured faculty should have evaluations done with a tenured faculty member from the department. The personnel form in the appendix should be omitted; there are too many subjective criteria (appearance, conduct etc.) It would be helpful to have Stephen Lazarus weigh in on this. Not sure what he means by the “standards of profession” and the AAUP faculty evaluation procedures. The faculty evaluation criteria of teaching/scholarship/service are standard across academia. This is bolstered by the opening paragraph in the following AAUP document addressing collegiality issues: http://www.aaup.org/report/collegiality-criterion-faculty-evaluation. Here are two other AAUP statement on teaching evaluations: http://www.aaup.org/NR/rdonlyres/2BE9B083-8942-4BB9-8315-8BF772CB57F9/0/StatementonTeachingEvaluation.pdf https://www.msudenver.edu/media/content/sri-taskforce/documents/observations-statement-on-teaching-evaluation.pdf I do not see any conflicts with either. The annual, student evaluation, promotion and tenure evaluation processes are all pretty standard. We can add more departmental level involvement – but again I wonder whether this is realistic or wanted at Vaughn. With regard to the tenured faculty evaluation issue, we have been through this. Schools are across the board on the issue of tenured faculty evaluations and we have submitted examples of peer school. I am happy to revise this as necessary – but the College is within its rights to require either a limited annual or bi-annual review to include the submission of a self-report and regular student evaluations or a comprehensive post-tenure review of tenured faculty. The AAUP recognizes the practice of tenured faculty undergoing annual reviews via the submission of reports (such as outlined in the policy) for determining salary increases. It also incidentally has reluctantly recognized the right of a college to conduct post-tenure reviews. So I would recommend that some sort of review of tenured faculty remain in the handbook. I have no objection to having a department level review by peers. Is this really what the faculty wants? This is a practice typically done by large state universities, particularly on 3rd year, promotion and tenure reviews. Is he advocating that department faculty should be involved in the annual evaluations as well? Again, this can be done – but it pushes the service commitment up in each department. The form with its references to the appearance, etc. incorporated elements from Page 49 (1.9.1.6, C) Review panel should be same structure as grievance committee; membership must be determined by the faculty. Here is what is written in the handbook draft Generally, the Review Panel will include a faculty member recommended by the Faculty Senate, a Department Chair recommended by the Vice President of Academic Affairs, who is from a department other than that of the individual appealing the promotion determination, and an administrator nominated by the President, who shall chair the Review Panel. My comment -- Two out of three members of the panel are faculty. This is procedure that employs shared governance and insures that both the faculty member and the institution are treated fairly. The text above simply follows the same appeals process as the College’s tenure policy. I am indifferent regarding the composition of the panel – but if a change is made it should mirror the tenure appeal panel. The key is to have faculty peers reviewing the case. If the current process has been working, why change it? Page 57 (Appeal of Tenure Denial) Panel must be made of faculty appointed by each department. the College will convene a Review Panel consisting of three individuals. Generally the Review Panel will include a faculty member recommended by the Faculty Senate, an Academic Chair recommended by the Vice President of Academic Affairs, who is from a department other than that of the individual appealing the tenure determination, and an administrator nominated by the President, who shall chair the Review Panel. This was the college’s text. If its not broken, why change it? Having said this, I have no objection to modifying the membership. Page 62 (1.12.3) - The schedule for notice of non-renewal of appointment should follow the following schedule, one year of service, three months, second year six months, third year nine months, four years or more of service should be given one full year. Needs more discussion with Sharon. Note this has to work with the tenure track guidelines. He is pushing for the AAUP notice guidelines, which we have discussed in the past. The dates he has listed are technically not consistent with the AAUP notice provisions. There is no requirement that the College follow AAUP notice provisions. But they are industry standard. Page 62 (1.12.4) Sec. A Entire statement must be omitted, all other numbered items must be removed except for 6 and 11. I would like to hear Stephen Lazarus weigh in on this. It is standard for colleges and universities to list examples of conduct that rises to the level of dismissal for cause. AAUP model policy reads: “Adequate cause for a dismissal will be related, directly and substantially, to the fitness of faculty members in their professional capacities as teachers or researchers. Dismissal will not be used to restrain faculty members in their exercise of academic freedom or other rights of American citizens.” But in 2004, the following AAUP document addressing termination and discipline was published (http://www.aaup.org/issues/appointments-promotions-discipline/termination-discipline-2004), which reads in part: “While AAUP provides extensive advice on the procedural protections to be afforded faculty who face dismissal for cause, the identification of the substantive grounds for the dismissal of faculty is left primarily to individual campuses. The 1958 Statement observes: One persistent source of difficulty is the definition of adequate cause for the dismissal of a faculty member. Despite the 1940 Statement of Principles on Academic Freedom and Tenure, and subsequent attempts to build upon it, considerable ambiguity and misunderstanding persist throughout higher education, especially in respective conceptions of governing boards, administrative officers, and faculties concerning this matter. The present statement assumes that individual institutions will have formulated their own definitions of adequate cause for dismissal, bearing in mind the 1940 Statement and standards which have developed in the experience of academic institutions.” “What conduct constitutes just cause should be sensitive to the nature of higher education. Professors Barbara Lee and William Kaplin suggest that "[i]nstitutions should not comfortably settle for the bald adequate-cause standard. Good policy and (especially for public institutions) good law should demand more." Accordingly, such definitions "should be sufficiently clear to guide the decision-makers who will apply them and to forewarn the faculty members who will be subject to them." Kaplin & Lee, The Law of Higher Education 277-78 (3rd ed. Jossey-Bass).” “Failure to clearly define adequate cause may lead courts to invalidate particular actions or other severe sanctions. See, e.g., Tuma v. Board of Nursing, 593 P.2d 711 (Idaho 1979) (invalidating suspension for "unprofessional conduct"); Davis v. Williams, 598 F.2d 916 (5th Cir. 1979) (invalidating regulation prohibiting "conduct prejudicial to good order"). But see Ohio Dominican College v. Krone, 560 N.E.2d 1340 (Ohio App. 1990) (state court declined to discuss whether the institution's standard of dismissal for "grave cause" was vague).” Based on the above, I submit that listed are examples of adequate cause conduct (with the exception of perhaps #4 –which was the college’s old policy and is not standard industry text) should remain. Note that numbers 1-5 are reprinted from the college’s current Faculty Handbook. Finally, if push comes to shove, the initial paragraph of the Policy covers the college. It reads: Termination of a Full-time Faculty member’s appointment during the term of appointment may be only for adequate cause such as incompetence, misconduct, insubordination (failure to comply with the instructions of a superordinate - e.g., Department Chair (if applicable), the Vice President of Training (if applicable), Vice President of Academic Affairs, President - in the performance of his or her official duties), violation or intentional non-compliance with College or departmental policies, procedures or rules, or conduct unbecoming College faculty. The burden of proof in establishing cause for dismissal rests on the College, and must be established by a preponderance of the evidence. Dismissal will not be used to restrain a faculty member in his or her exercise of academic freedom or other rights consonant with the purposes and mission of the College. Page 63 (1.12.4) Sec. B Major and minor sanctions should be distinguished. The process for major sanction should be the same as for firing. Once again committee imposing sanctions must be from the faculty. I would like to hear Stephen Lazarus weigh in on this. DRAFT THIS He is advocating for the AAUP policy- which I do not object to. The approach in the handbook allows for faculty due process protections in the form of a grievance but allows the administration to initially proceed without a hearing before imposing the sanction. In other words, the faculty member must specifically elect to proceed with the filing of a grievance if he or she disagrees with the sanction. The approach he is advocating would require a full committee hearing prior to imposing a major sanction. This is fine and in accordance with AAUP practice – but will slow things down. Some past clients (from the administrative perspective) have preferred a more streamline approach and faculty have agreed to go along at times knowing that there is a due process protection imbedded in the policy. Other clients have adopted the AAUP approach. So, really, it boils down to where the faculty and administration can reach a consensus on the best approach for Vaughn. Page 64 (1.12.4) Sec. B Dismissal for Cause. Last paragraph, committee composed of faculty from the departments, same as grievance. I would like to hear Stephen Lazarus weigh in on this. As a practical matter, are the College’s departments large enough to field an unbiased committee, particularly if strikes are allocated? There is no requirement that department faculty get involved in such a deliberation. In fact, this could potentially be harmful to the faculty member under certain circumstances as there may be department faculty that are at odds with one another. This is typically handled by a standing faculty senate committee at most schools. The AAUP policy statement does not require a departmental committee; rather, a committee comprised of faculty member peers. I think the better practice is to have a nice mixture of faculty from various departments, including the faculty member’s department. Page 66 (1.12.5) The note after the first paragraph must be omitted. I would like to hear Stephen Lazarus weigh in on this. I have no objection to omitting it. I can see why the AAUP would want that out. It is a sentence that would be nice to have, but rarely passes through. Page 66 (1.12.5) Financial Exigency must be defined. Faculty must be involved in determining financial exigency and a program being discontinued. I’d like to hear the opinion of others, however I think this is something that we could really get bogged down with. Financial indicators are always shared with the faculty however, most faculty are not experts in their chosen field, not on the finances of an academic institution. Agree on the definition point- I will add the AAUP definition, which is standards across the industry, to the 6th draft. Faculty are involved in the determining both events: Financial Exigency: …the Board will consult with the President and the Vice President of Finance and Business, as well as the Vice President of Academic Affairs and in the case of ATI the Vice President of Training, other senior administrators, and the officers of the Faculty Senate prior to making the Board’s declaration of a Financial Exigency. Program Discontinuation: The decision to formally discontinue or reduce an academic program, department of instruction will be based upon educational considerations, as determined the Board of Trustees upon the recommendation of the President and Vice President for Academic Affairs or the Vice President of Training as applicable, after consultation with the Faculty Senate. The Financial exigency clause can be expended to include the full Senate as opposed to just officers if desireable. The intent of the model was to include faculty in the process. The role of the Senate can be expanded so that it mirrors the AAUP model policy. Again, my intent was to capture the spirit of the AAUP text by involving faculty representatives, but not adopt the AAUP process verbatim. There is, however, no requirement that the College adopt the AAUP text in total. Here is the AAUP policy: http://www.aaup.org/report/recommended-institutional-regulations-academic-freedom-and-tenure. See paragraph 4. Page 67 (1.12.5) Sec B. A reduction in force plan without faculty involvement should be omitted. There is faculty involvement – the faculty senate is involved. This can be modified so that the primary criteria to determine what areas of the program are cut and whom are decided by the faculty. See http://www.aaup.org/report/recommended-institutional-regulations-academic-freedom-and-tenure. Page 68. (1.12.5) Sec. E Review hearing should include challenging the basis for financial The following should be added to the listing: I will add the following text to listing in the next draft of the document: “The existence and extent of the condition of financial exigency.”</s>

<s>[INST] Recommendations.txt [/INST] Recommendations A. Board Governance Policies, Procedures & Practices The ENS Board of Directors is committed to institutional success. The Board, both as a whole and by and through its respective standing committees, routinely engages in the “Fiduciary” and “Strategic” modes of governance. This is evidenced by the establishment of clearly articulated Mission, Vision, Objectives and Values statements, which were augmented by the now expired the ENS 2010-2015 Five Year Plan. The Board and its standing committees, however, must better understand its governance role and not become involved with day-to-day management issues. It can accomplish this by adopting policies that clarify the governance roles within the school & set limits of authority and responsibility; leading with policies; committing to goals & objectives; using data to inform strategy and track key metrics; managing itself; and routinely and purposefully engaging in all three modes of governance (Fiduciary, Strategic & Generative). Recommendations Adopt Formal Board Bylaws Adopt the Following Board Governance Policies Board of Director and Individual Director Responsibility Statements Delegation of Authority Policy Professional Code of Ethics Statement Conflict of Interest Policy Decision-Making Matrix Develop a Board Manual Adopt a Policy on Policies Adopt a School Complaints Policy Develop a Comprehensive System-Wide Policy Manual Establish the Following Board Committees and Practices: Parent Advisory Committees Board Finance Committee Board Governance Committee Board Buildings and Grounds Committee School Complaints Committee School Development Committee Rotate Committee Membership Adopt the Following Board Governance Practices Adopt a New Strategic Plan & Corresponding Operational Plan Adopt an Institutional Effectiveness Plan and Adopt Board Dashboard Indicators Adopt a Crisis Management Plan Adopt a Communications Plan Adopt Succession Plans Engage in Board Development and Training Activities Perform Regular Board Performance Assessments Rotate Location of Board Meetings & Attend Major School Events Engage in the Generative Mode Governance Activities B. Organizational Structures and Functions of the School’s Central and Campus-level Administration ENS’s current organization structure allows campuses to be accountable for academic performance and that overall the organizational capacity of the campuses is improving. It is evident, however, that the IT, HR, Registration, Housing, Transportation, Purchasing and Accounting functions are considered weak by campus personnel, without clearly described policy and service orientation. There is also an overall lack of synergy between administrative service functions, academic functions and campus needs. This is exacerbated by the fact that organizational charts are not current and readily accessible to the entire campus community, not all positions have job descriptions, and there is a lack of policy direction for all functional areas of the system. ENS is very clearly moving from a founder-like early entrepreneurial, functional-structure, which is more control and efficiency oriented to a more mature geographical divisional structure which has more operational rules to maintain control systems and order but is more focused on effective program delivery at the campus level. Recommendations: The Director General Should Report Directly to Full Board (Not the Executive Management Committee) Create Vice Director Positions to Oversee Major Functional Areas (IT, HR, Registration, Housing, Transportation, Purchasing and Accounting) Create Staff Experts Groups at the Campus-Level Decentralize Select Functions to Accommodate Growth Plans Adopt the Following System-wide Committees General Director’s Cabinet Campus Leadership Council School Complaints Committee School Development Committee Ad-Hoc School Opening Teams: C. Internal and External Stakeholder Communications Recommendations ENS is committed to stakeholder engagement, communication and support as evidenced by the recent hiring of a Communications Coordinator, the recognition of the need to develop a Communications Plan, investment in the administrative software (google docs, PowerSchool, ManageBac and Enterprise Resource Planning), the hiring of staff members at each campus dedicated to parent communications, and the distribution of the ADEC survey to parents annually. Despite these strengths, there is an overall lack of continuity with respect to internal and external communications. This is primarily due to the fact that ENS does not have a formal communications plan in place. In terms of external communications, this has resulted in inconsistent home/school communications and overall confusion among staff and faculty. Moreover, ENS does not have a formal Complaints Policy, which is mandated by ADEC Policy 21. Local campuses also lack the authority to communicate effectively with parents. Interviewees also noted that current IT systems are ineffective and do not accommodate effective internal communication. Organizational charts and job descriptions are also not current, leading to confusion regarding decision-making authority and job responsibilities. Recommendations Hire Campus-Level Communications Support Staff Developing Communication Policies and Procedures Emergency Communication Procedure Parent Communication Policy Parent Complaint Policy Parent Handbook Student Protection Policy Improve Internal Communication and Training Develop Comprehensive New Employee Orientation Program: Interpretation and Use of Data, Use of Administrative Management Systems, Review of the ENS A-Z Staff Handbook, Distribution of Updated Organizational Chart, Teaching of Islamic Principles. Create Job Descriptions for Every Position Ensure Access to Email Addresses and Directory Numbers Routinely Survey Staff Members to Determine Whether Communication Networks and Technologies are Meeting Needs Design Staff Evaluation Processes that Generate Data and Action Items to Improve Professional Development Ensure Face-to-Face Communication Opportunities Occasionally Include Support Staff in Department Meetings Create Staff Suggestion/Comments Opportunities Provide Professional Learning Opportunities Provide Training on Conducting Effective Parent/Teacher Conferences Providing Information to Stakeholders Using Multiple Methods Address Language Barriers and Cultural Issues Gather Feedback and Engage Stakeholders in Decision-Making: Parent-Teacher Association, Surveys, Volunteer Opportunities, Publishing Meeting Minutes, Curriculum Nights, Special Informational Programs, Open Forums, etc. D. Monitoring and Determining Institutional Effectiveness and Efficiency As evidenced by the utilization of MAP system metrics to evaluate student academic performance and regular curriculum training sessions, ENS is committed to academic program assessment and introducing new initiatives in an effort to improve overall effectiveness. Despite this commitment, ENS presently does not have a comprehensive Strategic Plan in place, which is the central component of a true Institutional Effectiveness system. Given the fact that the strategic plan is expired, it is not surprising that current KPIs, which are limited in scope to academic and financial areas, are poorly developed at the moment. It follows further that there is no formal Institutional Effectiveness system and corresponding plan in place, which is critical to monitoring and determining institutional effectiveness and efficiency. Recommendations Develop a Comprehensive Institutional Effectiveness System and Plan Develop a New Strategic Plan & Operational Plan Identify Unit Goals and Key Performance Indicators on an Annual Basis Establish Dashboards and Qualitative Data Assessments Conduct Annually Assessments Other Institutional Effectiveness Activities Adopt Board Self-Assessment Activities Update Individual Performance Assessments Policies to Include Goal Setting & Evaluation Tied to the Strategic and Unit Goals Update Organizational Structure and Job Descriptions Develop a System-wide Policy Manual Develop Staff Retention, Satisfaction and Training/Development Programs Update Budget and Purchasing Processes Solicit Students and Parent/Guardians Views E. Developing and Reviewing Strategic and Operational Plans ENS is committed is committed to the process of strategic planning and the development of goals and key performance indicators. This is evidenced by the ENS 2010-2015 Five Year Plan, the recently developed IT Strategic Plan, individual campus strategic plans (and the in progress development of an academic strategic plan. All of these actions demonstrate a school system that understands the need to regularly engage in strategic planning activities. Despite this recognition, there is room for improvement. ENS is presently not operating under a comprehensive, system-wide strategic plan and corresponding operational plan as the ENS 2010-2015 Five Year Plan has recently expired. Moreover, the expired plan was limited in scope to academic strategies and goals and was developed with less than optimum institution-wide engagement. The plan also had no corresponding operational plan nor a set of key performance metrics associated with the strategic initiatives – all key components of a successful strategic plan. Recommendations Develop New Strategic and Operational Plans: Stevens Strategy advocates a 5–phased strategic planning process, which is discussed in detail in the SWOT Report. Adopt a Self-Sustaining Planning Process Identify a Staff Member to Lead Strategic Planning and the Institutional Effectiveness System</s>

<s>[INST] Records Retention and Disposal Schedule Schedule (1).txt [/INST] Appendix A Records Retention and Disposal Schedule Type of Record Retention Period Official Repository Paper Copy Electronic Copy Authority GOVERNANCE & CORPORATE RECORDS Articles of Incorporation, Amendments, Bylaws Permanent President’s Office yes Board Source Annual Reports 30 Years Archives yes yes Legal Counsel Organizational Charts 10 years President yes yes Legal Counsel Board of Trustees Meeting Minutes Permanent President & Archives Board Source Accreditation documents- Self Study and Accreditation Letters Self-study reports are retained until the next review; Visiting team documents and report and the accreditation are retained permanently. President & Archives yes Board Source; Historical Relevance Awards issued by the Board Record of candidates Permanent – part of Board minutes President & Archives yes Historical Relevance Board of Trustee Member Records Permanent President & Archives yes Historical Relevance Institutional Strategic Planning Records Permanent for final planning reports 10 years for internal planning committee yes yes Historical Relevance Mission Statements Permanent President yes yes Historical Relevance Committee Records Permanent President Archives yes Historical Relevance STUDENT ACADEMIC RECORDS Retention Period Official Repository Paper Copy Electronic Copy Authority Admissions – Enrolled Students Type of Record Retention Period Official Repository Paper Copy Electronic Copy Authority Admissions Letter 5 Years After Separation yes American Association of Collegiate Registrars and Admissions Officers (AACRAO) Guideline Correspondence 5 Years After Separation yes AACRAO Application Materials – Enrolled Students Retention Period Official Repository Paper Copy Electronic Copy Authority Advanced Placement, CLEP, and PEP Records 5 Years After Separation yes AACRAO Applications for Admissions or Re- admissions 5 Years After Separation yes AACRAO Entrance Exam Reports 5 Years After Separation yes AACRAO Health, Immunization and Other Documentation Records 5 Years After Separation yes AACRAO Supporting Documentations (e.g., Letters of Recommendation, Resumes and Essays) Until Admitted yes AACRAO High School and Other College Transcripts 5 Years After Separation yes AACRAO Military records 5 Years After Separation yes AACRAO Release from High School or Dual Enrollment forms 3 Years After Separation yes AACRAO Residency Classification forms 5 Years After Separation yes AACRAO Test scores (other) 5 Years After Separation yes AACRAO International Student Documents (enrolled) Retention Period Official Repository Paper Copy Electronic Copy Authority Alien registration receipt card 5 Years After Separation yes AACRAO DS-2019 5 Years After Separation yes AACRAO Type of Record Retention Period Official Repository Paper Copy Electronic Copy Authority Employment authorization 5 Years After Separation yes AACRAO I-20 5 Years After Separation yes AACRAO I-94 5 Years After Separation yes AACRAO Passport Number 5 Years After Separation yes AACRAO Statement of educational costs 5 Years After Separation yes AACRAO Statement of financial responsibility 5 Years After Separation yes AACRAO Admissions Records– Non-Enrolled Students Retention Period Official Repository Paper Copy Electronic Copy Authority Admissions Letters 1 year after application yes AACRAO Correspondence 1 year after application yes AACRAO Application for admission or re-admission 1 year after application yes AACRAO Credit by Examination 5 years after graduation or non-attendance yes AACRAO Entrance Examinations/text scores 1 year after application yes AACRAO Medical Records 1 year after application yes AACRAO Letters of recommendation (Admissions) 1 year after application yes AACRAO Military Records 1 year after application yes AACRAO Placement text records/scores 1 year after application yes AACRAO Residency classification forms 1 year after application yes AACRAO Test scores (other) 1 year after application yes AACRAO Transcripts 1 year after application yes AACRAO International Student Documents (non- enrolled) Retention Period Official Repository Paper Copy Electronic Copy Authority Alien registration receipt card 1 year after application yes AACRAO DS-2019 1 year after application yes AACRAO Type of Record Retention Period Official Repository Paper Copy Electronic Copy Authority Employment authorization 1 year after application yes AACRAO I-20 1 year after application yes AACRAO I-94 1 year after application yes AACRAO Passport Number 1 year after application yes AACRAO Statement of educational costs 1 year after application yes AACRAO Statement of financial responsibility 1 year after application yes AACRAO Curriculum, Instruction, Enrollment Report Records Retention Period Official Repository Paper Copy Electronic Copy Authority Course Enrollment Summaries; Graduation Summaries; Registration Reports; etc. Permanent Historical Relevance Course Catalog and Schedule of Courses Permanent (1 Copy) Historical Relevance Course Proposals Permanent Historical Relevance Degree Requirements Permanent Historical Relevance Student Surveys (Instrument and Results) 7 Years New Degree Records Permanent Historical Relevance Program Development and Review Records Permanent Historical Relevance Syllabi 1 Academic Year Degree, Grade, Enrollment, and Racial/Ethnic Statistics Permanent Historical Relevance FINANCIAL AID RECORDS Retention Period Official Repository Paper Copy Electronic Copy Authority Borrowers Loan Records (Institutional and Perkins Loans, Repayment Schedules, Statement of Rights and Responsibilities, Records of Actions Taken, Related Correspondence) 3 Years after the loan is paid in full or assignment to the Department of Education yes – student file 34 C.F.R. § 668.24 Type of Record Retention Period Official Repository Paper Copy Electronic Copy Authority Federal Title IV, Program Records, Institutional Records Accreditation Reviews and Reports Any other record pertaining to factors of financial responsibility and standards of administrative capability Audits and Program Reviews Education Program Eligibility Institutional Program Participation Agreement Recertification Agreements: 6 years after expiration 3 years after the end of the award year in which the report was submitted; Records pertaining to audit and program reviews must be retained until resolution of the matter is reached. yes – student file 34 CFR 668.24 Federal Family Education Loan and Direct Program Records Applications Disbursement Records Promissory Notes Student Status Confirmation Reports 3 years after the end of the award year in which the student borrower last attended the University no 34 C.F.R. § 668.24 Financial Aid Annual Reports 3 years after the end of the award year yes – student file 34 C.F.R. § 674.8(c) Type of Record Retention Period Official Repository Paper Copy Electronic Copy Authority Fiscal Records and Reports Accreditation and Licensing Agency Reports Annual Federal Fiscal Operations and Applications for Funds Report Cash Disbursements Federal Pell Grant Statements of Account Federal Work-Study Payroll Records General Ledgers Refunds and Repayments State Grant and Scholarship Award Financial Aid Office Rosters and Reports Title IV Program Reconciliation Reports 3 years after the end of the award year for which the report was submitted yes – student file 34 C.F.R. § 674.8(c) Pell Grant Reports 3 years after the end of the award year for which the award was submitted no 34 CFR § 668.24 Perkins Promissory Notes and Repayment Schedules Until loan is satisfied yes – student file 34 CFR § 668.24 Perkins Loan Repayment Records 3 years from date loan assigned, cancelled, or repaid yes – student file 34 CFR § 668.24 Work Study Program Administrative Records 3 years After Separation yes – student file 34 CFR § 668.24 STUDENT ACADEMIC RECORDS Retention Period Official Repository Paper Copy Electronic Copy Authority Academic Advising Records 5 Years After Separation AACRAO Name Change Authorization 10 Years After Separation AACRAO Audit Authorizations AACRAO Type of Record Retention Period Official Repository Paper Copy Electronic Copy Authority Student Academic Warning, Probation Records 5 Years After Separation AACRAO Academic Dismissal Permanent AACRAO Academic Integrity Violations Permanent Change of Major/Minor, Certification of 2nd Major/Minors 5 years after graduation Student Requests for Nondisclosure of Directory Information and Consents to Disclose Identifiable Information Until terminated by the student or permanent AACRAO Changes of Course (Add/Drop) AACRAO Audit Authorizations AACRAO Class Rosters/Lists Permanent Historical Relevance Student Commencement Records Permanent Historical Relevance Student Course Offerings Permanent Historical Relevance Student Curriculum Change Authorizations 5 Years After Graduation AACRAO Student Examinations, Tests, Term Papers, Homework 5 Years After Graduation yes AACRAO Student Grade Reports to Registrar 1 Year After Date Submitted AACRAO Student Graduation Authorization 5 Years After Graduation yes AACRAO Student Hold Until Released yes AACRAO Student Internship Program Records 5 Years After Graduation yes AACRAO Student Class Schedules 1 Year After Separation yes AACRAO Student Thesis and Dissertation Records Permanent yes AACRAO Student Transcripts Permanent yes AACRAO Student Transfer Credit Evaluations 5 Years After Separation yes AACRAO Student Withdrawal Authorizations 5 Years After Graduation yes AACRAO Leaves of Absence 2 years AACRAO Type of Record Retention Period Official Repository Paper Copy Electronic Copy Authority Study Abroad Records 5 years After Separation Study Abroad Student Records 5 years After Separation yes AACRAO Certification/ Verification Records Enrollment Verification 1 year after certification Residency Verification records 6 years after submission Teacher certifications 1 year after certification Student Transcript Requests 1 Year After Requested yes AACRAO BUSINESS, FINANCE & ACCOUNTING RECORDS Retention Period Official Repository Paper Copy Electronic Copy Authority Accounts Payable Ledgers & Schedules 7 years IRS/Better Business Bureau Accounts Receivable Ledgers & Schedules 7 years IRS/Better Business Bureau Audit Reports Permanent IRS/Better Business Bureau Bank Reconciliations 2 years IRS/Better Business Bureau Bank Statements 3 years IRS/Better Business Bureau Capital Stock & Bond Records: ledgers, transfer registers, stubs showing issues, record of interest coupons, options, etc. Permanent IRS/Better Business Bureau Cash Books Permanent IRS/Better Business Bureau Charts of Accounts Permanent IRS/Better Business Bureau Checks (cancelled –see exception below) 7 years IRS/Better Business Bureau Checks (cancelled for important payments – i.e., taxes, purchases of property, special contracts, etc. Checks should be filed with the Permanent IRS/Better Business Bureau papers pertaining to the underlying transaction.) Contracts, mortgages, notes, and leases (expired) 7 years IRS/Better Business Bureau Contracts, mortgages, notes & leases (still in effect) Permanent IRS/Better Business Bureau Correspondence (general) 2 years IRS/Better Business Bureau Correspondence (legal & important matters) Permanent IRS/Better Business Bureau Correspondence (routine) with customers and/or vendors 2 years IRS/Better Business Bureau Deeds, mortgages & bills of sale Permanent IRS/Better Business Bureau Depreciation schedules Permanent IRS/Better Business Bureau Duplicate deposit slips 2 years IRS/Better Business Bureau Expenses analyses/expense distribution schedules 7 years IRS/Better Business Bureau Financial Statements (year-end, other optional) Permanent IRS/Better Business Bureau General/private ledgers, year-end trial balance Permanent IRS/Better Business Bureau Insurance policies (expired) 3 years IRS/Better Business Bureau Insurance records, current accident reports, claims, policies, etc. Permanent IRS/Better Business Bureau Internal Audit reports (longer retention periods may be desirable) 3 years IRS/Better Business Bureau Internal Reports (miscellaneous) 3 years IRS/Better Business Bureau Invoices (to customers, from vendors) 7 years IRS/Better Business Bureau Journals Permanently IRS/Better Business Bureau Notes receivable ledgers & schedules 7 years IRS/Better Business Bureau Option records (expired) 7 years IRS/Better Business Bureau Patents & related papers Permanent IRS/Better Business Bureau Petty Cash vouchers 3 years IRS/Better Business Bureau Physical inventory tags 3 years IRS/Better Business Bureau Plant cost ledgers 7 years IRS/Better Business Bureau Property appraisals by outside appraisers Permanent IRS/Better Business Bureau Property records, including costs, depreciation reserves, year-end balances, depreciation schedules, blueprints, and plans Permanent IRS/Better Business Bureau Purchase orders 7 years IRS/Better Business Bureau Receiving sheets 1 year IRS/Better Business Bureau Requisitions 1 year IRS/Better Business Bureau Sales records 7 years IRS/Better Business Bureau Scrap and salvage records (inventories, sales, etc.) 7 years IRS/Better Business Bureau Stocks and Bonds certificates (cancelled) 7 years IRS/Better Business Bureau Subsidiary ledgers 7 years IRS/Better Business Bureau Tax Returns & worksheets, revenue agents’ reports, and other documents relation to determination of income tax liability Permanent IRS/Better Business Bureau Trademark registrations/copyrights and patents Permanent IRS/Better Business Bureau Training Manuals Permanent IRS/Better Business Bureau Voucher registers & schedules 7 years IRS/Better Business Bureau Vouchers for payment to venders, employees, etc. (including allowances and reimbursement of employees for travel and entertainment expenses) 7 years IRS/Better Business Bureau RESEARCH & SPONSORED PROGRAMS RECORDS Retention Period Official Repository Paper Copy Electronic Copy Authority Administrative and Financial Records Grants, contracts, and cooperative agreements including funded proposals Three (3) years from date of submission of the final report unless a longer retention period is specified under the agreement or grant rules yes 20 USC § 1232f(a); 34 C.F.R. § 74.53; 2 CFR 215.53; OMB Circular A- 110 - subpart C-53 Historical Relevance All financial records, documentation and reports pertinent to an award (Federal, State, Private) Three (3) years from date of submission of the final report unless a longer retention period is specified under the agreement or grant rules. yes 2 CFR 215.53; OMB Circular A- 110 - subpart C-53 Historical Relevance Supporting documents and statistical records pertinent to a federal, state or private award Three (3) years from date of submission of the final report unless a longer retention period is specified under the agreement or grant rules. yes 20 USC § 1232f(a); 34 C.F.R. § 74.53; 2 CFR 215.53; OMB Circular A- 110 - subpart C-53 Historical Relevance Basic Research Records Retention Period Official Repository Paper Copy Electronic Copy Authority Research Data Three (3) years after submission of the final report of the research to the sponsor, unless a longer retention period is specified under the agreement or grant rules.* * If pediatric research, until the youngest subject turns twenty-five years old. 2 CFR 215.36 /Intangible Property OMB Circular a-110 Subpart C-36 Conflict of Interest forms (NSF and PHS funded studies) 3 years or as determined by individual award agreement NSF Grant Policy Manual Chapter V Section 510; 42 CFR 50.604 Research misconduct records 7 years after completion of the proceeding or the completion of any PHS proceeding involving the research misconduct allegation under subparts D and E of 42 CFR 93.317, whichever is later. 42 CFR 93.317 Human Subject Research Retention Period Official Repository Paper Copy Electronic Copy Authority Human Subject Research related records including research results, research and regulatory records, research proposals, publication, consent forms, etc.). Five years after the completion of the research, either electronically or as hard copy. In accordance with federal HIPAA privacy regulations, 45 CFR 46.115(b) and 21 CFR 56.115(b); 45 CFR § 164.530(j) records containing protected health information (PHI) are retained for at least six years after the completion of the research. Research Ethics and Review Board Records, including membership lists, training materials, review and approval records, policies and procedures, investigations of non-compliance, etc.). 5 years after the completion of the research 45 CFR 46.115(b) and 21 CFR 56.115(b) UNIVERSITY ADVANCEMENT, COMMUNICATIONS & GOVERNMENT RELATIONS Retention Period Official Repository Paper Copy Electronic Copy Authority University Advancement Records Gift Receipts 7 years yes 26 USC § 6501 Fund Raising Records Current year plus seven years Endowment - Donor Records and Agreements Permanent as determined by needs of University yes Historical Relevance Planned Giving Documents Permanent as determined by needs of University yes Historical Relevance Donor Agreements Related to all other Gifts/Donations Permanent as determined by needs of University yes Historical Relevance University Advancement Planning Records Permanent as determined by needs of University yes Historical Relevance Monthly Gifts and Grant 3 years after the submission of the Reports final financial report Giving Reports 7 years after report is created Donor & Development Records (Records that document the efforts to establish relationships with alumni, the community groups, individuals, and businesses, to gain their assistance with the development and coordination of institutional programs. File may include reports, brochures, newsletters or publications, agendas, minutes, correspondence, and other related records) Retain agendas, minutes, publications, newsletters, brochures permanently. Retain all other records for current year plus 7 years Disclosure of Foreign Gifts 7 years 20 USC §1011f(a)-(e) Alumni Records Retention Period Official Repository Paper Copy Electronic Copy Authority Alumni Membership Lists, Mailing List and Related Correspondence Permanent yes Historical Relevance University Communication Records Retention Period Official Repository Paper Copy Electronic Copy Authority Photographs, video, other Images (Including Supporting Photography Consent Form, Release, Waiver, or Similar Necessary Authorizations) Permanent as Determined by Historical Relevance – One Copy yes Historical Relevance Advertising and Public Relations Materials Permanent as Determined by Historical Relevance (One Copy) or One year as determined by University yes Historical Relevance; 38 USC § 3696 University Publications (Including Source Records Supporting Permanent as Determined by Historical yes Historical Relevance Publications) Relevance – One Copy University Wide Events Event Records (e.g. Guest List, Invitations, Seating Charts, Brochures, Agenda and Other Materials Memorializing the Event) Permanent as Determined by Historical Relevance – One Copy yes Historical Relevance Government Relation Records Retention Period Official Repository Paper Copy Electronic Copy Authority Government & Community Relations Records (e.g. Federal, State and Local Lobbying & Legislative Records, Reports and Correspondence with Government Agencies) Permanent yes Historical Relevance STUDENT LIFE RECORDS Retention Period Official Repository Paper Copy Electronic Copy Authority Student ADA Records ADA Student Accommodation Records File (e.g. Request for Accommodation, Supporting Documents, Letter of Accommodation, Signed Released Forms, Correspondence) 5 Years from close of academic term yes 29 C.F.R. Section 1602.14 ADA Accommodation Records for Testing 5 Years from close of academic term yes 29 C.F.R. Section 1602.14 Athletic Records Retention Period Official Repository Paper Copy Electronic Copy Records maintained according to NCAA Bylaws Eligibility Records 6 Years Game Statistics Permanent yes Historical Relevance Individual Student- Athletes Records: Academics Eligibility Equipment Insurance Physical 6 Years after separation yes Compliance Records 6 Years yes Press Clippings Permanent yes Historical Relevance Recruiting Records 6 Years yes Photographs (Student- Athletes, Coaches, Staff) Permanent yes Historical Relevance Student Athlete Academic Advising Records 7 Years yes Student Athlete Medical Records 7 Years yes Non-Academic Student Records Retention Period Official Repository Paper Copy Electronic Copy Authority Student Judicial and Student Conduct Records (Findings of Violation and Related Case Files) 5years after graduation or separation yes AACRAO Student Grievances (not grade appeals) 3 years after closure AACRAO Student Organizations Event Records 5 Years yes Student Organization Recognition Paperwork 7 Years yes Student Tuition and Fee Charges 5 Years After Separation yes AACRAO Guideline HUMAN RESOURCE RECORDS Retention Period Official Repository Paper Copy Electronic Copy Authority Job Announcements and Advertisements 2 years 29 CFR § 1627.3(b); Legal Counsel Individual Applicants Who Are Not Hired Retention Period Official Repository Paper Copy Electronic Copy Authority Employment Applications, Resumes 3 years after search completed yes 29 CFR 1602.14 29 CFR 1602.21; Legal Counsel Background Investigation Results 3 years after search completed yes 29 CFR 1602.14 29 CFR 1602.21 Resumes 3 years after search completed yes 29 CFR 1602.14 29 CFR 1602.21 Letters of Recommendation 3 years after search completed yes 29 CFR 1602.14; 29 CFR 1602.21 Employees Retention Period Official Repository Paper Copy Electronic Copy Authority Employee Personnel Files 7 years following separation yes 29 USC 1027; Legal Counsel Employee Benefit Files 7 years after discontinuation or change of benefits yes 29 USC 1027; Legal Counsel 403(b) Application) Records and Retirement Plan Documents Permanent yes or Legal Counsel Required Personal Information Employees (Name, Address, SS#, Pay, Hourly or Salaried) 7 years after separation Legal Counsel Payroll records & summaries 7 years ADA Records 5 years after separation yes 29 C.F.R. Section 1602.14 Continuation of Insurance Benefits (COBRA) Records 4 years yes Legal Counsel Family and Medical Leave Case Files 3 years after employee separation yes 29 C.F.R. §825.500. I-9 Forms and other Employment Verification Records 3 years after hire or 1 year after separation, whichever comes later yes 8 U.S.C. §1324; 8 C.F.R. § 274a.2 Job Descriptions 3 years yes 29 CFR § 516.6; 29 CFR § 1620.32 Promotion and Salary Increase Records 7 years after separation yes 29 USC 1027 Unemployment Compensation Claims, 7 years yes Legal Counsel Unclaimed Salaries Workers’ Compensation Claims 10 years yes Legal Counsel Faculty meeting minutes Permanent yes Historical Relevance Faculty promotion, tenure records, and tenure-review records 7 years after separation yes 29 USC 1027 Student Evaluations of Faculty Courses 3years after completion of course yes Legal Counsel Payroll Records – Individual Employees Retention Period Official Repository Paper Copy Electronic Copy Authority Payroll Additions/Deductions Overtime Authorization 4 years FICA; 29 U.S.C. Sections 201-219; 28 U.S.C. Section 1658; 29 CFR 516.5; 29 CFR 516.6 Time Cards or Sheets 7 years 29 U.S.C. Sections 201-219; 28 U.S.C. Section 1658; 29 CFR 1627.3 Employment Tax Related Records (W-2, W-4, 1099, returns, schedules, etc.) Until superseded or 7 years after separation 26 C.F.R. Sections 31.6001-1 to 31.6001-6; Garnishments 7 years IRS and Better Business Bureau INFORMATION TECHNOLOGY RECORDS Retention Period Official Repository Paper Copy Electronic Copy Authority Computer Performance Reports, Security Documentation 5 years IT Legal Counsel System Documentation, Systems Maintenance Documents, Source Code Listings and Updates 5 years IT Legal Counsel Computer Performance Reports, Security Documentation 5 years IT Legal Counsel Vendor Service Orders, Tape Backup Records 5 years IT Legal Counsel Website Records (records that document the development of a web site for a unit. File may include drafts of content, specifications, software product, and other related information) Retain until administrative usefulness is completed then dispose of. IT ENVIRONMENTAL HEALTH & SAFETY RECORDS Retention Period Official Repository Paper Copy Electronic Copy Authority Environmental Regulations Records (Documentation of institutional compliance with environmental laws and guidelines of federal, state, or local governments.) 10 years Training Records (OSHA) 30 years from the date on which training occurred after employee separates 29 CFR 1910.1020 Toxic Substance Exposure Records 30 years 29 CFR 1910.1020 Fire Safety Records, Audit Reports Permanent Legal Counsel Drug Screening, Employee Asbestos Monitoring, Employee Exposure Records, Employee Medical Records, Employee Medical and Exposure Records 30 years after separation OSHA 1910.1001; OSHA 1910.20; OSHA 1910.1025 Accident Reports (OSHA) 30 years after termination Legal Counsel Chemical and Hazardous Waste Disposal Records 30 years 40 CFR 262.20 Material Safety Data Sheets Records 30 years from the date the substance was last received in the workplace 29 CFR 1910.1020 LEGAL RECORDS Retention Period Official Repository Paper Copy Electronic Copy Authority Contracts, Closing Documents, Due Diligence Files Permanent Legal Counsel Patent Files, Research Files, Trademark Registrations, Copyright Registrations Permanent Legal Counsel Regulatory Filings, Government Investigation Files Permanent Legal Counsel Other Litigation and Investigations Permanent Legal Counsel SECURITY RECORDS Retention Period Official Repository Paper Copy Electronic Copy Authority Dispatch Records 3 years, or until case is adjudicated, whichever is longer Clery Act Crime and Fire Report and all supporting records (copies of crime reports; the daily crime logs; records for arrests and referrals for disciplinary action; timely warning and emergency notification reports; documentation, such as letters to and from local police having to do with Clery Act compliance; letters to and from campus security authorities; correspondence with us regarding Clery Act compliance; and copies of notices to students and employees about the availability of the annual security report) 3 years from the latest publication of the report to which they apply (in effect 7 years) Public Safety yes yes 20 USC § 1092 Property Damage Reports 4 years after report date or three years until case is closed. Vehicle Accident 7 years DMV Lists Until superseded Key Issuance 2 years after key is returned Parking Citations 2 years after resolution Parking Permits 2 years Bicycle License/Registration 2 years LIBRARY Retention Period Official Repository Paper Copy Electronic Copy Authority Requests for items to be put on reserves Current semester LIB Security incident reports Permanent LIB ILL records of request current semester LIB Circulation for journals (not including patron record) 1 year LIB Materials checked out (by patron) Until returned LIB Fine records Until paid LIB Circulation system user records While user is active LIB Initial order records for books, serials, and e- resources Permanent LIB Accounting reports/deposit receipts from service desks 10 years LIB Library budget 10 years LIB Library statistics Permanent LIB Library publications (e.g., manuals, handbooks, etc.) While active; then transfer to Archives LIB Graduate Theses and Dissertations Permanent LIB Appraisal of Library Materials Permanent LIB Artifact Acquisition/Special Collection Records Permanent LIB Collection & Acquisition Exchange While active LIB Serial Records While active LIB TITLE IX RECORDS Retention Period Official Repository Paper Copy Electronic Copy Authority Title IX Audit Records 3 Years Title IX Coordinator Yes Yes Per Title IX, An educational institution must evaluate its current policies and procedures as they affect the admission of students, treatment of students, and employment of both academic and non- academic personnel working in connection with the provider’s education program or activity. See Title IX Legal Manual, pp. 108- 109 Title IX Reporting, Investigation and Resolution Records: This series documents the investigation and outcome of alleged violations of the sexual misconduct policy. This series may include, but is not limited to: incident reports, notification of 7 years from final resolution allegation, hearing notes, decision statements, appeals documentation, and final report. FACILITIES MANAGEMENT Retention Period Official Repository Paper Copy Electronic Copy Authority Vehicle Inspection 4 years Vehicle Records 4 years after disposal of vehicle Utilities System Operating & Maintenance 3 years after equipment is no longer in service Work Order Requests 4 years Permit drawings, record drawings Permanent/Life of facility Building /Land Inventory Permanent Certificates of Occupancy Permanent/Life of facility Building Permits Permanent/Life of facility Space/Facilities Use 5 years for summary reports/Perman ent for overall historical information/ Archives receives perm. documents Plats, surveys, utility location maps Permanent/Life of facility INSTITUTIONAL RESEARCH Retention Period Official Repository Paper Copy Electronic Copy Authority Grade Distribution Reports Permanent Institutional Research Statistical Abstracts Permanent Institutional Research Statistical Year in Reviews Permanent Institutional Research Various Ad Hoc Reports 5 years Institutional Research IPEDS Reports Permanent Institutional Research State Ed Reports Permanent Institutional Research NCAA Reports Permanent Athletics Commercial Surveys (US News, etc.) 5 years Institutional Research Faculty Data Permanent Institutional Research Student Data Permanent Institutional Research Course Data Permanent Institutional Research Survey Data Permanent Institutional Research NSF Data Permanent Institutional Research Department Reviews Permanent Institutional Research</s>

<s>[INST] Records Retention and Disposal Schedule Schedule (Draft 1).txt [/INST] Appendix A Records Retention and Disposal Schedule Type of Record Retention Period Hardcopy/Electronic Records Official Repository Authority GOVERNANCE & CORPORATE RECORDS Articles of Incorporation, Amendments, Bylaws Permanent President’s Office Board Source Annual Reports 30 Years Archives Legal Counsel Organizational Charts 10 years President Legal Counsel Board of Trustees Meeting Minutes Permanent President & Archives Board Source Accreditation documents- Self Study and Accreditation Letters Self-study reports are retained until the next review; Visiting team documents and report and the accreditation are retained permanently. President & Archives Board Source; Historical Relevance Awards issued by the Board Record of candidates Permanent – part of Board minutes President & Archives Historical Relevance Board of Trustee Member Records Permanent President & Archives Historical Relevance Institutional Strategic Planning Records Permanent for final planning reports 10 years for internal planning committee Historical Relevance Mission Statements Permanent President Historical Relevance Committee Records Permanent President Archives Historical Relevance STUDENT ACADEMIC RECORDS Retention Period Official Repository Authority Admissions – Enrolled Students Type of Record Retention Period Official Repository Paper Copy Electronic Copy Authority Admissions Letter 5 Years After Separation yes American Association of Collegiate Registrars and Admissions Officers (AACRAO) Guideline Correspondence 5 Years After Separation yes AACRAO Application Materials – Enrolled Students Retention Period Official Repository Paper Copy Electronic Copy Authority Advanced Placement, CLEP, and PEP Records 5 Years After Separation yes AACRAO Applications for Admissions or Re- admissions 5 Years After Separation yes AACRAO Entrance Exam Reports 5 Years After Separation yes AACRAO Health, Immunization and Other Documentation Records 5 Years After Separation yes AACRAO Supporting Documentations (e.g., Letters of Recommendation, Resumes and Essays) Until Admitted yes AACRAO High School and Other College Transcripts 5 Years After Separation yes AACRAO Military records 5 Years After Separation yes AACRAO Release from High School or Dual Enrollment forms 3 Years After Separation yes AACRAO Residency Classification forms 5 Years After Separation yes AACRAO Test scores (other) 5 Years After Separation yes AACRAO International Student Documents (enrolled) Retention Period Official Repository Paper Copy Electronic Copy Authority Alien registration receipt card 5 Years After Separation yes AACRAO DS-2019 5 Years After Separation yes AACRAO Type of Record Retention Period Official Repository Paper Copy Electronic Copy Authority Employment authorization 5 Years After Separation yes AACRAO I-20 5 Years After Separation yes AACRAO I-94 5 Years After Separation yes AACRAO Passport Number 5 Years After Separation yes AACRAO Statement of educational costs 5 Years After Separation yes AACRAO Statement of financial responsibility 5 Years After Separation yes AACRAO Admissions Records– Non-Enrolled Students Retention Period Official Repository Paper Copy Electronic Copy Authority Admissions Letters 1 year after application yes AACRAO Correspondence 1 year after application yes AACRAO Application for admission or re-admission 1 year after application yes AACRAO Credit by Examination 5 years after graduation or non-attendance yes AACRAO Entrance Examinations/text scores 1 year after application yes AACRAO Medical Records 1 year after application yes AACRAO Letters of recommendation (Admissions) 1 year after application yes AACRAO Military Records 1 year after application yes AACRAO Placement text records/scores 1 year after application yes AACRAO Residency classification forms 1 year after application yes AACRAO Test scores (other) 1 year after application yes AACRAO Transcripts 1 year after application yes AACRAO International Student Documents (non- enrolled) Retention Period Official Repository Paper Copy Electronic Copy Authority Alien registration receipt card 1 year after application yes AACRAO DS-2019 1 year after application yes AACRAO Type of Record Retention Period Official Repository Paper Copy Electronic Copy Authority Employment authorization 1 year after application yes AACRAO I-20 1 year after application yes AACRAO I-94 1 year after application yes AACRAO Passport Number 1 year after application yes AACRAO Statement of educational costs 1 year after application yes AACRAO Statement of financial responsibility 1 year after application yes AACRAO Curriculum, Instruction, Enrollment Report Records Retention Period Official Repository Paper Copy Electronic Copy Authority Course Enrollment Summaries; Graduation Summaries; Registration Reports; etc. Permanent Historical Relevance Course Catalog and Schedule of Courses Permanent (1 Copy) Historical Relevance Course Proposals Permanent Historical Relevance Degree Requirements Permanent Historical Relevance Student Surveys (Instrument and Results) 7 Years New Degree Records Permanent Historical Relevance Program Development and Review Records Permanent Historical Relevance Syllabi 1 Academic Year Degree, Grade, Enrollment, and Racial/Ethnic Statistics Permanent Historical Relevance FINANCIAL AID RECORDS Retention Period Official Repository Paper Copy Electronic Copy Authority Borrowers Loan Records (Institutional and Perkins Loans, Repayment Schedules, Statement of Rights and Responsibilities, Records of Actions Taken, Related Correspondence) 3 Years after the loan is paid in full or assignment to the Department of Education yes – student file 34 C.F.R. § 668.24 Type of Record Retention Period Official Repository Paper Copy Electronic Copy Authority Federal Title IV, Program Records, Institutional Records Accreditation Reviews and Reports Any other record pertaining to factors of financial responsibility and standards of administrative capability Audits and Program Reviews Education Program Eligibility Institutional Program Participation Agreement Recertification Agreements: 6 years after expiration 3 years after the end of the award year in which the report was submitted; Records pertaining to audit and program reviews must be retained until resolution of the matter is reached. yes – student file 34 CFR 668.24 Federal Family Education Loan and Direct Program Records Applications Disbursement Records Promissory Notes Student Status Confirmation Reports 3 years after the end of the award year in which the student borrower last attended the University no 34 C.F.R. § 668.24 Financial Aid Annual Reports 3 years after the end of the award year yes – student file 34 C.F.R. § 674.8(c) Type of Record Retention Period Official Repository Paper Copy Electronic Copy Authority Fiscal Records and Reports Accreditation and Licensing Agency Reports Annual Federal Fiscal Operations and Applications for Funds Report Cash Disbursements Federal Pell Grant Statements of Account Federal Work-Study Payroll Records General Ledgers Refunds and Repayments State Grant and Scholarship Award Financial Aid Office Rosters and Reports Title IV Program Reconciliation Reports 3 years after the end of the award year for which the report was submitted yes – student file 34 C.F.R. § 674.8(c) Pell Grant Reports 3 years after the end of the award year for which the award was submitted no 34 CFR § 668.24 Perkins Promissory Notes and Repayment Schedules Until loan is satisfied yes – student file 34 CFR § 668.24 Perkins Loan Repayment Records 3 years from date loan assigned, cancelled, or repaid yes – student file 34 CFR § 668.24 Work Study Program Administrative Records 3 years After Separation yes – student file 34 CFR § 668.24 STUDENT ACADEMIC RECORDS Retention Period Official Repository Paper Copy Electronic Copy Authority Academic Advising Records 5 Years After Separation AACRAO Name Change Authorization 10 Years After Separation AACRAO Audit Authorizations AACRAO Type of Record Retention Period Official Repository Paper Copy Electronic Copy Authority Student Academic Warning, Probation Records 5 Years After Separation AACRAO Academic Dismissal Permanent AACRAO Academic Integrity Violations Permanent Change of Major/Minor, Certification of 2nd Major/Minors 5 years after graduation Student Requests for Nondisclosure of Directory Information and Consents to Disclose Identifiable Information Until terminated by the student or permanent AACRAO Changes of Course (Add/Drop) AACRAO Audit Authorizations AACRAO Class Rosters/Lists Permanent Historical Relevance Student Commencement Records Permanent Historical Relevance Student Course Offerings Permanent Historical Relevance Student Curriculum Change Authorizations 5 Years After Graduation AACRAO Student Examinations, Tests, Term Papers, Homework 5 Years After Graduation yes AACRAO Student Grade Reports to Registrar 1 Year After Date Submitted AACRAO Student Graduation Authorization 5 Years After Graduation yes AACRAO Student Hold Until Released yes AACRAO Student Internship Program Records 5 Years After Graduation yes AACRAO Student Class Schedules 1 Year After Separation yes AACRAO Student Thesis and Dissertation Records Permanent yes AACRAO Student Transcripts Permanent yes AACRAO Student Transfer Credit Evaluations 5 Years After Separation yes AACRAO Student Withdrawal Authorizations 5 Years After Graduation yes AACRAO Leaves of Absence 2 years AACRAO Type of Record Retention Period Official Repository Paper Copy Electronic Copy Authority Study Abroad Records 5 years After Separation Study Abroad Student Records 5 years After Separation yes AACRAO Certification/ Verification Records Enrollment Verification 1 year after certification Residency Verification records 6 years after submission Teacher certifications 1 year after certification Student Transcript Requests 1 Year After Requested yes AACRAO BUSINESS, FINANCE & ACCOUNTING RECORDS Retention Period Official Repository Paper Copy Electronic Copy Authority Accounts Payable Ledgers & Schedules 7 years IRS/Better Business Bureau Accounts Receivable Ledgers & Schedules 7 years IRS/Better Business Bureau Audit Reports Permanent IRS/Better Business Bureau Bank Reconciliations 2 years IRS/Better Business Bureau Bank Statements 3 years IRS/Better Business Bureau Capital Stock & Bond Records: ledgers, transfer registers, stubs showing issues, record of interest coupons, options, etc. Permanent IRS/Better Business Bureau Cash Books Permanent IRS/Better Business Bureau Charts of Accounts Permanent IRS/Better Business Bureau Checks (cancelled –see exception below) 7 years IRS/Better Business Bureau Checks (cancelled for important payments – i.e., taxes, purchases of property, special contracts, etc. Checks should be filed with the Permanent IRS/Better Business Bureau papers pertaining to the underlying transaction.) Contracts, mortgages, notes, and leases (expired) 7 years IRS/Better Business Bureau Contracts, mortgages, notes & leases (still in effect) Permanent IRS/Better Business Bureau Correspondence (general) 2 years IRS/Better Business Bureau Correspondence (legal & important matters) Permanent IRS/Better Business Bureau Correspondence (routine) with customers and/or vendors 2 years IRS/Better Business Bureau Deeds, mortgages & bills of sale Permanent IRS/Better Business Bureau Depreciation schedules Permanent IRS/Better Business Bureau Duplicate deposit slips 2 years IRS/Better Business Bureau Expenses analyses/expense distribution schedules 7 years IRS/Better Business Bureau Financial Statements (year-end, other optional) Permanent IRS/Better Business Bureau General/private ledgers, year-end trial balance Permanent IRS/Better Business Bureau Insurance policies (expired) 3 years IRS/Better Business Bureau Insurance records, current accident reports, claims, policies, etc. Permanent IRS/Better Business Bureau Internal Audit reports (longer retention periods may be desirable) 3 years IRS/Better Business Bureau Internal Reports (miscellaneous) 3 years IRS/Better Business Bureau Invoices (to customers, from vendors) 7 years IRS/Better Business Bureau Journals Permanently IRS/Better Business Bureau Notes receivable ledgers & schedules 7 years IRS/Better Business Bureau Option records (expired) 7 years IRS/Better Business Bureau Patents & related papers Permanent IRS/Better Business Bureau Petty Cash vouchers 3 years IRS/Better Business Bureau Physical inventory tags 3 years IRS/Better Business Bureau Plant cost ledgers 7 years IRS/Better Business Bureau Property appraisals by outside appraisers Permanent IRS/Better Business Bureau Property records, including costs, depreciation reserves, year-end balances, depreciation schedules, blueprints, and plans Permanent IRS/Better Business Bureau Purchase orders 7 years IRS/Better Business Bureau Receiving sheets 1 year IRS/Better Business Bureau Requisitions 1 year IRS/Better Business Bureau Sales records 7 years IRS/Better Business Bureau Scrap and salvage records (inventories, sales, etc.) 7 years IRS/Better Business Bureau Stocks and Bonds certificates (cancelled) 7 years IRS/Better Business Bureau Subsidiary ledgers 7 years IRS/Better Business Bureau Tax Returns & worksheets, revenue agents’ reports, and other documents relation to determination of income tax liability Permanent IRS/Better Business Bureau Trademark registrations/copyrights and patents Permanent IRS/Better Business Bureau Training Manuals Permanent IRS/Better Business Bureau Voucher registers & schedules 7 years IRS/Better Business Bureau Vouchers for payment to venders, employees, etc. (including allowances and reimbursement of employees for travel and entertainment expenses) 7 years IRS/Better Business Bureau RESEARCH & SPONSORED PROGRAMS RECORDS Retention Period Official Repository Paper Copy Electronic Copy Authority Administrative and Financial Records Grants, contracts, and cooperative agreements including funded proposals Three (3) years from date of submission of the final report unless a longer retention period is specified under the agreement or grant rules yes 20 USC § 1232f(a); 34 C.F.R. § 74.53; 2 CFR 215.53; OMB Circular A- 110 - subpart C-53 Historical Relevance All financial records, documentation and reports pertinent to an award (Federal, State, Private) Three (3) years from date of submission of the final report unless a longer retention period is specified under the agreement or grant rules. yes 2 CFR 215.53; OMB Circular A- 110 - subpart C-53 Historical Relevance Supporting documents and statistical records pertinent to a federal, state or private award Three (3) years from date of submission of the final report unless a longer retention period is specified under the agreement or grant rules. yes 20 USC § 1232f(a); 34 C.F.R. § 74.53; 2 CFR 215.53; OMB Circular A- 110 - subpart C-53 Historical Relevance Basic Research Records Retention Period Official Repository Paper Copy Electronic Copy Authority Research Data Three (3) years after submission of the final report of the research to the sponsor, unless a longer retention period is specified under the agreement or grant rules.* * If pediatric research, until the youngest subject turns twenty-five years old. 2 CFR 215.36 /Intangible Property OMB Circular a-110 Subpart C-36 Conflict of Interest forms (NSF and PHS funded studies) 3 years or as determined by individual award agreement NSF Grant Policy Manual Chapter V Section 510; 42 CFR 50.604 Research misconduct records 7 years after completion of the proceeding or the completion of any PHS proceeding involving the research misconduct allegation under subparts D and E of 42 CFR 93.317, whichever is later. 42 CFR 93.317 Human Subject Research Retention Period Official Repository Paper Copy Electronic Copy Authority Human Subject Research related records including research results, research and regulatory records, research proposals, publication, consent forms, etc.). Five years after the completion of the research, either electronically or as hard copy. In accordance with federal HIPAA privacy regulations, 45 CFR 46.115(b) and 21 CFR 56.115(b); 45 CFR § 164.530(j) records containing protected health information (PHI) are retained for at least six years after the completion of the research. Research Ethics and Review Board Records, including membership lists, training materials, review and approval records, policies and procedures, investigations of non-compliance, etc.). 5 years after the completion of the research 45 CFR 46.115(b) and 21 CFR 56.115(b) UNIVERSITY ADVANCEMENT, COMMUNICATIONS & GOVERNMENT RELATIONS Retention Period Official Repository Paper Copy Electronic Copy Authority University Advancement Records Gift Receipts 7 years yes 26 USC § 6501 Fund Raising Records Current year plus seven years Endowment - Donor Records and Agreements Permanent as determined by needs of University yes Historical Relevance Planned Giving Documents Permanent as determined by needs of University yes Historical Relevance Donor Agreements Related to all other Gifts/Donations Permanent as determined by needs of University yes Historical Relevance University Advancement Planning Records Permanent as determined by needs of University yes Historical Relevance Monthly Gifts and Grant 3 years after the submission of the Reports final financial report Giving Reports 7 years after report is created Donor & Development Records (Records that document the efforts to establish relationships with alumni, the community groups, individuals, and businesses, to gain their assistance with the development and coordination of institutional programs. File may include reports, brochures, newsletters or publications, agendas, minutes, correspondence, and other related records) Retain agendas, minutes, publications, newsletters, brochures permanently. Retain all other records for current year plus 7 years Disclosure of Foreign Gifts 7 years 20 USC §1011f(a)-(e) Alumni Records Retention Period Official Repository Paper Copy Electronic Copy Authority Alumni Membership Lists, Mailing List and Related Correspondence Permanent yes Historical Relevance University Communication Records Retention Period Official Repository Paper Copy Electronic Copy Authority Photographs, video, other Images (Including Supporting Photography Consent Form, Release, Waiver, or Similar Necessary Authorizations) Permanent as Determined by Historical Relevance – One Copy yes Historical Relevance Advertising and Public Relations Materials Permanent as Determined by Historical Relevance (One Copy) or One year as determined by University yes Historical Relevance; 38 USC § 3696 University Publications (Including Source Records Supporting Permanent as Determined by Historical yes Historical Relevance Publications) Relevance – One Copy University Wide Events Event Records (e.g. Guest List, Invitations, Seating Charts, Brochures, Agenda and Other Materials Memorializing the Event) Permanent as Determined by Historical Relevance – One Copy yes Historical Relevance Government Relation Records Retention Period Official Repository Paper Copy Electronic Copy Authority Government & Community Relations Records (e.g. Federal, State and Local Lobbying & Legislative Records, Reports and Correspondence with Government Agencies) Permanent yes Historical Relevance STUDENT LIFE RECORDS Retention Period Official Repository Paper Copy Electronic Copy Authority Student ADA Records ADA Student Accommodation Records File (e.g. Request for Accommodation, Supporting Documents, Letter of Accommodation, Signed Released Forms, Correspondence) 5 Years from close of academic term yes 29 C.F.R. Section 1602.14 ADA Accommodation Records for Testing 5 Years from close of academic term yes 29 C.F.R. Section 1602.14 Athletic Records Retention Period Official Repository Paper Copy Electronic Copy Records maintained according to NCAA Bylaws Eligibility Records 6 Years Game Statistics Permanent yes Historical Relevance Individual Student- Athletes Records: Academics Eligibility Equipment Insurance Physical 6 Years after separation yes Compliance Records 6 Years yes Press Clippings Permanent yes Historical Relevance Recruiting Records 6 Years yes Photographs (Student- Athletes, Coaches, Staff) Permanent yes Historical Relevance Student Athlete Academic Advising Records 7 Years yes Student Athlete Medical Records 7 Years yes Non-Academic Student Records Retention Period Official Repository Paper Copy Electronic Copy Authority Student Judicial and Student Conduct Records (Findings of Violation and Related Case Files) 5years after graduation or separation yes AACRAO Student Grievances (not grade appeals) 3 years after closure AACRAO Student Organizations Event Records 5 Years yes Student Organization Recognition Paperwork 7 Years yes Student Tuition and Fee Charges 5 Years After Separation yes AACRAO Guideline HUMAN RESOURCE RECORDS Retention Period Official Repository Paper Copy Electronic Copy Authority Job Announcements and Advertisements 2 years 29 CFR § 1627.3(b); Legal Counsel Individual Applicants Who Are Not Hired Retention Period Official Repository Paper Copy Electronic Copy Authority Employment Applications, Resumes 3 years after search completed yes 29 CFR 1602.14 29 CFR 1602.21; Legal Counsel Background Investigation Results 3 years after search completed yes 29 CFR 1602.14 29 CFR 1602.21 Resumes 3 years after search completed yes 29 CFR 1602.14 29 CFR 1602.21 Letters of Recommendation 3 years after search completed yes 29 CFR 1602.14; 29 CFR 1602.21 Employees Retention Period Official Repository Paper Copy Electronic Copy Authority Employee Personnel Files 7 years following separation yes 29 USC 1027; Legal Counsel Employee Benefit Files 7 years after discontinuation or change of benefits yes 29 USC 1027; Legal Counsel 403(b) Application) Records and Retirement Plan Documents Permanent yes or Legal Counsel Required Personal Information Employees (Name, Address, SS#, Pay, Hourly or Salaried) 7 years after separation Legal Counsel Payroll records & summaries 7 years ADA Records 5 years after separation yes 29 C.F.R. Section 1602.14 Continuation of Insurance Benefits (COBRA) Records 4 years yes Legal Counsel Family and Medical Leave Case Files 3 years after employee separation yes 29 C.F.R. §825.500. I-9 Forms and other Employment Verification Records 3 years after hire or 1 year after separation, whichever comes later yes 8 U.S.C. §1324; 8 C.F.R. § 274a.2 Job Descriptions 3 years yes 29 CFR § 516.6; 29 CFR § 1620.32 Promotion and Salary Increase Records 7 years after separation yes 29 USC 1027 Unemployment Compensation Claims, 7 years yes Legal Counsel Unclaimed Salaries Workers’ Compensation Claims 10 years yes Legal Counsel Faculty meeting minutes Permanent yes Historical Relevance Faculty promotion, tenure records, and tenure-review records 7 years after separation yes 29 USC 1027 Student Evaluations of Faculty Courses 3years after completion of course yes Legal Counsel Payroll Records – Individual Employees Retention Period Official Repository Paper Copy Electronic Copy Authority Payroll Additions/Deductions Overtime Authorization 4 years FICA; 29 U.S.C. Sections 201-219; 28 U.S.C. Section 1658; 29 CFR 516.5; 29 CFR 516.6 Time Cards or Sheets 7 years 29 U.S.C. Sections 201-219; 28 U.S.C. Section 1658; 29 CFR 1627.3 Employment Tax Related Records (W-2, W-4, 1099, returns, schedules, etc.) Until superseded or 7 years after separation 26 C.F.R. Sections 31.6001-1 to 31.6001-6; Garnishments 7 years IRS and Better Business Bureau INFORMATION TECHNOLOGY RECORDS Retention Period Official Repository Paper Copy Electronic Copy Authority Computer Performance Reports, Security Documentation 5 years IT Legal Counsel System Documentation, Systems Maintenance Documents, Source Code Listings and Updates 5 years IT Legal Counsel Computer Performance Reports, Security Documentation 5 years IT Legal Counsel Vendor Service Orders, Tape Backup Records 5 years IT Legal Counsel Website Records (records that document the development of a web site for a unit. File may include drafts of content, specifications, software product, and other related information) Retain until administrative usefulness is completed then dispose of. IT ENVIRONMENTAL HEALTH & SAFETY RECORDS Retention Period Official Repository Paper Copy Electronic Copy Authority Environmental Regulations Records (Documentation of institutional compliance with environmental laws and guidelines of federal, state, or local governments.) 10 years Training Records (OSHA) 30 years from the date on which training occurred after employee separates 29 CFR 1910.1020 Toxic Substance Exposure Records 30 years 29 CFR 1910.1020 Fire Safety Records, Audit Reports Permanent Legal Counsel Drug Screening, Employee Asbestos Monitoring, Employee Exposure Records, Employee Medical Records, Employee Medical and Exposure Records 30 years after separation OSHA 1910.1001; OSHA 1910.20; OSHA 1910.1025 Accident Reports (OSHA) 30 years after termination Legal Counsel Chemical and Hazardous Waste Disposal Records 30 years 40 CFR 262.20 Material Safety Data Sheets Records 30 years from the date the substance was last received in the workplace 29 CFR 1910.1020 LEGAL RECORDS Retention Period Official Repository Paper Copy Electronic Copy Authority Contracts, Closing Documents, Due Diligence Files Permanent Legal Counsel Patent Files, Research Files, Trademark Registrations, Copyright Registrations Permanent Legal Counsel Regulatory Filings, Government Investigation Files Permanent Legal Counsel Other Litigation and Investigations Permanent Legal Counsel SECURITY RECORDS Retention Period Official Repository Paper Copy Electronic Copy Authority Dispatch Records 3 years, or until case is adjudicated, whichever is longer Clery Act Crime and Fire Report and all supporting records (copies of crime reports; the daily crime logs; records for arrests and referrals for disciplinary action; timely warning and emergency notification reports; documentation, such as letters to and from local police having to do with Clery Act compliance; letters to and from campus security authorities; correspondence with us regarding Clery Act compliance; and copies of notices to students and employees about the availability of the annual security report) 3 years from the latest publication of the report to which they apply (in effect 7 years) Public Safety yes yes 20 USC § 1092 Property Damage Reports 4 years after report date or three years until case is closed. Vehicle Accident 7 years DMV Lists Until superseded Key Issuance 2 years after key is returned Parking Citations 2 years after resolution Parking Permits 2 years Bicycle License/Registration 2 years LIBRARY Retention Period Official Repository Paper Copy Electronic Copy Authority Requests for items to be put on reserves Current semester LIB Security incident reports Permanent LIB ILL records of request current semester LIB Circulation for journals (not including patron record) 1 year LIB Materials checked out (by patron) Until returned LIB Fine records Until paid LIB Circulation system user records While user is active LIB Initial order records for books, serials, and e- resources Permanent LIB Accounting reports/deposit receipts from service desks 10 years LIB Library budget 10 years LIB Library statistics Permanent LIB Library publications (e.g., manuals, handbooks, etc.) While active; then transfer to Archives LIB Graduate Theses and Dissertations Permanent LIB Appraisal of Library Materials Permanent LIB Artifact Acquisition/Special Collection Records Permanent LIB Collection & Acquisition Exchange While active LIB Serial Records While active LIB TITLE IX RECORDS Retention Period Official Repository Paper Copy Electronic Copy Authority Title IX Audit Records 3 Years Title IX Coordinator Yes Yes Per Title IX, An educational institution must evaluate its current policies and procedures as they affect the admission of students, treatment of students, and employment of both academic and non- academic personnel working in connection with the provider’s education program or activity. See Title IX Legal Manual, pp. 108- 109 Title IX Reporting, Investigation and Resolution Records: This series documents the investigation and outcome of alleged violations of the sexual misconduct policy. This series may include, but is not limited to: incident reports, notification of 7 years from final resolution allegation, hearing notes, decision statements, appeals documentation, and final report. FACILITIES MANAGEMENT Retention Period Official Repository Paper Copy Electronic Copy Authority Vehicle Inspection 4 years Vehicle Records 4 years after disposal of vehicle Utilities System Operating & Maintenance 3 years after equipment is no longer in service Work Order Requests 4 years Permit drawings, record drawings Permanent/Life of facility Building /Land Inventory Permanent Certificates of Occupancy Permanent/Life of facility Building Permits Permanent/Life of facility Space/Facilities Use 5 years for summary reports/Perman ent for overall historical information/ Archives receives perm. documents Plats, surveys, utility location maps Permanent/Life of facility INSTITUTIONAL RESEARCH Retention Period Official Repository Paper Copy Electronic Copy Authority Grade Distribution Reports Permanent Institutional Research Statistical Abstracts Permanent Institutional Research Statistical Year in Reviews Permanent Institutional Research Various Ad Hoc Reports 5 years Institutional Research IPEDS Reports Permanent Institutional Research State Ed Reports Permanent Institutional Research NCAA Reports Permanent Athletics Commercial Surveys (US News, etc.) 5 years Institutional Research Faculty Data Permanent Institutional Research Student Data Permanent Institutional Research Course Data Permanent Institutional Research Survey Data Permanent Institutional Research NSF Data Permanent Institutional Research Department Reviews Permanent Institutional Research</s>

<s>[INST] Recruitment and Appointment of Part.txt [/INST] Recruitment and Appointment of Part-time (Adjunct) Faculty Part-time (Adjunct) Faculty members are appointed by either the Vice President of Academic Affairs or the Vice President of Training according to the following procedures: Upon the recommendation of, and in consultation with the applicable Department Chair, the Vice President of Academic Affairs will review and assess the needs of the particular academic department and approve the need to fill the position. For ATI appointments, the Vice President of Training will review and assess the needs of the particular department and approve the need to fill the position. Following approval, the Department Chair (or designee), in consultation with the Vice President of Academic Affairs, develops a description of the position and determines criteria, procedures, advertising needs and a timeline for application in compliance with the Employee Handbook’s General Recruitment policies. For ATI positions, the Vice President of Training or a designee will accomplish these tasks. All recruiting practices utilized by the Department Chair or Vice President of Training as applicable will be consistent with the College’s commitment to equal opportunity. The Department Chair or Vice President of Training as applicable reviews the applications and supporting documents and decides which candidate(s) to interview, including the frequency of the interviews. Initial interviews for academic department candidates on campus will include meetings with the applicable Department Chair and the Vice President of Academic Affairs. The Vice President of Training and any designees will conduct initial interviews with ATI candidates. Applicants may give a lecture as part of the interview process. During the interview process, all candidates will be notified that any job offer is contingent upon successful completion of employment eligibility verification, background, and reference checks (see the College’s Verification of Data Policy in the Employee Handbook). Moreover, notice of the availability of the College’s annual security report will be provided to the interviewee if the position was advertised. The Department Chair will recommend to the Vice President of Academic Affairs final academic department candidates for final interviews. The Vice President of Training will select final candidates for ATI positions. The final decision to extend an appointment offer rests with the President. The Vice President of Academic Affairs (or his or her designee) or Vice President of Training as applicable will extend a verbal offer to the final candidate that is contingent upon verification of the candidate’s academic or alternative qualification credentials (see Faculty Qualifications Policy in Section 1.6.3) and the successful completion of requisite background and reference checks (see College’s Verification of Data Policy in the Employee Handbook). Following verification of the candidate’s credentials and the successful completion of the background and reference screens, the Vice President of Academic Affairs or Vice President of Training as applicable will issue a formal term appointment letter of agreement stating the terms of employment including the position, length of appointment, course(s) to be taught and the date by which the signed contract must be returned. In order for the appointment to become valid, the candidate must sign and return to the Vice President of Academic Affairs’ Office or Vice President of Training as applicable on or before the date indicated in the offer the appointment contract. Offers of employment not accepted and returned within the date indicated in the contract will be considered null and void.</s>

<s>[INST] REDLINE w SS Add- Canisius College Alcohol and Drug Prevention Policy vs. 2.2.1 Alcohol and Drug Prevention Policy Original 4.5.21-C (002).txt [/INST] 2.2.1 Alcohol and Drug Prevention Program Policy ALCOHOL, MARIJUANA AND ILLEGAL DRUG USE PREVENTION PROGRAM POLICY Effective Date: May 8, 2017 Policy Number: II – 2.2.1 Supersedes: Not Applicable. Issuing Authority: President Responsible Officer: Vice President for Student Affairs Applicability: All members of the Canisius College community. History: PURPOSE The purpose of this policy is to adopt and implement a program to educateprovide a living and prevent the unlawful possession,learning environment that is free from illegal use, or distribution of illicit drugs orand marijuana and the abuse of alcohol and to educate the college community about the health risks and legal penalties associated with their use. POLICY In accordance with the Canisius College commitment to providing a healthy and productive educational environment and the Drug-Free Schools and Communities Act Amendments of 1989, it is the policy of Canisius College to annually inform the campus community about the college’s policies on drugs and, alcohol and marijuana and about the health risks and legal penalties associated with their use. The abuse of alcohol and the use of illegal use of drugs and marijuana by members of the Canisius community, on college property or by participants in college activities, are incompatible with the goals of an academic institution. In order to ensure that alcohol and marijuana and illegal drugs do not interfere with the goals of the college, substance abuse programs have been developed which apply to the college as both an educational institution and a workplace. The programs are designed to: Establish and enforce clear policies for employees and students that promote an educational environment free from the illegal use of drugs, use of marijuana and the abuse of alcohol and illegal drugs. Educate all members of the campus community about the health risks associated with the use of illegal use of drugs and marijuana and the abuse of alcohol. Create a campus environment that promotes and reinforces healthy, responsible living and respect for community and campus standards and regulations. Provide a reasonable level of care for individuals experiencing chemical use and abuse problems through counseling, treatment and referral. POLICY Canisius College prohibits the following conduct on all of its property, in all of its vehicles and as part of any of its activities: the unauthorized possession, use, manufacture, distribution, transportation or sale of alcohol and alcoholic beverages by its employees or students on its property or as part of any of its activities. Further, while on its property or as part of any college activity employees and students are prohibited from using drugs, possessing drugs or drug paraphernalia and from selling or otherwise distributing drugs.all persons; the possession, use, sale, cultivation, processing, distribution or transportation of marijuana by all persons; the possession, use, sale, manufacture, distribution or transportation of any controlled substance, except use of a controlled substance under supervision by a licensed health care professional as allowed by federal law or other uses authorized by the Controlled Substances Act or other provision of federal law; the possession, use, sale, manufacture, distribution or transportation of any drug, including marijuana, paraphernalia. Canisius employees are also prohibited from working under the influence or when impaired by alcohol, marijuana or other controlled substance. Violations of these policies will result in immediate sanctions consistent with the college’s employee and student disciplinary procedures, college policies and regulations, and local, state and federal law. This may include but is not limited to counseling, mandatory participation in an appropriate rehabilitation program, fines, participation in community service, unpaid suspension from employment, loss of certain campus privileges, termination of employment, and/or referral for prosecution. Student disciplinary action may include the applicable disciplinary sanctions described above and/or suspension or expulsion from the residence halls or the college. The Canisius College Student Handbook, available in the Griff Center, Old Main 013, and on MyCanisius provides a complete listing of rules of the Community Standards and of the student disciplinary procedures. The college’s Alcohol and Drug Prevention Program is reviewed annually by the Office of Student Life to determine effectiveness and to implement changes (if needed) to ensure that the College’s disciplinary sanctions are consistently enforced. The college’s review includes a determination as to: (a) the number of drug- and , alcohol and marijuana-related violations and fatalities occurring on the Canisius college campuses or as part of college-sanctioned activities that are reported to campus officials; and, (b) the number and types of sanctions the college imposed on students and employees as a result of such violations or fatalities. DEFINITIONS Alcohol or Alcoholic Beverage—any liquid suitable for drinking by human beings, except prescription drugs or over-the-counter medications, which contains one-half of one percent or more of alcohol by volume. Marijuana - all parts of the plant of the genus Cannabis, whether growing or not; the seeds thereof; the resin or oil extracted from any part of the plant and every compound, manufacture, salt, derivative, mixture, preparation or product of the plant, its seeds, resin or oil regardless of the amount contained therein. Controlled Substance or Illegal Drug— a drug, substance, or immediate precursor as identified in Articles 220 and 221 of NY Penal Law; or a drug or other substance, or immediate precursor, included in schedule I, II, III, IV, or V of the Controlled Substances Act (21 U.S.C. 801 et seq., as amended). (Although New York law permits the adult (age 21 and over) use of marijuana, it remains a controlled substance under the federal Controlled Substances Act and Drug-Free Schools and Communities Act. Accordingly, the possession, use, sale, cultivation, processing, distribution or transportation of marijuana or being under the influence of marijuana in any form by Dominican College community members on College grounds or property or in the course of a College-sponsored activity is prohibited). Illegal Drug Use - the use of any drug, the possession or distribution of which is unlawful under the Controlled Substances Act, but not including the use of a drug taken under supervision by a licensed health care professional or other uses authorized by the Controlled Substances Act of other provision of federal law. Public Places—residence hall entrances and lobbies, lounges, hallways, and stairways, or common grounds of the college to which the general public by specific or implied invitation has access and in which an individual could have no reasonable expectation of privacy. PROCEDURES/GUIDELINES Federal Student Financial Aid Penalties for Drug Law Violations As prescribed in section 484(r) of the Higher Education Act, a student who, during a period of enrollment for which the student was receiving any Federal grant, loan, or work assistance, is convicted of any offense under any Federal or State law involving the possession or sale of a controlled substance shall not be eligible to receive any additional grant, loan, or work assistance from the date of that conviction for the period of time specified in the following table: Sale of Illegal Drugs Possession of Illegal Drugs 1st offense 1 year from date of conviction 2 years from date of conviction 2nd offense 2 years from date of conviction Indefinite period 3+ offenses Indefinite period Indefinite period (If the student was convicted of both possessing and selling illegal drugs, and the periods of ineligibility are different, the student will be ineligible for the longer period.) Students denied eligibility for an indefinite period can regain it only after successfully completing an approved rehabilitation program or if a conviction is reversed, set aside, or removed from the student’s record so that fewer than two convictions for sale or three convictions for possession remain on the record. In such cases, the nature and dates of the remaining convictions will determine when the student regains eligibility. Student Responsibilities if Convicted During Period of Enrollment If a student is convicted of a drug offense after receiving Federal aid, they must notify the Office of Student Records and Financial Services immediately. If a student has been convicted of a drug offense while applying to receive Title IV Federal financial aid, they are required to report the conviction on item number 23 of the FAFSA. Criminal Sanctions The unlawful possession, use, manufacture, sale, abuse or distribution of illegal drugscontrolled substances and alcohol and marijuana is punishable by sanctions imposed by the US Government and/or by the state of New York. Where appropriate or necessary, the College will cooperate fully with the law enforcement agencies. State Criminal Penalties Information about New York State statutes and applicable penalties for violations can be found in the library and by contacting Canisius Public Safety at Ext. 2330. Federal Penalties for Illicit DrugsControlled Substances The following are federal trafficking penalties for illegal drugs took under the Controlled Substance Acts (CSA). CSA I and II Penalties For possession of 10–99 gram (gm) or 100–999 gm mixture of methamphetamine or PCP; 100–999 gm mixture of heroin; 500–4,999 gm mixture of cocaine; 5–49 gm mixture of cocaine base; 1–10 gm mixture of LSD; 40–399 gm mixture of fentanyl; 10–99 gm mixture of fentanyl analogue, the penalty is: First offense: not less than five years or more than 40 years of imprisonment; if death or serious injury occurs, not less than 20 years of imprisonment or more than life; a fine of not more than $2 million for individuals or $5 million for other than individual. Second offense: not less than 10 years of imprisonment or more than life; if death or serious injury occurs, not less than life imprisonment; a fine of not more than $4 million for individuals, $10 million for other than individual. For possession of 100 gm or more, or one kg or more mixture of methamphetamine or PCP; one kg or more mixture of heroin; five kg or more mixture of cocaine; 50 gm or more mixture of cocaine base; 10 gm or more mixture of LSD; 400 gm or more mixture of fentanyl; 100 gm or more mixture of fentanyl analogue; the penalty is: First offense: not less than 10 years of imprisonment or more than life; if death or serious injury occurs, not less than 20 years of imprisonment or more than life; a fine of not more than $4 million for individuals, or $10 million if other than individual. Second offense: not less than 20 years of imprisonment or more than life; if death or serious injury occurs, not less than life imprisonment; a fine of not more than $8 million for individuals, $20 million for other than individual. For other drugs, not including marijuana, hashish, or hash oil, the penalty is: First offense: not more than 20 years of imprisonment; if death or serious injury occurs, not less than 20 years of imprisonment or more than life; a fine of $1 million for individuals, $5 million for other than individual. Second offense: not more than 30 years of imprisonment; if death or serious injury occurs, life imprisonment; a fine of $2 million individuals, $10 million for other than individual. CSA III, IV, and V Penalties For CSA III drugs, not more than five years of imprisonment: a fine of not more than $250,000 for individuals, or $1 million for other than individual. Second offense: penalties double that of first offense. For CSA IV drugs: First offense: not more than three years of imprisonment; a fine of not more than $250,000 for individuals, or $1 million for other than individual. Second offense: penalties double that of first offense. For CSA V drugs: First offense: not more than one year of imprisonment; a fine of not more than $100,000 for individuals, or $250,000 for other than individual. Second offense: penalties double that of first offense. Marijuana, Hashish, and Hashish Oil For possession of 1,000 kilogram (kg) or more, or 1,000 or more plants, of marijuana or mixture containing discernible quantity: First offense: not less than 10 years of imprisonment, not more than life imprisonment. If death or serious injury occurs, not less than 20 years of imprisonment, not more than life imprisonment; a fine of not more than $4 million for individuals, $10 million for other than individual. Second offense: not less than 20 years of imprisonment or not more than life imprisonment; if death or serious injury occurs, not less than life imprisonment; a fine of not more than $8 million for individuals, $20 million for other than individual. For possession of 100 kg to 1,000 kg, or 100–999 plants, of marijuana or mixture containing discernible quantity: First offense: not less than five years of imprisonment, not more than 40 years of imprisonment. If death or serious injury occurs, not less than 20 years of imprisonment, not more than life imprisonment; a fine of not more than $2 million for individuals, $5 million for other than individual. Second offense: not less than 10 years of imprisonment or more than life imprisonment; if death or serious injury occurs, not less than life imprisonment; a fine of not more than $4 million for individuals, $10 million for other than individual. For possession of 50 to 100 kg, or 50–99 plants, of marijuana; 10 to 100 kg hashish; or 1 to 100 kg hashish oil: First offense: not more than 20 years of imprisonment. If death or serious injury occurs, not less than 20 years of imprisonment, not more than life imprisonment; a fine of $1 million for individuals, $5 million for other than individual. Second offense: not more than 30 years of imprisonment. If death or serious injury occurs, life imprisonment, a fine of $2 million for individuals and $10 million for other than an individual. For possession of under 50 kg of marijuana, less than 10 kg of hashish, less than 1 kg of hashish oil: First offense: not more than five years of imprisonment; a fine of not more than $250,000 for individuals, $1 million for other than individual. Second offense: not more than 10 years of imprisonment; a fine of not more than $500,000 for individuals, $2 million for other than individual. Health Risks of Alcohol and IllicitIllegal Drugs Canisius is committed to educating members of the community on alcohol abuse and other drug use. Teaching and learning can be impaired by alcohol and drug use. The college, therefore, has an explicit concern for the alcohol and drug use of its students, faculty, and staff. Alcohol — Alcohol consumption causes a number of changes in behavior. Even small amounts significantly impair the judgment and coordination required to drive a car safely. Low to moderate amounts of alcohol can increase the incidence of a variety of aggressive acts, including harassment and assault. There is an increase in violence associated with alcohol use including suicide, homicide, and sexual violence. Other negative effects include alcohol poisoning which requires hospital emergency room treatment. Long term health effects include high blood pressure, heart disease, liver disease, cancer, stroke and memory and learning problems. Alcohol use can lead to anxiety and depression, social problems, lost productivity, family problems and economic instability. Cannabis (Marijuana, Hashish) — Users of marijuana can experience increased heart rate, dry mouth, and throat and increased appetite. Smoking marijuana irritates the lungs and can lead to chronic cough, phlegm production, and lung infections. Some research has identified a link between marijuana use and increased risk for mental illnesses such as depression, psychosis, anxiety and personality disorders. Additional research suggests that marijuana use affects brain development when used by adolescents and young adults. In this age group there is a decline in cognitive functioning that could be permanent. In 2014 New York State passed the Compassionate Care Act, whichlaw allows the use of non-smokeable marijuana for medical purposes for individuals with identified medical conditions that are severely debilitating or life threatening for which marijuana is likely to be therapeutic or palliative. Use of medical marijuana at work or school can threaten productivity, work quality, personal and work place safety. Heroin—is an illegal addictive opiate associated with very high incidents of overdose. Heroin usage and death from heroin overdose is an epidemic in Erie County and the United States. Illegal use of heroin has increased in both men and women, all age groups and all socioeconomic groups. The greatest risk factor of heroin addiction is addiction to opioid painkillers. Heroin can cause slow, shallow breathing, coma and death. It is typically injected but can also be snorted or smoked. Those who inject heroin are at risk of serious long term viral infections such as HIV, Hepatitis B and C, and bacterial infections of the skin, bloodstream and heart. There is no control over the purity of street heroin so the user is never sure of the amount of drug or drugs they are using. Heroin is often mixed with acetyl fentanyl, another very powerful opioid. It can be 5 to 15 times stronger than heroin and can lead to a more rapid onset of overdose that is more difficult to reverse using accepted medical treatment and Narcan. Prescription Opioid— Opioid pain killers, such as hydrocodone, oxycodone, lortab, vicodin or other opiate derivatives, either medically prescribed or illicit use, can lead to physical and psychological dependency. Opiate pain medication has been identified as a risk factor and possible gateway drugs for heroin use. Health effects from opiates can include drowsiness, anxiety, nausea, mood swings, impaired judgment, delayed response or reaction, and emotional numbness. Use of opiates while at work or school can threaten productivity, work quality, personal safety and the safety of co-workers, fellow students and the entire campus community. Hallucinogens—Lysergic acid (LSD), mescaline, and psilocybin cause illusions and hallucinations. The physical effects may include dilated pupils, elevated body temperature, increased heart rate and blood pressure, loss of appetite, sleeplessness and tremors. The user may experience panic, confusion, suspicion, anxiety, and loss of control. Delayed effects, or flashback, can occur even when use has ceased. Phencyclidine (PCP) —interrupts the functions of the neocortex, the section of the brain that controls the intellect and keeps instincts in check. Because the drug blocks pain receptors, violent PCP episodes may result in self-inflicted injuries. The effects of PCP vary, but users frequently report a sense of distance and estrangement. Speech is incoherent, coordination worsens, and senses are dulled. In later stages of chronic use, users often exhibit paranoid and violent behavior and experience hallucinations. Cocaine/Crack—Cocaine users often have a stuffy, runny nose with eczema around the nostrils and possible perforation of the nasal septum. Immediate effects of cocaine include dilated pupils and elevated blood pressure, heart rate, respiratory rate, and body temperature. Crack or freebase rock cocaine is extremely addictive, and its effects are felt within 10 seconds. Crack and cocaine can cause delirium, hallucinations, blurred vision, severe chest pain, muscle spasms, convulsions, and even death. Synthetic Cathinones (“Bath Salts”) —The term “bath salts” refers to an emerging family of drugs containing one or more synthetic chemicals related to cathinone, an amphetamine-like stimulant found naturally in the Khat plant. Reports of severe intoxication and dangerous health effects associated with the use of bath salts have made these drugs a serious and growing public health and safety issue. Bath salts are typically taken orally, inhaled, or injected, with the worst outcomes being associated with snorting or needle injection. The synthetic cathinones in bath salts can produce euphoria and increased sociability and sex drive, but some users experience paranoia, agitation, and hallucinatory delirium; some even display psychotic and violent behavior, and deaths have been reported in several instances. MDMA (Ecstasy or Molly) —MDMA (3,4-methylenedioxy-methamphetamine), popularly known as ecstasy or, more recently, as Molly, is a synthetic, psychoactive drug that has similarities to both the stimulant amphetamine and the hallucinogen mescaline. MDMA is taken orally, usually as a capsule or tablet. It produces feelings of increased energy, euphoria, emotional warmth and empathy toward others, and distortions in sensory and time perception. Health effects include increased heart rate and blood pressure, which are particularly risky for people with circulatory problems or heart disease. MDMA users may experience other symptoms such as muscle tension, involuntary teeth clenching, nausea, blurred vision, faintness, and chills or sweating. Some heavy MDMA users experience long-lasting confusion, depression, sleep abnormalities, and problems with attention and memory. Barbiturates—In small doses, barbiturates produce calmness, relaxed muscles and lowered anxiety. Larger doses cause slurred speech, staggering gait and altered perception. Very large doses, or doses taken in combination with other central nervous system depressants (e.g., alcohol), may cause respiratory depression, coma and even death. A person who uses barbiturates may have poor muscle control, appear drowsy or drunk, become confused, irritable, or inattentive, or have slowed reactions. Amphetamines—Amphetamines, methamphetamines or other stimulants can cause increased heart and respiratory–rates, elevated blood pressure and dilated pupils. Larger doses cause rapid or irregular heartbeat, tremors and physical collapse. An amphetamine injection creates a sudden increase in blood pressure that can result in stroke, high fever, heart failure and death. An individual using amphetamines might begin to lose weight, have the sweats and appear restless, anxious, moody and unable to focus. Extended use may produce psychosis, including hallucinations, delusions and paranoia. Designer Drugs—Designer drugs are synthetic chemical modifications of older drugs of abuse that are designed and manufactured in covert laboratories and sold at great profit for recreational use. These drugs can be several hundred to several thousand times stronger than the drugs they are designed to imitate. Designer drugs similar to opiates include fentanyl, demerol, and “china white.” The narcotic analogs of designer drugs can cause symptoms such as those seen in Parkinson's disease - uncontrollable tremors, drooling, impaired speech, paralysis and irreversible brain damage. Analogs of amphetamines and methamphetamines cause nausea, blurred vision, chills or sweating and faintness. Psychological effects include anxiety, depression and paranoia. Withdrawal problems include sweating, diarrhea, fever, insomnia, irritability, nausea and vomiting, and muscle and joint pain. Please note the above list is only a sampling of drugs, and by no means a complete one. Non-labeled use of prescription drugs, abuse of prescription drugs, unsafe use of prescription drugs, club drugs, nicotine, as well as inhalants are other drugs that pose health risks. For a complete list, go to the National Institute on Drug Abuse web site at http://www.drugabuse.gov/. All members of the Canisius community are urged to familiarize themselves with the specific policies on alcohol and drug use. Additional information about the health risks associated with use and abuse can be found in the library, the Student Health Center, and the Counseling Center. Information about New York State statutes and applicable penalties for violations can be found in the library and by contacting Canisius Public Safety at Ext. 2330. Confidential Assistance The Employee Assistance Program (EAP) provides professional confidential help and referral to persons troubled by their own or another’s use of alcohol or drugs. Their website address is: www.cfsbny.org/programs/eap. Call 716-681-4300 to schedule an appointment or if assistance is needed in accessing the website. The group health insurance plans sponsored by the college for employees and their eligible dependents provide inpatient detoxifications coverage and outpatient visits for alcohol and substance abuse counseling. For names of approved counselors, co-pays, limits and further information, please contact Human Resources. The student sickness and accidents plans provide coverage for alcohol and substance abuse as mandated by New York State. In addition to the campus and health plan options, several local agencies provide confidential help. They are as follows: Canisius College Employee Assistance Program (EAP): 1-800-386-7055; www.ibhworklife.com Alcoholics Anonymous: 853-0388; http://www.aa.org/ Al-Anon: 856-2520 (supporting family and friends) www.al-anon.org Crisis Services Addiction hotline: 831-7007; http://crisisservices.org Kids Escaping Drugs: 827-9462; www.ked.org Substance Abuse Treatment Helpline: 1 800-662-HELP; http://findtreatment.samhsa.gov (a referral service) National Council on Alcoholism (NCA): 1 800-NCA-CALL (a referral service) National Institute on Drug Abuse (NIDA): 1 800-729-6686; www.nida.nih.gov (a referral service to cocaine abuse centers) Additional resources faculty and staff may utilize to help Canisius College students are the Counseling Center, located in Bosch Room 105, 888-2620, and the Student Health Center, located in the lower level of Frisch, 888-2610. RELATED POLICIES Event Alcohol Policy Event Management Policy for External Clients Event Management Policy for Internal Users Community Standards. Doc #9614213.1 Document comparison by Workshare 10.0 on Thursday, April 8, 2021 5:00:01 PM Input: Document 1 ID file://C:\Users\set\Desktop\2.2.1 Alcohol and Drug Prevention Policy Original 4.5.21.docx Description 2.2.1 Alcohol and Drug Prevention Policy Original 4.5.21 Document 2 ID iManage://bu-dms-work.plllp.local/BUFFALO/9614213/1 Description Canisius College Alcohol and Drug Prevention Policy#BUFFALOv9614213<bu-dms-work.plllp.local> Rendering set Standard Legend: Insertion Deletion Moved from Moved to Style change Format change Moved deletion Inserted cell Deleted cell Moved cell Split/Merged cell Padding cell Statistics: Count Insertions 46 Deletions 21 Moved from 1 Moved to 1 Style change 0 Format changed 0 Total changes 69</s>